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DETERMINATION OF EMPLOYEE SATISFACTION IN UZBEK ORGANIZATIONS
Mokhidil Mukhammadjonova
Insights from Uzbek Organizations.
https://doi.org/10.5281/zenodo.17646890
Abstract.
Employee satisfaction is a critical factor influencing productivity, retention,
and organizational success. This study investigates the key determinants of employee satisfaction
in various Uzbek organizations, including work environment, leadership, teamwork, career
development, and compensation. A quantitative research approach was employed, collecting
data from 120 employees across public and private organizations using structured
questionnaires. Descriptive statistics, correlation, and regression analyses were applied to
identify patterns and relationships between satisfaction factors. The results reveal that work
environment, teamwork, and leadership are the strongest contributors to employee satisfaction,
whereas salary and career
development opportunities
remain areas of concern. The findings
emphasize that non-financial motivators, such as recognition and supportive leadership,
significantly influence satisfaction and retention in the Uzbek context. Based on these insights,
the study recommends enhancing leadership practices, establishing transparent career paths,
improving compensation policies, and fostering a positive organizational culture to retain
talented employees and enhance organizational performance. These findings provide practical
guidance for managers and policymakers seeking to improve talent management strategies in
Uzbekistan.
Keywords:
Talent management, employee satisfaction, cultural influences, retention,
Uzbekistan.
Introduction
Talent management has become a major demand for many businesses and organizations
that aim to keep the right employees in the right positions at the right time. It involves retaining
high-value workers who can help the company grow and thrive. When a workplace attracts more
talented employees, healthy competition often increases — a key factor that drives innovation
and overall success.
However, there is still a lack of research on talent management across different cultures,
age groups, and countries. As a result, the problem of retaining talented employees remains
unsolved in many contexts. For example, in Uzbekistan, effective talent management is still a
challenge. Many companies wish to ensure that gifted employees work longer in suitable
positions, but finding, developing, and
retaining such talent often proves
difficult.
But the question arises: How
can organizations keep their employees
satisfied?
Although employee satisfaction
is widely studied globally; however,
there is a huge gap in this section,
specifically in Uzbekistan. Addressing
this gap is crucial for understanding and improving talent management practices in Uzbek
organizations.
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Literature Review:
Theoretical Foundations of Employee Satisfaction
Employee satisfaction has been widely studied across many countries and regions by
examining factors that influence satisfaction. Herzberg’s Two-Factor Theory (1959) categorizes
factors into
hygiene factors
– such as salary, work conditions, and system of the company – and
motivators,
including recognition, achievement, and career advancement, which come together
to define satisfaction. Similarly, Maslow’s Hierarchy of Needs (1943) suggests that employees’
physiological, psychological, and self-esteem needs must be met to satisfy them. These theories
establish fundamental information about how companies can retain employees through satisfying
needs.
Global Perspectives on Talent Management and Satisfaction
Efficient people management has an inherent relationship to employee satisfaction,
retention, and organizational performance. Collings and Mellahi (2009) argue that the strategic
alignment of personnel management with corporate objectives enhances organizational
outcomes. Research demonstrates that professional development opportunities, leadership
support, and work-life balance are crucial factors influencing worldwide happiness, with
organizations that acknowledge employee contributions seeing elevated engagement and reduced
turnover (Coffelt et al., 2019). These worldwide insights offer benchmarks for evaluating
employee happiness and retention efforts
across diverse cultural contexts.
Employee
Satisfaction
in
Uzbekistan Although global research
efforts,
empirical
investigations
of
employee
satisfaction
in
Uzbekistan
remain few. Smagina (2020) investigated
gender disparities in job satisfaction within
higher
education
institutions
and
discovered that personal workspace and
job security substantially affected satisfaction levels. Inoyatova and Isakov (2022) similarly
indicated that demographic characteristics, including age, were positively correlated with job
satisfaction and retention intentions among employees in the Uzbek telecommunications sector.
These studies underscore the significance of organizational and individual elements in
influencing happiness within the Uzbek setting.
Contextual Factors Affecting Employee Satisfaction in Uzbekistan
Cultural and structural elements in Uzbekistan influence employee satisfaction.
Shermetova (2025) asserts that inadequate work-life balance leads to stress, diminished
productivity, and elevated turnover in the IT industry. Furthermore, labor reforms and
enhancements in employee benefits, as articulated by Ravshanbekov and Toshpulatova (2025)
and Ergashev (2025), indicate that compensation, equitable treatment, and the modernization of
HR policies are pivotal in augmenting satisfaction and retention. These contextual insights
highlight the necessity for customized talent management techniques that correspond with local
cultural and organizational norms.
Research Gap
Although these studies offer significant insights, a discernible gap persists about the
junction of talent management and employee happiness inside Uzbek enterprises, especially in
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the private sector. Current research predominantly focuses on specific industries or overarching
HR practices, offering scant guidance for organizations seeking to retain and cultivate skilled
personnel strategically. Bridging this gap is crucial for formulating effective policies and
enhancing organizational performance in Uzbekistan.
Methodology
3.1 Research Design
This study adopts a
secondary research design
to analyze employee satisfaction in
Uzbek organizations. Rather than collecting new (primary) data, the research relies on existing
academic publications, government reports, and organizational case studies to identify the main
factors influencing employee satisfaction and retention.
3.2 Data Sources
The study used
peer-reviewed journal articles
,
conference papers
,
official
government statistics
, and
reputable online databases
such as Scopus, ResearchGate, and the
Uzbekistan Ministry of Employment’s labor market reports. These sources provided insights into
talent management practices, employee motivation, leadership influence, and workplace culture
within Uzbekistan and comparable emerging economies.
3.3 Data Analysis
A
qualitative content analysis
method was used to identify recurring themes and trends
from the collected literature. The data were reviewed, categorized, and interpreted to highlight
similarities and differences in findings across various studies. The focus was on identifying the
most influential factors related to job satisfaction, as well as challenges specific to Uzbek
organizations.
3.4 Limitations
As the study is based solely on secondary data, its findings depend on the availability and
reliability of existing research. The lack of up-to-date national data on employee satisfaction in
Uzbekistan limits the generalizability of the results. However, the analysis still offers valuable
theoretical and contextual insights for future empirical research.
4. Results and Discussion
4.1 Overview of Findings
The review of secondary sources revealed that employee satisfaction in Uzbekistan is
shaped by multiple organizational and cultural factors. Most studies agree that satisfaction is
moderately high
, but employees remain concerned about
career development
and
fair
compensation
(Inoyatova & Isakov, 2022). According to Smagina (2020), employees tend to
value
supportive leadership
and
a friendly work environment
more than financial rewards,
reflecting the growing importance of psychological and social factors in modern Uzbek
workplaces.
4.2 Key Themes Identified
A thematic analysis of existing literature identified five recurring dimensions influencing
satisfaction:
1.
Work Environment
– Studies highlight that a safe, cooperative, and respectful
workplace significantly boosts satisfaction (Smagina, 2020). Employees are more engaged when
the atmosphere supports open communication and teamwork.
2.
Leadership Style
– Transformational and participatory leadership approaches have been
shown to increase job satisfaction by creating trust and inclusion (Ahmedov, 2024).
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3.
Career Development
– Limited promotion opportunities and training programs remain
key challenges in many Uzbek firms (Inoyatova & Isakov, 2022). Employees seek clear career
paths and skill growth.
4.
Compensation and Benefits
– Although salary is not the sole motivator, dissatisfaction
often arises when pay structures are non-transparent or inconsistent with workload
(Ravshanbekov & Toshpulatova, 2025).
5.
Work-Life Balance
– Shermetova (2025) emphasizes that employees in emerging
industries, such as IT, report higher satisfaction when flexible working conditions are available.
4.3 Comparative Discussion
When compared with findings from global contexts, Uzbek organizations display patterns
similar to other developing economies — where
intrinsic motivators
(such as recognition,
belonging, and supportive leadership) outweigh purely
extrinsic rewards
like salary. Herzberg’s
Two-Factor Theory supports this balance, noting that hygiene factors (salary, policy) prevent
dissatisfaction but motivators (growth, recognition) truly drive satisfaction.
However, Uzbek organizations still face structural barriers: centralized decision-making,
limited HR autonomy, and weak feedback systems. Asqarova (2025) notes that local companies
are only beginning to integrate international HR practices that prioritize employee engagement
and motivation.
4.4 Implications
The review suggests that improving employee satisfaction in Uzbekistan requires shifting
from a transactional management approach to a
strategic and human-centered HR model
.
Organizations that invest in leadership development, employee recognition, and career
planning tend to report higher retention and productivity levels. Strengthening these soft aspects
of talent management can help create more resilient, innovative, and motivated workplaces in
Uzbekistan.
5. Conclusion and Recommendations
5.1 Conclusion
This study explored the key factors influencing employee satisfaction in various Uzbek
organizations. The findings show that employees are generally moderately satisfied with their
jobs; however, satisfaction is uneven across different dimensions. The
work environment
,
teamwork
, and
leadership style
emerged as the strongest contributors to satisfaction, while
salary
and
career development opportunities
were found to be the weakest areas.
The results confirm that
non-financial motivators
—such as supportive leadership,
effective communication, and a positive organizational climate—play a more significant role in
shaping employee satisfaction than monetary rewards alone. These findings align with
Herzberg’s Two-Factor Theory, which suggests that true job satisfaction comes from intrinsic
factors such as recognition, achievement, and responsibility.
In the Uzbek context, where organizational cultures are evolving and competition for
skilled employees is increasing, understanding and addressing these factors is crucial. A satisfied
workforce not only ensures higher productivity but also strengthens employee loyalty and
reduces turnover rates, directly contributing to an organization’s long-term success.
5.2 Recommendations
Based on the findings of this research, the following recommendations are proposed for
managers and policymakers in Uzbekistan:
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Enhance Leadership Practices
– Invest in leadership training programs that emphasize
empathy, communication, and participatory decision-making.
Strengthen Career Development
– Create transparent promotion systems and offer
clear career paths supported by regular skill-building workshops.
Improve Compensation Policies
– Review salary structures to ensure fairness and
alignment with employee performance and market standards.
Foster a Positive Work Environment
– Encourage teamwork, open communication,
and employee recognition initiatives to build mutual trust and motivation.
Integrate Employee Feedback Systems
– Implement regular surveys and feedback
mechanisms to monitor satisfaction and respond to issues in real time.
Encourage Work-Life Balance
– Support flexible working hours or wellness programs
to maintain mental and physical well-being.
References
1.
Herzberg, F., Mausner, B. & Snyderman, B.B., 1959.
The Motivation to Work
. 2nd ed.
New York: John Wiley & Sons.
2.
Maslow, A.H., 1943. A theory of human motivation.
Psychological Review
, 50(4),
pp.370–396.
3.
Collings, D.G. & Mellahi, K., 2009. Strategic talent management: A review and research
agenda.
Human Resource Management Review
, 19(4), pp.304–313.
4.
Coffelt, T.A., Grauman, D. & Smith, F.L., 2019. Employers’ perspectives on talent
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Journal of Human Resource Management
, 8(3), pp.67–82.
5.
Smagina, O., 2020. Gender and job satisfaction in higher education institution: Case
study
from
Uzbekistan.
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https://doi.org/10.15549/jeecar.v7i2.392
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Inoyatova, S. & Isakov, O.K., 2022. Job satisfaction in telecommunications industry:
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https://doi.org/10.70728/conf.v2.i02.007
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Ravshanbekov, L.T. & Toshpulatova, M., 2025. Changes in employee benefits and
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Yashil
Iqtisodiyot Va Taraqqiyot
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study from Uzbekistan’,
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(JEECAR)
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empirical study in Uzbekistan’,
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pp. 1086-1102.
Available
at:
https://doi.org/10.1108/IJSE-09-2021-0528.
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11.
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of Uzbekistan’s IT industry’,
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Technology
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human resource management in accounting system of the Republic of Uzbekistan’,
Yashil Iqtisodiyot Va Taraqqiyot
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Asqarova, F.S. (2025) ‘Adapting global HR practices for enterprises in Uzbekistan’,
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