The aspect of employee satisfaction has now more than ever become more critical because of globalization of the workplace, incidents of organizations undertaking restructuring measures to maintain a leaner workforce and the need to build customer communities in a networked world. This study was motivated by the acknowledgment that retention of suitable levels of employee satisfaction and getting to know how to manage the factors that influence employee satisfaction leads to improved and increased organizational performance. For this reason, management has embraced the concept of employee motivation and satisfaction so as to retain the long term relationship with the employees in a cordial environment. The study was based on the fact that overall success of an organization depends on the commitment and engagement of the employed by understanding and promoting the factors that influence employees’ performance and adopting practices that improve flexibility of work schedules and quality of working life. The data for this study was collected using questionnaires from a sample of seventy employees representing about twenty nine percent of total employees in KWAL. The data was analyzed using descriptive measures, percentages and frequency distribution tables. From the research findings, relationships were found to exist between the survey independent variables with the dependent variables. Precisely the research established that factors that influence employee satisfaction include: Recognition, employee participation in management decisions; feedback, goals and on-job training. Besides, relationships were found to exist between the variables under study and the identified indicators per variable. The respective indicators of each of these variables were as follows: Recognition – Individual value, Performance, Gender equitability, Promotion, and competitive terms. Management – Teamwork, Decision making, Leadership skills, and Supervisors – subordinates relationships. Feedback – communication and Performance feedback. Goal indicated that the independent variables (i.e personal characteristics, job and role-related factors, professional commitment and HR practices) were stronger predictors of organizational commitment, job satisfaction and turnover intentions in professional employees than the technical employees. It was also noted that age, education, professional commitment, role overload, supervisory support, job security, promotional opportunities, distributive justice and participation in decision making were the most important predictors of employee satisfaction among employee. These results are significant for theory, policy and practice. Out of the insights of findings of the study, it is recommended that both Line and HR managers should try to understand factors and establish work-related practices that enhance the most ‘desirable’ component of employee commitment so as to promote employee performance and the organization as a whole.

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