# Introduction n recent years, ISO 9000 has gained significant acceptance in many organizations in Ethiopia. Most of these organizations believe that ISO 9000 can assist them in surviving the unstable business environment and achieving competitive advantage over their competitors. The main motive behind this adoption is that the quality has become increasingly central features that the customers value. Customers are now more aware and looking for quality products and services than they were in previous years. Satisfaction is the focal point for the shift in their behavior. Because of this, some companies use ISO 9000 certification as a way to show their customers that they are quality concern and looking forward to providing only quality products or services (Othman, 2001). The stress on quality has also led to a demand by organizations for outsider quality recognition, which has in turn provided the drive for the International Organization for Standardization's (ISO) development of the ISO 9000 series of international quality management standards for quality assurance of products and services in 1987. These standards have now been used by many countries globally, including the European Union (EU) Curkovic and Handfield, (1996). while the ISO 9000 is not mandatory by all EU directives, many EU consumers need conformity to the ISO standards such that a firm planning to export to the EU is likely to have to obtain ISO 9000 qualifications Handfield and Curkovic (1996). Under the ISO standards, quality management includes quality control and quality assurance, and incorporates the additional concepts of quality guidelines, quality plan and quality progress (Standards Australia and Standards New Zealand, 1994). The ISO standards include 20 items which cover three aspects of quality; management of the quality system, tactic of the system, and repairs of the system (Brooks, 1995). Brooks (1995) recognized external and internal payback of ISO certification. External payback relate to client perceptions about quality, better customer satisfaction, improved core competencies, and reduced customer quality audits. Internal benefits include enhanced documentation, better quality consciousness, and improved effectiveness and efficiency. ISO 9001 Registrars make bold claims for the business benefits of quality management system award, for example in the USA, ANAB the leading ISO 9001 Registrar in the USA (2008) claim sixteen opportunities from quality management system award including increased operational efficiency, cost reduction from less rework and scrap, customer satisfaction, competitive edge, perceived improved quality and bigger market share. In Europe similar claims are made by leading national registrars as being supported by academic research (Gavin, 2009).But what about employees and job satisfaction? In ISO quality standards and other quality initiatives, employees are believed to be satisfied and committed with their job as a result of increase employee participation and involvement in decision making process (Wilkinson et al, 1998;Wageman & Hackman,1995). Also, the reward system under ISO 9000 series is said to increase their level of satisfaction and commitment as employees will be rewarded based on the team performance not on individual basis. These believes need to be proven, as people are the important elements of the organization that have to be taken care of Ishikawa (1985) has mentioned that an organization whose members are not happy and cannot be happy does not deserve to exist. ISO 9000 involves adjustment to the organizations. When change is on a large scale, and involves many individuals and divisions, there are problems (Harvey and Brown, 1996;Ferguson & Cheyne, 1995). When ISO 9000 is adopted, employees are assigned with different job and with increased workload and paperwork, change in working environment, change in management style and organization culture. Mainly, these changes can be grouped into four main categories namely, job-related characteristics (skill variety, task importance, task uniqueness, autonomy and feedback from the job), organization characteristics or work relationships (with supervisors and relationship with co-workers) and employment contract (job security, pay and growth). These factors are the providers to the decrease in job satisfaction and commitment if change is implemented without proper change interventions and this as a result will affect the employees' performance DeNisi and Schweiger (1991). Now a day's many firms operating in Ethiopia are in hurry to get the award of ISO9001 certification and to expand their market destination externally. But the researcher did not find any study that deals with impact that ISO9001 implementation have on employees in the context of Ethiopian industry. The researcher also did not find any theoretical literature associated with this issue. Because of the above two major reasons the researcher become highly motivated to conduct this study with the aim of analyzing the impact of ISO 9001 on job satisfaction of employees in Ethiopian manufacturing industry in the case of Dire Tannery which is certified with ISO9001:2008. # II. # Materials and Methods This study aims to evaluate the impacts of ISO9001:2008 implementations on employee's job satisfaction in the case of Dire tannery, Addis Ababa Ethiopia. The sample size of the Study has been calculated as follows, ??= ?? 2 .??.??.?? ?? 2 (???1)+?? 2 .??.?? Where n = sample size e = margin of error p = probability of success q = probability of failure N = population Z = the value of the standard variate at a given confidence level to be worked out from table showing area under Normal Curve. After the sample size determined this sample of 167were divided proportionally for each strata (department) according to its percentage as follows:-Primary data and secondary Data collection are the ways used for collecting information. This study mainly relied on primary data. Such types of data are firsthand information collected for the first time directly from the respondents. The collection of primary data involves the use of research instruments, such as questionnaires and interview schedules that have been constructed exclusively for the purposes of a specific study. For the purposes of this research, primary data were collected by self-administered questionnaire and unstructured interviews. For the purpose of this study the questionnaires were adopted with a little modification from Valmohammadi and Khodapanahi (2011), Ooi.et.al (2008) and Akashah (2010) who conduct a survey in the same area before. Basically the questionnaire is divided into two major parts. The questionnaire is in dual language, Amharic and English to make it easily understandable for the targeted respondents. Part one keeps track on the general information of respondents on their demographic information. In this section, the background aspects of respondents such as gender, marital status, years of working experience with current company, positional level in the organization and educational level. Respondents were asked to rate each statement on the bases of five point likert scale. This scale used in this study to generate statistical measurement of employee's job satisfaction. Respondent were asked how strongly she or he agrees or disagrees with a statement or series of statements, usually on a four, five, six or seven-point rating scale (Saundersn.et.al 2009). In this study five point likert scale were used as indicated below:- Y i = b 0 + b 1 X i1 + b 2 X i2 + b 3 x i3 + b 4 X i4 +?i III. # Result and Discussion # a) Hypothesis Testing -Correlation Analysis These correlation analyses are on the independent variables and dependent variable consists of customer focus, empowerment and team work, training and education, continues improvement. The dependent variable for this study is employee job satisfaction. The correlation is done on dimensions of independent variable on dependent variable. The SPSS output for Pearsons correlation coefficient show the relationship between two variables, which are independent variables and dependent variables. The measure of goodness between the variables should fall within the range of 1 to -1. If r= +1, there is a perfect linear (positive) relationship between the two variables. On the other hand, if r=-1, the inverse (negative) relationship between variables. Hypotheses that postulate a significant positive or negative relationship between two variables can be tested by examining the correlation between the two. (Customer focus has a positive effect on employee's job satisfaction) Table 4.12, shows the Pearson correlation test for hypothesis 1. There is a significant positive correlation between customer focus principles with employee's job satisfaction with a significant value of 0.000. Hence accept alternative hypothesis (Ha) and reject the null hypothesis (H 0 ). In other words customer focus and job satisfaction have a positive moderate relationship(r=0.405). From this it can be understood that customer focus practice of the tannery has a positive impact on employee's job satisfaction. In other word, an increase in customer focus practice of the tannery will also result in an increased job satisfaction among employees. 4.13, shows that there is a significant positive correlation between training and education and job satisfaction with a significant value of 0.000. Hence accept the alternative hypothesis (Ha) and reject the null hypothesis (H 0 ). In other word training and education and job satisfaction has a positive moderate relationship (r=0.565). It means the two variables have positive relationship when independent variable increase and the dependent variable also increase. Training and education considered as a factor to affect the employees job satisfaction in the study. (Continuous improvement has a positive effect on employees' job satisfaction) Table 4.15, shows there is a significant positive correlation between Continuous improvement and job satisfaction with a significant value of 0.000. Hence accept the alternative hypothesis (Ha) and reject the null hypothesis (H 0 ). In other word Continuous improvement and job satisfaction has a positive moderate relationship (r=0.605). Accordingly this implies that continues improvement has a positive impact on employee's job satisfaction. Increase in continues improvement practice of the company will also result increased employees job satisfaction. After entered the four variables into the regression model R is 0.682 with the dependent variable. Inter correlation among four (4) independent variable taken into account, the R square value is 0.465. Thus our model explains only 46.5 percent influence that our four (4) independent variables have on the dependent variable. The ANOVA, as shown in table 4.17 below implied that the F value of 28.499 is significant at the 0.000 level and the model summary. This result reflects that the 46.5 percent of the variance (R square) in job satisfaction has been significantly explained by the four (4) independent variables. The Durbin-Watson of 1.587, falls between acceptable range (1.5