This document summarizes a study that analyzed factors affecting job satisfaction levels of academic staff at the Islamia University of Bahawalpur in Pakistan. It investigated the impact of pay, job security, coworkers, and promotion opportunities on satisfaction. The study found that pay had the largest impact on satisfaction, followed by job security, promotion opportunities, and coworkers had the smallest impact. The document provides background on job satisfaction and reviews literature on factors that can influence satisfaction, such as salary, job security, working conditions, relationships with coworkers, and promotion opportunities.
This document discusses employee compensation and its components. It covers direct financial payments like wages and salaries which can be time-based or performance-based. It also discusses indirect financial payments like benefits. Several factors determine compensation plan design including strategy, equity, legal and union considerations. Compensation must be aligned with business strategy and attract behaviors needed to achieve strategic goals. Equity in compensation must also be maintained both internally and externally. Laws also regulate minimum wages, overtime, benefits and prohibit discrimination.
Effects of Job Stress on Employees Job Performance A Study on Banking Sector ...IOSR Journals
Currently Bankers are under a great transaction of stress and due to many backgrounds of stress such as Excess, Role doubt, Role conflict, Concern for people, Contribution, Lack of feedback, possession up with rapid technologicalchange. Being in an inventive role, Career development, Organizational structure and climate, and recent episodic events. The thing which find out is stress. This study examines the relationship between job stress and job performance on bank employees of banking sector in Pakistan. The study examines the purpose model in relation of job stress and its impact on job performance by using sample of 144 participants. In participant the data ofsenior, graduate employees including customer services officers and managers of well reputed rising bank in Pakistan. The data were obtained through close ended questionnaire. A statistical test of regression, correlation and reliabilities were also confirmed. The results are significant with negative correlation between job stress and job performances and shows that job stress significantly reduces the performance of an individual. The results suggest to the organization that they have sustained a very health, cooperative and friendly environment within the team for better performance.
This document provides an introduction and background on a study of employee absenteeism at FLAKT (INDIA) PRIVATE LIMITED.
The objectives of the study are to find the causes of absenteeism, employee satisfaction levels, and ways to reduce absenteeism. Absenteeism is problematic as it reduces productivity and profits. The document outlines the research methodology, which includes a sample size of 100 employees and data collection through questionnaires and interviews.
Literature on absenteeism, job satisfaction, and motivation is reviewed. Key factors that could influence absenteeism are identified as poor working conditions, job dissatisfaction, lack of motivation, and poor employee-management relations. The study aims to understand the reasons
THE RELATIONSHIP BETWEEN WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCERobinson Omamo
This study focuses on one flexible working practice, homeworking, and examines its benefits at the individual level. I question the employee's perception of homeworking as a benefit. For example, in the case of an organization where homeworking has a long history and has become a common and extended practice among employees over time, I argue that employees may not perceive homeworking as a discretionary benefit, but as an entitlement. Since the research questions of this study are of an exploratory nature, I applied qualitative analysis to primary interview data obtained in Samba Financial Group. The interview data allowed examination of the ways in which research participants perceived and experienced past employee-organization exchanges and, thus, address the research questions regarding the perceptions of the content and quality of the employee organization relationship (EOR). I supported the qualitative results with quantitative analysis of survey data the research team collected from the same organization and other internal organizational data. The results support past research that shows working from home brings benefits such as helping employees with balancing their home and work commitments with becoming more productive as they have fewer distractions than when working at the office This study seeks to contribute to the on-going debate about the consequences of homeworking focusing on the employee-organization relationship and drawing from the social exchange theory and the inducements-contributions model.
Organisational productivity is about assessing and improving the efficiency and effectiveness of public and private sector organisations. Four productivity models are explained and linked to a wide range of productivity improvement methodologies.
This document discusses various types of pay-for-performance plans including merit pay, variable pay, individual and group incentives, and long-term incentives. Merit pay rewards higher performers with additional pay based on their performance rating. Variable pay ties compensation to measurable performance factors. Individual incentives include piece-rate plans, standard hour plans, and plans that set multiple piece rates based on production levels. Group incentives like profit-sharing reward employee groups when organizational goals are met. Long-term incentives focus on long-term value creation through options, restricted stock, and plans with performance acceleration.
Quality of work life (Q.W.L.) is a multi-faceted concept that aims to improve employee satisfaction and organizational effectiveness by making work less routine and more rewarding. It involves implementing procedures and policies that give employees more autonomy and recognition. High Q.W.L. exists when there are democratic management practices, enriching jobs, dignity, and safe working conditions. Low Q.W.L. can result in absenteeism, low performance, and poor morale. Several countries and companies have practiced Q.W.L. to address issues like job dissatisfaction and lack of commitment that arose after the Industrial Revolution mechanized many jobs.
This document discusses compensation planning and administration. It defines compensation as what employees receive in exchange for their services, which can include base pay, variable pay, and benefits. The objectives of compensation planning are to ensure fairness, attract and retain talent, and reward desired behaviors. Base compensation includes wages and salaries, while supplementary compensation includes incentive payments based on performance. Effective compensation administration establishes equitable pay scales and controls costs while attracting qualified employees and complying with legal regulations.
This document discusses employee compensation and its components. It covers direct financial payments like wages and salaries which can be time-based or performance-based. It also discusses indirect financial payments like benefits. Several factors determine compensation plan design including strategy, equity, legal and union considerations. Compensation must be aligned with business strategy and attract behaviors needed to achieve strategic goals. Equity in compensation must also be maintained both internally and externally. Laws also regulate minimum wages, overtime, benefits and prohibit discrimination.
Effects of Job Stress on Employees Job Performance A Study on Banking Sector ...IOSR Journals
Currently Bankers are under a great transaction of stress and due to many backgrounds of stress such as Excess, Role doubt, Role conflict, Concern for people, Contribution, Lack of feedback, possession up with rapid technologicalchange. Being in an inventive role, Career development, Organizational structure and climate, and recent episodic events. The thing which find out is stress. This study examines the relationship between job stress and job performance on bank employees of banking sector in Pakistan. The study examines the purpose model in relation of job stress and its impact on job performance by using sample of 144 participants. In participant the data ofsenior, graduate employees including customer services officers and managers of well reputed rising bank in Pakistan. The data were obtained through close ended questionnaire. A statistical test of regression, correlation and reliabilities were also confirmed. The results are significant with negative correlation between job stress and job performances and shows that job stress significantly reduces the performance of an individual. The results suggest to the organization that they have sustained a very health, cooperative and friendly environment within the team for better performance.
This document provides an introduction and background on a study of employee absenteeism at FLAKT (INDIA) PRIVATE LIMITED.
The objectives of the study are to find the causes of absenteeism, employee satisfaction levels, and ways to reduce absenteeism. Absenteeism is problematic as it reduces productivity and profits. The document outlines the research methodology, which includes a sample size of 100 employees and data collection through questionnaires and interviews.
Literature on absenteeism, job satisfaction, and motivation is reviewed. Key factors that could influence absenteeism are identified as poor working conditions, job dissatisfaction, lack of motivation, and poor employee-management relations. The study aims to understand the reasons
THE RELATIONSHIP BETWEEN WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCERobinson Omamo
This study focuses on one flexible working practice, homeworking, and examines its benefits at the individual level. I question the employee's perception of homeworking as a benefit. For example, in the case of an organization where homeworking has a long history and has become a common and extended practice among employees over time, I argue that employees may not perceive homeworking as a discretionary benefit, but as an entitlement. Since the research questions of this study are of an exploratory nature, I applied qualitative analysis to primary interview data obtained in Samba Financial Group. The interview data allowed examination of the ways in which research participants perceived and experienced past employee-organization exchanges and, thus, address the research questions regarding the perceptions of the content and quality of the employee organization relationship (EOR). I supported the qualitative results with quantitative analysis of survey data the research team collected from the same organization and other internal organizational data. The results support past research that shows working from home brings benefits such as helping employees with balancing their home and work commitments with becoming more productive as they have fewer distractions than when working at the office This study seeks to contribute to the on-going debate about the consequences of homeworking focusing on the employee-organization relationship and drawing from the social exchange theory and the inducements-contributions model.
Organisational productivity is about assessing and improving the efficiency and effectiveness of public and private sector organisations. Four productivity models are explained and linked to a wide range of productivity improvement methodologies.
This document discusses various types of pay-for-performance plans including merit pay, variable pay, individual and group incentives, and long-term incentives. Merit pay rewards higher performers with additional pay based on their performance rating. Variable pay ties compensation to measurable performance factors. Individual incentives include piece-rate plans, standard hour plans, and plans that set multiple piece rates based on production levels. Group incentives like profit-sharing reward employee groups when organizational goals are met. Long-term incentives focus on long-term value creation through options, restricted stock, and plans with performance acceleration.
Quality of work life (Q.W.L.) is a multi-faceted concept that aims to improve employee satisfaction and organizational effectiveness by making work less routine and more rewarding. It involves implementing procedures and policies that give employees more autonomy and recognition. High Q.W.L. exists when there are democratic management practices, enriching jobs, dignity, and safe working conditions. Low Q.W.L. can result in absenteeism, low performance, and poor morale. Several countries and companies have practiced Q.W.L. to address issues like job dissatisfaction and lack of commitment that arose after the Industrial Revolution mechanized many jobs.
This document discusses compensation planning and administration. It defines compensation as what employees receive in exchange for their services, which can include base pay, variable pay, and benefits. The objectives of compensation planning are to ensure fairness, attract and retain talent, and reward desired behaviors. Base compensation includes wages and salaries, while supplementary compensation includes incentive payments based on performance. Effective compensation administration establishes equitable pay scales and controls costs while attracting qualified employees and complying with legal regulations.
This document outlines a compensation plan, including definitions of compensation and objectives like attracting employees and maintaining satisfaction. It discusses factors affecting compensation plans like supply/demand and legislation. Various modes of compensation are described, including wages/salary, incentives, and fringe benefits. Different types of incentives like individual/organizational and time-based vs production-based are explained. Specific incentive plans like Halsey, Rowan, and Emerson are outlined. The document also covers financial vs non-financial incentives and positive vs negative incentives. Fringe benefits and some examples are defined.
The document discusses various factors to consider when determining employee pay rates, including compensation plans, legal requirements, and equity. It covers types of wages based on time or performance, exempt vs non-exempt employee classifications, key US labor laws, and how to align compensation with business strategy and maintain pay equity.
This document discusses theories of motivation and job satisfaction. It covers content theories like achievement motivation theory and need hierarchy theory, as well as process theories such as valence-instrumentality-expectancy theory and equity theory. Goal-setting theory is also examined. The document also explores factors that influence job satisfaction like personal characteristics, use of skills, and job congruence. Finally, it looks at the relationships between low job satisfaction, absenteeism, and turnover.
This document provides an overview of employee benefits and compensation. It begins with learning objectives about defining benefits, distinguishing between mandated and voluntary benefits, discussing shifts in retirement plans, managing health care costs, and considering benefits administration. It then defines benefits and discusses strategic perspectives. It outlines how typical benefit dollars are spent and strategic considerations. It addresses benefit design decisions and measurements of effectiveness. It categorizes types of benefits such as security, retirement, health care, and time-off benefits. It provides details on specific benefits and considerations for managing costs. Overall, the document serves as a comprehensive guide to understanding and managing employee benefits.
Job Evaluation: concept, process, compensation: concept, components, Designing and Administering the Wage and Salary Structure, Grievance Procedure and Handling.IT is about maintainence of HUMAN RESOURCES
This project proposal outlines a study on stress levels among working women at Sumandeep Vidyapeeth in Vadodara, India. The study aims to identify the types and levels of stress faced by working women, understand the causes of stress in their daily work lives, examine the impact of stress on job performance, and understand women's expectations from their families and organizations regarding stress management. Primary data will be collected through surveys distributed to working women at Sumandeep Vidyapeeth. Secondary data sources include previous research papers, books, and journals. The data collected will be analyzed using statistical tools and presented in tables, charts and diagrams. The study intends to identify effective individual- and organization-level strategies to reduce stress among working
This document discusses traditional pay systems, merit pay systems, and effective performance appraisal plans for merit pay. It describes how merit pay ties compensation to performance evaluations using objective and subjective metrics. An effective merit pay program requires non-discriminatory performance appraisals that limit biases, establish clear job standards, and differentiate pay based on achievement of goals. However, merit pay programs can fail if they do not accurately measure and reward performance or if other factors influence compensation decisions.
A study on work lifebalanceanditsimpact on employees productivitypankajshukla87
It is a project based on the human resource management in an organization focusing more on work-life balance concept and its impact on employees productivity.
This document discusses various time-based and productivity-based incentive plans for workers. It describes incentive plans like the Halsey Plan, Rowan Plan, Bedaux Plan, Emerson's Efficiency Plan, Gantt's Task and Bonus Scheme, and Taylor Incentive Plan. These plans provide bonuses or higher wages to workers for completing tasks faster than a preset standard time or at a higher productivity level than standard. The plans aim to motivate workers by rewarding those who are more efficient. Formulas for calculating wages under each plan are provided with examples. Advantages and disadvantages of each plan are also summarized.
This document discusses compensation and wage theories. It provides an overview of different types of compensation including direct and indirect compensation. It also covers various wage concepts like minimum wage, living wage, and fair wage. Several theories that seek to explain how wages are determined are outlined, including the subsistence theory, wage fund theory, surplus value theory, residual claimant theory, marginal productivity theory, bargaining theory, and behavioural theory. The goals of compensation administration are noted as designing a cost-effective pay structure to attract, motivate and retain competent employees.
This document discusses various types of discretionary benefits that employers may provide to employees. It begins by listing sample employee names and benefits amounts. It then covers three broad categories of discretionary benefits: protection programs, paid time off, and services. Within each category, it outlines specific benefit types such as short-term disability, various types of paid leave, employee assistance programs, wellness programs, tuition reimbursement, and more. It concludes by discussing the benefits and costs of offering discretionary benefits to employees.
The document discusses building and maintaining a pay structure with grades and ranges. It provides guidance on key steps:
1) Identify multiple pay schedules to group labor markets and streamline the structure.
2) Determine pay grades by deciding the number of grades and job levels within each grade.
3) Develop pay ranges by setting the minimum, midpoint, and maximum for each grade using common differentials and spreads.
4) Assign positions to grades based on market pay and internal alignment. Maintain the structure by annually benchmarking grades and hot jobs against the market.
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Broadbanding is a strategy that consolidates many traditional pay grades into a few wider salary ranges or "broad bands" in order to support more agile and flexible organizational structures. It reduces the number of salary grades by half to two-thirds and increases the spread between minimum and maximum pay to 75-125% to facilitate lateral moves, career development, and quicker responses to change. Most companies use 10 broadband levels, with 2 for executives, 4 for managers, and 4 for non-managers. While broadbanding aims to empower managers and focus on competencies over jobs, its success requires strong management training and commitment, and it risks employees rising too far above market rates without precise controls.
Reward is an incentive plan to reinforce the desirable behavior of workers or employers and in return for their service to the organization.
Compensation and Reward system plays vital role in a business organization.
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
Job design involves structuring jobs to improve performance and motivation by considering the tasks, responsibilities, relationships, and methods required. Effective job design expands roles to enhance flexibility and satisfaction by providing variety, autonomy, feedback, and opportunities to fully utilize employee abilities. While scientific management minimized skills and autonomy, modern approaches emphasize teamwork, multi-skilling, quality management, and redesigning roles to challenge workers and address both organizational and individual needs.
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
1. Industrial conflicts arise due to divergent interests between management and employees over issues like wages, working conditions, and production goals.
2. Conflicts can manifest through organized actions like strikes and lockouts or unorganized ways like slowdowns and sabotage.
3. The main causes of conflicts in Indian industries are issues related to wages, bonuses, personnel matters, retrenchment, leaves and working hours. Major conflicts have taken the form of strikes and lockouts, which have consequences for all involved parties.
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
This document discusses job satisfaction, including its definition, methods of measuring it, antecedents and consequences. It examines theoretical perspectives on satisfaction and its relationship to job performance, absenteeism, and turnover. While satisfaction was hypothesized to positively impact these areas, research finds only weak-to-modest correlations. Satisfaction appears most closely tied to "volitional" workplace behaviors like organizational citizenship and voluntary retention, rather than involuntary outcomes. A satisfied workforce has benefits, but satisfaction is one of many influencing factors.
This document outlines a compensation plan, including definitions of compensation and objectives like attracting employees and maintaining satisfaction. It discusses factors affecting compensation plans like supply/demand and legislation. Various modes of compensation are described, including wages/salary, incentives, and fringe benefits. Different types of incentives like individual/organizational and time-based vs production-based are explained. Specific incentive plans like Halsey, Rowan, and Emerson are outlined. The document also covers financial vs non-financial incentives and positive vs negative incentives. Fringe benefits and some examples are defined.
The document discusses various factors to consider when determining employee pay rates, including compensation plans, legal requirements, and equity. It covers types of wages based on time or performance, exempt vs non-exempt employee classifications, key US labor laws, and how to align compensation with business strategy and maintain pay equity.
This document discusses theories of motivation and job satisfaction. It covers content theories like achievement motivation theory and need hierarchy theory, as well as process theories such as valence-instrumentality-expectancy theory and equity theory. Goal-setting theory is also examined. The document also explores factors that influence job satisfaction like personal characteristics, use of skills, and job congruence. Finally, it looks at the relationships between low job satisfaction, absenteeism, and turnover.
This document provides an overview of employee benefits and compensation. It begins with learning objectives about defining benefits, distinguishing between mandated and voluntary benefits, discussing shifts in retirement plans, managing health care costs, and considering benefits administration. It then defines benefits and discusses strategic perspectives. It outlines how typical benefit dollars are spent and strategic considerations. It addresses benefit design decisions and measurements of effectiveness. It categorizes types of benefits such as security, retirement, health care, and time-off benefits. It provides details on specific benefits and considerations for managing costs. Overall, the document serves as a comprehensive guide to understanding and managing employee benefits.
Job Evaluation: concept, process, compensation: concept, components, Designing and Administering the Wage and Salary Structure, Grievance Procedure and Handling.IT is about maintainence of HUMAN RESOURCES
This project proposal outlines a study on stress levels among working women at Sumandeep Vidyapeeth in Vadodara, India. The study aims to identify the types and levels of stress faced by working women, understand the causes of stress in their daily work lives, examine the impact of stress on job performance, and understand women's expectations from their families and organizations regarding stress management. Primary data will be collected through surveys distributed to working women at Sumandeep Vidyapeeth. Secondary data sources include previous research papers, books, and journals. The data collected will be analyzed using statistical tools and presented in tables, charts and diagrams. The study intends to identify effective individual- and organization-level strategies to reduce stress among working
This document discusses traditional pay systems, merit pay systems, and effective performance appraisal plans for merit pay. It describes how merit pay ties compensation to performance evaluations using objective and subjective metrics. An effective merit pay program requires non-discriminatory performance appraisals that limit biases, establish clear job standards, and differentiate pay based on achievement of goals. However, merit pay programs can fail if they do not accurately measure and reward performance or if other factors influence compensation decisions.
A study on work lifebalanceanditsimpact on employees productivitypankajshukla87
It is a project based on the human resource management in an organization focusing more on work-life balance concept and its impact on employees productivity.
This document discusses various time-based and productivity-based incentive plans for workers. It describes incentive plans like the Halsey Plan, Rowan Plan, Bedaux Plan, Emerson's Efficiency Plan, Gantt's Task and Bonus Scheme, and Taylor Incentive Plan. These plans provide bonuses or higher wages to workers for completing tasks faster than a preset standard time or at a higher productivity level than standard. The plans aim to motivate workers by rewarding those who are more efficient. Formulas for calculating wages under each plan are provided with examples. Advantages and disadvantages of each plan are also summarized.
This document discusses compensation and wage theories. It provides an overview of different types of compensation including direct and indirect compensation. It also covers various wage concepts like minimum wage, living wage, and fair wage. Several theories that seek to explain how wages are determined are outlined, including the subsistence theory, wage fund theory, surplus value theory, residual claimant theory, marginal productivity theory, bargaining theory, and behavioural theory. The goals of compensation administration are noted as designing a cost-effective pay structure to attract, motivate and retain competent employees.
This document discusses various types of discretionary benefits that employers may provide to employees. It begins by listing sample employee names and benefits amounts. It then covers three broad categories of discretionary benefits: protection programs, paid time off, and services. Within each category, it outlines specific benefit types such as short-term disability, various types of paid leave, employee assistance programs, wellness programs, tuition reimbursement, and more. It concludes by discussing the benefits and costs of offering discretionary benefits to employees.
The document discusses building and maintaining a pay structure with grades and ranges. It provides guidance on key steps:
1) Identify multiple pay schedules to group labor markets and streamline the structure.
2) Determine pay grades by deciding the number of grades and job levels within each grade.
3) Develop pay ranges by setting the minimum, midpoint, and maximum for each grade using common differentials and spreads.
4) Assign positions to grades based on market pay and internal alignment. Maintain the structure by annually benchmarking grades and hot jobs against the market.
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Broadbanding is a strategy that consolidates many traditional pay grades into a few wider salary ranges or "broad bands" in order to support more agile and flexible organizational structures. It reduces the number of salary grades by half to two-thirds and increases the spread between minimum and maximum pay to 75-125% to facilitate lateral moves, career development, and quicker responses to change. Most companies use 10 broadband levels, with 2 for executives, 4 for managers, and 4 for non-managers. While broadbanding aims to empower managers and focus on competencies over jobs, its success requires strong management training and commitment, and it risks employees rising too far above market rates without precise controls.
Reward is an incentive plan to reinforce the desirable behavior of workers or employers and in return for their service to the organization.
Compensation and Reward system plays vital role in a business organization.
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
Job design involves structuring jobs to improve performance and motivation by considering the tasks, responsibilities, relationships, and methods required. Effective job design expands roles to enhance flexibility and satisfaction by providing variety, autonomy, feedback, and opportunities to fully utilize employee abilities. While scientific management minimized skills and autonomy, modern approaches emphasize teamwork, multi-skilling, quality management, and redesigning roles to challenge workers and address both organizational and individual needs.
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
1. Industrial conflicts arise due to divergent interests between management and employees over issues like wages, working conditions, and production goals.
2. Conflicts can manifest through organized actions like strikes and lockouts or unorganized ways like slowdowns and sabotage.
3. The main causes of conflicts in Indian industries are issues related to wages, bonuses, personnel matters, retrenchment, leaves and working hours. Major conflicts have taken the form of strikes and lockouts, which have consequences for all involved parties.
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
This document discusses job satisfaction, including its definition, methods of measuring it, antecedents and consequences. It examines theoretical perspectives on satisfaction and its relationship to job performance, absenteeism, and turnover. While satisfaction was hypothesized to positively impact these areas, research finds only weak-to-modest correlations. Satisfaction appears most closely tied to "volitional" workplace behaviors like organizational citizenship and voluntary retention, rather than involuntary outcomes. A satisfied workforce has benefits, but satisfaction is one of many influencing factors.
The document discusses job satisfaction, including its definition, theories, measurement, determinants, and impact. It defines job satisfaction as positive feelings about one's job based on an evaluation of its characteristics. Content theories suggest job satisfaction occurs when needs are met, while process theories examine expectancies and values. The document also discusses how satisfied employees generally perform better and are less likely to engage in counterproductive behaviors.
Factors determining job satisfaction of employeesSonia Doll
The document discusses factors that influence job satisfaction, including job characteristics, leadership, compensation, work environment, relationships, and opportunities for growth. It notes that job satisfaction is impacted by both organizational and personal factors. Satisfied employees are more productive, committed, and less likely to be absent. Employers can promote satisfaction by focusing on meaningful work, work-life balance, learning and development opportunities, and social connections. Ensuring the right person-job fit and addressing sources of dissatisfaction are also important strategies.
This document appears to be the introduction chapter of a student's master's thesis on measuring job satisfaction among employees of Open Access Technology International, Inc. It provides background on job satisfaction, including its history and common models of job satisfaction like Locke's Range of Affect Theory, the Dispositional Theory, and Herzberg's Two-Factor Theory. It also outlines the structure of the rest of the thesis.
This document is a case study and analysis of job satisfaction and dissatisfaction among workers at Nalco Water India Limited in West Bengal. It includes an introduction discussing approaches to measuring job satisfaction, such as overall ratings and ratings of specific job facets. The consequences of job satisfaction, like improved performance and reduced absenteeism and turnover, are also examined. The document consists of sections on literature review, aims of the study, methods, results, suggestions, conclusions and limitations.
What are gross motor skills? Gross motor skills involve the larger, stronger muscle groups.
In early child development, it’s the development of these muscles that enable infants to hold their head up, sit up independently, crawl, and eventually walk, run, jump and skip.
Learn about the gross motor skill development for infants from 0-21 months old in this presentation. We've also included activities you can do with your baby to help encourage the development of their gross motor skills.
The document defines groups and group dynamics, discussing types of groups, roles within groups, stages of group development, and processes like communication, problem solving, and leadership. It notes that a group requires a minimum of two people, common goals, interdependence, and self-identification as members. Group dynamics examines how groups form and develop over multiple stages, focusing on elements like roles, communication, decision-making, influence, and relationships between task completion and social bonds.
This document defines group dynamics and discusses the formation and types of groups. It states that group dynamics is the study of forces operating within a group and the interaction between group members. Groups are formed for different reasons, including a sense of security, status, and goal achievement. The document outlines various theories of group formation and discusses the stages of group development from forming to adjourning. It also classifies groups into formal/informal, primary/secondary, and discusses reasons for group dynamics and functions of groups.
Job satisfaction refers to an employee's feelings or state of mind about the nature of their work. It can be influenced by relationships with supervisors, work environment, fulfillment derived from work, and other factors. Job satisfaction is important as it predicts employee behaviors like absenteeism and turnover. For organizations, job satisfaction is beneficial as it can reduce complaints, absenteeism, and turnover while improving morale and productivity.
Group dynamics can be summarized in 3 sentences:
Groups are composed of two or more individuals who come together to achieve objectives. Groups progress through various stages of development from forming to performing. Key aspects of group dynamics include roles, norms, cohesiveness, and processes like groupthink that influence member behaviors and the group's effectiveness.
The concept of collective bargaining was introduced very late in India as trade unions were found only in 20th century. The concept of collective bargaining attained significance only after 1962. The phrase collective bargaining is said to be coined by Sydney and Beatrice Webb and Great Britain. It is made up from two words collective which means “group” and bargaining which means “proposals and counter proposals”. So it is a process in which the representatives of a labour organization & the representatives of business organization meet and attempt to negotiate a contract or agreement, which specifies the nature of employee-employer union relationship.
This document discusses group dynamics and summarizes key aspects of group formation and development. It defines group dynamics as the social process of how people interact face-to-face in groups. It notes group dynamics involves how personality, power, and behavior influence the group process. The document also outlines Tuckman's five stages of group development - forming, storming, norming, performing, and adjourning - and discusses factors like group size, norms, and cohesiveness that impact group processes.
Collective bargaining is a process between employers and employees to reach agreements on work conditions. It aims to reach collective agreements on issues like pay, hours, training, and safety. It involves negotiations between employee representatives and employers to determine employment conditions. The result is a collective bargaining agreement. The collective bargaining process involves five steps - preparing negotiation teams, discussing ground rules, proposing positions, bargaining details, and finalizing a settlement agreement.
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
This document discusses attitude, job satisfaction, and their relationship. It defines attitude as beliefs, feelings, and tendencies towards objects, ideas, and people. Job satisfaction is defined as positive feelings about one's job resulting from an evaluation of its characteristics. Sources of job satisfaction discussed include wages, working conditions, promotion opportunities, work groups, and supervision. The document also outlines methods for changing attitudes, such as providing feedback, accentuating positive conditions, and using peers as positive role models. It concludes with a discussion of Porter and Lawler's model relating satisfaction, performance, and rewards.
Physical and motor development of children and adolescentsRamil Gallardo
Physical and motor development follows consistent patterns from early childhood through adolescence. Large muscles develop before small muscles, and development proceeds from the head down. Gross motor skills like walking emerge before fine motor skills like drawing. The brain grows rapidly in early childhood, with synaptic growth and pruning shaping brain regions. Handedness is established between ages 3-6. During middle childhood, children's bodies change dramatically and both gross and fine motor skills are refined. In adolescence, puberty brings rapid growth and sexual maturation while the brain continues developing, especially in frontal lobes. Child nutrition, maternal nutrition during pregnancy and lactation, genetics, exercise and other factors influence development. Some children exhibit exceptional development due to disabilities, sensory impairments or learning
Group dynamics refers to the attitudinal and behavioral characteristics of a group. A group is defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives. Groups form through various stages of development including forming, storming, norming, performing, and adjourning. There are both formal and informal groups. Formal groups are designated work groups within an organization while informal groups form in response to social needs. When making decisions as a group, individuals may shift their positions towards a more extreme risk level than their original individual decision due to factors like diffused responsibility and social status within the group.
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2 34-1364823381-2 the significant - fullimDCcabrera
This document summarizes a study that examined the relationship between work performance and job satisfaction among teachers in Cotabato City, Philippines. A survey was administered to 200 elementary school teachers. The study found that most teachers were female, married, had a college degree with some master's units, had 11-15 years of experience, and were aged 31-40. Teacher's work performance was rated as very satisfactory. The study concluded that age, education level, and years of experience were significantly related to job satisfaction, while sex and marital status showed a significant difference in relation to job satisfaction.
Demographic Factors and Job Satisfaction: A Case of Teachers in Public Primar...Reuben Chirchir
Abstract
The success of any school depends among others on the social capital including teachers, students, parents and
other stakeholders who support the business of imparting knowledge. Satisfied and committed teachers impacts
both on individual student performance and general academic standards of the school. The study explored job
satisfaction among primary school teachers in relation to certain demographic variables. The objective of this
study was therefore to examine the influence of demographic factors on job satisfaction of teachers in public
primary schools in Bomet County, Kenya. This was done by conducting a survey using a self-administered
questionnaire. A total of 848 teachers in 129 primary schools participated in the study. Descriptive and
Inferential statistics were used to analyze the data. The overall finding was that teachers were ambivalent on job
satisfaction, meaning that they were not sure whether they are satisfied with their jobs. However, teachers were
satisfied with their colleague co-teachers and happy when assigned administrative duties. Teachers were more
satisfied when authority is delegated to them. It is evident that school leadership need to improve on in ways of
supervision, systems of reward, ways of communication and working conditions. It was further established that
there was significant differences in the level satisfaction of male and female teachers for satisfaction with
administrative duties (t = 2.645) and satisfaction with teaching (t= 2.448). It was also found that male teachers
are more satisfied with administrative duties (m=3.2; s.d. = 1.05) than female teachers (m=2.91; s.d.= 1.18).
Similarly, male teaches are more satisfied with teaching (m= 2.6; s.d.= 0.70) than female teachers (m= 2.5; s.d. =
0.79). This implies that female teachers are not keen on taking up additional administrative duties in the school.
Overall, there was no significant difference between the levels of job satisfaction between male and female
teachers. On the other hand, it was found that job satisfaction was positively correlated with the ‘age of
respondent’ (r= 0.092; p<0.01)><0.05).
A study of job satisfaction among female teachers at college levelAlexander Decker
This document summarizes a study on job satisfaction among female college teachers in Lahore, Pakistan. The study aims to understand factors contributing to teacher dissatisfaction, satisfaction with promotion criteria, working conditions, and pay structure. A questionnaire was administered to 93 female teachers from 4 colleges to understand their job satisfaction levels. Results showed that teachers were satisfied with many aspects of their work but dissatisfied with some factors as well. The study recommends measures to improve teacher motivation and incentives to increase overall job satisfaction.
Job satisfaction of employees of public and private organizations in BangladeshPremier Publishers
This study examined the level of job satisfaction among the employees ofprivate and public organizations in Bangladesh. Data have been collected randomly from 40employees of Gaibandha District in Bangladesh through a structured questionnairein January to February, 2010. Among the respondents 50% is government employee while 50% is non-government employee. Brayfield and Rothe (1951) method was used to determine the job satisfaction of the employees. Likert scale was used for measuring the attitude of the employees on their job. This research revealed that there was no significant difference between the job satisfaction of government and non-government employees. The study suggests that an effective policy on recruitment, job security, service rules, promotional opportunities, regular payments, retirements’ benefits should be made by the government to improve the job satisfaction and attitude of employees in both government and non-government employees.
This research aims to explore the effect of workplace spirituality on school
improvement. The research also investigate the effect between workplace spirituality
and school improvement through the role of workaholism. This research is a
quantitative research with 1,014 teachers as respondents. This research used an
adapted questionnaires Structural Equation Modelling was used in this research to
study the direct and indirect relationships and effect among those variables. Multiple
regression was used to investigate the relationship workplace spirituality as
independent variable and school improvement as dependent variable through the
mediator variable and how this effect of the variables may change the effect of
workplace spirituality on school improvement. The empirical findings showed that
workplace spirituality has a significant direct effect on school improvement.
Meanwhile, workaholism has a mediating effect on the relationship between workplace
spirituality and school improvement.
A Study on the Job Satisfaction of Primary School Teachers in Purasaiwakkam A...Dr. Amarjeet Singh
The education is the primary backbone for the
development of any nation in the world. It is a powerful tool
which is basis for everything in the society. For provide
education to all, the schools and its teacher’s plays important
role in building the nation. In view of this context, the satisfied
teachers in the school can give better education to students
rather than dissatisfied teachers. By viewing this as the
research focus, this article focuses on the study on the
importance of teachers' job satisfaction, It is required to
understand the overall teachers' work attitude and work
behavior. The paper reviews several factors to ascertain the
factors influencing job satisfaction of teacher. The study uses
both primary and secondary data. The secondary data were
collected various journals and websites. The Primary data
were collected by making use of structured questionnaires.
The 30 primary school teachers from Helan Sathya Primary
School, CSI Primary School and Government Primary School
were chosen by convenience sampling method for the study.
The questionnaire containing 25 questions with six attributes
each. The questionnaire begins with five questions about socio
demographic status following with 20 questions with four
dimensions namely Career, Colleagues, School and Livelihood.
Simple percentage analysis is used to analysis the data. The
study finding concludes physical Working Condition, Student
interaction, Students IQ, Student Curiosity, Eagerness to learn
are some of the concerns of a teacher in teaching. Recognition
for Extra Work, clearly defined promotion policies and Salary
held a teacher work according to the
philosophy/vision/mission/strategy of the management,
Teachers works are at times are Challenging & Interesting but
on the whole when the management takes of the teachers
better, the children are taken care of better. It is suggested
that a study can be done among higher secondary school
teachers and college teachers.
11.impact of hr practices on job satisfaction of university teacher evidence ...Alexander Decker
This document summarizes a study that investigates the relationship between HR practices (compensation, performance evaluation, promotion, and empowerment) and job satisfaction among university teachers in Pakistan. A survey was administered to 100 university teachers. The results found that teacher satisfaction was not predicted by these HR practices, indicating there are other factors influencing satisfaction. The document provides background on job satisfaction in education and reviews literature linking various HR practices to satisfaction. It concludes by outlining four hypotheses predicting positive relationships between each HR practice and teacher job satisfaction.
Impact of hr practices on job satisfaction of university teacher evidence fro...Alexander Decker
This document summarizes a study that investigates the relationship between HR practices (compensation, performance evaluation, promotion, and empowerment) and job satisfaction among university teachers in Pakistan. A survey was administered to 100 university teachers. The results found that teacher satisfaction was not predicted by these HR practices, indicating there are other factors influencing satisfaction. The document provides background on job satisfaction in education and reviews literature linking various HR practices to satisfaction. It concludes by outlining four hypotheses predicting positive relationships between each HR practice and teacher job satisfaction.
The Effect of Compensation to Commitment, Motivation Andperformance of Vocati...inventionjournals
The purpose of this study is to analyze and test whether compensation has effect towards commitment, motivation, and performance of teachers at vocational school in Samarinda City of East Kalimantan Province. The population of this study is teachers of vocational school in that are government employees. The sample frame is limited to vocational school situated in Samarinda city of East Kalimantan Province. Based on the collected data, the number of vocational school is 20 vocational school with 520 government employee teacher and 84 respondents as samples. The statistic hypothesis testing is conducted using path analysis by first calculating the correlation coefficient of each variables suspected has direct correlation, continued with determining each path coefficient of calculated correlation coefficient. The result shows that compensation variables has positive and significant effect towards commitment, motivation, and performance of vocational schools’ teachers, either directly or indirectly.
Determinants of Job Satisfaction Among Elementary Teachers.pdfemilianaroxas1
This study was conducted to determine the relationship of job satisfaction of elementary teachers in terms of pay, promotion, supervision, fringe benefits, contingent rewards, operating procedures, co-workers, nature of work and communication when grouped according to age and sex. The present study made use of the Standard Job Satisfaction Survey Questionnaire composed of 36 questions which were distributed to the 29 teacher respondents who were randomly selected. Results of the study revealed that majority of the respondents were female who were aged 36-55 years old. Fringe benefits and operating procedures were significantly related to job satisfaction in terms of age and sex since they are factors out of control of the respondents. Curriculum planners, principals, teacher-leaders and future researchers may use the results of the study as basis of proposed capability building activities to enhance job satisfaction among elementary school teachers.
Linking School Improvement to Teacher Motivation and Job Satisfaction: The Ch...ijtsrd
It is not undeniable that motivation and job satisfaction are important ingredients in elevating individual performance to tap success. It is the same in school setting, teachers who are well motivated are more likely satisfied in their teaching career. This paper attempts to share the motivational practices of some performing countries in terms of bringing education in the next level. Findings suggest that the principal motivators for teachers are promotion, working environment and leadership of the higher authority. It was also found out that increase of workloads affect the job satisfaction of the teachers. Roberto Suson | Sheila Pearl Mejica | Ji-an Catibig | Marciano Placencia Jr | Marilyn Miranda "Linking School Improvement to Teacher Motivation and Job Satisfaction: The Challenge of Change" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-1 , December 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29616.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29616/linking-school-improvement-to-teacher-motivation-and-job-satisfaction-the-challenge-of-change/roberto-suson
How Organizational Climate Influences Job Satisfaction in Educational Sector ...inventionjournals
The study aims in determining the organizational climate that would result in job satisfaction among academic staff in educational settings. Adequate literature on organizational climate and job satisfaction was reviewed. Findings results into the factors that contribute to shape culture, and its results into a framework, to encompass manifestations of organizational culture in relation to academic excellence. Further researchers can use this conceptual model to include few more pre cursors to outcomes to it, also this model can be tested empirically
This document discusses factors related to teacher job satisfaction, motivation, and performance. It begins by defining job satisfaction and exploring theories around what influences it, such as fulfillment of needs, internal vs. external factors, and achievement motivation. Job satisfaction is important for the teaching profession and can be influenced by both monetary and non-monetary factors. Professional development is discussed as a way to enhance educational effectiveness by improving teacher job satisfaction in areas like the work itself, context, and consequences. The document then presents hypotheses from a research study on the relationships between psychological contracts, organizational justice, job satisfaction, organizational commitment, and performance. To enhance teacher performance, administrators should focus on improving distributive justice, communication, and building a committed
Relationship of Demographic Variables and Job Satisfaction among Married WomenIJLT EMAS
The purpose of this study was to study the relationship
between job satisfaction and demographic variables among
married women who are working in academics. The research
was descriptive and survey study. In this study, women working
in technical educational Institutes, from Indore were studied. for
this 300 working women(N=300) were chosen as per their work
in the Institutes, teaching or Non-teaching. A socio- demographic
questionnaire were used for the purpose. The findings revealed
that on the basis of the age and qualification , there is no relation
between factors studied (work environment, job security, roles &
responsibility etc.) and job satisfaction and on the basis of
designation, income and experience, researcher found the
relation between factors studied (work environment, job
security, roles & responsibility etc.) and job satisfaction.
QUALITY OF WORK-LIFE ON EMPLOYEE RETENTION AND JOB SATISFACTION: THE MODERATI...IAEME Publication
Purpose: A work-life balance leads employees’ texture towards job satisfaction for they can well-work whereas in the institutions; consequently they do not require to be hampered by outside problems. In the recent competitive world, among the companies, it is aggregate along with the global economic growth. This study intended to discover the impact of quality of work-life on employee retention and job satisfaction with the moderation of job performance. Methods: This study has 383 as a sample by using a simple random sample technique. A structured measurement scale was used. The researcher framed the conceptual framework with the support of literature. Basic analysis was tested and multiple linear regression was used to validate the constructed hypotheses. Findings: The result found that there is an impact of quality of work-life on employee retention and job satisfaction among the faculty members in higher education institutions. Job performance plays a moderation role in the relationship among the variables. Quality of the work-life and employee retention leads to better satisfaction among the employees.
This document summarizes a research article about linking work-life balance to employee performance through job engagement, job satisfaction, and organizational commitment among nurses from Generation X. The document begins with definitions of employee performance, work-life balance, job engagement, job satisfaction, and organizational commitment. It then proposes relationships and hypotheses between work-life balance and these other variables, which are expected to positively impact employee performance. Specifically, it hypothesizes that work-life balance will positively impact job engagement, organizational commitment, job satisfaction, and ultimately employee performance. The goal of the research is to contribute to understanding how to improve performance among Generation X nurses through enhancing work-life balance.
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
09. hapzi ali, martinis, ansori, iain sts jambi, www.iosrjournals.orgHapzi Ali
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
09. hapzi ali, martinis, ansori, uin jambi, www.iosrjournals.orgHapzi Ali
This document discusses a study analyzing the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. It provides background on the roles and responsibilities of lecturers in higher education. The study aims to analyze the effect of achievement motivation and organizational climate on job satisfaction individually and simultaneously. A literature review is presented on concepts of job satisfaction, achievement motivation, and organizational climate. The study found that achievement motivation and organizational climate explained 76% of job satisfaction for lecturers, while other variables explained the remaining 24%. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously.
This document summarizes a study on the influence of achievement motivation and organizational climate on job satisfaction of lecturers at colleges of Islamic religious education in Jambi, Indonesia. The study analyzed 126 permanent lecturers across 6 colleges. Quantitative analysis using path analysis and determination testing found that achievement motivation and organizational climate explained 76% of job satisfaction, with the remaining 24% from other variables. Both achievement motivation and organizational climate were found to significantly influence job satisfaction individually and simultaneously. The better the achievement motivation and organizational climate, the higher the lecturer's job satisfaction. The document provides background on factors of job satisfaction, achievement motivation, and organizational climate based on various theories.
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Factors affecting job satisfaction level of academic staff in pakistan
1. Journal of Education and Practice www.iiste.org
ISSN 2222-1735 (Paper) ISSN 2222-288X (Online)
Vol.4, No.6, 2013
181
Factors Affecting Job Satisfaction Level of Academic Staff in
Pakistan
Aimen Ghaffar (Corresponding Author)
Department of Management Sciences, Abbasia Campus,
The Islamia University of Bahawalpur, Punjab, Pakistan.
E-mail: *aimenghaffar1@gmail.com
Beenish Ameer
Department of Management Sciences, Abbasia Campus,
The Islamia University of Bahawalpur, Punjab, Pakistan.
E-mail: beenishameer14@gmail.com
Nosheen Arshad
Department of Management Sciences, Abbasia Campus,
The Islamia University of Bahawalpur, Punjab, Pakistan.
E-mail: nosheenarshad9@gmail.com
Fasiha Urooj
Department of Management Sciences, Abbasia Campus,
The Islamia University of Bahawalpur, Punjab, Pakistan.
E-mail: faseeha_ahmed@hotmail.com
Abstract
The purpose of this study is to analyze the job satisfaction level of academic staff in the Islamia
University of Bahawalpur. This study investigates the impact of pay, job security, coworkers,
and promotion opportunities on job satisfaction level of the academic staff. A sample of 60
academic staff members holding different positions such as Lecturers, Assistant Professors,
Associate Professors and Professors was used to for data collection using convenience-sampling
approach through a structured verified questionnaire. It was concluded based on findings that
the most important factor having major impact on the satisfaction level of academic staff is pay
level then it comes security, promotion opportunities and ultimately coworkers.
Keywords: Job satisfaction, Academic staff, Pay, Job security, Coworkers, Promotion
opportunities, Teachers satisfaction
Introduction:
Job satisfaction is an emotional state that can be easily evaluated by their experiences or job; the
job satisfaction is a state where an employee feels perfection in his/her work, value and worth of
his/her work and also recognition (Badreya AL Jenaibi, 2010). Students are one of the precious
assets of any society. Well-being of society depends upon its students because these are the
student who will take the responsibility of the success of the society in future and in achieving
this goal teacher’s play extremely important role. They are source of guidance at many crucial
2. Journal of Education and Practice www.iiste.org
ISSN 2222-1735 (Paper) ISSN 2222-288X (Online)
Vol.4, No.6, 2013
182
steps in academic life. When teachers are satisfied with their job, they can perform their
responsibilities with more concentration, devotion and competence. At the same time, education
is one of the crucial elements in the life of all the human beings. According to the Noordin and
Jusoff (2009) societal expectations depends upon the successful running of the education
system. The success of the educational system depends upon the involvement, effort and the
contribution of the academic staff or their professional expertise. Job satisfaction, retention and
commitment to the organization are essential for all the academic institutions. According to
them, higher job satisfaction of the faculty results in the healthy and positive climate of the
institute.
Positive climate of the university not only increase the job satisfaction of the staff but also the
overall productivity of the institution of higher education. Therefore, in the light of above
arguments managers, human resource specialists, supervisors and workforce itself are involved
in exploring the ways that how the job satisfaction can be improved. Because job satisfaction
has a significant relationship with the performance of the work force, overall productivity and
profitability of the organization (Santhapparaj and Alam, 2005; Baloch, 2009).
The productivity of human resources depends upon their satisfaction level and satisfied recruits
remain within organization for longer time, while in case of dissatisfaction, productivity will be
low and individuals are more leaning to leave. As teacher perform very momentous role in
improvement and grooming of their student, so job satisfaction is highly extremely vital for
teachers to execute their duty well. The responsibility of teacher is not only to provide new
understanding of students but also to train student for their future life (Siddique, Malik, Abbas,
2002). When teachers will be satisfied with their job, they can perform better. They can deliver
their lectures more effectively and enhance capabilities of students with more devotions.
Sylvia & Hutchinson (1985) concluded: “Teacher motivation is based in the freedom to try new
ideas, achievement of appropriate responsibility levels, and intrinsic work elements. Based
upon our findings, schemes such as merit pay were predicted to be counterproductive”. They
explain that true job satisfaction is derived from the gratification of higher-order needs, “social
relations, esteem, and actualization” rather than “lower-order needs”. The conclusion of
Greenwood & Soars (1973) is that less lecturing by teachers and more classroom discussions
relates positively to teacher morale and further supports the importance of higher-order needs.
A wide variety of literature is available on this topic. Measuring the job satisfaction level of the
academic staff of Islamia university of Bahawalpur is the main purpose of this study and also to
examine that what factors contribute more in achieving the job satisfaction level and what
factors contribute least. Before this effort, no study is conducted on this topic in this region. The
central objective of the study has been to discover the hidden realities related to satisfaction
level of the academic staff of Islamia university of Bahawalpur related to their jobs. For this
purpose, data was collected from the academic staff of the Islamia University of Bahawalpur to
measure their job satisfaction level. Statistical analysis conducted on the data to draw
conclusion indicated that factors which had more impact on the satisfaction level of academic
staff were pay, job security and promotion opportunities and their satisfaction level was least
influenced with coworkers.
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Literature Review
Job satisfaction is “sense of achievement and arrogance felt by employees who get pleasure
from their employment and complete it well”. It could be defined as “An enjoyable and
emotional state is called a satisfaction. Job satisfaction takes place when one has proficiency,
value, and recognition” (Locke, 1976; Garcez, 2006). Job satisfaction also measures the
employee happiness state of mind that how much he/she enjoying the process, satisfy with the
rewards for effort and work environment (Brown, 1996). Robbins (2003) define that job
satisfaction is an individual common thoughts toward his job. A person with high level of job
satisfaction holds positive feelings about his/her job, while dissatisfied person holds negative
feelings. Lawler (1973) defines that job satisfaction is one-dimensional. Employees are either
happy or unhappy with their work. But other scholar Smith, Kendall and Hulin (1969) says that
job satisfaction is multidimensional, employees may be more satisfied or less satisfied with
factors that affect job .i.e. some may be more satisfied with pay but less satisfied with
promotional opportunities, supervision and working conditions.
There are different theories that describe concept of job satisfaction, like life discrepancy theory
and equity theory. According to discrepancy theory, the difference between actual outcomes
and expected outcome tell us satisfaction level of employees. If actual outcomes are greater than
expected one, employee would more satisfy with work and vice versa. (Lawler, 1973; Locke,
1969) According to equity theory, employees compare their input/output with their individuals.
If ratio of one employee equals to other, individual would more pleased with his/her job. Equity
is associated with job satisfaction and inequity with dissatisfaction. (Mowday, 1992).
Feder (2000) and Herzberg (1959) also describe motivational and hygiene factors in terms of
job satisfaction. He pointed out that factors giving job satisfaction (called motivators) are
different from the factors that give job dissatisfaction (called hygiene factors). If we see
teachers motivation in accordance with this theory, hygiene factors for a teacher in higher
education can be the salary, support, interpersonal relationship with supervisors and working
conditions. Therefore, there are several factors that influence work satisfaction level of
academic staff.
There are wide range of literature is available on factors which effect satisfaction level of work
force. As suggested by one researcher main elements in work satisfaction are work itself, salary,
promotion and coworkers. The organizations have to determine the factors that cause
employee’s dissatisfaction and satisfaction towards his/her positive feelings (Al-Haydar & bin
Taleb, 2005), rely on the factors that creates work satisfaction like work itself, promotion
opportunities, financial benefits, pay, coworkers, working conditions, supervision, organization
and its management (Green, 2002).
Wright (1985) says, “There are three work approaches that affect an individual’s job
satisfaction. The first approach is the Job Approach, where an employee believes his or her
work is no more than a job, then the worker will focus on how he or she is going to be paid, and
how much”. Motivation of teachers can be effect by many factors, of them these factors are of
great importance Reward, incentives, socioeconomic status, classroom environment and social
factors (Dr. Muhammad Tayyab Alam & Ms. Sabeen Farid, January 2011). Financially good
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organizations like HP (Hewlett-Packard) use the promotion practices to polish and exploit their
employees (Truss, 2001).
Adeel, Imran, Hassan and bashir (2011) found out that a positive relationship exists between job
satisfaction and promotion practices among universities teachers of Pakistan. Salman Khalid,
Muhammad Zohaib Irshad and Babak Mahmood (2012) investigated the relationship between
various components of job satisfaction among university teachers in Punjab Province, Pakistan
and how these differences affect overall job satisfaction of teachers. Further, it offered practical
suggestions to the educational institutions on how to pay, promote, retain and maintain equity in
the universities.
Work:
According to the Padilla-Velez (1993), Satisfaction of job is connected to the actual job
presentation. Bowmen (1980) if employees are interested in their job they would more satisfied
with job. If they join this profession due to their own interest, the satisfaction level will be high
as compared to the forced to do it. Lawler (1973) defines that people are associated with their
job due to factors associated with it or outcome derived from this such as promotional
opportunities, recognition, responsibility and achievement. Csikszentmihalyi (1990) describe
that “Teachers who had higher levels of work responsibility, usually in administrative position
(i.e. dean, department head), or consultant of a club, had significantly higher levels of
satisfaction. Increased responsibility levels may lead to satisfaction because of the greater
involvement, challenge, and control.”
In the Netherlands, Hofman and Dijkstra (2010) found that “allowing teachers to choose
between two types of teacher professionalization networks was effective to enhance advanced
pedagogical knowledge, more positive perceptions of the work environment, and teacher self-
efficacy”. Hall et al (1997) examined in his research that autonomy is the most imperative
factor of teacher’s motivation. Sylvia & Hutchinson (1985) describe: “Teacher motivation is
based in the freedom to try new ideas, achievement of appropriate responsibility levels, and
intrinsic work elements. Based upon our findings, schemes such as merit pay were predicted to
be counterproductive.”
Salary and Compensation:
Salary is also one of important determinants for job satisfaction. As identified by Souza-Poza
(2000) and Miller (1980) salary is a forecaster of work satisfaction and workers showed a better
job satisfaction who were rewarded vastly. As suggested by Baloch (2009) there is a
constructive association between promotion and satisfaction of job according to numerous
researchers. Ozdemir (2009) states that job satisfaction is associated with material rewards,
along with primary needs wealth meet luxury wants and desire of people. Salary is the first
priority of employees. They should not be rewarded only with exceptional salaries; they should
be recognized with rewards as per job done, such as cash bonuses and verbal rewards
(Morebusiness, 2010).
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Cash bonuses and also verbal rewards such as “job well done” can be a good way to appreciate
workers or also gift rewards for taking as an initiative and promotions (Wegge, Schmidt, Parkes
&Van Dick, 2007). Including other benefits such as insurance, attractive vacation packages and
retirement contributions, be sure that your employee’s salaries are comparable with others
positions in industry (Mount & Johnson, 2006). From the survey in Rawalpindi colleges, it was
found that the majority of the teachers were usually not satisfied with their salaries, economic
position and it was concluded that low salaries of the teachers affected their teaching and they
want to upgrade their position (Dr. Muhammad Tayyab Alam & Ms. Sabeen Farid, January
2011).
Workers are often more interested to know that whether their efforts are valued or not and it
also means that they are working well. Other rewards can be cash bonuses to improve
environment like working conditions of any organization. (Badreya Al Jenaibi, July 2010).
According to the study of Adeel et al. (2011), it was found that satisfaction level of teachers is
positively affected by the compensation or pay given to them. An attempt has been made by
Talat, Zulifqar, Ishfaq, Ashfaq, Saeed and Saher (2012) to find the influence of compensation
on job satisfaction of the teachers. The findings of the study indicated that pay is positively
associated with teacher’s job satisfaction.
Job Security:
It can also be guess from the responses to the conventional survey that increased length of
service associated with greater satisfaction with salary, and decreased levels of stress. These
may be used as measures of job satisfaction and motivation. The findings about the high
satisfaction levels of teachers who have been working for longer may be related to higher
salaries. An entry-level salary is very low. In addition, younger teachers are under a different
pension policy, which provides much less security for old age, which may result in decrease
teacher’s motivation (New York Teacher, 1995). Lacy & Sheehan (1997) indicated that a clear
relationship exists in the job security and satisfaction with the work
Working Condition and Relationship with Coworkers:
Mostly teachers are under paid which decrease the teacher morale and demotivate them. Heavy
workload and in related to lows pay decrease teachers motivation level which make teachers
resistance to introduce new method of teaching. This study also indicates that working and
living conditions have greater impact on teacher morale and motivation and thus their classroom
performance. The important factors are workload (number of pupils and working hours),
general classroom conditions, collegial and management support, location, living arrangements
(Andre Bishay, 1996).
According to the DeVaney (2003) and Elizabeth.S. (2007) powerful determinant of job
satisfaction is relationship with the colleagues at the work place and the environment of work
place. Manager and employee’s personal characteristics also influenced the working
environment if he wants to raise the level of satisfaction among their workers; he has to place
the people of same background and experiences in the same workgroups (Orisatoki &
Oguntibej, 2010; Berlin & Heidelberg, 2004, p.576). As Chapman (2010) added that, “An
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environment can spark conflicts, as people come from diverse cultures, ideas, and attitudes that
can bring a huge development in any organization”.
There are also other factors that can influence the employees’ satisfaction like work fulfillment,
quality of relationships, and quality of physical work environment because these can affect a
person by he/she feels about their jobs (Rode, 2004).Wright (1985) asserted that satisfaction of
teachers is closely related to recognition. He further explains that teachers get motivation from
the recognition of their achievements and accomplishments by their head. When they get
appreciated for their valuable contribution or receive constructive feedback in order to correct
their flaws, they perform in a better way and allow organization to grow.
According to (Brief, 1998) job satisfaction is a product of the events and conditions that people
experience on their jobs. If a person’s work is attractive, her compensation is fair, her
promotional chances are good, her supervisor is helpful, and her coworkers are helpful, then a
situational approach leads one to expect she is satisfied with her job; very simply put, if the
pleasures associated with one’s job offset the pains, there is some level of job satisfaction.
Satisfaction of employees can also be influence by the work fulfillment, quality of relationships,
and quality of physical work environment because these can affect a person by he/she feels
about their jobs (Rode, 2004). Al-Hussami (2008) states that facilities such as office equipment
and supplies can also increase the worker’s satisfaction level because it plays an important role
in job satisfaction.
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Framework:
Dependent & Independent Variables
The past studies find four factors, which can affect the satisfaction level of employees, which
are salary, working condition, promotional opportunities and job security. Job satisfaction
dependent on above four variables. We take ‘attitude towards job’ as the dependent variable,
While salary, job security, coworkers and promotion opportunities as independent variables.
Research Objectives:
The research objectives are as follows:
Main objective:
The main objective of this study is to examine the job satisfaction level of academic staff of The
Islamia University of Bahawalpur.
Sub objective include:
Attitude
toward the
job
Salary
job security
promotional
oppurtunities
working
condition
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i. To find out the effect of salary on job satisfaction.
ii. To identify how job security effect job satisfaction.
iii. To find out impact of coworkers on satisfaction level.
iv. To find out the influence of promotion on satisfaction level.
Research Hypotheses:
To be able to determine the job satisfaction level of the academic staff, we formulated the
following research hypotheses:
i. If salary increased, satisfaction level will be increased.
ii. If the job is secured, satisfaction level will be increased.
iii. If coworkers are co-operative, satisfaction level will be increased.
iv. If promotion opportunities are more, satisfaction level will be increased.
Research Methodology
Data Collection/ Population:
This research is empirical in nature and it is conducted through questionnaires. The target
population of this study consists of approximately 3500 academic staff in Islamia University of
Bahawalpur. The respondents of the study are the members of academic staff including
professors, associate professors, assistant professors and lecturers (permanent, contractual and
visiting staff) relating to different departments (management sciences, commerce, pharmacy,
agriculture and environmental sciences, and Islamic studies).
Sample size:
A sample of 60 members of academic staff members was chosen from different departments. Out
of these 60 members, 49 members were male and 11 were female. Convenience sampling
approach was used for data collection purposes.
Total Questionnaires Response Received Percentage of response
60 60 100%
Research instrument:
A well-designed, structured and verified questionnaire was used for this purpose from the study
of Sharon A. DeVaney and Zhan Chen (2003). The questionnaire comprises of two parts. The
first part is about the demographic characteristic i.e. the gender, age, academic qualifications,
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length of service and nature of employment. The second portion in questionnaire is developed to
measure their job satisfaction level by using concept of job index.
There are 20 questions including 5 general questions comprising the demographic characteristics
and the remaining 15 statements are used to measure the satisfaction level.
A likert scale having five points is used to collect data that ranges from very satisfied to very
dissatisfied (1 being highly agree and 5 being highly disagree). The likert scale is used for the
variables having statements for each variable as follows:
Constructs No. of
Items
Reference Year
Salary 4 Sharon A. DeVaney
& Zhan Chen
(2003)
Job security 4
Coworkers 3
Promotional
opportunities
4
Data Analysis Method
Data Analysis:
Data was entered, edited and analyzed by using software, SPSS version 16 by applying following
techniques: Cronbach’s alpha, Correlation, Regression, Frequency, and Bar Charts.
Frequency results;
The frequency distribution of the demographic factors is also shown to get an overview of our
sample.
Table no. 1
Gender
Frequency Percent Valid Percent
Cumulative
Percent
Valid Male 49 81.7 81.7 81.7
Female 11 18.3 18.3 100.0
Total 60 100.0 100.0
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Interpretation: Gender table shows that 82% of the sample consists of male members and rest
18% of sample is female staff. Therefore, the majority of the respondents were male members
of the academic staff.
Table no. 2
Age
Frequency Percent Valid Percent Cumulative Percent
Valid 25 or less 7 11.7 11.7 11.7
25-35 31 51.7 51.7 63.4
35-45 15 25.0 25.0 88.4
45-55 4 6.7 6.7 95.0
55 or more 3 5.0 5.0 100.0
Total 60 100.0 100.0
Interpretation: Age frequency table shows that almost 12% of sample consists of staff aging 25
or less than 25 years. 52% of staff respondents have age of 25-35 years. 25% of sample consists
of staff age between 35-45 years. Rest 45-55 and 55 or more years staff responds us are 7% and
5% respectively. So, the largest proportion of respondents has age ranging from 25 to 35 years of
age.
Table no. 3
Highest Qualification
Frequency Percent Valid Percent
Cumulative
Percent
Valid bachelor 1 1.7 1.7 1.7
master 13 21.7 21.7 23.3
M.phill 24 40.0 40.0 63.3
PhD 22 36.7 36.7 100.0
Total 60 100.0 100.0
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Interpretation: Frequency table regarding qualification shows that out of 60 members of the
sample; 22 were PhD, 24 were M.phill, 13 were having master (postgraduate) and only 1 of
them had bachelor level degree.
Therefore, the majority of our respondents are having a degree of either PhD or M.phill.
Table no.4
length of service
Frequency Percent Valid Percent Cumulative Percent
Valid 0-5 34 56.7 56.7 56.7
6-10 13 21.7 21.7 78.3
11-15 3 5.0 5.0 83.3
16-20 6 10.0 10.0 93.3
more than 20 4 6.7 6.7 100.0
Total 60 100.0 100.0
Interpretation: Frequency table of length of service shows that 57% of sample staff has done
minimum length of service (0-5 years). 22% of sample has done 6-10 years of service. 5% of
staff has done 11-15 years of service. 10% of sample has done 16-20 years of service. 6% of the
sample has done maximum length of service (more than 20 years).
So, more than 50% of our sample has done job for a maximum of 5 year period; minimum
length of service.
Table no.5:
Nature of employment
Frequency Percent Valid Percent Cumulative Percent
Valid
regular/permanent 26 43.3 43.3 43.3
Contractual 16 26.7 26.7 70.0
part time/visiting faculty 18 30.0 30.0 100.0
Total 60 100.0 100.0
Interpretation: Frequency table about the nature of employment shows that 43% of sample
includes regular staff. 27% of sample was contractual. Rest of the sample of 30% includes
visiting faculty. So, job security can be a factor of high importance level for more than 50% (i.e;
57%) of the respondents.
Bar Charts:
The bar charts of the demographic factors are also displayed to present an easy interpretation of
the demographic variables.
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Chart no.1 GENDER
Interpretation: Bar chart shows that more number of males were interviewed during our
research as compared to females. One of the reasons is that in any department, gender wise
male are more in number as compared to females faculty.
Chart no.2 Age
Interpretation: Sample ranging from 25-35 years of age has given highest percentage of
responses. It can be interpreted that most of the faculty lies in age bracket of 25-35, which took
part in our study.
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Chart no.3 Highest Qualification
Interpretation: Bar chart shows that M.phill staff was more interviewed as compared to staff of
other qualifications. After M.phill, PhD’s were interviewed in largest proportion. It also shows
that most of the faculty members either holds M.Phil or PhD degrees.
Chart no.4 Length of Service
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Interpretation: Length of service bar chart shows that sample was mainly of 0-5 year of service
length that is more faculty members are either freshly recruited or have experience of less than 5
years in this particular university / department.
Chart no.5 Nature of Employment
Interpretation: From this bar chart, we conclude that permanent faculty responded us in highest
percentage as compared to contractual and visiting faculty but when we see the combined result,
as in the light of secured and risky job then there are more members whose job is not secured as
compared to members having secured job (i.e; permanent faculty).
Cronbach’s Alpha:
To check the internal reliability of the instrument, Cronbach’s alpha was applied. The value of
alpha lies between 0 and 1. In our case, the value of Cronbach’s Alpha is 0.661, which is above
the threshold level suggested by Hair et al (2006) of 0.6.
Correlation Analysis:
Pearson correlation was run to check the relationship of variables with each other and whether
any observed variable has perfect covariance with any other variables, which are observed in the
study. We applied correlation to all the factors affecting the job satisfaction level. We discussed
correlation results of each factor separately. Summarized results of correlation are shown in the
tables explained under each hypothesis explained separately.
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Regression Analysis:
To analyze the hypothesis proposed on one to one basis and since both dependent and
independent variable(s) are quantitative, classical regression technique can be applied with
confidence.
First Hypothesis:
The hypothesis postulates that pay and fringe benefits will have an effect on the overall job
satisfaction level of the academic staff of The Islamia University of Bahawalpur. The proposed
hypothesis is:
H1: If salary increased, satisfaction level will be increased.
Correlation Results:
The relation between job satisfaction or attitude towards job and pay and fringe benefits is
found to be weakly positively correlated with r= 0.172 and p= 0.190. As p>0.05 so, we can reject
our null hypothesis and can accept the alternate hypothesis.
The summarized correlation results are shown in the table below:
Correlation
attitude towards the job pay and fringe benefits
attitude towards the job Pearson Correlation 1 .172
Sig. (2-tailed) .190
N 60 60
Summarized Regression Results are:
IV DV R2
t-value Coefficient F-value p-value
Pay and
fringe
benefits
Attitude
towards job
0.029 1.326 0.206 1.759 0.190
The value of R2
is 0.029, which shows that 2.9% of the variation in pay and fringe benefits is
explained by 1% variation in overall satisfaction level. The value of F test is 175.9%, which
shows the overall fitness of our model. The value of β=20.6% which tells us the influence of pay
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and fringe benefits on the job satisfaction level. The p-value is 0.190 which is non-significant and
the value of t<2. Thus, we accept H1.
Second Hypothesis:
This hypothesis postulates that the security of the job is related to the satisfaction level. The
hypothesis developed is as under:
H2: If the job is secured, satisfaction level will be increased.
Correlation Results:
The relation between job satisfaction or attitude towards job and security of job is found
to be weakly positively correlated with r= 0.095 and p= 0.470. As p>0.05 so, we can reject our
null hypothesis and can accept the alternate hypothesis.
The summarized correlation results are shown in the table below:
Correlation
attitude towards the job Security
attitude towards the job Pearson Correlation 1 .095
Sig. (2-tailed) .470
N 60 60
Summarized Regression Results are:
IV DV R2
t-value Coefficient f-value p-value
Job
Security
Attitude
towards job
0.009 0.726 0.113 0.528 0.470
The value of R2
is 0.009, which shows that 0.9% of the variation in job security is explained by
1% variation in overall satisfaction level. The value of F test is 52.8%, which shows the overall
fitness of our model. The value of β=11.3 % which tells us the influence of job security on the
job satisfaction level. The p-value is 0.470 which is non-significant and the value of t<2. Hence,
we accept H2.
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Third Hypothesis:
This hypothesis evaluates the influence of coworkers on the job satisfaction level. The proposed
hypothesis as under:
H3: If coworkers are co-operative, satisfaction level will be increased.
Correlation Results:
The relation between job satisfaction or attitude towards job and coworkers is found to be
weakly positively correlated with r= 0.016 and p= 0.905. As p>0.05 so, we can reject our null
hypothesis and can accept the alternate hypothesis.
The summarized correlation results are shown in the table below:
Correlation
attitude towards the job Coworkers
attitude towards the job Pearson Correlation 1 .016
Sig. (2-tailed) .905
N 60 60
Summarized Regression Results are:
IV DV R2
t-value Coefficient f-value p-value
Coworkers Attitude
towards job
0.000 0.119 0.018 0.014 0.905
The value of F test is 1.4%, which shows the overall fitness of our model. The value of β= 1.8 %
which tells us the influence of coworkers on the job satisfaction level. The p-value is 0.905 which
is non-significant and the value of t<2. Hence, we accept H3.
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Fourth Hypothesis:
This hypothesis put forwards that what will be the effect of promotion opportunities on job
satisfaction level. The hypothesis formulated is as under:
H4: If promotion opportunities are more, satisfaction level will be increased.
Correlation Results:
The relation between job satisfaction or attitude towards job and promotion opportunities
is found to be weakly positively correlated with r= 0.084and p= 0.522. As p>0.05 so, we can
reject our null hypothesis and can accept the alternate hypothesis.
The summarized correlation results are shown in the table below:
Correlation
attitude towards the job promotion opportunities
attitude towards the job Pearson Correlation 1 .084
Sig. (2-tailed) .522
N 60 60
Summarized Regression Results are:
IV DV R2
t-value Coefficient f-value p-value
Promotion
Opportunities
Attitude
towards job
0.007 0.645 0.104 .416 0.522
The value of R2
is 0.007, which shows that 0.7% of the variation in promotion opportunities is
explained by 1% variation in overall satisfaction level. The value of F test is 41.6%, which shows
the overall fitness of our model. The value of β= 10.4% which tells us the influence of promotion
opportunities on the job satisfaction level. The p-value is 0.522 which is non-significant and the
value of t<2. Hence, we accept H4.
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Summarized Results:
Hypothesis Accepted or Rejected
1 Accepted
2 Accepted
3 Accepted
4 Accepted
Conclusions:
This study helps in understanding that which factors play the most crucial role in the
satisfaction level and which factors are less important to evaluate the satisfaction level. Thus,
we found from our study that the most important variable which can increase the satisfaction of
the teachers is pay and the least important variable is coworkers.
Most of the teachers were of the view that if they are given a higher salary and more fringe
benefits, they will be more satisfied with their job and it was concluded that low salaries of the
teachers affected their teaching.
1. Most of the teachers were of the view that if they are given a higher salary, they will be
more satisfied with their job and it was concluded that low salaries of the teachers affected
their teaching.
2. Teachers who are permanent or in other words whose job is secure are more satisfied
than those who are working on contract basis. If the job is secured then the satisfaction level
will be increased. The fear of losing their job demotivates them and is a contributor to
dissatisfy them.
3. A number of teachers were of the view that teachers should be given a fair promotion
policy, which will increase their satisfaction towards their job and will motivate them.
4. According to the teachers, coworkers have a very little contribution in making them
satisfied or dissatisfied towards their job.
Recommendations:
Teachers are the backbone of the educational institutes and future of our nation lies in their
hands.
In order to improve the quality of education, there is an urgent need to spend on the
teacher training, which in return may provide quality education.
If fringe benefits are given to the teachers, they will be more satisfied with their job.
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It is recommended that the salaries of the teachers should increase and be fixed
according to their qualifications.
Incentives should be provided to the good teachers so as to acknowledge their efforts
and motivate them to continue with their better performance. It will also become source
of attraction for other teachers and they will follow good teaching practices.
Recognition of teachers work on showing good results may be an incentive for the
improvement of their efficiency.
Both material and verbal rewards should be given to increase their performance.
They should be provided with a fair promotion policy.
Limitations:
One limitation of this study is that it is conducted only in Public Sector University,
private sector is totally ignored. If data can be collected from private institutes, the
scenario can be different.
Another limitation of this study is related to sample size selection for analysis due to
time constraints. If there had been more time and a greater sample, the results perhaps
would have been different.
In this study, proportion of female teachers is very low so we are not so much clear
about satisfaction level of female academic staff.
The data is collected from different departments of the university and all these
departments have different scenarios. Some teachers were fully satisfied with their pay,
promotion opportunities and coworkers while others were fully dissatisfied. Thus, there
was a big variation in the responses collected.
Another limitation in our research was the non-serious attitude of the respondents.
Future Implications:
A comparison can be conducted among the job satisfaction level of academic staff of public and
private sectors in colleges as well as universities. This study can be conducted in some other
industry to find level of job satisfaction of the employee.
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