Job satisfaction survey, presented by Dr Sarah Hassan to the FMOH/Planning Directorate

1. Federal Ministry of Health
Health Planning Directorate
Job Satisfaction
Survey
Sara Hassan

2. Content
 Job Satisfaction: conceptual issues
 Methodology
 Results
 Conclusion and recommendations

3. Job Satisfaction: conceptual issues
Jobs have a major influence on well-
being in life.
 Affect life satisfaction, health, and
general well-being
 Your Life:
Morning Work Evening

4. Definition
 Job satisfaction – is an emotional
reaction to an employees work
situation
 Job satisfaction
 How positively workers feel about their
jobs.
 A collection of attitudes (beliefs and
values) that workers have about their
jobs.

5. Contributors of Job
Satisfaction
 Supportive coworkers
 Safe environment
 Community Relations
 Competitive pay
 Competent supervisors

6. Consequences of Job
Satisfaction
 Mental health and life satisfaction
 Slightly reduced absenteeism
(enriched jobs better predictors)
 Moderate relation to turnover
 Low and inconsistent relation to
performance

8.  Increased job satisfaction produces
improved job performance ???
 Yes, it is possible for you and your
employees to be happy on the job.
The key is in how you handle two
factors: motivation and 'hygiene.'

9. Herzberg theorized that
employee satisfaction depends
on two sets of issues:
"hygiene" issues and
motivators. Once hygiene
issues addressed, the
motivators create satisfaction
among employees.

10. Hygiene issues
(dis-satisfiers)
Company and
administrative
policies
Supervision
Salary
Interpersonal
relations
Working conditions
Motivators
(satisfiers)
Work itself
Achievement
Recognition
Responsibility
Advancement

11. Maslow and Herzberg
Two-factor theory
 Satisfiers
Salary, benefits,
company policy, and
working conditions.
 Motivators
Achievement,
recognition,
responsibility and
advancement

12. Physiological
Security
Affiliation
Esteem
S.A.
Motivators
Hygiene Factors
Relationships between Hertzberg’s Motivation-
Hygiene Theory and Maslow’s Hierarchy of Needs
Theory

13. Methodology
 Recommended following the
presentation about motivation
 Aims to detect the most important
reasons of job satisfaction/
dissatisfaction of the staff of HPD
Develop plans
 Targeted CBG members
 13 forms were distributed, 9 returned

14. Job Satisfaction Among HPD Staff. July 2004
29%
42%
29%
0%
Verysatisfied
Fairlysatisfied
Poorlysatisfied
Not staisfied
Results: Hygiene Factors

15. Satisfaction with salary among HPD
staff, July 2004
13%
25%
37%
25%Very satisfied
Fairly satisfied
Poorly satisfied
Not staisfied

16. Satisfaction about level of job security, HPD
staff, July 2004
0% 11%
45%
44%
Very satisfied
Fairly satisfied
Poorly satisfied
Not staisfied

17. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
StructureWork loadSupervision
Item
Satisfaction with working conditions,
HPD staff, July 2004
Not satisfied
Poorly satisfied
Fairly satisfied
Very satisfied

18. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
CommunicationrelationsClimate
Satisfaction With Inter Relationships, Staff of
HPD, July 2004
Not staisfied
Poorly satisfied
Fairly satisfied
Very satisfied

19. Sources of dissatisfaction
1. Level of job security
2. Communication and
information flow
3. Salary wr experience

20. Satisfaction about Career
Opportunities, HPD- July 2004
25%
37%
25%
13%Very satisfied
Fairly satisfied
Poorly satisfied
Not staisfied
Motivators:

21. 0%
20%
40%
60%
80%
100%
Efforts valuedParticipation
in Dicisions
Skills utilized
Satisfaction about Recognition , HPD- July
2004
Not staisfied
Poorly satisfied
Fairly satisfied
Very satisfied

22. Areas of Dissatisfaction
Degree of skills utilization

23. Areas of Satisfaction
1. Flexibility and independence
allowed
2. The extent to which personal
growth and development is
possible
3. Inter personal relationships

24. Sources of dissatisfaction:
 No job security
 No equity
 Lack of system
 No clear tasks-job description
 No career development plan-
training
 Poor utilization of available
capacities

25. Sources of Satisfaction
(present or proposed)
 Guidelines, job descriptions and policies
 Reward (payment or morale)
 Improvement of work environment
 Team work, transparency,
communication
 System development
 Equality
 Clear capacity building plans

26. Conclusion
 70% of the staff have at least moderate
(fair) degree of job satisfaction.
 Most important factors contributing to
this are
 Flexibility and independence allowed,
 Interpersonal relations and
 Inticipation of career development
opportunities

27. Conclusion…. cont
 Major sources of dissatisfaction are
feelings of insecurity ,
communication and information flow
followed by salary.
 Most of the factors emphasized by
the participants related to the
environment (hygiene factors)

28. Recommendations:
 Solve the problems of environment:
 Security: job for those with no job, no
incentive drops.
 System: guidelines, policies and
management tools
 Logistics: offices, PCs, transport
 Interpersonal relations:
communication, transparency,
leadership

29. Recommendations …… cont
 Opportunities:
 Long term career development plans:
•Specialization
•Equity in external opportunities
 Recognition and incentives: Lady of the
month
 Other