CHAPTER 2

REVIEW OF RELATED LITERATURE

2.1. Literatures
2.1.1. Job Satisfaction Definition
Have many definition to describes job satisfaction. Follow Moorman,(1993)
job satisfaction define as cognitions about the job cognitive job satisfaction Follow
Berry (1997),Job satisfaction had been defined as "an individual's reaction to the job
experience" .. With Spector (1997),Job satisfaction had been described Some believe
it is simply how content an individual is with his or her job, in other words, whether
or not they like the job or individual aspects or facets of jobs, such as nature of work
or supervision.Another definition of Hulin, C. L., & Judge (2003), Job satisfaction as
know as others believe it is not so simplistic as this definition suggests and instead
that multidimensional psychological responses to one's job are involved.Arccording to
Thompson (2012),Researchers have also noted that job satisfaction measures vary in
the extent to which they measure feelings about the job affective job satisfaction .
http://en.wikipedia.org/wiki/Job_satisfaction
Greenberg and Baron (1999:170) defined job satisfaction as an individuals re
action to their job. This reaction they categorized as cognitive, affective and
evaluative. Smith, Kendall and Hulin (1969) defined job satisfaction as the feelings a
worker has about his job, with different feelings attached to different aspects of the
job. Theysaw it as a function of the perceived characteristics of the job relative to an
individuals frame of reference (internal standard(s) used in making an evaluation).
Smith et al (1969) offered that these internal standard(s) are related to:
An individuals prior experience
An individuals set / predilection for making a given response
Expectations
Threshold for change in a given stimulus dimension


Kreitner, et al (1999:197) described job satisfaction as an affective / emotional
response towards various facets of ones job. It is an individuals degree of positive
attitudes towards their current job, as an individual could be satisfied with one aspect
but dissatisfied with another. Job satisfaction is, therefore, not a unitary concept that
can be explained by a single factor, but rather a multi-faceted concept that is defined
by a number of factors. Additionally, alternatives available to an individual influence
his / her total evaluation of the job and must increase / decrease the extent to whichvar
ious aspects of the situation contribute to total satisfaction (Smith, et al, 1969).
Mactutoane ppdf
2.1.2. Theories of Job Satisfaction.
1. Fulfillment Theory: this theory proposes that employees will be satisfied in
a direct proportion to the extent to which their needs are satisfied (Schafer, 1953).
That peoples satisfaction is a function of how much they receive and of how much
they feel they should and / or want to receive (Locke, 1969). The proponents of this
theory measure satisfaction in terms of rewards a person receives or the extent to
which his needs are satisfied. Further they thought that there is a direct/ positive
relationship between job satisfaction and the actual satisfaction of the expected needs.
The main difficulty in this approach is that job satisfaction as observed by Willing, is
not only a function of what a person receives but also what he feels he should receive
as there would be considerable difference in the actual and expectations of persons.
Thus, job satisfaction cannot be regarded as merely a function of how much a person
receives from his job. Another important factor/ variable that should be included to
predict job satisfaction accurately is the strength of the individuals desire of his level
of aspirations in a particular area. This led to the development of the discrepancy-
theory of job satisfaction.
Matutoane ,12_iv pdf
2. Discrepancy theory: states that dissatisfaction is determined by the
difference between the actual outcome and either the felt or the expected
outcome. The bigger the discrepancy the bigger the dissatisfaction (Porter, 1961).The
proponents of this theory argue that satisfaction is the function of what a person
actually receives from his job situation and what he thinks he should receive or what
he expects to receive. When the actual satisfaction derived is less than expected
satisfaction, it results in dissatisfaction. Job satisfaction and dissatisfaction are
functions of the perceived relationships between what one wants from ones job and
what one perceives it is offering. This approach does not make it clear whether or not
over satisfaction is a part of dissatisfaction and if so, how does it differ from
dissatisfaction. This led to the development of equity theory of job satisfaction.
Matutoane
3. Equity theory: Adams (1965) argued that satisfaction is determined by a
persons perceived equity, which is determined by his / her input / outcome
balance compared to some others perceived input / output balance. Equity Theory
shows how a person views fairness in regard to social relationships such as with an
employer. A person identifies the amount of input (things gained) from a relationship
compared to the output (things given) to produce an input/output ratio. They then
compare this ratio to the ratio of other people in deciding whether or not they have an
equitable relationship. Equity Theory suggests that if an individual thinks there is an
inequality between two social groups or individuals, the person is likely to be
distressed because the ratio between the input and the output are not equal
For example, consider two employees who work the same job and receive the
same pay and benefits. If one individual gets a pay raise for doing the same work than
the other, then the less benefited individual will become distressed in his workplace.
If, on the other hand, one individual gets a pay raise and new responsibilities, then the
feeling of equity will be maintained
Other psychologists have extended the equity theory, suggesting three
behavioral response patterns to situations of perceived equity or inequity (Huseman,
Hatfield, & Mile, 1987; O'Neil & Mone 1998). These three types are benevolent,
equity sensitive, and entitled. The level by each type affects motivation, job
satisfaction, and job performance.
Benevolent-Satisfied when they are under-rewarded compared with co-workers
Equity sensitive-Believe everyone should be fairly rewarded
Entitled-People believe that everything they receive is their just due
12_iv, Matutoane, http://en.wikipedia.org/wiki/Job_satisfaction


4. Two-factor theory: Herzberg, et als (1959) study revealed that satisfaction
and dissatisfaction do not exist in a continuum running from satisfaction to
neutral to dissatisfaction, but rather in two independent continua; satisfied to
neutral and dissatisfied to neutral. An employees motivation to work is continually
related to job satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organizational goals (Hoskinson, Porter,
& Wrench, p. 133). Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities.These motivating factors are considered to
be intrinsic to the job, or the work carried out.Hygiene factors include aspects of the
working environment such as pay, company policies, supervisory practices, and other
working conditions.
While Herzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting
that Herzberg's original formulation of the model may have been a methodological
artifact. Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors.Finally, the model has been criticised in that it does not
specify how motivating/hygiene factors are to be measured.( J. R. Hackman, G. R.
Oldham, HackmanOldham1976 ,1976)
http://en.wikipedia.org/wiki/Job_satisfaction,matoantune
5. Dispositional theory: Crow and Hartmann (1995:36) offered that job
satisfaction is a result of a multiplicity of factors, most of which cannot be
influenced by the employer. They further explained that enhancing job satisfaction
for chronically dissatisfied employees may be impossible,suggesting that some
employees will be dissatisfied wherever they will find themselves given their inborn
disposition towards life and work, by extension. Staw and Ross (1985) suggested that
job satisfaction is influenced by an employees genetics, which might be a
determinant of personality.
Matoantune pdf


6. Maslows Hierarchy of Needs Theory :One theory of human motivation
that has received a great deal of exposure in the past was developed by Abraham
Maslow. Until the more basic needs are adequately fulfilled, a person will not strive to
meet higher needs. In this theory Maslow classified human needs into five categories
that ascend in a definite order as follows:
1) Physiological needs
2) Safety and security needs
3) Belonging and love needs
4) Esteem needs and
5) Self- actualization needs.
As assumption often made by those using Maslows hierarchy is that workers
in modern,technologically advanced societies basically have satisfied their
physiological, safety and belonging needs. Therefore they will be motivated by the
needs for self-esteem, esteem of others, and then self-actualization. Consequently,
conditions to satisfy these needs should be present at work; the job itself should be
meaningful and motivating.
http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs
2.1.3. Importance of Job satisfaction
Job satisfaction is important not just because it boosts work performance but
also because it increases our quality of life. Many people spend so much time at work
that when it becomes dissatisfy, the rest of their life soon follows.
According to Shah, Arun Kumar, (1990) The study of job satisfaction enriches
management with a range of discuss the result for shaping the future course of action.
Fourthly, it helps in improving the attitudes of employees towards the job and
facilitates integration of employee with the organization. It inspires sense of
belongingness and sense of participation leading to the overall increase in the
productivity of the organization. Fifthly, it helps unions to know exactly what
employees want and what management is doing. Thus, it facilitates mutual settlement
of grievances and other unwanted situations. Lastly, it facilitates in determining the
training and development needs of the both, employees and the organization

And follow Daftaur, Chitranjan N. (1982), If we can improve job satisfaction
and morale, we can improve job performance as well . Soon the management set
about to take advantage of this newly found insight and they took action on two
fronts. First, they initiated attempts to measure the state of employee- feeling in order
to know where to concentrate their efforts in improving employee- satisfaction.
Secondly, they set about to train their managers, especially first-level supervisors, to
pay attention to the attitudes and feelings of their subordinates so that performance could
thereby be improved
Srivastava S.K. (2004) have reached the topic of job satisfaction at work is
getting wider attention at this time. Job satisfaction is the satisfaction one feels while
doing the job. Job satisfaction is one of the important factors, which affect not only the
efficiency of the laborers but also such job behavior as absenteeism, accidents, etc. Job
satisfaction is the result of employee perception of how well the job provides those
things that are viewed important. For the success of any organization, job satisfaction
has vital importance. The employees who are satisfied are the biggest assets to an
organization whereas the dissatisfied employees are the biggest liabilities.
In fact no organization can successfully achieve its goal and mission unless
and until those who constitute the organization are satisfied in their jobs.
Dissatisfaction leads to frustration and frustration leads to aggression. It is believed
that employees dissatisfied with their job may be militant in their attitude towards the
management. Dissatisfaction is infectious and quickly spreads to other employees and
is likely to affect the morale and working of other employees and image of
organization. A dissatisfied worker may seriously cause damage to the reputation and
property of the organization and harm its business interest. Job
satisfaction/dissatisfaction is the result of various factors which are related to the
present job situations. These various factors are opportunities for career advancement,
amount of tension at work, work involvement, relations with colleagues and
supervisors, due recognition of merit, sufficient emoluments and good working
conditions, grievances removal, feeling of fatigue and loneliness and prestige of the
organization.

.
Job satisfaction is a complex and important concept for human resource
managers to understand most employees do not believe their work is being properly
rewarded. Nor do they believe that their companies are doing enough to attract high
quality performers, train them, or manage them effectively.
Since Herzbergs 1959 work on satisfiers and dissatisfiers in the work place,
job satisfaction has frequently been held up as means of improving
employeemotivation. With the improvement come increasing individual productivity,
joblongevity and organizational efficiency. The salience of the concept of job
satisfaction has become so ingrained in thinking about jobs and employees that its
importance is now taken for granted, as though it is a tenant of managerial faith.
Today human resource managers want to know how to have satisfied employees, not
why employees should be satisfied. In truth, employees and managers may have
different reasons for wanting organizational conditions that foster job satisfaction.
Employees spend most working hours at work, thinking about work, resting up for
work, or preparing for work, because work provides daily meaning as well as daily
bread. Yet work is not always a place where workers feel satisfied.Human resource
manager may be concerned about employees job satisfaction for different reasons
than their employees. Altruistic managers want satisfied employees because they care
about their employees. Result-oriented managers want satisfied employees because
satisfied employees may perform better and have less absenteeism and greater
longevity. Satisfied employees also tend to produce higher-quality work than their
dissatisfied cohorts. In fact, studies on humanizing the workplace indicate that
satisfied employees are more productive and that organizations with satisfied
employees are more efficient. Satisfied employees are more likely to experience high
internal work motivation, to give high quality work performance and to have less
absenteeism and turnover. (William M Bruce and J Walton Blackburn,1992)
Job Dissatisfaction is revealed by a number of factors. Bargraim, Potgieter,
Schultz, Viede and Werner (2003) offered that when employees are dissatisfied, they
displaythe following responses, amongst others:
Exit: Terminating the contract of employment with the current employer
or actively seeking alternative employment by applying for a job.

Voice: Employees unhappy about their jobs may put forward alternative
employees have been known to toyi-toyi in South Africa.
Loyalty: A state of inactivity may be shown by dissatisfied employees.
They would, however, remain positive to resolution of problems
encountered.
Neglect: Intentionally letting the work conditions deteriorate without
taking, the necessary steps to rectify, absenteeism, less effort and
making more mistakes
Nel, et al (2003) mention that current research has not found a direct
relationship between job satisfaction and performance, but a general agreement exists
that job satisfaction influences absenteeism, turnover, commitment and loyalty.
Ross and Zanders (1957) study of need satisfactions and turnover found that a
degree to which an employees needs are supplied by their company has a
significant direct relationship to their continued employment in that company. Thosen
eeds were as follows, in order importance:
Need for recognition.
Need for autonomy.
Need for doing important work.
Need for evaluation by fair standards.
They concluded that workers whose needs were satisfied on the job were more
likely to maintain their employ with their company.
Alavi and Askaripur (2003) offered the following reasons highlighting the
importance of job satisfaction: Dissatisfied employees leave the organization.Satisfied
employees enjoy better health and increased life expectancy.Job satisfaction effects
on the employee cross over into the individuals private life.
Lawler (1994) suggests that organizational effectiveness can be influenced by
job satisfaction since it is related to absenteeism and turnover. It therefore makes good
business sense for organizations to be concerned with job satisfaction.



2.1.4. Measuring Job satisfaction
Gathering data for job satisfaction study can be done either by survey
questioning or by interviewing. Whichever method is used, careful attention should be
paid to the form of questions asked and the nature of the response allowed. Objective
survey is one of the widely used in survey questionnaire.
- The Importance of Measuring Employee Job Satisfaction
Measuring Employee Job Satisfactionis very importance.According to Dr.
Kenneth R. Beer, M.D. FAAD, Employees that are satisfied can make a practice
more successful and more pleasant. This metric is one that is frequently overlooked
by many consultants and management seminars. However, I think that it is perhaps
second only to patient satisfaction as an indicator of the future success of the practice.
What is measured is vital to obtaining meaningful information and structuring the
survey correctly is essential.
Employee satisfaction is no different than physician satisfaction. It is
comprised of how happy the person is with their life outside the office, how pleased
they are with their job and the overall experience they have in the workplace. This
latter aspect includes interactions with patients and peers.
There is little one can do about how happy or unhappy a given individual is
outside the office. A bad marriage, problems with a child or substance abuse issues
will definitely spill over into the office. This can poison the environment for the entire
staff. Although you can not impact this, it is important to have some sense of the
degree to which it affects your workplace. For instance, an employee that has
substance problems may have attendance or performance issues that create excessive
burden for the employees that have to pick up the slack. A well structured employee
job satisfaction survey needs to include questions about this since most of these
problems will be obvious to other employees but not to you.
How pleased a given individual is with their job may be rated using a variety of
parameters. Using a 10 or 5 point scale is a simple and objective measurement that
can be tracked over time. Several studies have shown that employee satisfaction is
correlated with the degree of recognition that they obtain as well as opportunities to
challenge themselves and advance. When asking about job satisfaction, it is worth
noting what if any events (did they attend the Cosmetic Bootcamp Marketing and
Management symposium and come back full of ideas?) correlate with increased
satisfaction. It is also important to identify barriers to improved job satisfaction.
Typically, this may be due to an individual (for instance a colleague that is not pulling
her weight or showing up late) or due to problems with the physician the employee
has to work with. Other issues that may be identified may be the perception that the
individual is not being compensated enough. If this is the case, benchmark data is
available to either refute or support this opinion. Either way, it should be addressed
before it undermines the office. Measuring satisfaction with salary is definitely
something one should record.
Opportunities for job advancement and workplace challenge are also metrics
that should be evaluated. Employees, as a rule, tend to fall into one of two camps:
they either show up to get the paycheck and have the attitude of "same old, same old"
or they try to achieve and improve. A well designed survey can help to identify which
of these types you have working for you. If your practice is a managed care one,
where patients come to your office because they have to, it may not matter what the
employees think as long as they put paper on the table. If, however, you are trying to
be the best at what you do or you have a cosmetic practice, finding the one bad apple
is critical not only to the success of the practice but also to the morale at the office.
Measuring employee satisfaction is one parameter of the health of the practice
and it is essential to have this much the way it is critical to have a patient's
temperature. While we are not in business to entertain or delight our staff, it is
important that they be satisfied at their jobs in order for them to want to be there every
day. When they are not, they can make your day and that of the patients, miserable.
- Job Descriptive Index (JDI)
In this study,method to measuring job satisfaction is Job Descriptive Index
(JDI) .The Job Descriptive Index (JDI) (Smith, Kendall & Hulin, 1969) is the most
widely used measure of job satisfaction in existence today. More than 50 percent of
articles published in management or management related journals employed the JDI
to measure job satisfaction. Most writers agreed with Vroom's (1964) judgement that
"the Job Descriptive Index is without doubt the most carefully constructed measure of
job satisfaction in existence today". The evidence can be summarized by three
themes. First the JDI has been widely used in business and government (Blood, 1969;
Hulin, 1968; O'Reilly & Roberts, 1973; Waters & Waters, 1969) as both a research
tool and a diagnostic indicator. Second, a strong case has been built for construct
validity, both in original source (Smith,Kendall & Hulin, 1969) as well as in
numerous other publications that report correlation between JDI scales and other
measures of job satisfaction (e.g., Dunham, Smith, & Blackburn, 1977).
Third, the JDI dimensional structure seems stable across some occupational
groupings (eg., Smith,Smith, & Rollo, 1975; Golembiewski and Yeager, 1978). The
JDI has been described as the most popular and widely used measure of job
satisfaction (Buckley, Carraher, & Cote, 1989; DeMeuse, 1985;Zedeck, 1987). The
instrument has been translated into nine different languages and administered in at
least 17 countries. Development of the JDI began in the early 1960s and was first
marked in the literature by the publication of Locke, Smith, Kendall, Hulin, and
Miller (1964). That article presented initial findings from a validation effort that
eventually included 21 different industrial samples in 18 organizations. These
organizations included a variety of industries, and the respondents within them
covered the organizational hierarchy from top management to line workers (Smith et
al., 1969). A more detailed history of these activities appeared in Smith and Stanton
(1999).
(jobsatisfaction pdf)
In later work on the JDI, Smith, Smith, and Rollo (1974) confirmed the factor
structure of the JDI in a racially diverse sample. Johnson, Smith, and Tucker (1982)
showed that the JDI response format was not inferior to a Likert-scaled format.
Ironson, Smith, Brannick, Gibson, and Paul (1989) developed the initial version of the
multiitem Job in General (JIG) scale, which added a psychometrically sound, global
satisfaction measure to the facet measures. Additional research on the JDI and related
measures resulted in the publication of a second book, simply titled Job Satisfaction
(Cranny,Smith, & Stone, 1992). Researchers have updated the item content, validity
evidence, and national norms in the three decades since JDIs original publication
(Smith et al., 1987). The most recent update of JDI item content and a complete
renorming of the instrument occurred in 1997 (Balzer et al., 1997).
A computerized literature search of journal articles, book chapters, and
dissertations in psychology indicated that the various revisions of the instrument have
been used in more than 300 published and unpublished research projects to date. The
instruments continuing popularity with organizational researchers, in conjunction
with the pressing need for shorter measures in organizational research, warranted the
development of an abridged version of the instrument.
JDI scales around 5 factors of job satisfaction, viz. Work, Pay, Promotions,
Supervision and Co-workers.
Pay : the remuneration employees receive is perceived as an indication of their
worth to the organization after evaluating their input and peers input against
their pay. Luthans (2002a) concurred and offered that money is more
persuasive than fringe benefits seeing that it encourages employees to perform
better than is expected of them. Pay plays a significant role in influencing job-
satisfaction. This is because of two reasons. First, money is an important
instrument in fulfilling ones needs; and two; employees often see pay as a
reflection of managements concern for them. Employees want a pay system,
which is simple, fair and in line with their expectations. When pay is seen as
fair, based on job demands, individual skill level,and community pay
standards, satisfaction is likely to result. What needs emphasis is that it is not
the absolute amount paid that matters, rather it is ones perception of fairness.
Nature of Work: Most employees crave intellectual challenges on jobs.They
tend to prefer being given opportunities to use their skills and abilities and
being offered a variety of tasks, freedom, and feedback on how well they are
doing.These characteristics make jobs mentally challenging. Jobs that have too
little challenge create boredom. But too much challenge creates frustration and
a feeling of failure. Under conditions of moderate challenge, employees
experience pleasure and satisfaction. Employees prefer interesting and
challenging tasks that provide opportunities for self-actualization and
recognition. For employees to execute their tasks efficiently, they need training
and development, which serve to enable the employer to reach its HR targets,
not forgetting that these two are of mutual interest to the employer and the
employee
Promotions: opportunities for promotion are seen to be key in determining job
satisfaction. Employees perception of the existence of the ability to self-
actualize in the organization through getting a better job and the perception of
that being applied fairly contribute towards job satisfaction. It therefore stands
to reason that an objective performance measurement system needs to be in
place and applied fairly because, according to Luthans (2002a), promotions
usually occur when employees are appraised and remunerated for the efforts
they have contributed to the organization. Promotional opportunities affect job-
satisfaction considerably.The desire for promotion is generally strong among
employees as it involves change in job content , pay, responsibility ,
independence, status and like .An average employee in a typical government
organization can hope to get two or three promotions in his entire service ,
though chances of promotions are better in private sector . It is no surprise that
the employees take promotion as the ultimate achievement in his career and
when it is realized, he/she feels extremely satisfied.
Supervision : Supervisors is the set of people who are related to job satisfaction
in any organization because they who establish a supportive personal
relationship with subordinates and take a personal interest in them contribute to
their employee satisfaction. They also help the new employee to clarify goals
and paths of the organization. Supervisors direct the activities of employees by
planning, leading, organizing and controlling the organizations resources
(Davis & Newstrom 2002). By being open to employees suggestions relative
to their jobs and letting their inputs form part of the decisions that affect their
jobs, they play an important role in employees job satisfaction (Nel, et al,
2001).
Co-Workers: the relationship with co-workers is seen to affect job satisfaction
moderately given the employees predisposition / emphasis to career
orientation. A person may be satisfied with supervisor and coworkers for one
of three reasons. First, he/she may have many of the same values,attitudes, and
philosophies that the coworkers have. Most individuals find this very
important. Indeed, many organizations try to foster a culture of shared values
among employees. Even if one cannot generate a unifying culture throughout
an entire organization, it is worth noting that increases in job satisfaction can
be derived simply from congruence among employees at one level.Second, the
person may be satisfied with coworkers because they provide social support.
Social support means the degree to which the person is surrounded by other
people who are sympathetic and caring. Considerable research indicates that
social support is a strong predictor of job satisfaction, whether the support
comes from coworkers. Support from other organizational members is also
related to lower employee turnover.Third, ones coworkers may help the
person attain some valued outcome. For example, a new employee may be
uncertain about the goals to pursue or what paths to take to achieve those
goals. He/she will likely be satisfied with a with coworkers who can help
clarify those goals and paths.Many organizations foster team building both on
and off the job (such as via softball or bowling leagues), because a supportive
environment reduces dissatisfaction. The idea is that group cohesiveness and
support for individual group members will be increased through exposure and
joint efforts. Although management certainly cannot ensure that each stressed
employee develops friends,it can make it easier for employees to interact a
necessary condition for developing friendship and rapport.
2.2.Related Studies
- Job satisfaction of health workers at district and commune level (by Master
Le Thanh Nhuan and Dr Le Cuu Linh,Lam Dong health service,2009)
The purpose of this study was to identify job satisfaction of health workers at
district and commune level and to determine the association between health workers'
job satisfaction and the socio-demographic/professional variables and job satisfaction
factors. As many as 142 participants including doctors, pharmacists, assistant doctors,
nurses, midwives, etc working in the General Hospital, Preventive Medicine Center
and Commune Health Stations of a district in Vinh Phuc .Job satisfaction has been
measured by 7 variables : salary and benefit salary and benefit , physical facilities
knowledge, skill and performance results , relationship with leaders learning and
developing, interaction within the setting and relationship with colleague . with 40-
item survey representing health workers' job satisfaction in complement to the socio-
demographic/ professional information. The item "Overall job satisfaction" was used
to determine the associations between health workers' job satisfaction and other
variables. The result of this study show that health workers at district and commune
level had not been satisfied with their job and the percentage of health workers
satisfying with their job was low salary and benefit . However, overall job satisfaction
of health workers is high and significantly associated with age group and 7 factors of
job satisfaction .Cons of this study is not have solution to improve job satisfaction for
employees.
- Faffecting job satisfaction of the staff in Cantho university of medicine and
pharmacy Vietnam(by Master Phan Thi Luyen,2009)
This study determined the level of the overall job satisfaction of the staff at
Can Tho University of Medicine and Pharmacy (CTUMP)and to evaluated the job
satisfaction of the staff at CTUMP by personal factors (age,gender, marital status,
educational level and present position) and organizational factors (organizational
commitment and work settings). All of the nine factors (pay, promotion, supervision,
fringe benefits, contingent rewards, operating conditions, co-workers, nature of work
and communication) were found to be at the moderate satisfaction level with very
little difference in their mean scores and found out that, the staff with different age,
commitment level and work settings was found to have statistically significant
differences with the level of job satisfaction while gender, marital status, educational
level, year of experience and rank were not found to be statistically significant on the
level of job satisfaction.
- Job Satisfaction and Job Performance: Is the Relationship Spurious? (by
Allison Laura Cook, B.A., Purdue University,2008).
The topic of the thesis is job satisfaction and job performance at the work
place. The aim is to define the determinants for job satisfaction and to investigate the
relationship be-tween job satisfaction and job performance and the influence of job
satisfaction on job performance.This study review the job satisfaction levels at this
company and we discuss the variation in the satisfaction scores between three
different offices of X company, located in Finland, Sweden and Denmark .This study
base on Theory of Reasoned Action and the Theory of Planned Behaviour to account
for the relationship between attitudes and behaviour. Job satisfaction is then explained
as a function of job features, other people and personal dis-positions. Contributions of
this paper include estimating the extent to which the satisfaction-performance
relationship is partly spurious, which is an advancement because the attitude-behavior
link has not been estimated in light of personality and job characteristics. Another
contribution is the integrated theoretical model, which illuminates mediators in some
of the effects of personality and ability.
- Factor influencing job satisfaction among healthcare professtional at South
Rand hospital (by Jackie Mamitsa Banyana Ramasodi ,2010)
The aim of the study was to determine the factors influencing job satisfaction
among healthcare professionals at South Rand Hospital. The study was conducted
among 103 participants. The results showed a low level of job satisfaction. Almost
80% (79.6%) of participants were not satisfied with their jobs, and there was no
association between job satisfaction and socio-demographic characteristics. Variables
such as opportunity to develop, responsibility, patient care and staff relations were
found to be significantly influencing job satisfaction and there was a significant
positive medium association between job satisfaction and opportunity to develop,
responsibility, patient care and staff relations for both clinical and clinical support
staff.Result of thesis proven satisfaction with ones job can affect not only motivation
at work but also career decisions, relationship with others and personal health. Those
who are working in a profession that is extremely demanding and sometimes
unpredictable can be susceptible to feelings of uncertainty and reduced job
satisfaction. Job satisfaction is also an essential part of ensuring high quality care.
Moreover,this thesis provided sollutions to improve Job satisfaction of South Rand
Hospital.
- Job Satisfaction in Germany (by Master Joost van Nuland,2007)
The purpose of this study to provide more insight in the subject of job
satisfaction.More specifically, this study is centered on determining which job
characteristics best determine reported levels of job satisfaction. In doing so, this
analysis deals with the first and foremost drawback of reported satisfaction with work:
the subjectivity of the data. By applying various individual-specific control variables,
the subjective nature of reported data is significantly controlled for. Over 6,000 full-
time employed, German respondents are included in the analysis. Individual variables
( Gender,Age,Education,Nationality,Health,Martial status,Children) and Job variables
(Autonomy,Job match,Hours worked & work overtime,Promotion perspectives) were
used to measuring job satisfaction .Since job satisfaction is measured on an ordinal
scale, ordered probit regression techniques are applied. The examination of
satisfaction with work also draws on mean reported levels of job satisfaction,and on
estimated probabilities and marginal effects. The analysis shows that females,
individuals with better health, individuals with children, and Germans as opposed to
non-Germans will have higher probabilities of being satisfied with work. German
workers value both intrinsic and extrinsic job characteristics.
More specifically, working longer hours has detrimental effects on the
probability of being satisfied with work, while earning a higher income and feeling
more secure about the safety of the job will increase the probability of being satisfied
with work. Being employed longer for the same employer has a negative effect on the
probability of being satisfied.