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Factors affecting the job satisfaction of

employed adults with multiple sclerosis
Journal of Rehabilitation, July-Sept, 2004 by Richard
T. Roessler, Phillip D. Rumrill, Shawn M.
Fitzgerald
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Dissatisfaction with one's job is an important consideration in vocational rehabilitation

(VR) services because it is an early warning sign that vocational closures are in jeopardy.
Specifically, dissatisfaction with employment is related to absenteeism, turnover
intentions (i.e., thinking about quitting), turnover (Moore, 1998; Perry, Hendricks,
Broadbent, 2000), and disability retirement (Krause et al., 1997). In addition to
diminishing the long-term cost-effectiveness of VR services, voluntarily leaving
employment has devastating effects on the individual. Premature job loss threatens both
the economic self-sufficiency and the psychological well-being of the person (Kirsch,
2000; McReynolds, 2001; Szymanski & Hershenon, 1998), sometimes referred to as the
intended and unintended outcomes of employment, respectively (Jahoda, 1981 as cited in
Merz, Bricout, & Koch, 2001).

More Articles of Interest

 • Keys to Job Satisfaction - Brief Article
• Changes in job satisfaction - Brief Article
• REFINING JOB SATISFACTION
• Organizational stress, job satisfaction and job performance: where do we go...
• Employees say money matters when it comes to job satisfaction

Consistent with recommendations that it operate from a new paradigm (Habeck, 1999),
the VR program should address concerns about job satisfaction in the workplace as soon
as possible so that individuals with disabilities or chronic illnesses can resolve those
issues before losing their jobs or voluntarily leaving them (Roessler & Rumrill, 1995;
Szymanski, 1999). Certainly, the best employment strategy for people with disabilities is
to ameliorate job dissatisfaction before a job is lost in the first place (Habeck, 1999),
although feasibility research suggests that special efforts are required to encourage
individuals with chronic illnesses to participate in early intervention programs at the
worksite (LaRocca, Kalb, & Gregg, 1996).

In order to design appropriate interventions to help employed people with disabilities

maintain their employment, rehabilitation professionals must understand the factors
affecting job satisfaction. The purpose of this study is, therefore, to identify factors
affecting the job satisfaction of employed individuals with multiple sclerosis (MS) and to
discuss the implications of those findings for on-the-job rehabilitation services.

Literature Review

Employment among Adults with MS

The need to implement this study with employed adults with MS is evident in the
employment statistics for this group. Although approximately 60% to 80% of adults with
MS are unemployed (LaRocca, 1995; Rumrill & Hennessey, 2001), the vast majority of
them have held jobs in the past. Jackson and Quaal (1991) reported that 91% of the
individuals with MS in their sample had an employment history. Approximately 60% of
people with MS are employed at the time of diagnosis, but only 20% to 30% are working
10 to 15 years later, with the majority leaving work in the first five years (LaRocca et al.,
1996). Furthermore, in other studies, researchers have found that 40% to 50% of
unemployed individuals with MS desired to resume employment (Gordon & Feldman,
1997). Thus, the high unemployment rate among adults with MS is occurring in a group
of individuals who have a positive work history, a strong work ethic, and a desire to
resume their employment. Rehabilitation interventions that ameliorate dissatisfying
conditions in one's job can, therefore, contribute significantly to the lives of many
employed adults with MS by helping them maintain a salient and valued social role,
namely that of a worker.

Factors Affecting Job Satisfaction

Szymanski and Hershenson (1998) defined job satisfaction as an outcome resulting from
the interaction of several variables. For people with disabilities or chronic illnesses, three
factors can affect satisfaction with employment--extrinsic factors such as wage and salary
levels (Bokemeier & Lacy, 1986), chronic illness or disability factors affecting one's
ability to perform work tasks (Hershenson, 1996), and subjective factors such as
perceived job match and job tenure (Dawis, 2002).

According to Bokemeier and Lacy (1986), the most basic theory regarding job
satisfaction is that workers are satisfied if their jobs provide what they desire, and
certainly the amount and perceived adequacy of financial remuneration is one concrete
way in which employment helps people meet their needs. Unfortunately, the cost
associated with treating and living with a serious medical condition can quickly erode the
satisfactoriness of wage and salary levels (McMahon, 1979). In a recent study,
Henriksson, Fredrikson, Masterman, and Jonsson (2001) reported that the direct costs of
MS resulting from "detection, treatment, rehabilitation, and long-term care" (including
personal assistance) are even higher than previously estimated (p. 28) and have a
devastating impact on the quality of life of adults with MS and their families.

Hershenson (1996) discussed the ways in which health factors related to disability and
chronic illness negatively affect worker competencies, which eventually takes its toll on
job satisfaction. For example, MS alters certain intra-individual psychological and
physical characteristics that affect the person's productivity (Beveridge, Craddock,
Liesener, Stapleton, & Hershenson, 2001). Gulick (1992) described the MS-related
symptoms that impair a person's ability to work, including "gait and motor disturbance,
visual problems, fatigue, bladder/bowel dysfunction, ..., presence of pain.... and
weakness" (p. 267). Other studies (e.g., Rao et al., 1991; Hakim et al, 2000; Roessler,
Rumrill, Fitzgerald, & Koch, 2001) have demonstrated that cognitive impairments
resulting from MS are frequently associated with employment difficulties. Chronic
illnesses and disabilities, therefore, place workers in less congenial, i.e., less satisfying,
situations because they create barriers that frustrate efforts to perform position
requirements.

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Do Age, Gender, and Sector Affect Job

Satisfaction? Results From the Korean
Labor and Income Panel Data
1. Kwangho Jung
1. Seoul National University
1. M. Jae Moon
1. Yonsei University
1. Sung Deuk Hahm
1. Korea University

Although job satisfaction is a primary human resource

management concern, there is little empirical research considering job
satisfaction in non-Western countries. In Korea, reforms aim to make
the public service more competitive and diverse and have led to the
recruitment of more women and young people. This study uses data
from the Korean Income and Labor Panel Study to explore the
relationship of age, gender, and service sector with job satisfaction. No
substantial difference was found in the perceived job satisfaction of
public employees of different ages, but an unexpected negative
association was found in a subsample of private employees. Korean
public and nonprofit employees are more satisfied with their jobs than
private employees are but are less satisfied with their wages than with
job security and job content. The study supports the expectation
hypothesis and suggests there is a gender effect on job satisfaction,
particularly for wages and work environment
LOCAL
Posts Tagged ‘ Job Satisfaction ’
More Work, Low Pay
By Fei Lumbania on August 1, 2010

by Reynaldo R. Vicente
Computerworld Philippines
August 2, 2010

IT professionals have enough reasons to feel anxious about their careers. Most of them
receive lower salaries and although raises were accorded them, the increases were hardly
felt. Jobrelated stress has been on the rise in the IT department as workloads have become
heavier to heighten production.

However, it’s not all doom and gloom as majority of them expect to get a salary increase
this year. And as the level of job performance in the organization improves, job
satisfaction becomes stable.

These are some of the highlights of the IS Salary, Job Satisfaction and Career survey
conducted by the Computerworld Philippines Research Group from March to May 2010.

LOW SALARY FOR MORE WORK

 Salaries for IS positions are still not competitive despite the
increasing demand for IS professionals. In fact, a little more than half of respondents
reported they were receiving take home pay that is below industry standard.

On the other hand, 43% were happy enough, receiving pay checks that are within the
industry average, while six percent claimed their monthly compensations are higher than
industry standard.

Majority of respondents described pay hikes as below average to average with six out of
10 getting salary increases ranging from five percent to 10% every year. Thirty-two
percent were receiving an average lower than five percent in salary increments; while
seven percent were granted increases averaging 11% to 15%. But even with these modest
pay rate hikes, these professionals can still adequately cope with the continuing increase
in the prices of goods and services. Measured through the consumer price index, the
inflation rate reached an average of four percent in the first months of the year, still
below the five percent lowest salary increase reported.

Admitting that his monthly take home pay is lower than industry standard and, at the
same time, receiving a below average compensation raise, Juanito Macabanti III, a
network administrator of the Central Colleges of the Philippines, declares he “will stick it
out with the company,” but may study and reconsider appealing offers from other entities
if opportunity knocks.

“Probably, the primary reason why I am sticking it out with the company is the security
of tenure,” he said, concluding that “although the annual increase in salary is below
average, I am assured of my benefits being a regular employee which are not being
enjoyed by contractual personnel.”

Macabanti added that if given the opportunity to be offered with attractive remunerations
and benefits from other firms, he may reconsider it as long as there will be a security of
tenure.
A fatter pay check is not the lone element which satisfies workers although they are also
on the lookout for entities that offer more tempting salary packages. In fact, majority of
the respondents yearn to be paid salaries that are higher than what they are currently
getting. They expect to receive remunerations of 10% to 100% more for the same
position they currently hold if they were with another establishments.

On the lighter side, whether these professionals are receiving pallid or substantial salary
raises, 65% of them expect to get a pay hike this year despite a constantly changing
business environment brought about by economic and political challenges. They are also
satisfied with the company benefits that, in one way or the other, boost their
compensation packages.

Though granting bonuses and other incentives is generally management’s prerogative,

36% said they are given benefits in the form of profit sharing; 26% announced that they
received team performance bonus; while 20% claimed they were provided with
anniversary bonuses. Thirteen percent of the respondents were given Christmas bonuses,
14th month pay and other yearend bonuses while eight percent were granted bonuses for
completion of a major project.

More than one-fourth of the respondents consider the annual performance of an

individual as the biggest factor that determines if an organization will implement salary
hikes for its employees. They believe that individual accomplishments should be given
more weight in evaluating the performance of employees. This also serves as a basis for
granting increases in salaries, or bonuses/honorariums, in some instances.

“We have standardized annual merit increase policy in our company which basically says
the rate of the salary increase will be based on the final rating of the performance
evaluation,” said Ronilo Quiat, IT manager of Ortigas & Company Limited.

Explaining that they have a matrix on this policy to follow, Quiat declared, “We can not
give an increase that goes beyond the corresponding rate specified in that matrix.”

As claimed by 29% of respondents, salary increases are granted only to employees if a

company is earning profits. Thus, a company’s annual financial performance also plays
an essential role in management’s decision to provide pay hikes to deserving personnel.

For 44% of IT officers surveyed, the budget of the company for IT (including personnel
costs) is the most important element that affects the salaries of IT workers in the work
place.

“In our company, we look at the budget first, employees’ performance comes next and
then the industry standard,” divulged Henry Parcon, chief IT officer of Airlift Asia, Inc.
“Sometimes these three will be interpolated based on the risks that we’re about to face,”
he added.

CAREER MOTIVATORS
When asked about the three biggest career motivators, aside from money, learning new
skills came on top as claimed by 47% of respondents; satisfaction of helping the company
run efficiently, which was the choice of 43%, came in second; while job security took the
third slot, with 40% voting on it.

Asked if these factors motivate them, Parcon agreed, saying “we build a culture that we
have to deliver first what is due to the company and the rest will follow. Learning new
skills will come once we have new projects at hand or when we need to upgrade our
skills on new technologies. Job security is very important that’s why I always remind my
team to be always ready for any eventualities.”

“Being trusted and given the chance to manage the company’s network are great
motivating factors,” comments Macabanti. He also considers job security as another
motivating factor in a sense that one can enjoy all the benefits of a regular employee and
do not have to entertain thoughts that maybe when the contract expires, he will lose his
job.

For Quiat, “an efficient operation would have a major impact in the company’s bottom
line.” “If there’s an increase in the bottom line, it means we are growing the company and
increasing the shareholders’ value as well,” he added.

Regarding learning new skills, Quiat remarked that it is non-negotiable especially in his
profession where technologies are changing so fast that he has to catch up. “Of course, I
can’t learn everything, so I only choose those technologies that have potential use in our
company,” he said.

Admitting that his desire to learn is not limited to technology only, Quiat said that “I also
pay attention in improving my skills in leadership, management style, and the like.”
These, he noted, can be applied to improve the business processes and decision-making
in the organization.

Among the factors that will make IT professionals enjoy their jobs even better, the survey
revealed higher pay as the most important; followed by access to new technologies; while
bonuses came third. Other notable factors include variety and interesting work; job
security, promotions, and autonomy at work.

IT professionals also identified information security, project management, Web

development, network security, and Cisco training as some of the skills they need to
further their careers.

SHIFT TO NON-IT CAREER

While majority of respondents pursued a career in IT, 18% reported they have plans of
shifting to a non-IS career, preferably in the field of business administration. On the other
hand, 65% of professionals divulged that they were contacted by a headhunter who
enticed them away from their current employers through flexible packages because of
their specialized expertise.

Better offer from another company was the top reason for an IS professional to leave his
current job, according to 74% of respondents. For 43%, they attributed job turnover to
professional development while 40% blamed it to the advancement to higher
management role. Other notable factors that drive respondents to move from one firm to
another were as follows: low pay, downsizing, job-related issues and due to non-
management advancement.

SATISFIED

Meanwhile, despite increasing work loads and mounting level of stress, the vast majority
of IT professionals were satisfied at work with eight out of 10 being either very satisfied
or somewhat satisfied with their current jobs. In contrast, fourteen percent were not
satisfied with their current jobs.

In all levels of IS department, job performance was improving, claimed 56% of

respondents. It was stable for 39% while five percent said it was declining. On the other
hand, the level of job satisfaction in the IS departments of 50% of the respondents was
stable. While it was improving for 40%, the job satisfaction for 10% was declining.

According to 41% of professionals, the key factors that contributed to increased

satisfaction were the exposure to new technologies/challenges and the good relationship
with management. Promotions/pay increase and increased authority/freedom in decision
making also help improve job satisfaction. On the other hand, change in management,
work overload/no recognition, and understaffed/downsizing contributed to the decline in
satisfaction.

Job satisfaction is more important for more than half of the respondents as against 47%
who aim for career advancement. For Macabanti who prefers career advancement over
job satisfaction had this to say: “As professionals, we always look at the future. If you are
aiming for something, you have to work for it, polish your skills, acquire more and new
knowledge, gain the respect of your co-workers and boss, and hopefully get that needed
promotion and have the opportunity to manage people.”

“If you are just contented with your daily routine, you will no longer aspire for career
advancement, you will not aspire for promotions. You will just be contented with what
you currently have, be it knowledge, skills, or monetary remunerations,” he added.

Parcon, who favors job satisfaction’ commented, “On the level where I am now, I will
choose job satisfaction as long as I am satisfied with my compensation package. In my
age (early 40s), I need to stabilize everything around me. Moving from one position to
another will distort projections and targets.”
Noting that job satisfaction is more important to him, Quiat said, “If I am satisfied with
what I am doing, I will be able to perform better and deliver what is expected from me.
This, in return, will eventually lead into career advancement.”

GENDER GAP

A gender gap, where male IT professionals get paid more than

women IT workers for comparable jobs, still exists in 27% of companies-respondents.
Women IT personnel in these firms remain underpaid compared to their male
counterpart. On the other hand, five percent of respondents said they do not hire female
IT professionals.

A vast majority or 68% confirmed that men and women workers with the same jobs were
treated and paid equally in their worksites. There is no pay discrepancy whatsoever as the
merit-based system they use in evaluating the performance of their employees is the same
for both male and female personnel.

Implying that there is no discrimination in their workplace, Parcon noted, “In our
company, we treat everyone equally. We merit employees according to performance, job
functions, responsibilities, tenure and experiences.”

As he renounced gender gap in their office, Macabanti said, “All employees are treated
equal with the same measurement of evaluation and were paid the same for comparable
jobs.”

EXPANDING JOB RESPONSIBILITIES

Having clearly defined job descriptions is not the trend for IS officers nowadays. What
they are currently experiencing is the expansion in their job descriptions and the growing
list of responsibilities they have to implement.
The survey revealed that 40% of IS managers said their jobs have become business
oriented; 31% reported that their jobs have become more technical; while 28% confessed
their jobs become more crossfunctional.

Due to the growing workloads, IS officers beefed up their efforts to keep up with the old
responsibilities while spending time to learn new obligations. Parcon, who said that his
job has become business-oriented, stresses that management position is always on the
business side. But, as an IT chief officer, he also updates himself about technical details
to a certain level. “This keeps me informed while gaining sound decision in technical
matters,” he said.

Parcon also relates that the significant change they are experiencing right now is that
more and more customers are passing more burdens to their suppliers. “A lot of tasks,
reports, and prevalidation were tasked to us to satisfy them.” he discloses.

For Macabanti, time management and work delegation are the answer to additional work
load. Although he clarifies that there was no corresponding salary increase for more
assignments, “honorariums are sometimes given.” He also said that he attends trainings to
cope with added responsibilities.

Quiat, for his part, attended formal courses in business management to cope with his
work, especially now that he is handling the administration of the day-to-day operation of
their company. “I had a certificate in Real Estate Management in 2004 and completed my
MBA (Masters in Business Administration) in 2007. Just recently, I finished a 12-month
course – Strategic Business Economic Program and plan to pursue my Masters degree in
Business Economics which I believe will help me in handling the non-IT assignments in
the company.”

INCREASED STRESS LEVEL

Meanwhile, more IS professionals are struggling with more work and job-related stress.
While 34% felt that the level of stress in their organization is at the same level as that of
the previous year, 56% say stress level in their worksites is increasing. Yet, they have to
work to their fullest potential.

“Stress is very high,” according to Parcon, “but we battle it with collaboration, sharing of
experiences, and team bonding.”

A mere 10% reported that stress in their department was lessened.

IT CERTIFICATION

Although certification demonstrates an area of expertise, and can increase an applicant’s

chances of employment, it is not required for most IS positions, as seven out of 10
respondents say IT certifications are either not so important or not important at all.
The survey also disclosed that IT certification is not just about money or greater pay as
68% revealed that certified IT personnel in their organization do not receive higher
remunerations compared with those who don’t possess certifications.

CIOs’ job satisfaction increases despite recession

By Melba Bernad on August 24, 2009

Meridith Levinson
CIO.com
August 24, 2009

FRAMINGHAM - Despite having to cope with massive budget cuts, salary freezes and
demoralized staffs, most employed IT executives are more satisfied with their jobs this
year than they have been in previous years, according to the results of a job satisfaction
survey conducted by ExecuNet.

Nearly two-thirds (64%) of the 306 IT executives who responded to the survey said they
were satisfied with their jobs. That’s an 11% increase over 2008, when 286 IT leaders
responded to the survey. In 2007, only 41% of IT executives reported being happy with
their jobs even though the economy was arguably much stronger then than it is now.

IT executives cited work they enjoy (checked by 13%), a good relationship with their
bosses (12.5%), and a comfy fit with their employers (10.2%) as the primary reasons for
job satisfaction.
Among the 36% of IT leaders who indicated that they aren’t happy with their jobs, their
top reasons were limited advancement opportunities (noted by 14%), compensation
(11.3%) and lack of challenge (10%).

The Economy’s Effect on Job Satisfaction

ExecuNet’s president and chief economist Mark Anderson says it’s not uncommon for
employed executives’ job satisfaction to rise when the economy is in the pits. It’s not that
senior leaders are any more content with their jobs, he says. It’s just that a bad economy
makes them realize that a so-so job is better than no job at all.

“People become happier with their jobs when the grass on the other side of the fence
looks more like a mud flat,” says Anderson. “In 2008, as the economy started to turn
[down], satisfaction started to rise.”
Also noteworthy, however: The same executives polled also indicated that they’re more
receptive to taking calls about potential job opportunities from recruiters. Similarly, the
number of executives who think their companies are working hard to retain top talent has
declined.

Executives’ responses to questions about calls from recruiters and their companies’
retention practices indicate that even though the majority say they’re satisfied with their
jobs now, they’re going to be ready to hop when the economy rebounds, notes Anderson.
And according to a speech today from Federal Reserve Chairman Ben Bernanke, that
rebound could be soon.
IT Leaders Compared with Other Functional Execs

IT leaders aren’t the only functional executives expressing an increase in their job
satisfaction. According to the ExecuNet survey, job satisfaction rose overall among the
3,187 executives polled-from 61% in 2008 to 70% this year. But IT executives are among
the least satisfied of all functional execs.

The only functional leaders who ranked less satisfied than IT executives were
engineering execs, 60% of whom said they were satisfied, and sales leaders, 59% of
whom said they were satisfied.

Executives in marketing, HR, consulting and finance reported the highest levels of job
satisfaction.

If anything positive emerges from the recession, it’s that the weak economy is making
some people grateful for what they have.

IT Professionals’ Outlook

IT professionals’ outlook on the economy and their futures with their employers is on the
rise, if not also their job satisfaction. According to the latest IT Employee Confidence
Index survey from IT staffing firm Technisource, IT workers’ confidence inched
6.1%age points to 45.8 during the second quarter of 2009, up from an all-time low of
39.7 during the first quarter of the year. (The IT Employee Confidence Index doesn’t
measure IT workers’ job satisfaction per se, but rather their outlook on the economy, their
employers’ futures, their sense of job security and their confidence or lack of confidence
in their ability to find a new job.)
The number of tech workers who think the economy is improving jumped from six% in
the first quarter to 19% in the second quarterly. Conversely, fewer tech workers think the
economy is getting worse. That number decreased from 66% in the first quarter to 48% in
the second.

As economic optimism increases among IT pros, so too does their outlook on their ability
to find a new job and their employers’ future. 40% of tech workers feel positive about
finding a new job, compared with 37% in the first quarter. Nearly two-thirds (64%) of
them are confident in the future of their current employers, up from 58% last quarter.
Technisource’s IT Employment Report for the second quarter of 2009 was conducted by
Harris Interactive in April, May and June. Harris polled 8,192 adults, 497 of whom work
in IT.

The Elusive Dream

By Fei Lumbania on August 4, 2009

By Reynaldo R. Vicente
August 4, 2009

The good times are still elusive for most IT professionals. Aside from the looming effect
of the worldwide recession to the organizations where they serve, most of them have
grown to be content with salaries they believe are below industry standard—finding
comfort in bonuses, new technologies, and in the satisfaction of helping the company run
efficiently.

Receiving low compensation and wage increases, however, is not a hindrance in attaining
an improving level of job satisfaction and performance in their organizations despite
experiencing greater work-related stress.

These were some of the highlights of the IS Salary, Job Satisfaction and Career survey
conducted by the Computerworld Philippines Research Group covering 100
organizations from March to May 2009.

Monthly salary of IT personnel

Believing that they are being paid less than what they are actually worth, majority of
respondents revealed that the IS salary scale in their respective organizations remains
below the industry standard. Complementing this was the “lower to modest” annual
increases in their remunerations, which was described by most respondents as “below
average to average.”

Workers who received salary hikes ranging from 5% to 10% reached 53.1% of the total;
while those who were granted below 5% hike comprised 34.7%. Only 11.2% got a pay
raise of more than 10%.

Describe the annual salary increase rate for IS personnel in your company?

GREENER PASTURES
Receiving remuneration that is lower than industry standard is not a source of
dissatisfaction for most IT professionals who will still work hard while looking for
greener opportunities elsewhere. A manager of an IT school who still enjoys his job
despite getting lower pay remarks: “Of course, this makes me and other employees on the
lookout for other IT jobs in another firm that offers a more appealing take home pay.” He
considers his work a challenge for him to continuously learn from, improve his skills and
eventually excel in, so when the time for him to transfer to another firm comes, he is fully
prepared.

How much is the average percentage salary increase you get every year?

Only 8.1% of respondents expressed satisfaction with the salaries they received, claiming
these are higher than industry standard, while 39.4% said they were comfortable with
their take-home pay as it is within the industry average. Though these employees are
receiving attractive salaries, they are also in search of other job opportunities. An IT
director of LBC Express, Inc., Ulysses C. Naguit, who revealed that his monthly take-
home pay is comparable to industry standard, admits: “I’m happy with what I’m
receiving right now but I’m also open to bigger opportunities.”

But, whether these workers received lower or bigger compensation, 60% of them expect
to get a boost in their wages this year. They also received company benefits that can
boost their remunerations. Among these are incentives in the form of profit-sharing
where 41.7% of respondents said they are entitled to; team performance bonuses (33%);
and anniversary bonuses (19.8%). Those who received bonuses for completion of a major
project comprised 11% while 10.9% reported receiving retention bonuses.

Like other workers, the IT employees surveyed also yearn to have a fatter pay than what
they are currently getting. The survey revealed that 51% of respondents think they would
be paid 10% to 20% more for the same position they are presently holding if they were
working with another firm. Thirty-one percent believe they will be receiving 21% to 50%
higher for the same work in other organizations while six percent said they expect to get
50% to 200% more for the same job in other entities. Only 10% divulged receiving the
same rate for the same position in other establishments.

How would you describe the IS salary levels in your company?

For majority of respondents, the budget of the company for IT, including personnel costs,
was the greatest factor that affects the salaries of IT personnel. Generating bigger cash
flows boosts the financial position of a company, thus resulting to a corresponding
increase in the firm’s operational budget. This is where company expenses like salaries of
employees will be based.

Factors that influences salary increases of IS personnel

On the other hand, 34% of IT workers surveyed pointed to annual individual performance
as the biggest factor that influences salary increases of IT employees in their
organizations. Individual accomplishments must be given more weight in evaluating the
performance of employees as these serve as a basis for granting compensation increases
to deserving workers.

In granting salary hikes, the performance of the company must also be considered,
according to 28% of respondents. Pay increases are always influenced by the profitability
of the company. If it is performing well, employees will be provided with whatever is
best for them. But if not, employees must understand the situation the company is in.

HIGH-PAYING INDUSTRIES
When asked to enumerate the industries which provide better compensation packages, the
respondents identified the following: For non-manufacturing industries, the top five
includes telecommunications, information technology, banking, financial intermediaries,
and business services. The manufacturing ventures were comprised of petroleum
products, electronics and semiconductors, chemical products, food, beverage and
tobacco, and industrial equipment.

On the other hand, most respondents chose the IS jobs which offer the biggest
opportunity for career advancement, and these include the following: For IS
management, these are MIS/EDP manager, IS project manager, and VP/Director (CIO
level); database manager, senior systems analyst, data security specialist, and certified
software application engineer for the systems development group; certified network
systems engineer, network security administrator and network security specialist for the
networking arena; and for the technical support and Internet category, it’s technical
support manager, Web developer, and database Web programmer.

How would you rate your current stress level compared with the previous years?

Despite experiencing increasing level of work-related stress as relayed by more than half
of the respondents, the level of job satisfaction in their departments has been rated
improving to stable. And surprisingly, the level of job performance was viewed by
respondents as stable to improving. As proof that these employees enjoy their work, the
survey claimed that majority said they are either somewhat or very satisfied with their
responsibilities as IT personnel, and have no plans of shifting to a non-IS career.

How do you view the level of job satisfaction in your company’s IS department?

As the lone IT employee in his department, Arthur Diaz, assistant IT manager of

construction firm Kajima Corp., disclosed that all works pertaining to IT, even
troubleshooting, are assigned to him. “Even if I get lower salary, I don’t resent my job.
What satisfies me is the exposure to new technologies and the challenges I encounter—
which I have learned a lot from,” says Diaz. “Since I’m a one-man team, I consider each
day a tough one but I have no regrets. I learned many things from my output-oriented
Japanese superior. I always have to live up to his expectations which I consider a
challenge to improve my performance,” he adds.

Factors that affect the salaries of IT personnel

Other than monetary factor, the most important thing that motivates 42% of respondents
to perform better is career path/growth. It is very important for workers to have a clear
role in the organization so that their performance will be recognized and, thus, be entitled
to opportunities for advancement. “Companies must reward performance with
advancement,” Diaz remarks. He further emphasized that “there must be variations in
work, a change in your system. In other words, provide opportunities for growth or
additional responsibilities, e.g. more challenging assignments and greater authority as
well.”

Biggest Career Motivators, Other Than Money

An IT school manager who equates career path/growth with personal satisfaction had this
to say: “Knowing that there is a possibility for me to be promoted or get salary increases
and attractive benefits motivate me to work better.” On the other hand, Naguit stresses
that support from higher ups is enough motivation for employees to strive more. “Our
management is giving the full support in re-defining the role of IT in our business. This is
very evident in the approval that we’ve got for the technology roadmap and/or key IT
projects that we proposed,” he said.

Learning new skills is another factor that provides motivations to IT personnel. Because
of the fast-paced technology, Diaz declares that learning new ideas or concepts is a
requirement in order to be updated in the IT field. New skills that you can relate to or use
in your work. “One must be informed of the latest technologies or else he’ll be left
behind,” he said.

How do you view the level of job performance in your company’s IS department?

Why do IT employees leave their current jobs? There are lots of reasons why an IT
personnel moves on. For this survey, better offer from another company is the top reason.
Money is usually involved in their decision to leave, according to 77% of the total.
Others attributed job turnover to professional development as claimed by 46%, while
advancing to higher management role is the main concern of 44% of workers.

Generally, no one will leave his job unless there is a better opportunity somewhere else
that will make him happy and contented. “I have other needs to meet and one of the ways
to accomplish these goals is to move to another company which has an attractive job
offer,” says Naguit. Revealing his career plan, Naguit states, “My next career goal is to
head the whole IT team and the role I’m playing is evidently giving much value add to
the business. If I can’t get all of these, I’ll not be happy. It was the reason why I moved to
my new post because it gives me what I need.”

Additional responsibility and exposure to new technologies and challenging works can
widen employee’s experience, thus making him more valuable to the company and
become more fulfilled professionally. Acquiring more experience, according to an IT
school manager, is one way for an employee to advance his role to a more challenging
one in the organization. “Gone are the days when you start with one job and stick to it
until you retired. Right now, the game is to get up the corporate ladder (faster) through
experiences gained from different sources so that when the time you have decided to
move on comes, you could finally spent the rest of your employment days in the
establishment of your choice,” he relates.

How satisfied are you with your current job?

An IT Group officer-in-charge of a transport company, who chose these items as the

three top reasons for him to leave his current job, had this to say: “These factors really
affect the performance and output in general. But as a person who is looking on progress
for myself and my family, I will grab whatever good opportunities are present after
careful evaluation and selection.”

Meanwhile, the survey reported that 74% of the IT professionals surveyed who pursued a
career in IT, have no plans to shift to a non-IS career. In contrast, 26% revealed plans to
be engaged in other career opportunities, preferably in the following fields: business
entrepreneur, restaurant, finance, agriculture, and general management.