Mafini and Pooe (2013) examined the relationship between job satisfaction factors (such as, working

conditions, autonomy, teamwork and ability utilization) and organization performance engaging 272
employees at a government department in South Africa. They found that all the job satisfaction factors
are positively correlated to organizational performance whereas teamwork has the highest impact on
organizational performance in the South African public organization.

Rahman (2015) examined the factors affecting job satisfaction of 88 academicians from 8 government
colleges in 3 divisional areas in Bangladesh and found that salary, supervision, work autonomy, working
environment and career prospects have high impact on their job satisfaction regardless of their gender,
age and years of experience. However, in particular, he revealed that female senior employees are
dissatisfied compared to their male counterparts.

Sarkar, Sultana and Prodhan (2017) examined 40 employees from both public and private sector in
Bangladesh among which 20 employees from 6 government offices responded to their survey. They
found that there is no difference between the job satisfaction of public and private sector employees,
except in the case of job attitude. They recommended that policy makers need to take effective
measures in relation to job security, service rules, retirement benefits and promotional opportunities.

Hasan, Jie and Bidin (2018) examined the job satisfaction level of employees from Malaysian public
banking sector and revealed that their satisfaction on the extrinsic (hygiene) factors are higher than the
intrinsic (motivation) factors. They concluded that their study has contributed to a revision of the
Herzberg’s Two Factor theory in terms of extrinsic factors since in their study, the provision of hygiene
factors such as pay, working conditions, company policy and supervision cause satisfaction to the
government employees whereas, according to the theory these factors are supposed to cause no
satisfaction when provided.

Mabaso and Dlamini (2017) surveyed on 279 academicians in two technology universities in Free State
and Gauteng province in South Africa and found that among compensation and benefits, only
compensation has a significant effect on their job satisfaction and. However, benefits were reported to
have no significant effect on job satisfaction.
Usman, Akbar and Ramzan (2013) investigated the impact of salary and stress on the job satisfaction of
87 academicians from various colleges of Sialkot in Pakistan. Their findings state that only salary
(compensation) has significant impact on job satisfaction of the teachers.

Vasiliki and Efthymios (2013) conducted a study to examine the job satisfaction of public administrative
officers in the Greek Ministry of Employment and Social Affairs. They utilised the Job Satisfaction Survey
developed by Spector (1985). The findings revealed that the job satisfac tion among the respondents is
at the moderate level. Furthermore, the findings also showed that the nature of work (intrinsic factor)
and supervision and co-worker relationship (two extrinsic factors) are the facets that contribute to job
satisfaction. This suggests that in order to achieve a higher job satisfaction among employees, the
relationship between superior and subordinate in relation with trust, confidence, and mutual respect
should be established (Weng, Lai, & Li, 2010).

Tan and Waheed (2011) examined the job satisfaction through Herzberg’s motivation-hygiene theory in
a Malaysian retail sector. The results indicated that hygiene factors were the most dominant factors that
influence the employees’ job satisfaction. In addi tion, working conditions were found to have a
significant correlation between hygiene factors and job satisfaction. The mediation results also proved
that the love of money can influence the relationship between salary and job satisfaction.

Waqas et al. (2014) surveyed on 148 employees from both public and private organizations in Pakistan
and found that reward and recognition as well as workplace environment have significant effect on job
satisfaction whereas, participation in decision making has insignificant effect on job satisfaction.
Turkyilmaz et al. (2011) investigated the link between employee loyalty and satisfaction based on the
survey data on 220 employees at Istanbul Branch of a Social Security Institution in Turkey and revealed
that training and personal development has the highest influence on job satisfaction. Moreover, working
conditions has also been found to have an effect on job satisfaction.

Błoński and Jefmański (2013) examined the determinants of job satisfaction of the public sector
employees of Local Government Units (LGU) in Poland and found that four factors, namely, relationships
with supervisors, career development stability, material working conditions and cooperation in the
provision of services can be a strong determinant of job satisfaction. However, among these, the
employees expressed highest level of expectations with the factor namely, the relationship with
supervisor.

Survey Method

Qualitative

Open-ended Survey Questionnaire