DETERMINANTS OF EMPLOYEES JOB SATISFACTION: THE CASE …

DETERMINANTS OF EMPLOYEES’ JOB SATISFACTION:

THE CASE OF DEBRE MARKOS TOWN ADMINISTRATION

PUBLIC SECTOR

A THESIS SUBMITTED TO DEBRE MARKOS UNIVERSTY

COLLEGE OF BUSINESS AND ECONOMICS DEPARTMENT OF

MANAGEMENT IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS

ADMINISTRATION (MBA)

BY: GETACHEW BEYENE

SEPTEMBER, 2020

DEBRE MARKOS, ETHIOPIA

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page i

DECLARATION

I hereby declare that this thesis is the result of my own work and has not been presented for a

degree in any other university and that all sources of materials used for the proposal have been

indicated and acknowledged as complete references.

Declared by:

Name: Getachew Beyene Signature: ________________Date:___________________

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page ii

Certification

The thesis entitled “Determinants of employees’ job satisfaction: the case of Debre Markos town

administration public sectors submitted to the partial fulfillment of the requirements for the

degree of Master of Business Administration to the College of Business and Economics, Debre

Markos University; through the Department of Management, done by Getachew Beyene Id No

GSE/641/11.

Name Signature Date

Advisor _______________________ ____________ _______________

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page iii

Thesis approval

The thesis entitled “Determinants of employees’ job satisfaction: the case of Debre Markos town

administration public sector” Submitted by Getachew Beyene for Master of Business

Administration (MBA).

Board of Examiners

Name Signature Date

Advisor __________________________ ____________ ___________

Internal examiner ___________________ ____________ ___________

External examiner __________________ ____________ ___________

Department head __________________ __________ __________

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page iv

ACKNOWLEDGEMENT

Above all I would like to express my endless love and gratitude to GOD and His mother St.

Mary for helping.

I would like to extend my heartfelt gratitude to my advisor Dr. Andargachew Baylie for his

unreserved support guidance, suggestions and constructive comments for completion of this

thesis.

The successful completion of this thesis would not have been possible without the support,

encouragement and cooperation from many individuals who assist me in diverse ways from the

beginning to the end.

Finally, I would like to thanks the employees of Debre Markos town administration public sector

for their willingness to participate in the survey.

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page v

Table of Contents

Contents Page Number

DECLARATION............................................................................................................................ I

CERTIFICATION ....................................................................................................................... II

THESIS APPROVAL ................................................................................................................. III

ACKNOWLEDGEMENT .......................................................................................................... IV

ACRONYMS ................................................................................................................................ X

ABSTRACT ................................................................................................................................. XI

CHAPTER ONE ........................................................................................................................... 1

1. INTRODUCTION..................................................................................................................... 1

1.1. BACKGROUND OF THE STUDY ............................................................................................ 1

1.2. STATEMENT OF THE PROBLEM .......................................................................................... 3

1.4. OBJECTIVE OF THE STUDY ................................................................................................. 5

1.4.1. General Objectives of the study ............................................................................... 5

1.4.2. Specific Objectives of the study ............................................................................... 5

1.5. SCOPE OF THE STUDY......................................................................................................... 5

1.6. SIGNIFICANCE OF THE STUDY ............................................................................................ 6

1.7 ORGANIZATION OF THE PAPER .......................................................................................... 6

CHAPTER TWO .......................................................................................................................... 7

2. REVIEW OF RELATED LITERATURE ............................................................................. 7

2.1. INTRODUCTION .................................................................................................................. 7

2.2. EMPLOYEE JOB SATISFACTION .......................................................................................... 7

2.3. DETERMINANT FACTORS OF JOB SATISFACTION.............................................................. 9

CHAPTER THREE .................................................................................................................... 16

3. RESEARCH METHODOLOGY .......................................................................................... 16

3.1 INTRODUCTION ................................................................................................................. 16

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3.2 STUDY AREA ...................................................................................................................... 16

3.3. RESEARCH DESIGN .......................................................................................................... 17

3.4. RESEARCH APPROACH ..................................................................................................... 17

3.5. POPULATION OF THE STUDY ............................................................................................ 17

3.5. SAMPLING TECHNIQUE ................................................................................................... 17

3.6. SAMPLE SIZE DETERMINATION ...................................................................................... 18

3.7. INSTRUMENT AND MEASUREMENT OF VARIABLES ........................................................ 20

3.8. METHODS OF DATA ANALYSIS ........................................................................................ 21

3.9. MODEL FORMULATION AND SPECIFICATION ................................................................. 21

3.10. INSTRUMENT VALIDITY AND RELIABILITY ................................................................... 21

3.11. ETHICAL CONSIDERATIONS .......................................................................................... 23

3.12. LIMITATION OF THE STUDY .......................................................................................... 23

CHAPTER FOUR ....................................................................................................................... 24

4. DATA ANALYSIS AND PRESENTATION ....................................................................... 24

4.1. INTRODUCTION ................................................................................................................ 24

4.2 RESPONSE RATE ............................................................................................................... 24

4.3. DEMOGRAPHIC INFORMATION OF RESPONDENTS ........................................................... 25

4.4. THE RELATIONSHIPS BETWEEN THE INDEPENDENT AND DEPENDANT VARIABLES ....... 26

4.5. EFFECT OF THE INDEPENDENT VARIABLES ON DEPENDENT VARIABLES ....................... 28

4.6. DIAGNOSIS TESTS/ASSUMPTIONS .................................................................................... 28

4.7. Hypothesis Testing: Regression Analysis Results ...................................................... 33

4.8. Discussion of the Results ............................................................................................... 37

5. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ........................................ 40

5.1. SUMMARY OF THE MAJOR FINDINGS .............................................................................. 40

5.2 CONCLUSION ..................................................................................................................... 41

5.3. RECOMMENDATION ......................................................................................................... 42

5.3.1. SUGGESTIONS FOR FURTHER RESEARCH ..................................................................... 43

BIBLIOGRAPHY ....................................................................................................................... 44

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page vii

APPENDIX1. QUESTIONNAIRE FOR PUBLIC SECTORS EMPLOYEES (ENGLISH

VERSION) ................................................................................................................................... 51

APPENDIX2 QUESTIONNAIRE FOR PUBLIC SECTORS EMPLOYEES (AMHARIC

VERSION) ................................................................................................................................... 55

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page viii

List of table

Table 3. 1: The sample distribution of each public sector ............................................................ 19

Table 3. 2: Reliability Statistics of the whole data ....................................................................... 23

Table 4. 1: Response Rate ............................................................................................................. 24

Table 4. 2: Demographic information of Respondents ................................................................. 25

Table 4. 3: Correlation matrix between Independent & Dependent variables .............................. 27

Table 4. 4: Multicolinearity test .................................................................................................. 32

Table 4. 5: Autocorrelations ......................................................................................................... 33

Table 4. 6: Regression analysis Model Summary ......................................................................... 34

Table 4. 7: ANOVA Results ......................................................................................................... 35

Table 4. 8; Regression Coefficient table ....................................................................................... 36

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page ix

LIST OF FIGURES

Figure 2.1: Research framework -----------------------------------------------------------15

Figure 4.1 Normality Tests of Residual ---------------------------------------------------29

Figure 4.2 Test of Linearity ------------------------------------------------------------------30

Figure 4.3 Scatter plot for testing homoscedasticity--------------------------------------31

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page x

ACRONYMS

JSS job satisfaction survey

JDI Job Descriptive Index

BIAJS Brief Index of Affective Job Satisfaction

ANOVA Analysis Of Variance

SPSS Statistical Package for Social Science

VIF Variance Inflation Factor

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page xi

ABSTRACT

This study aimed to investigate the determinants of employees’ job satisfaction in Debre Markos

town administration public sectors. Data were collected through 34 structured close ended

questionnaires from the samples of 270 permanent employees through stratified and simple

randomly selected from eighteen Debre Markos town administration public sectors. Data were

analyzed using descriptive and inferential statistics with the aid of Statistical Packages for

Social Scientists (SPSS) version 23.0. Multiple regression analysis technique was used to explain

the nature of the relationship between employees’ job satisfaction and (working environment,

payment, promotion opportunity, supervision, nature of job) that affect it. The reliability

coefficient of 0.877 was computed using Cronbach Alpha formula to measure the internal

consistency of the questionnaire items. The result suggest that there is significant relationship

with working environment, payment, Promotion opportunities, supervision and nature of job with

employees’ job satisfaction and regression analysis result indicated that 53% of the variation on

the employees’ job satisfaction can be explained by the composite measure of working

environment, payment, Promotion opportunities, supervision and nature of job. The study

recommended that for the incensement of employees’ job satisfaction in Debre Markos town

public sectors should effectively implement the determinants such as work environment,

payment, promotion opportunity, supervision, and nature of job.

Keywords: Job satisfaction, working environment, payment, promotion opportunity, supervision,

nature of job.

Determinants of employees’ job satisfaction in case of Debre Markos town public sectors Page 1

CHAPTER ONE

1. INTRODUCTION

1.1. Background of the study

Employee Job satisfaction refers to those job related activities expected of an employee and how

well employees deliver on them (Yusuph, 2015). Dugguh and Ayaga (2014) further simplify

employee job satisfaction as simply the record of an employee’s accomplishment. Mone and

London (2014) noted that it’s important for human resource managers to assess their employee’s

job satisfaction periodically in order to help them identify areas for improvement. Armstrong &

Taylor (2014) noted that when employees are able to align their skills, competences and abilities

the organizations objectives this improves job satisfaction and the overall performance of the

organization. The drive to understand and explain job satisfaction has been motivated by

utilitarian reasons (e.g., to increase productivity and organizational commitment, lower

absenteeism and turnover, and ultimately, increase organizational effectiveness) as well as

humanitarian interests (i.e., the notion that employees deserve to be treated with respect and have

their psychological and physical well-being maximized) (Logsdon, 2001).

Employee job satisfaction is associated with how people perceive, think, and feel their jobs

(Spector, 1997). According to Ekechukwu et al. (2016) almost any job related factor can

influence a person’s level of job satisfaction or dissatisfaction and there are a number of factors

that influence job satisfaction. The major ones can be summarized by recalling the dimensions of

job satisfaction and they are pay, the work itself, promotions, supervision, workgroup, and

working conditions. Job satisfaction is a single summary construct to capture employees’

perceptions of how they are treated by their organization (Jung, 2017). According to Fred

Luthans (2011) job satisfaction has little to do with good pay; it has a lot to do with employee

himself or herself accepting that the job is desirable. He further contributed that in order for jobs

to be satisfying there should be some fun in it. He suggested that employees should be given the

opportunity to express themselves without fear but take their work seriously.

Employees are the most satisfied and highly productive when their job offers them security from

economic strain, recognition of their effort, opportunity to contribute ideas and suggestions,


participation in decision making and managing the affairs, clear definitions of duties and

responsibilities and opportunities for promotion, fringe benefits, sound payment structure,

incentive plans and profit sharing activities, health and safety measures, social security,

compensation Kuria (2011) cited by (Dorcas et al., 2016). Human resource is considered as one

of the most important assets in any organization which serves as an engine in the organization for

providing a sustainable source of energy and service delivery (Wajidi, 2013). Most researches

are focused on outcomes of employees such as employee performance, employee commitment,

organizational performance and customers satisfaction due to the changing business

environment and organizations are moving towards seeing employees as a valuable asset in

which the knowledge, skill and abilities of employees is sources of competitive advantages.

Job satisfaction is the result of both motivation and hygiene factors. Achievement, advancement,

interpersonal relations, working conditions, policy, and personal life are taken as motivational

factors by public sector employees (Azash et al., 2011). Demerouti and Cropanzano (2010)

observed that when organizations ignore the working environment within their organization, this

results to negative effects on employees’ job satisfaction. According to them, working

environment consists of safe and secure working environment, good relations with the

supervisors and co-workers, job security, employer recognition for employees’ good

performance, employee involvement in decision making process of the firm. Safe and healthy

working environment includes the physical and psychological environment.

Prasanta Kumar and Jasmine Bhuyan (2015) noted that a workforce with high job satisfaction

leads to an improvement in work quality and productivity, and leads to satisfied loyal customers.

It is a worker's sense of achievement and success and is generally perceived to be directly linked

to productivity as well as to personal wellbeing. The happier people are happy workers. Job

satisfaction can be influenced by a variety of factors, e.g., the quality of one's relationship with

their supervisor, the quality of the physical environment in which they work, degree of

fulfillment in their work, etc. Job satisfaction further implies enthusiasm and happiness with

one's work. The most common way of measurement is the use of rating scales where employees

report their reactions to their jobs. Questions related to rate of pay, work responsibilities, variety

of tasks, promotional opportunities the work itself and co-workers. For the organization, job

satisfaction of its workers means a work force that is motivated and committed to high quality


performance. Increased productivity the quantity and quality of output per hour worked seems to

be a byproduct of job satisfaction (Prasanta Kumar and Jasmine Bhuyan, 2015).

In this research the researcher tried to find out determinants of employee job satisfaction in

Debre Markos town administration public sectors.

1.2. Statement of the problem

The main problem as viewed from the researcher’s angle is that a lack of job satisfaction among

these employees means that they do not conduct themselves in a productive manner. Identifying

the factors that determine this will therefore go a long way in improving the quality of service

provided to the town.

There are a variety of factors that can influence a person’s level of job satisfaction. Some of

these factors include the level of pay and benefits, the perceived fairness of the promotion system

within a company, the quality of the working conditions, leadership and social relationships, the

job itself (the variety of tasks involved, the interest and challenge the job generates, and the

clarity of the job description/requirements) (Geeta and Pandey, 2011). Job satisfaction involves

complex number of variables, conditions, feelings and behavioral tendencies (Jain, 2013). The

major challenges that affect employees level of satisfaction and performance include poor and

delayed payment of employees’ salaries and allowances, poor top down communication, lack of

motivation, recognition and incentives, inadequate working space in their respective offices as

well as inadequate working tools and resources like stationary, computers, internet and other

office equipment (Robbins, 2001). Other challenges included; lack of training especially on-job

training to improve employees’ skills and career development opportunities, tribalism, delayed

promotions, political interference, shortage of employees, corruption and job insecurity (Dorcas

et al., 2016). Job satisfaction is the critical factor for high performance and efficiency of an

organization through ensuring high employee morale and commitment and avoiding factors like

absenteeism and turnover. Thus, job satisfaction is one of the major criteria for establishing a

healthy organizational environment in an organization (Premanandam, 2017). It is no more

surprising that today, most of the research journal on management contains at least one study that

pertains to job satisfaction (James Abugre & Shagufta Sarwar, 2012), and it has become a

universal reality in the human capital studies, that satisfaction and productivity are significantly

related. Job satisfaction represents a collection of attitudes that workers have about their jobs.


There are a number of issues that affect job satisfaction such as salaries, benefits, allowance,

pension fund, working hours and how they respects on their jobs. Many Human resource

departments of companies face the problems of job satisfaction every day (Zhu1, 2014). Lack of

job satisfaction brings negative consequences like, job stress, poor overall morals, lack of

productivity, high employee turnover, tardiness and high absenteeism (Singh and Pandey, 2013).

Specific employee attitude relating to job satisfaction is of major interest in the field of

organizational behavior and the practice of human resources management now (Fazul et al.,

2012). The interest steamed from the belief that the satisfied employees are more productive than

dissatisfied employees are (Spector, 1997). However, most of the studies had been conducted in

the organizations operating in developed and developing countries in America ,Europe and

Asian e.g. (Bajpai 2004, Wajidi 2013, Fazlul and Abdulla 2012, Abdulla, et al. 2011). A little

number of researches ware conducted in Ethiopian organizations such as hospitals, banks and

university e.g. (Premanandam 2017 and Mulugeta and Ayele 2015). It is undeniable that the

characteristics of the environment where the organizations operate vary from country to country;

especially they vary significantly from developed to underdeveloped countries. In addition, the

characteristics of members of those organizations in developed countries vary significantly from

those of developing countries due to difference in cultures, norms, values and other issues.

According to Lai Wan (2007) cited by Masooma et al. (2014) satisfaction is an essential aim

for any organization to reach their objective. When the satisfaction level of employees increases,

then this will result in more returns to the organization. The dissatisfaction of the employees has

adverse effects on efficiency and effectiveness of the organization. Therefore, studying of the job

satisfaction of those who work in public sectors is very crucial as their activities highly affect the

economy and of a given country and also as their satisfaction determine their service quality and

performance. Thus this study is designed to fill the problem of what factors can determine the

satisfaction of employees in Debre Markos town administration public sectors.


1.3. Research questions

The following research questions guided this study.

1. What is the effect work environment has on employee’s job satisfaction?

2. What effect does payment has on employee’s job satisfaction?

3. What effect does promotion opportunities has on employee’s job satisfaction?

4. What effect does supervision has on employee’s job satisfaction?

5. What effect does nature of job has on employee’s job satisfaction?

1.4. Objective of the study

1.4.1. General Objectives of the study

This study aimed to investigate the determinants of employee’s job Satisfaction in Debre Markos

town administration public sectors.

1.4.2. Specific Objectives of the study

1. To examine the effect of work environment on job satisfaction.

2. To investigate the effect of payment on job satisfaction.

3. To determine the effect of promotion opportunities on job satisfaction.

4. To assess the effect of supervision on job satisfaction

5. To examine the effect of nature of job on job satisfaction.

1.5. Scope of the study

This paper addresses the determinants of employees’ job satisfaction limited to public sectors at

Debre Markos Town. The conceptual boundary is limited to the variables working environment,

payment, promotion opportunity, supervision and nature of job. However, because of the

subsequent requirements of financial, material and time resources the researcher delimited to

Debre Markos town administration public sectors. Debre Markos town administration has 18

public sectors governed by the regulation of civil service; the study covered all these sectors. The


participant of this study those employees with at least one year of working experience and non

manager employees.

1.6. Significance of the study

This study has the following significances:

The findings will be help to Debre Markos Town public sectors management by providing them

with information on how, working environment, payment, promotion opportunity, supervision

and nature of job affect job satisfaction of their employees and the study helps the public sectors

management and decision makers to increase job satisfaction of their employees by focusing on

the factors that lead to job satisfaction. In addition, it may help on the improvement of employee

performance by ensuring job satisfaction as satisfied employees will sustain organizational

effectiveness and induce long-term success for any organization. The research findings suggest

recommendations for future studies that would be of importance to scholars and researchers.

1.7 Organization of the Paper

The study is composed of five chapters. The first chapter is introduction which includes

background of the study, statement of the problem, research questions, and objectives of the

study, research hypothesis, and scope of the study, significance of the study and organization of

the paper. The second chapter devotes to the review of related literature of the study. It also

conveys conceptual frame work. Chapter three includes research methodology introduction,

research design and approach, target population, sampling procedure and sample size

determination, data collection, variable description and expectation, model formulation and

specification, data processing and analysis ethical consideration. Chapter four cover about data

presentation, analysis and interpretations. The last, chapter five deals with summary of the

finding, conclusion and recommendation.


CHAPTER TWO

2. REVIEW OF RELATED LITERATURE

2.1. Introduction

This chapter deals with review of related literature on determinants of job satisfaction. This

chapter contains literature reviewed related to this research and empirical findings on

determinants of job satisfaction. This chapter serves as to the foundation for the development of

this study.

2.2. Employee job satisfaction

“Job satisfaction is collection of feelings and beliefs that people have about their current jobs.

People’s levels or degrees of job satisfaction can range from extreme satisfaction to extreme

dissatisfaction. In addition to having attitudes about their jobs as a whole, people also can have

attitude about various aspects of their jobs such as the kind of work they do, their coworkers,

Supervisors, subordinates, and their pay” (George, 2008). The most widely used meaning of job

satisfaction is the coined by Spector (1997) which states that job satisfaction centers mostly on

the feelings on individuals about their entire job, which emphasizes on the level to which

individuals like or hate their jobs. Therefore job satisfaction serves as a benchmark on how

employees either feel positive or negative about their job and that is the main reason why job

satisfaction and dissatisfaction are always present at certain point and situation (Davis, Nostrum

1985). Definitions of job satisfaction evolved from time to time, but the most common thinking

that is job satisfaction is a job (work) related positive emotional feeling. Traditional theories had

focused on a single end to end scale (satisfaction and dissatisfaction) and the later theories

focused on two factors (presence or absence of certain intrinsic and extrinsic job factors).

Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong

(2003) as cited in Dugguh et al., (2014). The above mentioned definitions of job satisfaction

indicate that it is a physical sate of individual positive feeling to work, worker emotional

orientation to job, a pleasurable action of an employee, satisfying emotion of an individual, and

end state of feeling which can be a response of an employee (Armstrong, 2003 as cited in

Dugguh et al., (2014). Locke (1976) defined job satisfaction as a pleasurable or positive


emotional state resulting from the appraisal of one’s job or job experience. This Locke (1976)

comprehensive definition is used widely to define job satisfaction but creates a question in mind

that how one’s job is appraised. “Job satisfaction is collection of feelings and beliefs that people

have about their current jobs. People’s levels or degrees of job satisfaction can range from

extreme satisfaction to extreme dissatisfaction. According to Robbins (2009) the term job

satisfaction refers to an individual’s general attitude toward his or her job. The most prominent

job characteristics eliciting an affective response from a worker include: the job itself (extent to

which work provides interesting tasks, opportunities for learning), pay (amount and perception of

equitable remuneration), opportunities for promotion (degree to which job provides professional

advancement), supervision (technical and emotional support from supervisors), and co-workers

(degree to which fellow coworkers are technically proficient and socially supportive)

(Canavan and Swai, 2008). Employee satisfaction is the measure that tells about employee’s

general emotion about its workplace and job. It measures his approach towards the job and the

extent to which the job is pleasing the employee’s needs (Masooma javed et al., 2014).

According to Locke’s value theory (Locke, 1976) the impact of the various factors of job

satisfaction can be determined. In this aspect, if an organization knows the value placed on each

factor, the greater the shift in satisfaction changes that will be produced. This theory also

advocates that if too much value is placed on a particular factor, stronger feelings of

dissatisfaction will occur. The most widely used meaning of job satisfaction is the coined by

Spector (1997) which states that job satisfaction centers mostly on the feelings on individuals

about their entire job, which emphasizes on the level to which individuals like or hate their jobs.

Therefore job satisfaction serves as a benchmark on how employee either feels positive or

negative about their job and that is the main reason why job satisfaction and dissatisfaction are

always present at certain point and situation (Davis and Nestrom 1985). Employee job

satisfaction is known as assemble that has often been described, discussed and researched. There

are many presumptions regarding the causal relationship between motives, behavior and

proceeds. Employee satisfaction is the measure that tells about employee’s general emotion

about its workplace and job. It measures his approach towards the job and the extent to which the

job is pleasing the employee’s needs (Masooma javed et al, 2014).


2.3. Determinant factors of Job Satisfaction

Across the academic context, frequently studied constructs as determinants of job satisfaction

are compensation, work-setting, counterpart, promotion, supervision, and motivation

(Sokoya, 2000). According to Two-factor theory or Herzberg’s (1959) as cited by (Ezeanyim et

al, 2019) motivation-hygiene theory that was developed by Frederick Herzberg introduced the

two factors that influence job satisfaction namely “Motivators” and “Hygiene. Motivators

include factors such as recognition, possibility of growth, advancement, achievement,

responsibility, and the work itself. On the other hand, hygiene factors include monetary salary,

interpersonal relations at work, job security, company policies and administration, supervision,

working conditions, factors in personal life and status (Myers, 1998). According to Herzberg, the

presence of motivators brings job satisfaction and the absence of hygiene factors results in job

dissatisfaction. “Job satisfaction is collection of feelings and beliefs that people have about their

current jobs. People’s levels or degrees of job satisfaction can range from extreme satisfaction to

extreme dissatisfaction. In addition to having attitudes about their jobs as a whole, people also

can have attitude about various aspects of their jobs such as the kind of work they do, their

coworkers, Supervisors, subordinates, and their pay” (George, 2008).

George and Jones (2008) stated four factors that affect the level of job satisfaction a person

experiences: personality, values, the work situation and social influence. In addition George and

Jones (2008) stated that the work situation includes the work itself, co-workers, supervisors and

subordinates, physical working condition, working hours, pay and job security. According to

George and Jones (2008) work itself is the most important factor and source of job satisfaction.

An extensive review of the literature indicates that the more important factors conducive to job

satisfaction are mentally challenging work, equitable rewards, supportive working condition and

supportive colleagues (Robbins, 2009). Robbins (2009) includes pay and promotion in equitable

reward and did not state about supervisor as factor while George and Jones (2008), Luthans

(2005) and Opkara (2004) states supervision as one factor.

Work Environment

The working environment of an employee is one of the important indexes of measuring their

working comfort and their satisfaction. Since it is a fact that employees spend most of their time

in an organization, it is very important for these organizations to introduce and maintain proper


working environment. An organization should provide its employee’s with all the necessary

resources and make it possible for the employee to do a job. This will help employees

to accomplish tasks successfully and which indeed contribute to job satisfaction

(Kawada & Otsuka, 2011).

The employee will lose their interests on the job, thus he will not enjoy the assignments if the

working environment is inferior and not work friendly. The working environment satisfaction

briefly includes the following four dimensions: Firstly, it is the working places natural

environment that includes moisture, brightness, noise, smells and the other environmental

factors. Secondly, it is the working places equipment’s environment that is whether the employee

can conveniently obtain and use required tools and facilities. Thirdly it is the working hours and

amount of working overtime. Finally, it is about the safety protection in the working place

(Kawada & Otssuka, 2011). Robbins (2001) advocates that working conditions will influence

job satisfaction, as employees are concerned with a comfortable physical work environment,

work instruments, the work itself, organization policy, and organizational rules. In turn this will

render a more positive level of job satisfaction.

Studies demonstrate that employees prefer physical surroundings that are not dangerous or

uncomfortable. In addition, most employees prefer working relatively close to home, in clean

and relatively modern facilities, and with adequate tools and equipment (Locke 1976).

In the view of Raziq and Maulabakhsh (2015) a safe and healthy working environment is key in

enhancing efficient service delivery. Raziq and Maulabakhsh (2015) noted that in the modern

era, organizations are facing challenges due to the changing environment. In a qualitative study

by Demerouti and Cropanzano (2010) it was observed that when businesses ignore the working

environment within their organization this results to negative effects on the Job satisfaction of

their employees. Based on the above, therefore, it is hypothesized that:

H1: Working environment has positive significant effect on job satisfaction.


Payment

Pay refers to amount and fairness or equity of salary according to the qualification. Lambert,

Hogan and Barton (2001) have identified salary as an important factors that influence job

satisfaction. According to Benjamin (2010) worker’s compensation package is an important part

of the employee job satisfaction and it cannot be ignored. A meta-analysis of the literature on the

relationship between pay and job satisfaction conducted by Judge et al. (2010) revealed that pay

is a significant determinant of Job Satisfaction for employees at any workplaces. Findings from

several studies underline pay as one of the most important factors in conducted by Lawler (1971)

and Robbins (2009) also stated that when pay is seen as fair based on job demands, individual

skill level, and community pay standards, satisfaction is likely to result.

Job satisfaction is a function of how fairly an individual is treated at work. Employees want pay

system and promotion policies that they perceive just, unambiguous, and in line with their

expectations. Their perceived fairness of pay and promotion were found significantly correlated

with job satisfaction Witt and Nye (1992) as cited by (Fazlul et al., 2012). Lambert et al. (2001)

have identified salary as an important factor that influences job satisfaction. According to

Benjamin (2010), worker’s compensation package is an important part of the employee job

satisfaction and it cannot be ignored. Luthans (1995) who notes that “wages and salaries are

recognized to be a significant, but complex, multidimensional predictor of job satisfaction.” Lai

(2011) described that pay is one of those satisfying variables which if hindered reduces the

dissatisfaction level of employees.

According to Dessler (2012) indicated that employee pay includes all compensation factors

which are given to him against his work. Heery and Noon (2001) defined pay through a number

of components like basic salary, benefits, bonuses, pay for doing extra work and incentives”. Pay

is therefore what an employee receives against his work after fulfilling his assigned duty. This

usually includes all types of financial and non financial rewards. Robbins (2001) described that

Herzberg’s motivation-hygiene theory tells that salary is one of those hygiene factors which

eliminate job dissatisfaction. Salary is a factor which leads employees from dissatisfaction to no

dissatisfaction. Therefore, it is hypothesized that:

H2: Pay has positive significant effect on job satisfaction


Promotion opportunities

According to Friday (2003) satisfaction with promotion assesses employees’ attitudes toward the

organization’s promotion policies and practices. In addition to this, (Bajpai, 2004) postulate that

promotion provides employees with opportunities for personal growth, more responsibilities and

also increased social status. If organizations are not giving promotions to their employees then it

is very likely that employees will be dissatisfied and their turnover rate will be high (Yaseen,

2013). This can be interpreted as the opportunities for progression and development in their

present workplace or providing better chances to look out for alternative employment. It is

assumed that the level of job satisfaction will go down if people think that they have less career

advancement opportunities. McCormick (2008) mentioned that job satisfaction among

employees with promotional opportunities will rely on the promotions equity. According to

Parvin and Kabir (2011), promotion can be defined as “getting high status in the workplace by

doing effective work, generally increase the status, position and remuneration of the employee in

the organization”. Promotion can therefore be simplified as going towards upward positions in

the organization..

Research indicates that employees who perceive that promotion decisions are made in a fair and

just manner are most likely to experience job satisfaction. According to Robbins (2009)

promotions provide opportunities for personal growth, more responsibilities, and increased social

status. Individuals who perceive that promotion decisions are made in a fair and just manner are

likely to experience satisfaction from their jobs. Promotion plays a significant role that is also a

key indicator of employee job satisfaction (Lambert et al., 2001). Therefore, it is hypothesized

that:

H3: Promotion Opportunities has positive significant effect on job satisfaction.


Supervision

Supervision is another major determinant of job satisfaction. Studies generally found that

employee satisfaction is increased when the immediate supervisor understands and friendly,

listen to employees’ opinions and shows personal interest in them, and offers praise and

recognition for good performance Locke (1976) as cited by ( Fazlul et al., 2012).

According to Trempe et al. (1985) cited by Hettiarachchi, (2014) employees who receive respect

and consideration from their seniors are more satisfied than employees who experience

otherwise. Apart from that employees such as technical teams would expect technical

supervision of their work; continuous basis technical supervision and support could generate

satisfaction especially among knowledge workers in different types of organizations. For the

context of this study, supervision can be defined as how the supervisor treats the employee in

terms of praise, the employee’s good work, seeking the advice from the employee, understanding

the nature of the employee's work as well as giving the employee enough supervision and at the

same time portraying good an example to the workers. Therefore the supervision dimension

under job satisfaction variable was tested using the indicators of supervision of human relations

and supervision of technical relations. An effective supervisor provides assistance to staff

employees in meeting their personal and professional goals within the environment of the

division and the institution. This will generate employee satisfaction and result in high

performance (Ezeanyim et al., 2019).

According to Robbins (2009,) promotions provide opportunities for personal growth, more

responsibilities, and increased social status. Individuals who perceive that promotion decisions

are made in a fair and just manner are likely to experience satisfaction from their jobs.

Organizations offer responsibilities for immediate supervisors to co-ordinate, facilitate and

evaluate performances of individual members in each group (Gebeyehu, 2013). Therefore, it is

hypothesized that:

H4: Supervision has positive significant effect on job satisfaction.


The nature of job

According to Robbins et al. (2003) the nature of work as the extent to which the job provides the

individual with stimulating tasks, opportunities for learning and personal growth, and the chance

to be responsible and accountable for results. Employees prefer jobs that matched with their

competencies and are mentally liked. According to Luthans F. (1995) the content of the work

performed by employees is a major predictor of job satisfaction. Employees tend to prefer jobs

which afford them the opportunity to apply their skills and abilities, offer them variety and

freedom as well as jobs where they get constant feedback on how well they are doing Robbins,

(2005). Hence, it is important for managers to take innovative steps to make work more

interesting in order to increase the levels of job satisfaction of employees. Furthermore, if a job is

highly motivating, employees are likely to be satisfied with the job content and deliver higher

quality work, which in turn could lead to lower rates of absenteeism.

Many years of research in different organizations and jobs have shown that nature of job itself

becomes a dominant factor of job satisfaction when employees assess different aspects of their

work, like supervision, growth opportunities, salaries, and colleagues and so on. When the job

performed by an employee is perceived to be important, this will increase satisfaction level.

Work challenges let employees utilize their skills, knowledge and intelligence to deal with

complexities involved in their job, as researched by Yoav Ganzach (1998). There is a negative

association between intelligence and job satisfaction when complications in jobs are persistent

because most of the jobs are not challenging or interesting, hence if the job lacks the perceived

element of interest it may cause dissatisfaction among intelligent employees (Mehmood et al.,

2012). According to Kinicki and Kreitner (2008), researchers recommend using job enlargement

where more variety is included into an employee’s job by combining specialized tasks of

comparable difficulty. Variety plays a crucial role in the work environment. Stimulating human

minds through diversity of challenges will engage the employee’s creative instincts and improve

their performance. Job rotation moves employees between two or more jobs in a planned manner

where employees are exposed to different experiences and a wider variety of skills to enhance

job satisfaction and to cross-train. Conversely, highly repetitive operations have no value,

provide little stimulation and lead to psychological fatigue or boredom. Therefore, it is

hypothesized that:

H5: The nature of job has positive significant effect on job satisfaction


2.4. Conceptual frame work

Figure 2.1 represents the research framework showing the relationship between the research

Variables. This research framework was taken from the reviewed literatures about determinants

of job satisfaction and supports the conceptualization of objectives and research questions of this

study. The conceptual frame work states that work environment, pay, promotional opportunities,

nature of job and supervision are determinant factors that affect employee job satisfaction.

Figure 2.1 Research framework

Source: (Wajidi, 2013)

Pay To measure

Promotional

Opportunities

Supervision

Nature of job

Job satisfaction

Work

environment


CHAPTER THREE

3. RESEARCH METHODOLOGY

3.1 Introduction

This section is concerned with the conceptual structure within which the research conducted.

This includes the study area, research design and approach, target population, sampling

technique, sample size determination, method of data collection, data analysis method

,instrument validity and reliability test, ethical consideration and research limitations.

3.2 Study area

Debre Markos, the capital city of East Gojjam Administrative Zone is located in the north west

of the capital city of Ethiopia, Addis Ababa at a distance of 300kms and 265 kms to the capital

city of Amhara National Regional State, Bahir Dar. Specifically, it is located in the Amhara

Regional State, East Gojjam Zone. Its geographical coordinate is 10o 21’N latitude and 37o 40’ E

longitude, and an elevation of 2,446 meters. Until 1995, Debre Markos was the capital city of the

province of Gojjam and currently the town served as the capital city of East Gojjam Zone. The

city is named as Debre Markos after its principal church, which was constructed in 1869 E.C and

is devoted to Saint Mark (Debeli & Endegena, 2019).

According to Debre Markos city administration mayor office in 2018 G.C, Debre Markos has a

total population of 125,634 (67,121 females and 58,513 males). The town is divided in to eleven

administrative kebeles. Majority of inhabitants 97.03% practice Ethiopian orthodox Christianity,

while, 1.7% are Muslim and 1.1% are Protestants. As the 1994 nation censes reported, ethnic

group in Debre Markos town, 97.12% were Amhara, 1.29% Tigray and 0.67% Oromo and all

other ethnic groups 0.92%.


3.3. Research Design

A research design is a general plan of how to address the unknown/the research question.

Generally, research design can be of quantitative, qualitative and mixed-methods and hence the

selection from either of these methods must be in line to the nature of the research (Moorhead

and Griffin, 1990). Accordingly, to achieve these objectives an explanatory type of research

design was employed in analyzing the collected data. This method was also favorable to

determine the relationship and effects occurring between the variables. The explanatory research

deals with the explanations of observed behaviors in attempt to “connect the dots” in research, by

identifying causal factors and outcomes of the target phenomenon (Moorhead and Griffin, 1990).

So, this method is found to be appropriate because of its suitability for describing and analyzing

existing situations in the selected study area.

3.4. Research approach

The research design which was used for this study was Quantitative in Nature. Creswell (2005)

asserted, quantitative research is a type of research in which the researcher decides what to study,

asks specific narrow questions, collects numeric (numbered) data from participants and analyzes

these numbers using statistics, and conducts the inquiry in an unbiased, objective manner.

3.5. Population of the study

The target populations for this particular study comprise of 18 public sectors at Debre Markos

town administration with total number of 945 employees. This number reflects the sampling

frame as list of target population from which representative samples were drown from public

sectors at Debre Markos town administration.

3.5. Sampling Technique

The total population of the study was 945 employees who are working in 18 public sectors in

Debre Markos town administration. For selecting sample from each public sector stratified

random sampling was used. The study population was segmented on the basis of sectors in

Debre Markos town administration and this comprised of: Civil service office, Education office,

Health office, Urban agriculture and environmental protection, Urban development and houses

construction , Building management, Mayor office, House of speaker, Technical and vocational


enterprise, Trade and industry, Women children and youth office, Justice, Finance and

economic development, Cultural tourism and sport, Administrative and security, Police office,

Urban land record and information office and Investment office. The main purpose of

stratification is to reduce sampling error, in order to increase efficiency. It involves the division

or stratification of a population by partitioning the sampling frame in to non-overlapping and

relatively homogeneous groups.

3.6. Sample Size Determination

A sample is a segment of the population selected to represent the population as a whole. Ideally,

the sample should be representative and allow the researcher to make accurate estimates of the

characteristic and behavior of the larger population. A number of factors determine the

appropriate sample size that sufficiently represents the population. Some of these factors are:

homogeneity of the population, analytical methods to employed and available resource such as

time, finance and management (Alan, 2004). If sample size is too small, the objectives of our

analysis may not be addressed precisely. So that appropriate sample size has to be applied in

order to get good representative data. The total population of the study is 945 employees in

Debre Markos town public sectors. For this study the researcher used Yamane (1967) formula

with 95% level of confidence and 5% acceptable error to determine sample size as shown below.

n=N/ (1+Ne2)

Where n=the total sample size

N= total population

e= acceptable error

n= 945/ (1+945*0.052)

n= 281

sample from each strata

ni= Ni/N*n

where ni= sample size from ith strata

Ni= total population of ith strata

N= total population

n= the total sample size


The following table summarizes the total population in each sector and the corresponding

Sample taken from each sector.

Table 3. 1: The sample distribution of each public sector

Source: Debre Markos town civil service office report (November 2012 E.C

Sector Population/strata Sample

Civil service office 32 10

Education office 163 48

Health office 231 69

Urban agriculture and environmental protection 61 18

Urban development and houses construction 112 33

Building management 11 3

Mayor office 27 8

House of speaker 5 2

Technical and vocational enterprise 89 26

Trade and industry 34 10

Women ,children and youth office 28 8

Justice 9 3

Finance and economic development 44 13

Cultural, tourism and sport 39 12

Administrative and security 13 4

Police office 7 2

Urban land record and information office 21 6

Investment office 19 6

Total 945 281


3.7. Instrument and Measurement of Variables

The questionnaire was used to gather the primary data from the employees of Debre Markos

town administration public sector, which distributed by the researcher to the respondents.

According to Geeta and Pandey (2011) the most common way of measurement is the use of

rating scales where employees report their reactions to their jobs. Questions relate to rate of pay,

work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers.

Several measures which can be used to measure employee job satisfaction. However, these

measures are different in terms of their concepts and how they affect job satisfaction. Some

researchers may prefer using brief index of affective job satisfaction (BIAJS) method and others

support the use of job descriptive index (JDI). BIAJS is a four item which measures the overall

affective of job satisfaction using items like internal consistency, temporal stability, job level and

job type. JDI measures cognitive job satisfaction such as: pay, promotion and promotion

opportunities, coworkers, supervision, and the work itself (Dugguh & Ayaga, 2014).

In this study, Likert scale type 34 closed ended questionnaires ranging from 1(strongly disagree)

to 5(strongly agree) were used Hagos (2015). The questionnaire was used to gather the primary

data from the employees of the Debre Markos town public sectors, which was distributed by the

researcher to the respondents. For the purpose of this study, close-ended items were used to

measure dependent and independent variable. There were five multiple choice options for each

question, representing five levels Likert-type scale method used to range of responses: strongly

disagree, disagree, Neutral, Agree, and strongly agree, with a numeric value of 1-5, respectively

Hagos (2015). The study used primary data sources to collect required data. The primary data

was collected mainly from respondents through the use of close ended structured questionnaire.

The questionnaire having 7 parts, the first part of the questionnaire was regarding background

information such as; sex, age group, working experience, level of education. The second part

contained 7 questions that were used to assess work environment. The third part contained 6

questions that were used to assess pay. The fourth part contained 5 questions that were used to

assess promotional opportunities. The fifth part had 5 questions that were used to examine

supervision. The sixth part contained 5 questions about nature of job. The seventh part of the

questionnaire was related to job satisfaction contained 6 questions. Job satisfaction, Work

environment, Pay, Promotion opportunity, supervision and Nature of job are measure by

statements adopted and modified from Spector (1997) and Vandenabeele (2009), cited by Inuwa


(2016). The questionnaire was prepared in English and Amharic languages. The English

language questionnaire was submitted to employees who are middle level supervisors,

professionals and the Amharic version of the questionnaire was distributed to clerical and other

non-clerical employees.

3.8. Methods of Data Analysis

The collected data were analyzed using, tables, charts, correlation and multiple regression

analysis. To do this the Statistical Package for Social Sciences (SPSS) version 23 was used.

3.9. Model Formulation and Specification

The researcher used multiple linear regression models to analyze employee’s job satisfaction of

Debre Markos town administration public sector. The independent variables are: working

environment, payment, promotion opportunity, supervision, and nature of job whereas the

dependent variable is employee’s job satisfaction. Therefore, the equation of multiple regression

models is:

Model as 𝑌 = 𝛽0 +𝛽1WE +𝛽2P +𝛽3PO+ 𝛽4SUP +𝛽5NOJ +𝜀

Where 𝑌=job satisfaction, 𝛽0 =Constant term, 𝛽1=Coefficient Variable work environment,

𝛽2=Coefficient Variable payment, 𝛽3=Coefficient Variable promotion opportunity, 𝛽4=

Coefficient Variable supervision, 𝛽5= Coefficient Variable nature of job, WE= work

environment, P = payment, POP= promotion opportunity, SUP= supervision, NOJ= nature of job

supervision and e is the error term

3.10. Instrument Validity and Reliability

3.10.1 Validity

Validity refers to whether the measuring instrument measures what it is supposed to (Bless &

Higson-Smith, 1995), or whether the measure reflects the phenomenon the researcher claims to

be investigating. Content validity of a measuring instrument reflects the extent to which the

items measure the content they were intended to measure (Cooper & Schindler, 2003). It must

therefore provide adequate coverage of the questions guiding the research.


The JSS measures job satisfaction, using different subscales and it is considered to have content

validity. In general, the JSS was used for the present study as it has been proven to be a reliable

and valid instrument (Spector, 1997). Koeske, Kirk, Koeske and Rauktis (1994) as quoted by

Egan and Kadushan (2004) also indicate that the JSS has been examined for construct validity

and reliability with good results in previous researches. The items in the JSS are also relatively

easy to understand. It was therefore considered appropriate for the present study as the education

levels of the participants were relatively low.

.A pilot study helps to test the validity and the reliability of the research instrument and identify

areas that may require adjustments (Davies & Hughes, 2014). For this study, a pilot test was

carried out with 28 respondents who were not to take part in the main study and the reliability of

the questionnaire was pre tested.

3.10.2. Reliability

In order to measure the reliability for a set of two or more constructs, Cronbach alpha is a

commonly used method where alpha coefficient values range between 0 and 1 with higher values

indicating higher reliability among the indicators (Hair et al., 2010). According to Spector

(1997), “the widely accepted minimum standard for internal consistency is .70.” The reliability

test (Cronbach’s Alpha) for this study was analyzed as follow:


Table 3. 2: Reliability Statistics of the whole data

No Variables No of items Cronbach’s alpha

1 Work environment 7 0.789

2 Payment 6 0.834

3 promotional opportunities 5 0.837

4 Supervision 5 0.908

5 Nature of job 5 0.726

6 Job satisfaction 6 0.825

(Source: Own survey, 2020)

3.11. Ethical Considerations

In this research study, issues relating to the ethical conduct of research such as informed consent,

confidentiality, privacy and anonymity will be withheld. Participants and respondents will be

given full information on the purpose and objectives of the study in order for them to make

informed decisions as to whether to partake or not. Moreover, all information concerning the

identity and personality of respondents will be treated with utmost confidentiality. Additionally,

all information gathered will be used for the sole purpose of this research study.

3.12. Limitation of the Study

The respondents had busy working schedules in their designations which threatened to laggard

the process of data collection. The researcher tackled this limitation by emphasizing to the

respondents that the data was needed urgently in order to meet the academic deadline.

The data is collected from a particular group of people so that it might not be representative for

other public organizations.

The findings of the study may not have all the countryside full representation since the study is

focused on the public sectors located in, Debre Markos town.


CHAPTER FOUR

4. DATA ANALYSIS AND PRESENTATION

4.1. Introduction

This section provided the analysis and presentation of data as collected using the research

instrument. A summary of the demographic information, including gender, age, level of

education and number of years served was provided. Tables and figures were used to summarize

responses for further analysis and facilitate comparison. This generated quantitative reports

through tabulations, percentages, and measure of central tendency. In addition, to quantify the

strength of the relationship between the variables, the researcher conducted a multiple linear

regression analysis.

4.2 Response Rate

The study targeted a total of 281 questionnaires were administered to respondents selected from

Debre Markos town administration public sectors. However, only 270 participants participated

and filled correctly and returned the questionnaires. 6 participants did not fill the questionnaires

correctly & these questionnaires were not used for analysis. Additionally, 5 participants did not

return the questionnaires. This Result makes the response rate 96.09% which was sufficient for

analysis and reporting.

Table 4. 1: Response Rate

Response Frequency Percentage

Responded 270 96.09


4.3. Demographic information of respondents

The demographic factors used in this research were Sex, age, educational background and work

experience were analyzed and discussed.

Table 4. 2: Demographic information of Respondents

Frequency Percent Valid

Percent

Cumulative

Percent

Sex

Male 140 51.9 51.9 51.9

Female 130 48.1 48.1 100.0

Age

18-30 47 17.4 17.4 17.4

31-40 87 32.2 32.2 49.6

41-50 96 35.6 35.6 85.2

>50 40 14.8 14.8 100.0

Education

10 or 12

complete 2 .7 .7 .7

Certificate 16 5.9 5.9 6.7

Diploma 79 29.3 29.3 35.9

BSC/BA 153 56.7 56.7 92.6

MASTER 20 7.4 7.4 100.0

Work

experience

1-2 20 7.4 7.4 7.4

3-5 71 26.3 26.3 33.7

6-10 96 35.6 35.6 69.3

>10 83 30.7 30.7 100.0

Total 270 100.0 100.0


As shown by table 4.2 above, sex composition of respondents described with frequency and

percent. The result shows that out of 270 respondents 140 (51.9%) of the respondents were male

and 130 (48.1%) of the respondents were female. This shows that males and females have all


most the same levels of employment in public sectors. When we see the second age information

of respondents, out of 270 sampled employee respondents 47(17.4%) respondents were in the

age category of 18-30 years, 87(32.2%) respondents were with the age category of 31-40 years,

96(35.6%) respondents were with the age category of 41-50 years and 40(14.8%) respondents

were with the age category of above 50 years. The analyzed data indicated that more numbers of

respondents were with the age of category of 41-50 years this implies most work positions are

operated by the employees’ whom categorized adult age class.

As result shown in the above table 4.2 educational backgrounds of the respondents 2(0.7%) of

the respondents has a 10 and 12 complete, 16(5.9%) of the respondents has a certificate, 79(29.3)

of the respondents has a diploma, 153(56.7%) of the respondents have a bachelor’s art degree

and 20(7.4%) of the respondents have masters degree. The result indicates that public sectors are

mostly run by employees with first degree holders. As shown in table 4.2 work experience of the

respondents there is 20(7.4%) respondents served 1-2 years in the sector, 71(26.3%) respondents

serve 3-5 years in the sector, 96(35.6%) respondents are served 6-10 years in the sector and

83(30.7%) respondents are served above 10 years in the sector. This indicates that majority of

the respondents have experienced in the sector and capable skill about the operation and also

imperative in our study.

4.4. The Relationships between the Independent and Dependant

variables

The correlation analysis enables to show the relationships of dependent and independent

variables as well as the independent variables relationship with other independent variables in

the study.

To understand and gauge the direction of relationships among variables, the guide set by Cohen

(1988) was used. According to Cohen (1988) r value of .10 has a small effect size, .30 has a

medium effect size and .50 has a large effect size. Inferring from the table below and Cohen’s

(1988) analysis guide, the relationship between predictor variables with outcome variable is

presented below.

Pearson correlation coefficient is used to specify the strength and the direction of the relationship

between the independent variable (Work environment, payment, Promotion, supervision, Nature


of job) and the dependent variable job satisfaction. This correlation matrix under SPSS version

23 software model shown on the following Pearson correlation matrix table below:

Table 4. 3: Correlation matrix between Independent & Dependent variables


Table 4.3 indicate the above Pearson correlation matrix table, all independent variables are

positive and significant correlated with dependent variables. This shows the increase or decrease

of independent variable also increase or decrease of dependent variable. Notice that the cells in

the upper right to lower left diagonal show coefficients of 1.00. This is because they show the

relationship of each variable correlated with it. The results of the correlation analysis indicated

that there is a positive correlation between independent variable (working environment, pay,

promotional opportunities, supervision, and nature of job) and job satisfaction. Results of the

bivariate correlations table shows that working environment has a weak correlation with Job

satisfaction, r=0.175, p < 0.01, payment has also a moderate correlation and significant

relationship with Job satisfaction, r=0.247, p < 0.01, promotional opportunities has a strong and

significant correlation with job satisfaction, r=0.617, p < 0.01, supervision has a strong and

significant correlation with job satisfaction, r=0.553, p < 0.01, and nature of job has a moderate

and significant correlation with Job satisfaction,, r=0.184, p < 0.01. As all the signs of

Correlations

Variables 1 2 3 4 5 6

Work

environment

1

Payment -.032 1

Promotion .065 .434** 1

Supervision .111 -.105 .465** 1

Nature of job .072 -.222** -.151* .227** 1

Job satisfaction .175** .247** .617** .553** .184** 1

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).


coefficients are positive, this shows there is a positive correlation between variables (working

environment, pay, promotional opportunities, supervision and nature of job) and job satisfaction

4.5. Effect of the Independent variables on Dependent variables

Regression analysis was used in order to estimate or predict the impact of independent variables

on dependent variable. A multiple regression was conducted to determine if predictor variables

(working environment, pay, promotional opportunities, supervision and nature of job)

significantly predict job satisfaction. Different kind of assumptions used for multiple regression

analysis such as normality of distribution, linear relationship, homoscedasticity (equal variance),

independent of residuals and multi co-linearity.

4.6. Diagnosis Tests/Assumptions

When there was more than one independent variable in the study, the researcher has to make use

of multiple regression models Lind et al., (2008). Multiple linear regression analysis especially

standard beta values and P- value is employed to examine the effects of working environment,

payment, promotion opportunity, supervision, and nature of job on employee job satisfaction

and used to test the developed hypothesis.

Assumption 1: Test of Normality

Normality can be seen on the data distribution when the curve does not pass through either the

left or the right (Ghozali, 2006). It shows that the data output is normally distributed. In order to

test normality of the data, kurtosis and skewness value was checked using SPSS 23. Skewness

measures the degree to which cases are clustered towards one end of an asymmetry distribution.

In general, the further the value of skewness is from zero, the more likely it is that the data are

not normally distributed (Field, 2000). Kurtosis measure the level of peak in a histogram. High

peak have positive kurtosis, while flatter distribution have negative kurtosis. A histogram is

simply a graph that plots a frequency distribution of data for a variable. The values of the

variable go along the X-axis while the number of data points with that value (the frequency) is

plotted on the Y-axis. Histograms are a great way to check whether or not your data is normally

distributed. A normal distribution is a distribution of data that clusters around the mean.


Figure 4.1: Normality Tests of Residuals


According to George and Mallery (2003) cited by Rahman et al. (2017) suggested that skewness

and kurtosis values for the variables should be between -2 and +2 for the acceptability as normal

distribution. Scores of Work environment, payment, promotion opportunity, supervision, nature

of job and job satisfaction were normally distributed as their score was well in the range -2 to +2.

When presented on a histogram the graph has a peak and a 'bell' shaped appearance According to

our study since the residuals are normally distributed, the histogram chart above is bell-shaped

and the mean is zero it fulfills the assumption of normality. Therefore in the population, the data


on the dependent variable are normally distributed for each of the possible combinations of the

level of the independent variables; each of the variables is normally distributed.

Assumption 2: Test of Linearity

In the normal probability plot the points lied in a reasonably straight diagonal line from bottom

left to top right. Therefore, it shows linearity. An underlying assumption of regression analysis is

that the relationship between the variables is linear, meaning that the points in the diagonal line

plot must form a pattern that can be approximated with a straight line.

Figure 4.2: Test of linearity


The plots in the above figure show strong linear relationships.


Assumption 3. Homoscedasticity

Homoscedasticity is the extent to which the data values for the dependent and independent

variables have equal variances (Field 2009). At each level of the predictor variables, the variance

of the residual terms should be constant. This just means that the residuals at each level of the

predictors should have the same variance, therefore checking for this assumption is helpful for

the fitness of the regression model. In this regard, to plot the homoscedasticity analysis, as

suggests by Field (2009), the researcher plot the standardized residuals, or errors (ZRESID) on

the Y axis and the standardized predicted values of the dependent variable based on the model

(ZPRED) on the X axis and the result is presented as follows.

Figure 4.3: Scatter plot for testing homoscedasticity



Assumption 4: Multicolinearity Test

According to Hair, (2006) no multi-co linearity test analysis through SPSS model VIF value, if

the VIF value lies between1-10; there is no Multi-co linearity problem and if the VIF value <1 or

>10 there is Multi-co linearity problem. Multi co linearity of the regression analysis refers to

how strong interrelated the independent variables in a model are. Therefore, in this study, the

table below shows that, the Variance Inflation Factors (VIF) and tolerance fall within the

acceptance range (VIF = 1 - 10, tolerance = 0.1 – 1.0). Therefore, there is no multi-co linearity

problem in the regression model used for this study. According to Hair et al. (2010) cited by

Ramesh Tharu, (2019) the tolerance values should be higher than 0.1 and the VIF should be

lower than 4.0 to avoid multi-co linearity. As it can be seen from the table 4.4 below, the co

linearity statistics indicate that all tolerance values are greater than the benchmark indicated in

the literature, showing that the five independent variables are not influenced by each other and

ensuring the appropriateness of executing the regression analysis. Consequently, the multi-

colinearity of the regression model is also examined by Variance Inflation Factor (VIF) with the

rule of thumb lower than 4.0.

Table 4. 4: Multicolinearity test

a. Dependent Variable: job satisfaction


Model Collinearity Statistics

Tolerance VIF

1

(Constant)

Work environment .983 1.017

Payment .689 1.451

Promotion .519 1.925

Supervision .607 1.648

Nature of job .860 1.163


Assumption 5: Independence of residual (Autocorrelations)

The value of the Durbin-Watson statistic ranges from 0 to 4. As a general rule, the residuals are

independent (not correlated) if the Durbin-Watson statistic is approximately 2, and an acceptable

range is 1.50 - 2.50 (Babatunde, 2014). In this study, Durbin-Watson is 2.010 and this is within

the acceptable range. The result indicates that the variable fulfils independence of residuals.

Table 4. 5: Autocorrelations

Model Summary

Model R R Square Adjusted R

Square

Std. Error of the

Estimate

Durbin-Watson

1 .727a .530 .520 .626 2.010

a. Predictors: (Constant), nature of job, work environment, payment, supervision, promotion

b. Dependent Variable: job satisfaction

Source: own survey, 2020

4.7. Hypothesis Testing: Regression Analysis Results

Multiple regression analysis was used to examine whether independent variables contribute or

affect on employee’s job satisfaction, in this multiple regression analysis, the coefficient of

determination which is the contribution of independent variables on the dependent variable, the

significance of the model, and the regression coefficients result analysis were presented and

interpreted as follows.


Table 4. 6: Regression analysis Model Summary


Linear regression analysis includes a regression model to test the variables. Five extracted

dimensions were taken as independent variables against employees’ job satisfaction as dependent

variable in a multiple regression model. For all the variables of the study above test the sample

was used at 95% confidence interval. The coefficient of determination is a measure of how well

a statistical model is likely to predict future outcomes.

The value of R2 is 0.53 indicates that a strong relationship between employees job satisfaction

and its determinants. The results indicate that all independent variables contribute about 53% to

employee’s job satisfaction while 47% of employee’s job satisfaction is explained by other

variables. This indicates that there are other variables which contribute to the employee’s job

satisfaction which are not considered in this study. According to Hair et al. (2010) cited by

Ramesh Tharu (2019) the value of adjusted R square is higher than the benchmark of 0.5 which

is sufficiently explainable enough for the regression model.

Model

R

R Square

Adjusted R Square

Std. Error of the Estimate

1 .725a .530 .520 .626

a. Predictors: (Constant), nature of job, work environment, payment, supervision, promotion

b. Dependent Variable: job satisfaction


Table 4. 7: ANOVA Results


The above ANOVA table 4.7 demonstrates the overall model significance, and this board help

us to make sure the above model (on model summary table) is statistically significant predictor

of the outcome i.e. employees job satisfaction and it is evidenced that the model is statistically

predictor of employees’ job satisfaction for the reason that the p value is less than .05 therefore, a

significant amount of employees’ job satisfaction is influenced by Working environment, pay,

promotion opportunity, supervision and nature of job. Furthermore, it can be concluded as, the

overall regression model is significant, F= 61.963, p < .05, R2= .53 (i.e., the regression model is

a good fit of the data).

ANOVAs

Model Sum of

Squares

Df Mean

Square

F Sig.

1 Regression

Residual

Total

119.712

106.260

225.972

5

275

280

23.942

.386

23.942 61.9

63

.000b


b. Predictors: (Constant), nature of job, work environment, payment, supervision, promotion


Table 4. 8; Regression Coefficient table


Table 4.8 shows the individual beta values of each independent variable. The beta value shows

the effect of each independent variable on the dependent variable. The beta value of Working

environment is (β = 0.122) which shows that by keeping other factors constant, 1 unit change in

Working environment will lead to increase in employee job satisfaction by 12.2%. And it was

statistically significant at p < 0.01. The beta value of payment is (β = 0.149) which shows that

by keeping other factors constant, 1 unit change in payment will cause to 14.9% positive

change in employee job satisfaction. And it is statistically significant at p < 0.05. The beta value

of promotion opportunity is (β = 0.433) and it is statistically significant at p < 0.01, which shows

that by keeping other factors constant, 1 unit change in promotion opportunity will cause to

43.3% positive change in employee job satisfaction. The beta value of supervision is (β =

0.269) and it is statistically significant at p < 0.01, which shows that by keeping other factors

constant, 1 unit change in supervision will cause a 26.9% positive change in employee

satisfaction. And the beta value of nature of job is (β = 0.224) and it is statistically significant at

Coefficients a

Model Unstandardized

Coefficients

Standardized

Coefficients

T Sig. Colinearity

Statistics

B Std.

Error

Beta Toleran

ce

VIF

1 (Constant) -.400 .279 -1.432 .153

Work

environment

.122 .051 .102 2.401 .017 .983 1.017

Payment .149 .056 .137 2.689 .008 .689 1.451

Promotion .433 .058 .441 7.521 .000 .519 1.925

Supervision .269 .048 .304 5.616 .000 .607 1.648

Nature of job .224 .050 .204 4.475 .000 .860 1.163



p < 0.01, which shows that by keeping other factors constant, 1 unit change in nature of job will

lead to 22.4% change in employee job satisfaction.

Depending on table 4.8 the following regression model was stated as follows:

Y=𝛽0 +𝛽1WE +𝛽2P +𝛽3POP+ 𝛽4SUP +𝛽5NOJ +𝜀

Y= - 0.400+ (0.122WE+ 0.149P+ 0.433POP+ 0.269SUP+ 0.224NOJ+ 𝜀

Where Y= job satisfaction

𝛽0=Constant term

𝛽1=Coefficient Variable work environment

𝛽2=Coefficient Variable payment

𝛽3=Coefficient Variable promotion opportunity

𝛽4=Coefficient Variable nature of job

𝛽5=Coefficient Variable supervision

WE = work environment

P = payment

POP = promotion opportunity

SUP = supervision and e is the error term

NOJ = nature of job

4.8. Discussion of the Results

This section presents the results indicted by regression analysis and discusses the contribution of

independent variables.


Effect of working environment on Job satisfaction

The results of multiple regressions, as presented in Table 4.8 above, revealed that working

environment had a positive and significant effect on employees job satisfaction with values

(β= 0.122, t = 2.401, p < 0 .05). Thus, the proposed hypothesis was accepted. The result is

consistence with Mafini and Dlodo (2014) who conducted a similar study in public health

institutions comprising 287 professionals. The results showed a strong and positive association

between working environment and employee satisfaction with correlation (r = 0.569, β = 0.064).

Likewise the finding of Tharu, (2019) conducted study in cooperative organization working

environment had a positive and significant effect on employees job satisfaction with value 𝛽 =

0.158, t value = 2.699 with (P <0.05).

Effect of Pay on job satisfaction

The results of multiple regressions, as presented in Table 4.8 above, revealed that pay had a

significant effect on the job satisfaction with values (β = 0.149, t = 2.689, p < 0.01). Hence, H2

was accepted. The findings support the theory/concepts of the development of employee

satisfaction, and that a meta-analytic study carried out by Judge et al. (2010) showed that the

most important influences on a person’s job satisfaction experience to emanate from payments.

In addition the finding was consistent with Luthans (1995) notes that “wages and salaries are

recognized to be a significant, but complex, multidimensional predictor of job satisfaction.

Effect of Promotion opportunity on job satisfaction

The results of multiple regressions, as presented in Table 4.8 above, revealed that Promotion

opportunity had a significant effect on the job satisfaction with values (β = 0.433, t = 7.521, p <

0.01). The value of beta showed 1unit changes in Promotion opportunity will bring 0.433 unit

changes in job satisfactions. The result consistent with research by Islam et al. (2011) confirmed

that employees in general will be satisfied when organization provides opportunity for growth

and promotion. which shows that promotion had positive impact on the job satisfaction as stated

earlier by (Locke, 1976), advocates that the aspiration to be promoted emanates from the desire

for social status psychological growth, the desire for justice .Thus management should remember

that promotion furnishes a positive motivating tool in certifying that the employee conquers


goals at a higher level. The value of beta shows 1unit changes in promotion will bring 0.433 unit

changes in job satisfactions. Hence, H3 accepted

Effect of Supervision on job satisfaction

The results of multiple regressions, as presented in Table 4.8 above, revealed that Supervision

had a significant effect on the job satisfaction with values (β = 0.269, t = 5.616, p < 0.01. The

value of beta showed 1 unit changes in supervision will bring 0.269 unit changes in job

satisfactions. Hence, H3 accepted. Which showed that Supervisor had positive impact on the job

satisfaction as indicated by (Luthans, 1992) the quality of the supervisor-subordinate relationship

will have a significant, positive influence on the employee’s overall level of job satisfaction.

Trempe et al (1985) cited by Hettiarachchi (2014) descried that employees who receive respect

and consideration from their seniors are more satisfied than employees who experience

otherwise. Apart from that employees such as technical teams would expect technical

supervision of their work; continuous basis technical supervision and support could generate

satisfaction especially among knowledge workers in different types of organizations.

Effect of Nature of job on job satisfaction

The results of multiple regressions, as presented in Table 4.8 above, revealed that nature of job

had a significant effect on the job satisfaction with values (β = 0.224, t = 4.475, p < 0.01. which

revealed that nature of job have positive significant effect on job satisfaction. The value of beta

showed 1unit changes in nature of job will bring 0.233 unit changes in job satisfaction. The

result consistent with Luthans (1995) described that the content of the work performed by

employees is a major predictor of job satisfaction. The other empirical findings from Dilina,

(2018) study indicate that employees at the public health institution in the Western Cape, where

the research was conducted, are most satisfied with their co-workers, followed by the nature of

the work itself and the supervision they receive.


CHAPTER FIVE

5. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1. Summary of the Major Findings

The major objective of this study was to evaluate the influence of determinants on the

employees’ job satisfaction in Debre Markos town public sectors. The study depends on 270

sample size for analyzing the data. In order to test the hypotheses, cross sectional survey research

design with quantitative approach was used. For data analysis descriptive statistics & inferential

statistics were used. Descriptive statistics table, frequencies, and percentage were used to

analyzed the background information such as; sex, age interval, level of education, working

experience of the respondents.

Based on previous theories and researches regarding determinants of employee’s job

satisfaction, this study shows that the entire independent variables i.e. working

environment, payment, promotion opportunities, supervision, nature of job has a

significant impact on employee job satisfaction.

The results of the study indicated that employee satisfaction and the determining

variables have a positive correlation. Among all the variables recognition has the major

effect on the satisfaction of employees.

The regression analysis result indicated that 53% of the variation on the employees’ job

satisfaction can be explained by the composite measure of working environment,

payment, Promotion opportunities, supervision and nature of job. The remaining 47%

were explained by other variables that are not included in this study.


5.2 Conclusion

Satisfied employees are more committed to their job than that of dissatisfied. This is because a

person with high level of job satisfaction holds a positive attitude towards the job, while a

person who is dissatisfied with his or her job holds negative attitude about the job (Robins,

2003). This paper focuses on determinants of job satisfaction in Debre Markos town public

sectors perspective. It offers key contributions in the human resource management literature of

Debre Markos town public sectors by suggesting the key considering factors to attain job

satisfaction of Debre Markos town public sectors employees.

In order to attain the job satisfaction of the employees, the human resource managers of Debre

Markos town public sectors should concentrate on promotion opportunity, supervision,

nature of job, payment and working environment.

To be more specific, this paper emphasize the most on promotion opportunity as the key

determining factor for attaining job satisfaction determining factor for attaining employees job

satisfaction in Debre Markos town public sectors. Organizations should always try to attain job

satisfaction of their employees in order to improve their productivity and attain desired result by

focusing on these determinants of employees job satisfactions.

With respect to the objective which is placed to examine the contribution of each determinant

variables of job satisfaction on table 4.9, it may be deduced from the R Square value of 0.53 that

53% of the variance in employee’s job satisfaction can be accounted for by these five

independent variables. It should be noted that the variance accounted for by these variables is

relatively large, with the remaining 47% of the variance being explained by factors other than

those considered. From this, it can be concluded that promotion opportunity, supervision,

nature of job, payment and working environment statistical significance at the 0.01 level.


5.3. Recommendation

The following recommendations were made from the findings and conclusion of the study:

Based on this the top management of the public sectors recommended to improve the working

conditions. This will make them equally satisfied with those who work under normal working

condition and in return overall performance will increase.

Management of public sectors and policy planners should consider work environment,

pay, and promotional opportunities, work itself as an important factor while designing the

job, setting promotional policies and developing pay and compensation system.

Top management of those public sectors needs to design a promotion opportunities and

career path that is fair, equitable and free of bias. It is evident from the literature that

one of the many contributing factors to the issue of job satisfaction is opportunity for

promotion. The perception that there is little scope for promotion does not give

employees much hope for future advancement.

Top management of public sectors therefore needs to develop clearly defined criteria for

promotion opportunities and career path. This policy needs to display fairness in that it

presents an unbiased process in so far as providing equal opportunity to all employees.

The public sectors should ensure that the existing system of pay and financial

compensation is fair and equitable and promotional policies and procedures in the public

sectors for better advancement are fair and within performance.

Policy makers should consider pay, promotional opportunities, work itself as an

important factor while designing the job, setting promotional policies and developing pay

and compensation system.

Generally, it is recommended that public sector top managers should effectively

implement the determinants of employees’ job satisfaction such as work environment,

payment, promotion opportunity, supervision, and nature of job for incremental of

employees’ job satisfaction


5.3.1. Suggestions for further research

The study suggests further studies to be conducted on the same topic in other town to ascertain

the results found. This will not only confirm what the study found, but also offer an opportunity

for comparisons to be made. Studies can also be conducted on other factors that affect employee

job satisfaction, including training, leadership style, co-workers and other psychological factors.


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ass.v9n1p293



Appendix1. Questionnaire for public sectors employees (English version)

Research Questionnaire

Debre Markos University

College of business and economics, Departments of management Prepared by: Getachew Beyene

Dear respondent! Primarily, I would like to give heart full tanks for your cooperation by giving

time in order to full fill this questionnaire. This questionnaire is prepared for research purpose

entitled Determinants of Job Satisfaction and Its Impact on Employee Performance: The Case Of

Debre Markos Town Administration Public Sector. As member of your organization, your

participation in this study will be valuable and greatly appreciated. Information gathered will be

treated with utmost confidentiality and will not be used for any other purpose.

INSTRUCTIONS: The questionnaires contain statements about determinants of job satisfaction,

Job Satisfaction and employee performance. Give your own opinion and feeling about each item.

Please circle your response to each statement according to the following five-point scale in terms

of your own agreement and disagreement of the statement. 5= Strongly Agree 4= Agree

3= Neutral 2= Disagree 1= Strongly Disagree Example: If you strongly agree with any of the

statements given in the questionnaire, you should tick on #5 and if you strongly disagree with

any statements please tick on #1 and rate others categories accordingly. Dear respondent Please

don’t write your name anywhere on this questionnaire. If you have any questions, please ask the

researcher using mobile no: - 0910 52 45 53.

Thank you in advance for your cooperation!!


Section A. Demographic Data: Information about the profile of the respondents.

1. Please indicate your Gender

Male Female

2. Please indicate your age?

18- 30 31-40

41-50 Above 50

3. Level education

Primary certificate Secondary certificate Diploma

BSC/BA MASTER PhD

4. Total number of years you have worked in public sector

1- 2 years 3-5 Years

6-10 years more than 10 years

Section B: Below statements about determinants of job satisfaction (pay, promotion, nature of

job and supervision). Please read each of the items and put a tick (√) mark in the box

corresponding to the scale that best describes your degree of agreement or disagreement with the

statement.

5= strongly agree, 4= agree, 3= neutral, 2= disagree 1= strongly disagree

N

O

Items Scale

Question about work environment 5 4 3 2 1

1 The job occurs in a clean environment.

2 The job has a low risk of accident.

3 The job takes place in an environment free from health hazards

(e.g., chemicals, fumes, etc.).

4 The seating arrangements on the job are adequate (e.g., ample

opportunities to sit, comfortable chairs

5 People I work with are friendly.

6 My nearest superior respects the co-worker’s opinions


7 I get the information I need to fulfil my duties.

N

O

Items Scale

Question about Pay 5 4 3 2 1

1 I feel I am being paid a fair amount for the work I do.

2 I am satisfied with the amount of pay and financial

compensation I receive.

3 I feel appreciated by the organization when I think about what

they pay me.

4 I feel satisfied with my chances for salary increases.

5 I perceive that the pay I receive is fair & equitable

6 I am happy with the monetary pay and remuneration structure

of the organization.

Question about promotion opportunity 5 4 3 2 1

1 Am satisfied with opportunities of being promoted to a better

position and advancement.

2 Promotion in the sector is fair and within performance.

3 I believe those that do well on the job have fair chances of

being promoted

4 It is possible to get promoted fast in my job

5 My organization has a system of promotion that is followed for

promoting employees.

Question about supervision 5 4 3 2 1

1 My supervisor supports me enough at work.

2 My supervisor appreciates good work done by me.

3 My supervisor is polite and cares for me.

4 You think that your relationship with your supervisor good.

5 My supervisor gives me enough information related to my work


Question about nature of job 5 4 3 2 1

1 The job allows me to make my own decisions about how to

schedule my work.

2 The job gives me a chance to use my personal initiative or

judgment in carrying out the work.

3 The job involves a great deal of task variety

4 My job is mentally challenging with variety of job

responsibilities

5 The job requires me to utilize a variety of different skills in

order to complete the work.

Section C: Below statements about job satisfaction. Please read each of the items and put a tick

(√) mark in the box corresponding to the scale that best describes your degree of agreement or

disagreement with the statement.

5= strongly agree, 4= agree, 3= neutral, 2= disagree 1= strongly disagree

NO Statement Scale

Question about job satisfaction 5 4 3 2 1

1 I am I am satisfied with my job

2 I find my job very interesting.

3 My current job meets my expectations.

4 My current job is pleasant.

5 Most of the days I work with glad

6 I enjoy my office time than leisure time.

7. Please tell us other determinant factors of job satisfaction in your sector.

End Thank you!!


Appendix2 Questionnaire for public sectors employees (Amharic version)

የዳሰሳ ጥናት መጠይቅ

ደብረ ማርቆስ ዩኒቨርሲቲ

ቢዝነስና ኢኮኖሚክስ ኮሌጅ

ሜኔጅመንት ትምህርት ክፍል

በቅድሚያ የማክበር ሰላምታየን እያቀረብሁ እኔ ጌታቸው በየነ በደብረማርቆስ ዩኒቨርስቲ የ2ኛ

ዲግሪ ተማሪ ስሆን የሚቀጥለውን ጥናትና ምርምር በመስራት ላይ እገኛለሁ፡፡ በቅድሚያ ይህን

መጠይቅ ለመሙላት ፈቃደኛ ስለሆኑ አመሰግናለሁ፡፡ የጥናቱ ርዕስ በደብረ ማርቆስ ከተማ

አስተዳደር የህዝብ ተቋማት ውስጥ የስራ እርካታ ወሳኝ ነገሮች እና በአፈፃፀም ላይ ያለው

ተፅኖ በተመለከተ ነው፡፡ የእርስዎ ትብብርና እውነተኛ መልስ ለዚህ ጥናት በጣም አስፈላጊ

ሲሆን መጠይቁ ጥቂት ደቂቃዎችን ይፈጃል፡፡ ሁሉም የእርሶ መልሶች ምስጢራዊነት የተጠበቀ

እና ከጥናቱ የተገኘው መረጃ በተናጠል ሳይሆን በድምር የሚተነተን ነው፡፡

እባክዎትን በየትኛውም ቦታ ላይ ስምዎትን አይፃፉ!

ማንኛውም አይነት ጥያቄ ካለዎት በሞባይል ቁጥር 0910524553 ይደውሉ፡፡

እባክዎን በትክክለኛ ቦታው ላይ የ (√) ምልክት ያድርጉ፡፡


ክፍል 1፡- አጠቃላይ መረጃ

1. ጾታ፡ ወንድ ሴት

2. እድሜ፡- ሀ/ 18-30 ዓመት ለ/ 31-40 ዓመት ሐ/ 41-50 ዓመት መ/ 50

ዓመት በላይ

3. የስራ ልምድ:- ሀ/ ከ1-2 ዓመት ለ/ ከ3-5ዓመት ሐ/ ከ6-10 ዓመት

መ/ ከ10 ዓመት በላይ

4. የትምህርት ደረጃ፡- ሀ/ ዶክተር ለ/ ማስተር ሐ/ የመጀመሪያዲግሪ

መ/ ዲፕሎማ ሠ/ ሰርቲፊኬት ረ/ 10/ወይም12ኛ ክፍል ያጠናቀቀ/ች

ከዚህ በታች በሚገኙ ሰንጠረዦች ውስጥ ካሉት ዓረፍተ ነገሮች የመስማማትና ያለመስማማት

መጠንዎን በተሰጡት ቁጥሮች ስር የ/√/ ምልክት ያስቀምጡ፡፡

በቋሚ ረድፍ ያሉ ቁጥሮች መግለጫ፡-

1= በጣም አልስማማም 2= አልስማማም 3= መወሰን አልችልም

4= እስማማለሁ እና 5= በጣም እስማማለሁ

ክፍል 2. ስለ የሥራ እርካታ ወሳኝ ጉዳዮች (የስራ አካባቢ፣ ክፍያ ፣ እድገት ፣ የሥራ

ተፈጥሮ እና ቁጥጥር)

የስራ አካባቢን የተመለከተ ጥያቄ

ተ.ቁ ዓረፍተ ነገር 1 2 3 4 5

1 ሥራው በንጹህ አከባቢ ውስጥ ይገኛል ፡፡

2 ሥራው ለአደጋ የማጋለጥ እድሉ አነስተኛ ነው ፡፡

3 ሥራው ከጤና አደጋዎች ነፃ በሆነ አከባቢ ይከናወናል

4 በስራው ላይ የተቀመጡ መቀመጫዎች በቂ ናቸው (ለምሳሌ ፣

ለመቀመጥ በቂ እድሎች ፣ ምቹ ወንበሮች

5 የምሠራባቸው ሰዎች ወዳጃዊ ናቸው።


6 በአቅራቢያዬ ያለኝ አለቃየ የሥራ ባልደረባዬን አስተያየት

ያከብራል

7 ኃላፊነቴን ለመወጣት የሚያስፈልጉኝን መረጃዎች አገኛለሁ ፡፡

ክፍያን የተመለከተ ጥያቄ


1 ለምሠራው ሥራ ሚዛናዊ የሆነ መጠን እየተከፈለኝ እንደሆነ

ይሰማኛል:

2 በሚደርሰኝ የክፍያ እና የገንዘብ ጥቅማጥቅም ረክቻለሁ ፡፡

3 ስለሚፈለኝ ነገር ሳስብ በድርጅቱ እንደምደነቅ ሆኖ ይሰማኛል ፡፡

4 የደመወዝ ጭማሪ እድል በማግኘቴ ረክቻለሁ ፡፡

5 የምቀበለው ክፍያ ትክክልና ፍትሃዊ መሆኑን ተገንዝቤያለሁ

6 በድርጅቱ የገንዘብ ክፍያ እና የአገልግሎት ክፍያ መዋቅር ደስተኛ

ነኝ።

እድገት ዕድልን የተመለከተ ጥያቄ

ተ.

ቁ

ዓረፍተ ነገር 1 2 3 4 5

1 ለተሻለ ቦታ እና ዕድገት በሚሰጡት ዕድሎች ረክቻለሁ ፡፡

2 በሴክተሩ ውስጥ ዕድገት ሚዛናዊ እና በአፈፃፀም ውጤት ነው ፡፡

3 በስራ ላይ ያሉ በጥሩ ሁኔታ የሚሰሩ ሰዎች የመሻሻል እድሎች

እንዳላቸው አምናለሁ

4 በስራዬ በፍጥነት እንዲበለጽግ ማድረግ ይቻላል

5 ድርጅቴ ሠራተኞቹን ለማሳደግ የሚከተለው የማስተዋወቂያ ስርዓት

አለው





የቅርብ አለቃን/ተቆጣጣሪን የተመለከተ ጥያቄ

ተ.

ቁ

ዓረፍተ ነገር 1 2 3 4 5

1 የሥራ ኃላፊዬ በሥራ ላይ በቂ ድጋፍ ያደርግልኛል ፡፡

2 አለቃዬ እኔ የምሠራውን መልካም ሥራ ያደንቃል።

3 የእኔ ተቆጣጣሪ ጨዋ እና ጨዋ ነው ፡፡

4 ከተቆጣጣሪዎ ጋር ያለዎት ግንኙነት ጥሩ እንደሆነ ያስባሉ ፡፡

5 የሥራ ኃላፊዬ ከሥራዬ ጋር በተያያዘ በቂ መረጃ ይሰጠኛል፡፡

የሥራው ተፈጥሮ የተመለከ ጥያቄ

ተ.

ቁ

ዓረፍተ ነገር 1 2 3 4 5

1 ሥራዬን እንዴት ሥራዬን መቼ እንደምሰራ ጊዜየን ራሴ

እንድወስን ይፈቅድልኛል ፡፡

2 ስራው የእኔን የግል ተነሳሽነት ወይም ፍርድን በመጠቀም

ስራዬን ለማከናወን እድል ይሰጠኛል ፡፡

3 ሥራው ብዙ የተለያዩ ተግባራትን ያካትታል

4 ሥራዬ የተለያዩ የሥራ ሃላፊነቶችን በመያዙ አእምሮ ፈታኝ

ነው

5 ሥራውን ለማጠናቀቅ ልዩ ልዩ ችሎታዎች መጠቀም

ይጠይቃል ፡፡





ክፍል 3. ስለ ሥራ እርካታ ጥያቄ


1 በሥራዬ ረክቻለሁ

2 ሥራዬን በጣም አስፈላጊ ሆኖ አግኝቼዋለሁ።

3 የአሁኑ ሥራዬ የጠበኩተን ሁሉ ያሟላል ፡፡

4 የአሁኑ ሥራዬ አስደሳች ነው።

5 አብዛኛውን ጊዜ ስራየን በደስታ እሠራለሁ፡፡

6 ከመዝናኛ ጊዜ ይልቅ በቢሮዬ ደስ ይለኛል ፡፡

7. በተቋማችሁ ውስጥ በሰራተኞች የስራ እርካታ ላይ ተፅኖ የሚፈጥሩ ሌሎች ችግሮች ካሉ

ይጥቀሱ፡፡

አመሠግናለሁ!!

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