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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
126
MARCH 2013
VOL 4, NO 11
Job Satisfaction surrounded by Academics Staff: a case study of job satisfaction
of Academics staff of the GCUL, Pakistan
Muhammad Tayyab Sohail1, Prof. Huang Delin
2,
Corresponding Author: 1 & 2
School of Public Administration
China University of Geosciences, Wuhan
388 Lu Mo Lu, Hong Shang District, Wuhan, Hubei 430047, P.R.China
Abstract
The purpose of this study was to elaborate the relation between job satisfaction and some of the facts like work burden,
pay benefits, job security, way of promotion, co-worker relation and decision making staff behavior of Academic staff
of GC University Lahore, Pakistan, charted Institution by Higher Education Commission (HEC) of Pakistan. This
paper seeks to explore the previous circumstances of job satisfactions among Academics staffs. A Set of
questionnaires were collected through survey from the above said university to study these facts. This study is limited
to the educational sector and need to implicate to the educational sector only. This research was limited in range
among academics staffs of GCUL Pakistan (Professor, Associate professor, Assistant professor, Lecturers).
Correlation and regression statistics analyses were performed to investigate the relationship between each independent
variables and overall job satisfaction were calculated. The result showed that all variables have moderate to strong
relation with job satisfaction.
Keywords: Job Satisfactions, Academics Staffs, Pay Benefits, Job Security, Promotion, Work Burden, Pakistan
1. Introduction
Education sector is the main task for any nation state to progress and develop and focal point for the development of
any nation, Education brings change in technology, labour market pattern, People change the way of life through
education and it can change global environment but for this we need policy responses. Education system reflects and
strength social, cultural and moral values, Pakistani education system have to base on the core value of religion and
faith (NEP 2009). Education is a back bone of Pakistan for its development. Accordingly the survey of 2010-2011
over all Literacy rates (Pakistan Survey 2010-11) of Pakistan is 58% (46% in female and 69% in male) which was
57% in the survey of 2008-2009, because policymaker always tries to make some important policies for the betterment
of education and educational system of Pakistan. In order to expose students to English and improve the standard of
education, the government has introduced English as medium of instruction across the provinces. There is an
autonomous body named Higher Education Commission (HEC) established by Federal Government to bring the
standard of education at par with the level of international education. Under HEC there are 135 degree awarding
universities working, of which 74 belong to public and 61 are private sector universities in Pakistan. In the province of
Punjab there are 22 Public sector and 21 private sector universities (HEC, 2012). As an educational sector assumed to
hold an important position for the development of any nation, so we need hard working, skillful as well as high quality
staff for its smooth running. Therefore, it is necessary to check the job satisfactions of employees. Employees work for
the achievement of goals with supervisory staff. Ducker (1997) quoted “Today knowledge has power. It controls
access to opportunity and advancement” it permits the country to stand on its own feet. Accordingly to Crossman &
Abou-Zaki, (2003) if we want to know the organizational health and quality of work, job satisfaction is a key and
largely depends upon the human resources. A satisfied employee can work more hours with better efficiency as
compared of unsatisfied employee.
When academic staff felt unsatisfied, it’s sure they would not perform at their best and most probably they will try to
change the organization or profession. It is important to study the facets of job satisfaction because it effects on
teacher’s retention and conditions development. Teachers who were preparing to leave their present profession
accounted less satisfaction and a more negative attitude toward teaching as a career (Smith, 2007). There are
numerous publications existing on the topic of job satisfaction. Locke (1976) delimitated job satisfaction as “a
pleasurable or positive emotional state, resulting from the appraisal of one’s job experiences” An employee which is
satisfied from the job satisfaction has good feelings about the job, whereas an unsatisfied has a negative feeling at the
same time. It includes all general phases of employee’s satisfaction like work burden, Pay Benefits, Job Security,
Promotion, leadership Behavior job itself, relations with co-workers. Evans (1997) delimitated job satisfaction of
lecturer as a “state of mind determined by the extent to which the individual perceives his/her job related needs being
met”.
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2. Literature Review
In this paper we tried to check the job satisfaction of academic staff by measures of these seven points such as work
burden, pay benefits, job security, way of promotion, job rewards, relation with co-worker and decision making staff
behavior. There are also some others factors which affect the performance of employees. So understanding the job
satisfaction and contributing variable of any organization are important to endure and do well Mrayyan, (2005). From
the literature study we can say good organizational behavior toward its employees can increase the efficiency of
organization and at the same time it also negatively influence employees return (Agarwal and Ferrat, 2001) and there
is a significantly and positively relation between job satisfaction and organizational loyalty in the academics staffs of
Pakistan (Ahmed Shah, Syed Munir 2012).. There are also some other variables which affect the performance of
employee such as , stress, salary, promotion, role conflict, distributive and procedural justice, role ambiguity,
autonomy, workload, leadership style, educational level, emotional intelligence. (Stordeur, 2001; Kafetsios and
Zampetakis, 2008). Education level of academics staff also affects the satisfaction of academics staff (Eyupoglu, S., &
Saner, T. 2009) examined that “Professor, associate professor and lecturers with PhD degree enjoy only moderate
levels of job satisfaction, while associate professor and lecturers with a master degree enjoy even lower level of job
satisfaction”. Job satisfaction of academics staff and motivation is an important for the betterment of institution and
learning of students(Machado-Taylor, Meira Soares & Gouveia, 2010). If any organization wants to increase the
working condition of employee, organization could provide satisfactory working atmosphere for the workers
(W.B.Werther and K.Davis. 1996). Our focus in this study was to check the some basic and important factors of job
satisfaction.
2.1 Work Burden and job satisfactions
Work burden can be defined as all extra activities are in addition to assigned duties exceed the limit of employee and
also can affect the performance and job satisfaction, it include extra working hours, extra duties performed during
working hours and the amount of verities in the job. Job satisfaction has correlation with interesting work order and
allowing the employee to use their own idea and skills, to improve job satisfaction, need to improve working condition
of employees (J. F. Kinzl 2004). Stress, dissatisfaction, and overloaded or may mental stress, it lead to poor
performance of teaching staff, so there should be free environment for employee and enable employees to develop
their performance with effortlessness (Sudalaiyandi, Dr.S.Nadarajan & Jaidhas B.R.Celia 2011). It’s also medically
proved high working load and low job satisfaction increase the chance of sickness (W E Hoogendoorn 2011). So in
this study work burden was assumed to be a basic element and included in the variables.
2.2 Pay Benefits and job satisfactions
Pay is the basic fundamental to judge job satisfaction of both worker of public sector and private sector. Pay has a
strong relation on satisfaction and dissatisfaction of any employee (Bassett 1994). A study on UK academics showed
that job satisfaction has significantly relation between pay benefits and rank (Oshagbemi 2000). If offered better pay,
most employees’ would choose to move to the new organization only due to better pay benefits.
2.3 Job Security and job satisfactions
The literature study shows that employees of public sector are more satisfied about their job security as compare to
private sector (Khalid & Irshad 2010; Salman Khalid 2012). Its natural if any employee does not feel that her/his job
is not secure then employees feel unsatisfied about job and will try to find some other place where they can feel more
secure and satisfied. Job security is also an important factor for to check the job satisfaction. Meltz (1989) described
job security as, “an individual remains employed with the same organization with no diminution of seniority, pay,
pension rights, etc.” There are some other researches also described that job loyalty increased with the security of job
and employee feel satisfaction (Chang & Chen, 2002; Meyer & Smith, 2000). Importance of job security revealed
from the literature helps us to include job security in the selected variables.
2.4 Ways of Promotion and job satisfaction
Promotion is the legal right of any employee working in any organization accordingly to the respective organization
rules and laws. With the promotion salary and grade also increase, in the other word promotion increase satisfaction of
employee. There is a positive relation between promotion and employees job satisfaction among the university
teachers of Pakistan (Shahzad 2008). Teseema and Soeters (2006) also found an optimistic correlation between ways
of promotion and employee performance. Accordingly (Ellickson & Logsdon 2002) we can find complete and
appreciable relationship between the promotional opportunities and job satisfaction of employees.
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2.5 Job rewards and job satisfaction
If an employee is working honestly for the improvement of institute he also expects some rewards from institute.
These rewards can be in the form of promotion, cash and any other type of reward which can be increase the efficiency
of employees and leave influence on the job satisfaction. Some rewards are paid on the sincerity base and some on the
base of ability. Job satisfaction has strong relation with job rewards (Danish, R., & Usman, A. 2010); job rewards can
increase and decrease the satisfaction of employees. Rewards pay important and satisfactory role for the improvement,
performance and growth of organization (Rafiq, M. 2012). That’s why some organization had monthly and annually
performance ceremony for the employees.
2.6 Co-worker relation and job satisfaction
Literature reveals that good and friendly atmosphere is necessary in any organization, friendly and cooperative
environment in the organization also increase the satisfaction of employees (Kreitner & Kinicki, 2001). Bad relation of
co worker increases the dissatisfaction of employees (Madison 2000) and at the same time good relationship between
employee increase the satisfaction of employees (Berta, 2005). We can assume organization as a home, if all members
had a good and friendly atmosphere, all matters of the home will run smooth and correctly.
2.7 Decision making staff behavior
There is a strong relation between supervisory staff and job satisfaction (Peterson 2003). Decisions making staff
include all staff which makes rules, laws and policies for the organizational employees. These rules, laws and policies
directly affect employee’s satisfaction. For the better and smooth running of any organization there is a need to have
good policies and infrastructures for the satisfaction of employees. Literatures about the job satisfaction clearly tell
that better organizational behavior for their employees leave positive effects on the employee’s performance and their
loyalty to the organization (Chen, 2008). Management staffs which make policies and law, they have relation with the
employees so we need to check the influence of this variable too on the job satisfaction.
3. Methodology
The effect of job satisfactions was studied. The focus was on academics staff of GC university Lahore Pakistan to
know about their job satisfactions such as duty hours, nature of work, salary benefits, work motivation, job reward, job
autonomy, job security, co-worker relation, decision-making staffs behavior, way of promotion, career improvement
and effect of, designation, experience, age and gender . A sample of questionnaires was collected from the academics
staff of the university. Total 100 questionnaires were distributed among different faculty staff of various discipline and
70 were collected in complete with all aspect. So the participation rate was 70% which we believe was enough to
judge the situation. The questionnaires were included basic information like designation, age, marital status, gender,
nature of appointment, experience, salary, education and service period. There were eight sections in the
questionnaires. First section include basic information about employee other seven portions were major Questions
about the all factors which affect employee satisfaction. The given sections cover all the relevant information on the
variables, we assumed to be important in determining the job satisfaction of academics staff. The scale ranged from 1
to 5 (strongly disagree=1, disagree=2, neutral=3, agree=4, strongly agree=5). A dependent variable is a variable that is
to be explain, an independent variable is a variable that is estimated to weight the dependent variable (Zikmund, 2003;
p.106, p.107). In the present study overall job satisfaction has been acknowledged as the dependent variable. The
present study of literature also exposed job satisfaction as the main dependent variable. Independent variables as main
determination of job satisfaction, the overall job satisfaction are an employee’s positive thinking towards the job
(McCook 2002). Independent variables used in the study are satisfaction with, work burden, pay, reward, co-workers
relation, decision making staff behavior, job security and job satisfaction. All collected data were analyzed using the
software SPSS. The survey was done in October and November 2012. Beside descriptive statistics obtained from
primary research several statistical analyses were applied to the given data.
The correlation between each independent variables and overall job satisfaction were also calculated. A multiple
regression analyses of all variables on the overall job satisfaction were also calculated.
We assume work burden (M2), pay benefits (M3), job security (M4), way of promotion (M5), job reward (M6), co
worker relation (M7) and decision making staff behavior (M8) as the key variables affecting the job satisfaction of the
academics staffs (Fig. 1).
4. Results
Table 1 captures the descriptive statistics regarding the background of the respondents with respect to gender, age,
education level, experience, nature of appointment and salary. Of the chosen respondents 64.3 % are male and 35.7%
female. As regards their highest education level, more than two thirds, 80 % of the respondents have Masters Degree
meaning they have at least 16 years of education. 18.6 % respondents held a PhD. Only 1.4 % listed college degree as
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their highest qualification. With regard to experience, we can say that the majority of the employees are fresh. Close to
71% have less than five years of experience, 10.0% have 6-10 years, 10.0% have 11-15 years and 8.6% have above 16
years experience. Age of more than half the respondents, 51.4%, falls in the age bracket of 31-39 years. Those whose
age was less than 30 years constituted for 38.6% of the respondents. Only 7.1% said their age was above 50. We can
conclude that the majority of respondents are young and fresh into their careers. Nature of appointment is also having
very strong influence on the satisfaction from the job. The university offers two kinds of agreement to the appointees:
those who are contract based and those who are permanent pensionable employees. 65.7% employees in the sample
are contract based and 34.3% are regular employees. Listing amounts in Pakistani Rupees (PKR) per month, 43 %
respondents said their salaries ranged from 26000-40000. 35.7% earn between 41000 to 60000. A little above 11%
have their salaries above 61000 and less than 80000 PKR. 4.3 % employees earn 5000-15000 PKR while 2.9% have
salary of more than 81000. Similarly, 2.9% have their salaries ranging from 16000-250000.
Table 2 gives a picture of the reliability statistics. In order to check if the data is reliable to proceed further with, we
calculate Cronbach’s alpha. Ranging from zero to one, the value of 1 indicates a perfectly reliable data. For the seven
variables listed as number of items in the table, the value of Cronbach’ Alpha comes out to be .696. This value, though
improvable, is generally considered acceptable.
Table 3 shows the results of multiple regression analysis. shows the descriptive statistical and correlation coefficient
of this study of independent variable (work burden, pay benefits, job security, ways of promotion, job reward,
coworker relation and decision making staff behavior) with dependent variable overall job satisfaction. It is a tool to
check the relation of two or more variables. Values of correlation are between +1.00 to -1.00. The strength of
correlation is determined by the magnitude of the number with 1 being maximum. Whether a decrease or increase
causes a decrease or increase, respectively, in the independent variable is shown by the sign before the number. + sign
indicates a direct correlation. In the current study pay benefit correlation value is 0.25, proves a week to restrained
relation with job satisfaction as compared to other variables but it had a significant relation with job satisfaction. All
other variables were found significant with job satisfaction and have a strong correlation with job satisfaction.
Significant values of variable at the 0.01 level of significance is; Work burden (0.61); job security (0.63); way of
promotion (0.50); job reward ( 0.74); co worker relation ( 0.67) and decision making staff behavior (0.53) (Table 3).
In table 4 we check the regression results of these variables with overall job satisfaction. Regression is a statistical
techniques used to made models and for to analyze the numerical data consisting dependent variables (response
variable) and independent variables (explanatory variables).In this present study regression series were also estimated,
eight variables of regression from M1-M8 were calculated (Table 4).
1st of all control variable gender, marital status, Education level and nature of appointment were entered. In the control
variable nature of appointment had significant independent while gender, marital status and education level is
insignificant with overall job satisfaction. In the next step independent individual entered with control variables and
overall job satisfaction as a dependent variable were tested from model 2 to 8. The first set of regression was applied
with the overall job satisfaction as dependent variables and the coefficient of these elements found positive and
significant which had a relation with job satisfaction. Work burden (â 0.69, p<0.01); pay benefits (â 0.22 p<0.1); job
security (â 0.63 p<0.01) no doubt job security is big issue for employees and their job satisfaction. Job security is
positively associated with job satisfaction (Iverson, R.D. and P. Roy, 1994 & Ashford, S.J., C. Lee and P. Bobko, 1989
& Iverson, R.D., 1996) ; way of promotion (â 0.55 p<0.01); job reward (â 0.73 p<0.01) previous study also give
support to present study that job reward has a positive relation between job satisfaction and job performance rewards
(Behson, 2005 & Blau, 2001 & Casper and Harris, 2008 & Dale-Olsen, 2006 & Zaitouni 2011); co worker relation (â
0.65 p<0.01) there is a moderate relation between job satisfaction and job satisfaction (Khalid & Irshad 2010; Salman
Khalid 2012) and decision making staff behavior (â 0.53 p<0.01). In the present study model 2 to model 8 (Table 4
M2-M8), vales of R square in work burden is 0.46, pay benefits is 0.13, job security is 0.41, ways of promotion is
0.38, job rewards is 0.58, co-worker relation is 0.51 and decision making staff behavior is 0.34 . Values of pay benefit
have a week relation with in the present study while all other variables have a moderate to strong relation with job
satisfaction.
5. Conclusion & Recommendation
Education sector is the basic fundamental for the development of country and people as well. Results of the present
study show moderate to strong relation between all the tested elements and job satisfaction, although pay benefits
show week but significant relation with job satisfaction. Job security and co worker relation show stronger affect on
the satisfaction of employees. Decisions making staffs which include all seniors staff including administrative staff
need to make employees friendly policies and according to the requirement of institute and workers. This study will
also helps for policy maker and higher education organizational management for the betterment of institute in
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developing countries and will provide the directions for researcher to elaborate the relationship between overall job
satisfaction and related factors include work burden, pay benefits, job security, way of promotion, co worker relation
and decision making staff behavior. There are some other factors too like demographic etc. The findings of the present
study show decision making staff need to see the all related issue of the satisfaction of employees. Some organization
frequently and intelligently monitor the job satisfaction of the employees (Terpstra and Honoree, 2004), as a result job
satisfaction being an Important power which organizations wish of all their employees (Oshagbemi, 2003).
Employees of the present study need special attention to their satisfaction so that they do not feel dissatisfaction and
try to leave the profession or to try to move some other organization or profession. This will be the loss of education
sector. Further study also needs to see some other affects to judge the job satisfaction of education sector employees.
Present study proves the direct relation between these variable and overall job satisfaction. Although other some facto
also leave the influence on the performance of employees which still need to explore (Wu and Chaturvedi, 2009). The
current study is not without limitations. The first limitation pertains to sample size which is small to allow the findings
of the study to be generalized. Moreover, this study only focused on one particular educational institution which again
places a bar to generalize the findings. Future research should be carried out including a large sample size and
including other educational institutions from both the public and private sector.
Acknowledgement I would like to thank my supervisor Prof Huang Delin for his valuable suggestions. I would like to thanks to all my
friends, brothers and sisters who help me and my parents with their prayers I am here and in this condition to do this
work. I want to say great thanks to a great person Muhammad Rafiq Zafir (My Father) for his all support and help in
my whole life.
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Table 1: Background of respondent
Percentage
Gender
Male
Female
64.3
35.7
100.0
Education College Graduate
Masters
PhD
1.4
80.0
18.6
100.0
Length of service in Present University
Less than 5 years
6-10years
11-15 years
16-above
71.4
10.0
10.0
8.6
100.0
Age
Less than 30 years
31-39 years
40-49 years
50- Above
38.6
51.4
2.9
7.1
100.0
Nature of Appointment
Regular
Contract
65.7
34.3
100.0
Salary
5000-15000
16000-25000
26000-40000
41000-60000
61000-80000
81000-above
4.3
2.9
42.9
35.7
11.4
2.9
100.0
Table 2: Reliability Statistics
Cronbach’s No. of items
.696 7
Table 3: Descriptive statistics and correlation coefficients with overall job satisfaction
Variable name Mean S.D. 1 2 3 4 5 6 7
Work Burden 2.90 0.72 0.61**
Pay Benefits 2.79 0.56 0.25*
Job Security 2.67 0.74 0.63**
Ways of Promotion 2.59 0.74 0.50**
Job rewards 2.64 0.64 0.74**
Co-worker relation 2.88 0.58 0.67**
Decision making staff behavior 2.95 0.58 0.53**
Notes: ** p< 0.01, * p<0.05 (two-tailed test). N= 70,
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Table 4: Regression Results
Variable name M1 M2 M3 M4 M5 M6 M7 M8
Independent variables
Work Burden 0.69**
Pay Benefits 0.22*
Job Security 0.63**
Ways of Promotion 0.55**
Job rewards 0.73**
Co-worker relation 0.65**
Decision making staff behavior 0.53**
Control variables
Gender .02 0.12 0.06 -0.02 0.07 -0.10 0.01 -0.07
Marital Status .03 -0.20***
0.06 0.05 0.00 0.06 0.01 0.07
Education Level -.05 0.03 -0.05***
-0.04 -0.11 -0.01 -0.08 -0.10
Nature of Appointment -.30**
-0.20**
-0.26 -0.01 -0.38**
-0.10 -0.24**
-0.19*
R-square .08 0.46 0.13 0.41 0.38 0.58 0.51 0.34
Adjusted R-square .03 0.42 0.06 0.36 0.33 0.55 0.47 0.29
Note: *p < 0.1; **p<0.01 ;( two-tailed test) N=70; M1-M8 (Model 1 to Model 8)
Overall Job satisfaction (Depend Variable)
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Academics Staffs
Work Burden
Pay Benefits
Job security
Promotion
Job Satisfaction
job reward
co-worker relation
decision-making staffs behavior
Figure 1. Relation between Academic staffs and job satisfaction