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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

COPY RIGHT © 2013 Institute of Interdisciplinary Business Research

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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