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LEVELS OF JOB SATISFACTION EXPERIENCED BY EMPLOYEES AT CRIME
INTELLIGENCE, PROTECTION AND SECURITY SERVICES IN KING WILLIAM’S
TOWN
L SOTANA
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LEVELS OF JOB SATISFACTION EXPERIENCED BY EMPLOYEES AT CRIME
INTELLIGENCE, PROTECTION AND SECURITY SERVICES IN KING WILLIAM’S
TOWN
BY
LIZO SOTANA
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE MASTERS DEGREE IN PUBLIC ADMINISTRATION AT
NELSON MANDELA METROPOLITAN UNIVERSITY
SUPERVISOR : DR.S. MACLEAN
JANUARY 2014
iii
DECLARATION
This work has not been previously submitted in full or partial fulfillment of the
requirements for an equivalent or higher qualification at any other recognized
educational institution
Signed …………………..
Date …………………….
Statement 1
This work is being submitted in partial fulfillment of the requirements for the degree of
Masters in Public Administration.
Statement 2
The work in this paper is my own original work / investigation. All sources used or
referred to have been document. A bibliography is appended
Signed ……………………….
Date ………………………….
Statement 3
I hereby give consent for this work, if accepted to be available for library use.
Signed ……………………….
Date ………………………….
iv
ACKNOWLEDGEMENTS This word of gratitude is directed to those
people who contributed to this piece of work in various ways. Their unwavering support,
encouragement and advice are acknowledged.
I would like to put more emphasis to the following people;
Our heavenly Father making me the unique person that I am
Dr. Sindisile Maclean, my supervisor, for encouraging me and the support he
gave to complete my work.
To my late father, Mr David Sotana, who believed in me and encouraged me to
further my studies as he was deprived the right to education and this is for you
MNGQOSINI, GABA, CIHOSHE, MSUTHU, and MJOBI.
To my mother, Mrs Nonguye Ndzele-Sotana, for believing in me and I am
sincerely thankful to you Ma-DHLOMO (Enkosi mzalikazi).
To my sister, Mistress Nandipha “Letticia’’ Sotana and my nephew Nelisekani
“Percy” Sotana and to my son Simamnkele, “whalie Ngqavu guys.If it was not for
you, I don’t think I was going to stand the challenges but anyway thank you very
much.
Lastly to all my friends and family for understanding that, sometimes I won’t be
with you due to my commitments or school work during big events or gatherings.
LIZO SOTANA
Port Elizabeth
JANUARY 2014
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ABSTRACT
This study evaluated the levels of job satisfaction experienced by warrant officers and
constables at crime intelligence, protection and security services in King William’s
Town.
Job satisfaction is a personal appraisal of the job and the psychological experience at
work. It is a measure of the general attitudes to work of a specific individual rather than
of a collection of attitudes of an employee to a number of aspects related to his / her
job. These include the work itself, workplace interactions and relationships, rewards and
incentive schemes, and personal characteristics.
The main purpose of this research paper was to identify certain factors impacting on job
satisfaction. The literature study was completed on the factors that influence job
satisfaction. The factors were work itself, promotion, pay, work group and working
conditions. The literature studyrevealed which methods were used in selecting factors
impacting on job satisfaction.
The employees at Crime intelligence, protection and security services (CIPS),
specifically the warrant officers and constables were asked questions in an empirical
study and were asked to complete questionnaires.
After the previous steps were completed, the findings of the study and the empirical
study were made. The recommendations were also made to improve levels of job
satisfaction experienced by warrant officers and constables at Constables at CIPS.
The recommendations made were to assist the management assist the management as
to what needs to be done to motivate members to achieve their objectives.
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TABLE OF CONTENTS
Page
Declaration iii
Acknowledgements IV
Abstract VI
List of Figures xv
List of Tables xvi
List of Appendices xvii
CHAPTER 1 INTRODUCTION AND BACK-GROUND OF THE STUDY
1. Introduction 1
1.2 Problem statement 1
1.3 Terminology 2
1.4 Research question 2
1.5 Assumptions 3
1.6 Significance of the study 3
1.7 Research methodology 4
1.8 Ethical considerations 6
1.9 Aims and objectives of the study 6
1.10 Delimitation of research 7
1.10.1 Geographic delimitation 7
1.10.2 Organisational delimitation 7
1.10.3 Subject delimitation 7
1.11 Preliminary literature review 7
1.12 The structure of the research work 9
1.13 Conclusion 10
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CHAPTER 2 LITERATURE REVIEW
2.1 Introduction 11
2.2 Job satisfaction defined 11
2.3 Theories of job satisfaction 15
2.3.1 Herzberg’s two factortheory and motivating factors 15
2.3.2 Alderfer’s erg theory 17
2.3.3 Maslow’s needs hierarchy 18
2.3.4 McClelland’s learned needs theory 19
2.4 Factors influencing job satisfaction 21
2.4.1 Frustration and alienation 22
2.4.2 The nature of technology 22
2.4.3 Meaningful work and the nature of supervision 23
2.4.4 Work and psychological well-being 23
2.4.5 Stress at work 24
2.5 Consequences of job dissatisfaction 25
2.5.1 Organisational citizenship behaviour 25
2.5.2 Absenteeism 26
2.5.3 Withdrawal cognitions 26
2.5.4 Turnover 26
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2.5.5 Perceived stress 27
2.5.6 Job performance 27
2.6 Measuring job satisfaction 29
2.6.1 Work itself 29
2.6.2 Pay 29
2.6.3 Promotions 30
2.6.4 Supervision 30
2.6.5 Working conditions 30
2.7 Several useful techniques 31
2.7.1 Rating scale and questionnaire 31
2.7.2 Critical incidents techniques 32
2.7.3 Interviews 32
2.8 The causes of job satisfaction 33
2.8.1 Needs fulfillment 33
2.8.2 Discrepancies 33
2.8.3 Value attainment 33
2.8.4 Equity 34
2.8.5 Dispositional / genetic components 34
2.9 Strategies to improve job satisfaction 34
2.10 Conclusion 38
CHAPTER 3 RESEARCH METHODOLOGY
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3.1 Introduction 39
3.2 Method of data collection 39
3.3 Advantages and disadvantages of questionnaires 39
3.3.1 Advantages of questionnaires 39
3.3.2 Disadvantages of questionnaires 40
3.4 Construction of questionnaires 40
3.4.1 Demographic information 41
3.4.2 Age 41
3.4.3 Gender 41
3.4.4 Race 42
3.4.5 Work experience 42
3.4.6 Section B: personality job fit 42
3.4.7 Section B: job context (intrinsic) 42
3.4.8 Section D: job content factors (extrinsic) 42
3.4.9 Section E: organisational environment 43
3.4.10 Section F: macro environment 43
3.5 Presentation of data 43
3.5.1 Presentation of the data for warrant officers and constables 43
3.6 The pilot study 44
3.7 Validity and reliability of the questionnaire 44
3.7.1 Validity 44
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3.7.2 Reliability 44
3.8 Sampling 44
3.9 Sampling size and selection 45
3.10 Collection of data 45
3.11 Capturing and editing of data 45
3.12 Analysis of data 45
3.13 Conclusion 46
CHAPTER 4: ANALYSIS AND INTERPRETATION OF DATA 47
4.1 Introduction 47
4.2 Analysis of demographic information 47
4.2.1 Age 47
4.2.2 Years in the service 48
4.2.3 Gender 49
4.2.4 Race 50
4.3 Qualitative analysis of data 51
4.4 Personality job fit (Section B) 51
4.5 Job context (Section C) 53
4.6 Job content to Section C 55
4.7 Uncertain response to Section C 56
4.8 Negative responses to Section C 56
4.8.1 Nature of the job (Section C job context) 57
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4.9 Section D: job context (extrinsic) 58
4.9.1 Section D: Job context (extrinsic) 59
4.9.2 Positive response 60
4.10 Section E: organisational environment 61
4.10.1 Uncertain responses 61
4.10.2 Positive response Section E 61
4.11 Section F: macro environment 63
4.12 Conclusion 66
CHAPTER 5 CONCLUSION AND RECOMMENDATIONS
5.1 Introduction 67
5.2 Resolution of the main problem 67
5.2.1 Sub-problem 1 67
5.2.2 Sub-problem 2 67
5.3 Problems and limitations 67
5.4 Findings of the research project 68
5.4.1 Work itself 68
5.4.2 Pay 68
5.4.3 Promotion 68
5.4.4 Personality 68
5.5 Recommendations 68
5.6 Opportunities for research 70
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5.7 Concluding remarks 70
REFERENCE LIST
71
LIST OF FIGURES Page
Figure 2.1: Herzberg’s Two-factor theory 16
Figure 2.2: Alderfer’s ERG theory 18
Figure 2.3: Maslow’s hierarchy of needs 19
Figure 2.4: Relationships between Maslow’s, Alderfer’s and 21
Herzberg’s theories of motivation 21
Figure 2.5 voluntary turnover models 27
Figure 2.6 Forces influencing personality 28
Figure 2.7 Minnesota satisfaction questionnaire 32
Figure 4.1: Responses in terms of age 48
Figure 4.2: Responses in terms of years in the service 49
Figure 4.3: Responses with regard to gender 50
Figure 4.4: Responses in terms of race 51
Figure 4.5: Responses with regard to job personality in Question 2 of
Section B 53
Figure 4.6: Responses to Question 9 of Section C 55
Figure 4.7: Responses to Question 5 of Section C 56
Figure 4.8: Responses to Question 9 of Section C 58
xiii
Figure 4.9: Responses of Question 9 in Section D 61
Figure 4.10 Responses to Question 3 of Section E 63
Figure 4.11: Responses in terms of Question 1of Section F 65
xiv
LIST OF TABLES
Page
Table 3.1: Analysis of data 45
Table 4.1: Responses in terms of age 48
Table 4.2: Responses with regard to years in the service 49
Table 4.3: Responses in terms of gender 49
Table 4.4: Responses in terms of race 50
Table 4.5: Personality job fit 52
Table 4.6: The responses of job content (Section C) 54
Table 4.7: Responses of job content Section C 57
Table 4.8: responses of job content Section C 59
Table 4.9: Responses of job context (extrinsic) Section D 62
Table 4.10: Results of Section E 63
Table 4.11: Results of Section F 63
xv
LIST OF APPENDICES
Page
Appendix A: Questionnaire 74
Appendix B: Cover letter 79
Appendix C: Approval letter 80
Appendix D: Graphs 83
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CHAPTER ONE INTRODUCTION AND BACK-GROUND OF THE STUDY
1.1 Introduction
The South African Police Service (SAPS) was transformed in 1994 when the new
democratic government took over from the Nationalist government from the 27thof April
1994 when black people had their first democratic right to cast their votes. South Africa
changed gradually as the South African Police force was transformed and the Division
Protection and Security Services was established with the aim of providing protection to
identified people such as the President, former presidents, ministers, deputy ministers,
premiers and members of the executive committee (MEC’s) and any other person who
enter under the category of people who need protection such as state witnesses
(Brogden 1993:14).
The institution also gives physical protection to identified buildings in and around the
province or provinces such as, Parliament, legislatures, offices of the Premiers and their
residential places. This unit was formed by former members of South African Police
Force (Republic), members from the former Homelands such as Transkei,
Bophuthatswana, Venda, and Ciskei (TBVC) states and non-statutory forces like
Mkhonto Wesizwe (MK), Azania People’s Liberation Army (APLA) and members from
Azanian People’s Organisation (AZAPO) (Brewer 1994:26).
1.2 Problem statement
The researcher observed that, member’s book off-sick regularly, report for duty drunk
and are untidy. However, constables and warrant officers are not performing well or
poor performance is experienced and as a result, the security services are
compromised.
The researcher wants to observe and investigate the causes of poor performance and
high absenteeism at the South African Police Service, Division Crime Intelligence, and
Protection and Security Services in King William’s Town.
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1.3 Terminology
Constable: The Compact Oxford English Dictionary (2008 (revised) defines constable
as a police officer of the lowest rank.
Warrant officer: The Compact Oxford English Dictionary (2008:1171) defines it as a
rank of officer in the army, RAF, US navy, below the commissioned officers and above
the non-commissioned officers.
Job satisfaction: It can be defined as a set of favourable or unfavourable feelings and
emotions with which employees view their work (Newstrom &Davis, 2002:208).
1.4 Research question
What is thelevel of job satisfaction experienced by constables and warrant
officersin theirjobs?
1.4.1 Sub-problems
The sub-problems listed below have been developed from the main problem:
1.4.1.1 Sub-problem One
What factors contribute to job satisfaction?
Job satisfaction can be measured and the discussion of the outcomes of job satisfaction
and job dissatisfaction were outlined.
Job satisfaction factors identified in Sub-problem One have an impact on the levels of
job satisfaction experienced by constables and warrant officers in their day to day jobs.
An empirical study was conducted to address the sub-problem from the constables and
warrant officers at Crime Intelligence, Protection and Security Services in King William’s
Town.
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1.4.1.2 Sub-problemTwo
After carefully studying and analyzingthe results of the theoretical and empirical study,
what recommendations can be made to improve the levels of job satisfaction faced by
constables and warrant officers at the department of police?
1.5 Assumptions
It is assumed that the offices of Crime Intelligence, Protection and Security Services are
representative of three other satellite offices within the province of the Eastern Cape.
It is also assumed that job satisfaction levels of these constables and warrant officers
are affected to a certain extent. It is also further assumed that factors pertaining to
satisfaction levels of these members in King William’s Town will be applicable to the
other satellites offices of Crime Intelligence, Protection and Security Services in the
Eastern Cape and other provinces in South Africa.
1.6 Significance of the research
Job satisfaction measures can give both managers and researchers a lot of information
with worker attitudes. When this attitude is positive; employees are said to be satisfied
and dissatisfaction exists when the attitude is negative (Moonhead & Griffin 1998).
The significance of the study is that, it helps the management to realise the extent to
which levels of employee’s satisfaction have been affected by environmental changes in
South Africa.
It was important to conduct this study because recent surveys show that police officers,
more especially those who are in the ranks of constable and warrant officers, are not
satisfied with their jobs regarding, promotion, salary adjustments and working conditions
to state a few.
Some police officers are involved in criminal activities in order to boost their salaries and
live under the poverty line as they cannot afford to buy properties with their salaries and
the government does not subsidise them. Others are frustrated and end up killing
people when they perform their duties.
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I hope this study will strike a chord with police management to use the information to
capacitate them in order to obtain strategies to improve working conditions of
employees.
1.7 Research methodology
Below follows the research methodology related to the study.
1.7.1 Research design
According to Mouton (2001:55) research design is a plan or blue print of how the
researcher needs to conduct the research. The research design is about drawing a plan
that will be followed during the study in order to answer the research question.
The focus of the research design is on the logic of research, aiming at the kind of
evidence that is required to address the research questions. In the research design the
researcher must specify as clearly as possible what he or she intends to find out and
also determine the best way of doing it (Bobbie & Mouton, 2001:72).
The following procedure was adopted to achieve the main aims of the research or
study. In this study the researcher will use a qualitative research design.
The main aims of the study were to evaluate job satisfaction levels of constables and
warrant officers at Crime Intelligence, Protection and Security Services in King William’s
Town.
A literature study was conducted to investigate available literature on job satisfaction
and further study was done to identify factors contributing to job satisfaction and
consequences of job satisfaction or lack thereof and factors contributing to job
satisfaction.
Based on the literature studies, a questionnaire was constructed and administered to
evaluate levels of job satisfaction amongst employees at Crime Intelligence in King
William’s Town and also to investigate their views in terms of factors that influenced job
satisfaction.
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The empirical data was obtained by means of a survey from constables and warrant
officers in the Buffalo City Metropolitan area and the results from the survey were
presented, analysed and interpreted using the literature findings.
Lastly, conclusions were drawn regarding the evaluation of levels of job satisfaction of
constables and warrant officers at Crime Intelligence, Protection and Security Services
in King William’s Town and presented.
The research methodology used, will be discussed further in Chapter three of this
paper.
1.7.2 Sampling
In this study a probability sampling method will be used as random sampling is selected.
Random sampling will be the sampling method that will be used to select the
participants in the study. A sample of 45 members will be selected from the ranks of
warrant officers and constables Crime Intelligence, Protection and Security Services to
participate on the study by starting at any member and selecting every fifth member
from the list up until all 45 of them are selected.
Through this method, all members will have an equal chance of being selected in the
study.
1.7.3 Data collection
Data will be collected using the five-point Likert scale questionnaire. This questionnaire
will consist of questions in which respondents will have to indicate Strongly Agree,
Agree, Uncertain, Disagree, and Strongly Disagree with or about the statement. The
modified questionnaire will consist of Section A which will deal with the biological details
of the participants pertaining to age, gender, and population group, highest educational
qualifications, employment status, and type of employment and the length of stay in the
area. The Section B deals with personality job fit, Section C job context (nature of the
job) and intrinsic motivation, Section D Job context (extrinsic), Section E (Organisational
Environment), and Section F Macro Environment.
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1.7.4 Data analysis
In order to control the study, closed-ended questions will be asked from participants
during the interview session. During data analysis, the author will use mean, median,
frequencies and also correlations.
1.7.5 Procedure for data collection
The questionnaire will be administered by the researcher. The researcher will ask an
adult person (18 years and older) who is available at that time at the selected house
during interview to respond to the questions asked in the questionnaire. The researcher
will make means to ensure that the respondent answers the questions without any
influence or help from any other person. Measures will be made to ensure that there is
minimum or completely no disturbances during this session.
1.8 Ethical considerations
Neuman (2003:116-118) suggests that the researcher has a moral and professional
obligation to be ethical, even when research subjects are unaware of or unconcerned
about ethics. The researcher asked permission to conduct research from the (SAPS)
Division Crime Intelligence, and Protection and Security Services since the study
involve constables and warrant officers.
The researcher also received ethical clearance from the ethics committee of the Nelson
Mandela Metropolitan University before the empirical survey was conducted.
1.9 Aims and objectives of the study
The aims of this study are to evaluate the levels of job satisfaction shown by constables
and warrant officers at Crime Intelligence, Protection and Security Services in King
William’s Town.
Objectives of the research are identified as follows:
Evaluate factors that contribute to job satisfaction.
Assess the impact of job satisfaction experienced by constables and warrant
officers in their day to day job.
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To come up with recommendations that can be made to improve the levels of job
satisfaction faced by constables and warrant officers at the SAPS.
1.10 Delimitation of research
The purpose of having delimitations is to make the study more manageable and
focused (reference). The study will focus on the warrant officers and constables of crime
intelligence, protection and security services (C.I.P.S in King William’s town in the
Buffalo City Metropolitan municipality: Eastern Cape)
However, this does not mean that other aspects of work or study of job satisfaction that
are not mentioned in this paper are not important or relevant.
1.10.1 Geographic delimitation – King William’s Town
The research will be conducted in Buffalo City metropolitan area in the Eastern Cape,
South Africa. The limitation of this study will be inconsideration of the fact that, crime
intelligence, protection services is the provincial office with three other satellites within
the province and it has a large number of these police officials.
1.10.2 Organisational delimitation – King William’s Town
This study was conducted at Crime Intelligence, Protection and Security Services in
King William’s Town. The members, who took part in this study, were from the rank of
constable to the rank of warrant officer and other ranks were not included in this study.
1.10.3 Subject delimitation
The study was only limited to the evaluation of job satisfaction levels and other aspects
were not studied or included in this study.Furthermore the study will be done in the area
of the Buffalo City Metropolitan.
1.11 Preliminary literature review
1. According to Robins &Judge (2009), interesting jobs that provide training, variety,
independence and control satisfy most employees. In other words, most people
prefer work that is challenging and stimulating over work that is predictable and
routine.
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According to Adams, Arquette, Deutscher, Felki, Jones, McCarthy, Perry &Zaia
(1997:289), it takes a long time to get a particular employee trained to perform at a high
level of productivity.
According to George &Jones (1999:78), managers and researchers view job
satisfaction as important due to its potential to affect a wide range of behaviour in
organisations and contribute to worker’s levels of well- being.
According to Luthans (2002:230), job satisfaction is a pleasurable or positive emotional
state resulting from the appraisal of one’s job.
Luthans (1998:144) further argues that job satisfaction is a specific employee attitude
relating to job satisfaction and organizational commitments are of major interest to the
field of organizational behaviour and the practice of human resources management. Job
satisfaction is a result of employee’s perception of how well their job provides those
things that are viewed as important.
Mullins (2000:520) defines job satisfaction as more of an attitude, an internal state.
Herzberg’s two factor theory could be associated with a personal feeling of
achievement, either quantitative or qualitative.
Robbins &Judge (2009:117) argue that the definition of job satisfaction is clearly a very
broad one and yet breadth is inherent in the concept. Jobs require interacting with co-
workers and bosses following organisational rules policies, meeting performance
standards, living with working conditions that are often less than ideal and the like.
This means that an employee’s assessment of how satisfied he is with the job is a
complex summation of a number of discrete job elements.
Researchers with strong humanistic values argue that satisfaction is a legitimate
objective of an organization; not only is satisfaction negatively related to absenteeism
and turnover, but they argue that organisations have a responsibility to provide
employees with jobs that are challenging intrinsically rewarding (Robbins &Judge,
2009:65).Job satisfaction is an attitude that people have about their jobs and those
9
managers who find job dissatisfaction, can benefit if they adopt a positive attitude
towards environmental changes in their businesses and at the work place.
Participants were informed of their guarantee to anonymity and confidentiality during the
course of the study.
Neuman (2003:214), further, recommends that informed consent to participate in the
study must be sought from the participants. The respondents were informed about their
right to participate in the research voluntary or to decline as they wish and will not be
forced to participate.
1.12 The structure of the research work
The main objective of this study was to evaluate the levels of job satisfaction of
constables and warrant officers at Crime Intelligence, Protection and Security Services
at (SAPS).
The research paper is divided into the following chapters:
Chapter One-This chapter focuses on the introduction and overview of the study.
Chapter Two – It represents a literature review study of levels of job satisfaction and
factors contributing to job satisfaction, results, causes and measures of job satisfaction.
Chapter Three –In this chapter the researcher gives an overview of the research design
applied in this study.
Chapter Four – The empirical results are presented and interpreted.
Chapter Five - The recommendations are made to improve job satisfaction levels of
constables and warrant officers and conclusions presented.
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1.13 Conclusion
The main aim of this chapter was to identify and address the main problem in this
research or study and procedures to be followed in addressing the main problem and
sub-problems.
The terminology used throughout the study was defined and clarity was given to avoid
any ambiguities in the study and the next chapter presents a theoretical study of job
satisfaction.
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CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
In the previous chapter the researcher touched on the main problem and sub- problems
of the research. The relevance of the research was mentioned and key concepts and
terminology used weredefined.The layout of the research paper and methodology were
also mentioned.
This chapter provides a literature study of levels of job satisfaction shown by employees
at Crime Intelligence, Protection and Security Services (C.I.P.S) King William’s Town.In
this chapter, job satisfaction theories, factors contributing to such, and job satisfaction
will be broadly defined and presented.
The consequences and methods to measure job satisfaction levels will also be used
and discussed.
2.2 Job satisfaction defined
Job satisfaction is often thought to be synonymous with job attitudes, but one should be
aware that those with theoretical viewpoints may use the term somewhat differently.
Some see job satisfaction as a degree of discrepancy that exists between what that
person perceives is actually gained (Swanepoel, Erasmus, Van Wyk & Schenk,
2003:22-23).
It is an affective or emotional response towards various facets of one’s job and
therefore, job satisfaction is not a unitary concept, rather, a person can be relatively
satisfied with one aspect of his /her job and dissatisfied with one or more other
aspects(Kreitner & Kinicki, 2010:170).
According to Robbins &Judge (2009:113), job satisfaction describes a positive feeling
about a job, resulting from an evaluation of its characteristics.
A person with a high level of job satisfaction holds positive feelings about his/ her job,
while a dissatisfactory person holds negative feelings. When people speak of employee
attitudes, they usually mean job satisfaction. Job satisfaction is the most widely
12
researched area of work related to attitudes and also refers to a person’s general
attitude towards his/her job satisfaction. It is also influenced by many factors and if a
person is satisfied with most of the factors that he/she considers relevant, the person
will experience job satisfaction (Bagraim, Cunningham, Potgieter&Viedge,and 2007:67).
According to Robbins (1998:15) when change is rapid and dramatic, it is sometimes
necessary to approach quality and productivity improvement from the perspective of re-
engineering. Re-engineering reconsiders how work would be done and the
organisations structured as if they were created from scratch.
Bagraim et al. (2007:335) argues that expressions of job satisfaction seem to be a
relatively stable individual trait even across different job satisfactions. This is known as
the dispositional model of job satisfaction.
Robbins (1998:154) argues that, at a broader organisational level, when satisfaction is
measured for the whole organization, those organisations with more satisfied
employees are more effective than those with less satisfied employees.
Bagraim et al. (2007:334) state that, job satisfaction is a personal appraisal of the job
and the psychological experience at work. It is a measure of the general attitudes to
work of a specific individual rather than of a collection of attitudes of an employee to a
number of aspects related to his/her job. These include the work itself, workplace
interactions and relationships, rewards and incentive schemes, and personal
characteristics. Swanepoel et al. (2003:22-23) state that most people want to feel good
about their lives, and since work generally takes up at least half of an individual’s
waking hours, job satisfaction must be considered as important in its own rights and not
just as a means to an end. It has significance, independent of its contribution to
organisational goals such as productivity. The different reactions that people have to job
satisfaction and dissatisfaction can have important implications for performance.
Employees who feel that they have been treated badly even feel justified in stealing
from an employer; thereby helping themselves to what they see as a morally justifiable
supplement to their wages. Similarly, job dissatisfaction appears to be associated with
emotional illness and symptoms of emotional disorder (Wiener, Vardi &Muczyk,
13
1998).Armstrong (2003:240) argues that organisational citizenship behaviour (OCB)
that helps organisations to be more successful is most likely to happen when
employees are motivated, feel committed to the organisations and when their jobs give
them high levels of satisfaction. According to Newstrom &Davis (2002:208-210) job
satisfaction is a set of favorable or unfavourable feelings and emotions with which
employees view their work. It is an affective attitude, a feeling of relative like or dislike
towards something. Therefore, attitudes then consist of feelings, thoughts and intention
to act.
Management needs information on employee job satisfaction in order to make sound
decisions, both in preventing and solving employee problems (Newstrom &Davis,
2002).To get all the information about an employee, the job satisfaction survey can be
used and is also known as a morale, opinion, and attitude, or quality-of –work-life
survey. A job satisfaction survey is a procedure by which employees report their
feelings toward their jobs and work environment. Individual responses are then
combined and analysed (Newstrom &Davids 2002)
Gibson, Ivancevich &Donnelly (1997:106) argue that job satisfaction is an attitude that
individuals have about their jobs. It results from their perceptions of their jobs, based on
factors of the work environment such as the supervisor’s style, policies and procedures,
work group affiliation, working conditions and fringe benefits.
SchermerHorn (1996:164) defines job satisfaction as a degree to which an individual
feels positively or negatively about various aspects of the job.
It represents the personal meaning or perceived quality of one’s job and associated
work experiences. The important aspects of a job that can influence a person’s job
satisfaction include pay, tasks, supervision, co-workers, the work setting and
advancement opportunities.
Gibson, Ivancevich, &Donnelly (1997: 106-107) argue that job satisfaction is an attitude
that individuals have about their jobs. It results from their perceptions of their jobs,
14
based on factors of the work environment, such as the supervisor’s style, policies and
procedures, work group affiliation, working conditions and fringe benefits.
According to Robbins, Judge, Odendaal &Roodt (2009:20), job satisfaction is a
dependent variable which we define as a positive feeling about one’s job resulting from
an evaluation of its characteristics and it represents an attitude rather than behaviour.
Robbins et al. (2009:74) describes job satisfaction as a positive feeling about a job;
resulting from an evaluation of its characteristics. A person with a high level of job
satisfaction holds positive feelings about his / her job; while a dissatisfied person holds
negative feelings. When people speak of employee attitudes, they usually mean job
satisfaction.
Greenberg &Baron (2000:170) define job satisfaction as individuals’ cognitive, affective
reactions toward their jobs.
According to MoorHead &Griffin (1995:64) job satisfaction is an attitude that reflects the
extent to which an individual is gratified by or fulfilled in his / her work.
Extensive research conducted on job satisfaction has indicated that personal factors
such as an individual’s needs and aspirations determine this attitude, along with group
and organizational factors such as relationships with co-workers and supervisors and
working conditions, working policies, and compensation.
According to Luthans (2002:230), job satisfaction is a pleasurable or positive emotional
state resulting from the appraisal of one’s job. Luthans (1998:144) further argues that
job satisfaction is a specific employee attitude relating to job satisfaction and
organizational commitments are of a major interest to the field of organizational
behaviour and the practice of human resources management. Job satisfaction is a
result of employee’s perception of how well their job provides those things that are
viewed as important.
Mullins (2000:520) defines job satisfaction as more of an attitude, an internal state.
15
It could be associated with a personal feeling of achievement, either quantitative or
qualitative. Herzberg’s two-factor theory is essentially a theory of job satisfaction.
2.3 Theories of job satisfaction
Theories that give concept to job satisfaction are presented in this chapter or section.
These involve:
Herzberg’s two-factor theory
Alderfer’s ERG theory
Maslow’s hierarchy of needs
McClelland’s earned needs theory
2.3.1 Herzberg’s two-factor theory and motivating factors
Herzberg’s two- factor theory takes the view that job satisfaction results from the
presence of intrinsic motivators and that job dissatisfaction stems from not having
extrinsic factors.
Herzberg’s model basically assumes that job satisfaction is not a one-dimensional
concept and his research leads to the conclusion that two continua are needed to
interpret job satisfaction correctly(Ivancevich, Gibson, &Donnelly, 1997:133-134).These
are the factors which are related to job context, they are concerned with job
environment and extrinsic to the job itself. These factors are the “hygiene” factors
(analogous) to the medical term meaning preventive and environmental or maintenance
factors. They serve to prevent dissatisfaction.
These other set of factors are those which if present, serve to motivate the individual to
superior effort and performance. These factors are related to job context of the work
itself. They are the motivators or growth factors (Mullins 1996:494-495).
Figure 2.1 illustrates Herzberg’s theory and provides examples of motivators (intrinsic)
and hygiene (extrinsic) factors:
16
Traditional view
Dissatisfaction satisfaction
Herzberg’s view
No satisfaction satisfaction
No dissatisfaction
Dissatisfaction
Figure 2.1: Herzberg’s two-factor theory (Source: Kreitner & Kinicki (2000:188)
According to Figure 2.1traditional view is when an employee is either satisfied or
dissatisfied. Herzberg illustrates that when motivator needs are fulfilled, an employee is
satisfied but does not mean the employee is dissatisfied. With hygiene factors,a similar
situation occurs because if they are not fulfilled, an employee will be dissatisfied and
does not mean if fulfilled an employee will be satisfied.
Herzberg proposed a theoretical relationship between motivator needs, hygiene needs
and job satisfaction:
HYGIENE FACTORS
SUPERVISION
WORKING
CONDITIONS
INTERPERSONAL
RELATIONSHIPS
PAY & JOB
SECURITY
COMPANY
POLICIES
MOTIVATION FACTORS
ACHIEVEMENT
RECOGNITION
THE WORK ITSELF
RESPONSIBILITY
ADVANCEMENT
& GROWTH
17
When motivator needs are met, employees will be satisfied; when these needs
are not met, employees will not be satisfied (but also not be dissatisfied).
When hygiene needs are met, employees will not be dissatisfied; when these
needs are not met and employees will be dissatisfied (Kreitner &Kinicki
2001:188).
2.3.2 Alderfer’s ERG theory
Clayton Alderfer (1972) modified Maslow’s hierarchy of needs theory, but retained many
of its essential features (Bagraim et al., 2007:76).Alderfer’s three needs- Existence (E),
Related (R), and Growth (G), or ERG , correspond to Maslow’s hierarchy of needs in
that the existence needs are similar to Maslow’s physiological and safety categories; the
relatedness needs are similar to the belongingness, social, and love category and the
growth needs are similar to the esteem and actualization categories (Ivancevich et
al.(1997:131). These three groups of needs form a hierarchy but are not activated in
any particular order. All people have existence, relatedness and growth needs but to
different degrees (Bagraim et al., 2007:76).
Alderfer in (Bagraim et al., 2007:76) further described two forms of movement through
his hierarchy to describe which level of needs would become most important for a
person. Bagraim et al., (year) termed the movement up the hierarchy as satisfaction-
progression and movement down the hierarchy as frustration- regression and is a
concept Alderfer introduced to provide us with the insight about motivation and human
behaviour. Frustration-regression movement describes what happens when a person’s
need is frustrated at a higher level. If the satisfaction of the next level of need is
frustrated, this leads to a movement down the hierarchy and the person will attach
greater importance to the lower need level. Alderfer in (Bagraim et al., 2007: 77-78)
proposed two other concepts that are unique to ERG theory: the deficiency cycle and
the enrichment cycle. A person can become locked into a deficiency cycle at the bottom
of Alderfer’s ERG hierarchy. For example, if a person cannot satisfy his or her existence
needs, he or she will more strongly desire the satisfaction of these needs. If conditions
are tough, a person could become obsessed with satisfying these needs. This is a
deficiency cycle. A very different cycle operates at the top of the hierarchy. A person
18
that successfully satisfies his or her growth needs may begin to desire them even more.
This is enrichment. The enrichment cycle motivates a person to want to grow and
develop continually as can be seen in Figure 2.2 below.
Need frustration Need satisfaction
Growth needs
Frustrated
If satisfied
If satisfied
Relatedness
Needs frustrated
Figure 2.2: Alderfer’s ERG theory(Source: Bagraim et al., 2007:78)
2.3.3 Maslow’s needs hierarchy
Maslow’s theory assumes that a person attempts to satisfy the more basic needs
(physiological) before directing behaviour towards satisfying upper level needs (self-
actualisation).Lower order needs must be satisfied before a higher order need such as
self-actualisation begins to control a person’s behaviour. Maslow believes that a
satisfied need ceases to motivate. When a person decides that she is earning enough
pay for contributing to the organization, money loses its power to motivate(Ivancevich et
al., 1997:130).
Importance of:
Growth needs
Importance of:
Relatedness needs
Importance of:
Existence needs
19
Maslow separated the five needs into higher and lower orders. Physiological and safety
needs were described as lower- order needs and social, esteem, and self-actualisation
as higher order needs. The differentiation between the two orders was made on the
premise that higher order needs are satisfied internally (within a person), whereas lower
order needs are predominantly satisfied externally (by things such as pay, union
contracts and tenure) Robbins and Judge (2009:210). Figure 2.3 illustrate how
Maslow’s hierarchy of needs is hypothesized within every human being and there exists
a hierarchy of five needs
Figure 2.3 Maslow’s hierarchy of needs Source: Bagraim et al.,2007:75)
2.3.4 McClelland’s learned needs theory
McClelland in (Bagraim 2007:205) believes that there are two distinct faces of power,
one negative and one positive. The negative face of power is personal power, a win-
lose form of power in which the manager tends to treat others as objects to be used to
* CHALLENGING WORK
* AUTONOMY
* PROMOTION OPPORTUNITY
* OPPORTUNITY FOR CREATIVITY
(SELF-ACTUALISATION)
* prestigious job titles
*merit-based pay
*merit-based promotion
(self- esteem)
* work teams,*social functions, and* company sports (social needs)
* medical cover , *pension plans *dissability insurance and *safety Working conditions (safety needs)
* Attractive pay ,*company cafetaria and * subsidies (physiological needs)
20
get ahead. The positive face of power is social power, used to create motivation or to
accomplish group goals. The use of social power finds more favour withMcClelland.
McClelland has found that the best managers are those who have a high need for social
power coupled with a relatively low need for affiliation. McClelland believes that many
needs are acquired from the culture of a society.
Nelson &Quick in (Bagraim et al., 2007:205) mention the four power-oriented
characteristics of managers who use power successfully:
Belief in the authority system- they believe that the authority system of the
institution is important and valid, and that it is the source of their power.
Preference for work and discipline- these managers like their work, are
orderly, and have a basic value preference for the Protestant work ethic.
Altruism- they put the company and its needs before themselves and their own
needs, because they see their own well- being as integrally tied to organisational
well- being.
Belief in justice- managers who use power successfully believe that justice
should be sought above all else, allowing people to receive that to which they are
entitled and that they have earned.
According to Cook &Hunsaker (2001:469), McClelland also found the power motive to
be a reliable personality characteristic that varied from person to person. People with a
high need for power are more likely to seek out and remain in positions of authority,
while people with a low need for power do not gain satisfaction from influencing others
21
Maslow’s hierarchy of needs
Alderfer’s existence relatedness and growth(ERG) theory
Herzberg two factor theory
Physiological Existence
Hygiene factors
Safety
Love
Relatedness Motivators
Esteem Growth Self-actualization
Figure: 2.4: Relationships between Maslow’s, Alderfer’s and Herzberg’s theories
of motivation (Adapted from: (Mullins1996: 495)
The hygiene factors can be related roughly to Maslow’s lower-level needs and the
motivators to Maslow’s higher- level needs.
Proper attention to the hygiene factors will tend to prevent dissatisfaction, but does not
by itself create a positive attitude or motivation to work.
To motive workers to give off their best, the manager must give proper attention to the
motivators or growth factors.
Herzberg emphasizes that hygiene factors are not a second-class citizen system. They
are as the motivators, but for different reasons. Hygiene factors are necessary to avoid
unpleasantness at work and to deny unfair treatment. Management should never deny
people proper treatment at work. The motivators relate to what people are allowed to do
at work and they are the variables which actually motivate people (Mullins 1996:495).
2.4 Factors influencing job satisfaction
There are some doubts whether job satisfaction consists of a single dimension or a
number of separate dimensions. Some workers may be satisfied with certain aspects of
their work and dissatisfied with other aspects.It appears to be a positive correlation
between satisfaction in different areas of work. This suggests a single overall factor of
job satisfaction and it seems that there is no one general, comprehensive theory which
explains job satisfaction (Mullins 1996:522).
22
Some of the major factors which have a particular influence on job satisfaction include:
Frustration and alienation
The nature of technology
Meaningful work and the nature of supervision
Work and psychological well- being and
Stress at work
2.4.1 Frustration and alienation
Alienation refers to the detachment of the person from his or her work role. The concept
of alienation at work is associated originally with the views of Karl Marx. Marx saw the
division of labour in pursuit of profit, and exploitation by employers as a denial of the
workers’ need for self-expression. Workers become estranged from the product of their
work. Work no longer provided a satisfying experience in itself but, represented a
means of satisfying other external demands (Mullins 1996:523).
Mullins (1996:523) describes alienation in terms of four dimensions: powerlessness,
meaninglessness, isolation and self-estrangement:
Powerlessness denotes the worker’s lack of control over management policy,
immediate work process, or conditions of employment.
Meaninglessness stems from standardization and division of labour. It denotes
the inability to see the purpose of work done, or to identify with the total
production process or finished product.
Isolation is not belonging to an integrated work group or to the social work
organization, and not being guided by group norms of behaviour.
Self-estrangement is the failure to see work as an end in it or as a central life
issue. Workers experience a de-personalized detachment, and work is seen
solely as a means to an end.
2.4.2 The nature of technology
Technology relates to both the physical aspects of machines, equipment, processes
and work layout and the actual methods, systems and procedures involved in the
23
carrying out of work. Technology is therefore a major influence on the general climate of
the organization and the behaviour of people at work.
The nature of the job, the technological layout and the high level of noise restricted the
amount of social interaction and contacts that workers could have with each other. The
opportunities for interpersonal relationships were important, and when these
opportunities were missing, the workers felt deprived. The workers’ main contact with
authority was through the supervisors and this was an important factor in job
satisfaction. There was little contact with the managers and as a result relationships
with management were of little importance (Mullins 1996:524).
2.4.3 Meaningful work and the nature of supervision
According to (Mullins 1996:525) the nature and level of supervision is another factor
which can influence the satisfaction people derive from their work. Supervision involves
technical knowledge, human relations skills and co-ordination of work activities,
effective supervision is necessary for job satisfaction and for high levels of work
performance. Kind and thoughtful leader behaviour is likely to generate high worker
satisfaction. Supervisors who adopt a considerate manner towards their workers tend to
have the more highly satisfied work groups.
2.4.4 Work and psychological well- being
Mullins (1996:526) examined variations among jobs and types of work which enhances
or impair psychological well- being. Controlled experiments are carried out to change
the content of job in a direction predicted to increase employee well- being. Jobs were
designed to shift responsibilities from supervisors to teams of shop-floor workers.
Workers were given greater control over the pacing of their work, distribution of tasks
among themselves, and general organization of their time and effort.
24
2.4.5 Stress at work
There is little doubt that one of the adverse influences of job satisfaction, work
performance and productivity, and absenteeism and turnover is the incidence of stress
at work. It is a complex and dynamic concept and is a source of tension, frustration, and
can arise through a number of interrelated influences on behaviour, including the
individual, group, organizational and environmental factors (Mullins, 1996: 526
Mullins (1996:526) describes stress in human terms as any situation that is seen as
burdensome, threatening, and ambiguous or boring and is likely to induce stress. This
type of situation would normally strike the individual as deserving immediate attention or
concern and is viewed as unfortunate or annoying. There tends to be the feeling that the
situation should not exist, but because of it the person feels disappointed or annoyed
and eventually is prone to anxiety, depression, anger, hostility, inadequacy and low
frustration tolerance.
One potential major source of work stress arises from role incongruence and role
conflict. Role stress can lead to difficulties in communication and interpersonal
relationships and can have an adverse effect on morale, performance and effectiveness
at work and health.
Mullins (1996:527) suggested five organizational situations that are likely to create role
problems and therefore stress for the individual:
Responsibility for the work of others- reconciling overlapping or conflicting
objectives of groups and organisations, of groups and individuals, of self and
superiors.
Innovative functions- conflicting priorities and different psychological demands
between the routine and administrative aspects of the job and the creative side.
Integrative or boundary functions- the particularly stressful role to the co-
coordinator, link person or outside contact, perhaps due to the lack of control
over their demands or resources.
Relationship problems- difficulties with a boss, subordinates or colleagues.
25
Career uncertainty- if future career prospects become doubtful the uncertainty
can quickly become stressful and spread to affect the whole of a person’s work.
2.5 Consequences of job dissatisfaction
According to Kreitner &Kinicki (2004:177) people talk a great deal about the importance
of building employee satisfaction; they assume morale is critical to the functioning of
organisations. Job satisfaction does not influence organisations, but its effect is not
always as strong as one might expect.
The consequences of job dissatisfaction are as follows:
Organizational citizenship behaviour
Absenteeism
Withdrawal cognitions
Turnover
Perceived stress
Performance / job performance
2.5.1 Organizational citizenship behaviour
It consists of employee behaviours that are beyond the call of duty. In addition, research
demonstrated that employee’s citizenship behaviours were determined more by
leadership and characteristics of the work environment than by an employee’s
personality. It appears that, managerial behaviour significantly influences an employee’s
willingness to exhibit citizenship behaviours. This relationship is important to recognize
because employees OCB’s were positively correlated with their conscientiousness at
work, organizational commitment, and performance ratings (Kreitner &Kinicki
2004:213).
26
2.5.2 Absenteeism
Absenteeism is costly and managers are constantly on the lookout for ways to reduce it
and one recommendation has been to increase job satisfaction. If satisfaction
increases, absenteeism should decrease. Studies were done to link satisfaction and
absenteeism and the results were unlikely that the two can be linked because; the
increase in job satisfaction cannot influence absenteeism (Kreitner &Kinicki 2004:214).
2.5.3 Withdrawal cognitions
Although some people quit their jobs impulsively or in a fit of anger, most go through a
process of thinking about whether or not they should quit. Withdrawal cognition
encapsulates this though process by representing an individual’s overall thoughts and
feelings about quitting. Job satisfaction is believed to be one of the most significant
contributors. Results from this study imply that, managers can indirectly help to reduce
employee turnover by enhancing employee job satisfaction (Kreitner &Kinicki
2004:214).
2.5.4 Turnover
It is important to managers because it both disrupts organizational continuity and it is
very costly. Although there are many different things a manager can do to reduce
employee turnover; many of them revolve around attempts to improve employee’s job
satisfaction (Kreitner &Kinicki 2004:214).
Many factors from relating to individuals, either jobs, and economic conditions shape
decisions to move from one job to another. According to this conceptualization, job
dissatisfaction leads employees to think about quitting. In turn this leads to the decision
to search for another job. If the search is successful, the individual develops definite
intentions either to quit or to remain on the job. Voluntary turnoveris amodel that
scientists perceive as a complex process triggered by low job satisfaction. This leads
people to think about quitting and, then, to search for another job. Finally, they form
intentions to quit or to remain on their present jobs. At several steps in this process, the
27
probability of finding an acceptable alternative plays a role (Greenberg &Baron
2000:177-178). These steps are shown in Figure 2.5 below.
Figure 2.5: Voluntary turnover model, (Adapted from Green & Baron, 200:178)
2.5.5 Perceived stress
Stress can have very negative effects on organizational behaviour and individual’s
health. Stress is positively related to absenteeism, turnover, and coronary heart disease
and viral infections. It is hoped that managers would attempt to reduce the negative
effects of stress by improving job satisfaction (Greenberg &Baron 2004:214).
2.5.6 Job performance
One of the biggest controversies within OB research centers on the relationship
between job satisfaction and job performance. The researchers discovered that
employee job satisfaction is a key work attitude managers should consider when
attempting to their employee’s job performance. Researchers believe the relationship
between satisfaction and performance is understated due to incomplete measures of
individual levels of performance (Kreitner &Kinicki, 2004:214-215).
Gibson, Ivancevich, Donnelly &Konopaske (2003:108) warn that no manager should
conclude that personality is an unimportant factor in workplace behaviour, simply
because it is formed outside the organization. Gibson et al., (2003:108) define
personality as being “a relatively stable set of characteristics, tendencies and
Job
satisfaction
Thoughts of
quitting
Intention to
search for
new job
Intention to
quit or stay Action quit
or stays
Thoughts of
quitting
Probability of finding
an acceptable
alternative job
28
temperaments that have been significantly formed by inheritance and by social, cultural
and environmental factors”.
Cultural forces
Hereditary forces
Social class and other
group membership
forces
Family
Relationships forces
Figure: 2.6: Forces influencing personality (Source: Gibson et al., 2003:109)
Figure2.6 shows that four major forces, namely cultural forces, heredity forces, family
relationship forces, and social class and other group membership forces influence an
individual’s personality, which makes a person unique or different.
Bergh &Theron (2006:475) mention that a person’s core evaluations, based on traits of
self- esteem, neuroticism, focus of control and self – efficacy, influence the level of work
satisfaction experienced. It is said that people with an internal locus of control and high
levels of self- efficacy experience more job satisfaction and general life satisfaction,
because they feel enabled to manipulate their environments and therefore possibly feel
more intrinsically responsible for creating their own job satisfaction.
Bergh &Theron (2006) mention that a meaningful job is an important factor of job
satisfaction and a job should include a fair amount of variety, freedom, the use of one’s
skills and abilities, and the receipt of feedback on one’s job. The authors state that a job
The individual’s
Personality
29
should be moderately challenging; if it is too challenging it will cause frustration and
feelings of failure, and if it is not challenging enough, a person will become bored.
2.6 Measuring job satisfaction
According to Greenberg &Baron (2000:172) people have many different attitudes
towards various aspects of their jobs, which are not as easy to assess as you might
think. You cannot directly observe an attitude, after all, and you cannot accurately point
in for its existence based on people’s behaviour. So, for the most part we must rely on
what people tell us to determine their attitudes.
Greenberg &Baron (2000:172) further state that people generally are not open about
this subject and they keep much of what they feel to themselves. Sometimes our
attitudes are so complex and it is difficult to express them in any coherent fashion even
if we are willing to do so. Social scientists have worked hard to develop reliable and
valid instruments designed to systematically measure job satisfaction.
Luthans (1998:144) suggested that there are five job dimensions that represent the
most important characteristics of a job about which people have affective responses.
These are work itself, pay, promotions, supervision and working conditions.
2.6.1 Work itself
The content of the work itself is a major source of satisfaction. Some of the most
important ingredients of a satisfying job uncovered by surveys include interesting and
challenging work, work that is not boring, and a job that provide status(Luthans
1998:145).
2.6.2 Pay
Wages and salaries are recognized to be a significant but cognitively complex and
multi-dimensional factor in job satisfaction. Money not only helps people attain their
basic needs but is instrumental in providing upper level need satisfaction. Employees
often see their contributions to the organization (Luthans 1998:145).
30
2.6.3 Promotions
Promotional opportunities seem to have a varying effect on job satisfaction. This is
because promotions take a number of different forms and have a variety of
accompanying rewards i.e. individuals who are promoted on the basis of performance.
This helps us to understand or explain why executive promotions may be more
satisfying than promotions that occur at the lower level of organisations(Luthans
1998:145).
2.6.4 Supervision
It is another moderately important source of job satisfaction. It can be said that there
seem to be two dimensions of supervisory styles that affect job satisfaction. One is
employee centeredness, which is measured by the degree to which a supervisor takes
a personal interest in the employee’s welfare. It commonly is manifested in ways such
as checking to see how well the subordinate is doing, providing advice and assistance
to the individual and communicating with the worker on a personal as well as an official
level. The other dimension is participation or influence as illustrated by managers who
allow their people to participate in decisions that affect their own jobs. In most cases this
approach leads to higher job satisfaction (Luthans 1998:146).
2.6.5 Working conditions
They have a modest effect on job satisfaction. It the working conditions are good (clean,
attractive surroundings); the personnel will find it easier to carry out their jobs. If the
working conditions are poor (hot, noisy surroundings), personnel will find it more difficult
to get things done. The effect of working conditions on job satisfaction is similar to that
of the work group. If things are good, there may or may not be a job satisfaction
problem; if things are poor, there very likely will be. When there are complaints about
working conditions, these sometimes are really nothing more than manifestations of
other problems (Luthans 1998:146).
31
2.7 Several useful techniques
Rating scales or questionnaires
Critical incidents and interviews
Milton (1981: 159) states that it is important to measure job satisfaction to understand
the source of satisfaction and dissatisfaction andto learn what areas of the workplace
workers are satisfied with or dissatisfied with It is also important to understand the
satisfaction performance relationship, understand the relationship between
dissatisfaction and training, absenteeism, turnover and other possible consequences of
dissatisfaction.
2.7.1 Rating scale and questionnaires
These are most used common approaches to measure or in measuring job satisfaction
and it involves questionnaires in which highly specialized rating scales are completed.
Using this method, people answer questions, thereby allowing them to report their
reactions to their jobs (Greenberg &Baron 2000:172).
One of the most popular questionnaires is the Job Descriptive Index (JDI), in which
people indicate whether each of the several adjectives describes a particular aspect
their work. Questions on the JDI deal with five (5) distinct aspects of jobs such as work
itself, pay,promotional opportunities,supervision and people.
Another widely used measure, the Minnesota Satisfaction Questionnaire (MSQ), uses a
different approach. In this scale, people rate the extent to which they are satisfied or
dissatisfied with various aspects of their jobs. For example pay and chances for
advancement). Higher scores reflect higher degrees of job satisfaction(Greenberg
&Baron, 200:173). According to (Siegel &Lane 1987:426) MSQ rating uses five point
scales ranging from very dissatisfied, neutral to very satisfied and the intrinsic and
extrinsic components of job satisfaction are measured.
The way I feel in my present job
Very dissatisfied
Dissatisfied Neutral Satisfied Very Satisfied
32
Being able to keep busy all the time
Afforded an opportunity to on my own
The way steady employment is provided
Working conditions
Figure 2.7: Minnesota satisfaction questionnaire (Source: Siegel &Lane, 1987:428)
Advantages of rating scales and questionnaires are that they can be completed quickly
and efficiently by many people and when the same questionnaire is already been
administered to thousands of individuals, average scores for people in many kinds of
jobs and types of organisations become available.
This allows the scores of people in a given company to be compared with these
averages and measures of relative satisfaction to be obtained.
2.7.2 Critical Incidents Technique (C.I.T)
It is the second procedure for assessing job satisfaction in which individuals describe
events relating to their work they found to be especially satisfying or dissatisfying. Their
replies then are examined to uncover underlying themes i.e. if many employees
mentioned on the job situations in which supervisors treated them rudely or praised
supervisors for sensitivity during a difficult period, this suggests that supervisory style
plays an important role in their job satisfaction (Baron &Greenberg 2000:173-174).
2.7.3 Interviews
In this type of procedure, job satisfaction is measured by carefully interviewing
employees in face to face sessions (Greenberg &Baron 1997:181). Siegel &Lane
1987:429) explain interviews are not frequently used due to the high cost and
generation of subjective information that is difficult to interpret.
33
After carefully analyzing the different ways of measuring job satisfaction, and
considering the pros and cons of using one of these ways, the researcher opted to use
questionnaires as a means of data gathering or collection instrument or tool for job
satisfaction because other methods are expensive and are more time-consuming as
compared to questionnaires.
2.8 The causes of job satisfaction
There are five predominant models of job satisfaction focused on different causes. They
are needs fulfillment, discrepancies, value attainment, equity, and dispositional / genetic
components.
2.8.1 Needs fulfillment
These models propose that, satisfaction is determined by the extent to which the
characteristics of a job allow an individual to fulfill his/her needs. Although these models
generated a great degree of controversy, it is generally accepted that needs fulfillment
is correlated with job satisfaction (Kreitner & Kinicki, 2004: 210-211).
2.8.2 Discrepancies
These models propose that satisfaction is a result of met expectations. Met
expectations represent the difference between what an individual expects to receive
from a job such as good pay and promotional opportunities, and what he / she actually
receives.When expectations are greater than what is received, a person will be
dissatisfied.
In contrast, this model predicts the individual will be satisfied when he/she attains
outcomes above and beyond expectations (Kreitner &Kinicki, 2004:211).
2.8.3 Value attainment
The idea underlying value attainment is that, satisfaction results from the perception that
a job allows for fulfillment of an individual’s important work values. In general, research
consistently supports the prediction that value fulfillment is positively related to job
satisfaction. Managers can thus enhance employee satisfaction by structuring the work
34
environment and its associated rewards and recognition to reinforce employee’s values
(Kreitner &Kinicki, 2004:211).
2.8.4 Equity
In this model, satisfaction is a function of how fairly an individual is treated at work.
Satisfaction results from one’s perception that work outcomes, relative to inputs,
compare favourably with a significant other’s outcomes / inputs (Kreitner& Kinicki,
2004:211).
2.8.5 Dispositional / Genetic components
Have you noticed that some of your friends appeared to be satisfied across a variety of
job circumstances; whereas others always seem dissatisfied? This model of satisfaction
attempts to explain this pattern specifically.The dispositional / generic model is based
on the belief that job satisfaction is partly a function of both personal traits and
generically/generic factors. As such, this model implies that stable individual differences
are just as important in explaining job satisfaction as are characteristics of the work
environment.
Although only a few studies have tested these propositions, results support a positive,
significant relationship between personal traits and job satisfaction over time periods
ranging from two to 50 years. Generic factors were found to significantly predict life
satisfaction (Kreitner &Kinicki, 2004:211-212).
2.9 Strategies to improve job satisfaction
Various strategies to improve job satisfaction are as follows:
Set new challenges for your employees: if you reveal that an employee isstuck in a
job because of lack of education or a downturn in the economy, it does not mean his
or her work has become drudgery. With a little imagination, he/she can create new
challenges and make the best of the job he/shehas. Here are some ideas for helping
him /her in this situation.
35
Improve job skills: let employee imagining himself / herself in dream job;
the employee might envision himself as an excellent project manager- a
confident communicator and a highly organized person
Let the employee develop his/her own project. TheEmployee can take on
a project that can motivate him and give him a sense of control. Start
small, such as organising a work related celebration, before moving on to
larger goals.
Let the employee mentor a co-worker: Once an employee mastered a job,
he may find it becoming routine. Helping a new co-worker or an intern
advance his her skills can restore the challenge and the satisfaction he or
she desires.
zeniresearch.org.in/(2012)
Match employee abilities with responsibilities: if employee’s abilities may not
match his responsibilities, the job becomes boring. Following are some
suggestions:
Break up the monotony: Take advantage of the work breaks. Read, listen to
music and go for a walk. Even write anemail.
Cross – training: if the work consists of repetitive tasks, such as entering data
or working on an assembly line, talk with the boss about training for different
tasks to fight boredom.
Volunteer for something different: if an employee hears that his company is
launching a new project, he can volunteer for the work team.
Growth opportunities: providing employees better growth opportunities is very
important as far as understanding their abilities are
concerned.zeniresearch.org.in/2012
Keep your employees always positive: inculcate positive thinking in your
employees to reframe their thought process about their job. Changing your
attitude about work will not necessarily happen overnight or increase the job
satisfaction overnight. Following are some techniques:
36
Stop negative thoughts: pay attention to the messages an employee gives
himself. When he catches himself thinking his job is terrible, stop the
thought in its tracks.
Put thingsin perspective: remember everyone encounters good days and
bad days on the job.
Look for the silver lining: reframing can help an employee find the good in
a bad situation. For example; an employee receives a less than perfect
performance appraisal and his boss warns him to improve or move to
another job. Instead of taking it personally or looking for another job right
away, look for the silver lining. The silver lining may be attending
continuing education classes or working closely with a performance coach
and having the satisfaction of showing the boss that you are capable of
change.zeniresearch.org.in/2012
Energize employees: the power of recognition
There is more than enough research to show people are more motivated by
recognition than money. Especially the young blood (generation) with lower
experience as they are already very energetic and dynamic. Cultivating and
motivating them through “recognition” enhance their job satisfaction reduces
attrition rates. It can be provided by the following means;
Increasing their roles and participation
Involving them in decision making process
Empathize with employees and;
Providing succession and career planning opportunities
zeniresearch.org.in/2012
Empower people around us
The three general rules for a boss empowering the people around are
appreciation, approval, and attention. The boss has to voice his or her thanks
and gratitude to others on every occasion. He/ she must praise them for every
accomplishment and pay close attention to them when they talk and want to
interact with their boss. These three behaviours alone will make a boss a master
37
of human interaction and will greatly empower the people around
us.zeniresearch.org.in/2012
Proper management style
The relationship between the manager and subordinates is a very critical one; if
the manager or supervisors are disrespectful or unconcerned about their
subordinate’s emotions, the job satisfaction level is always going to be low, no
matter what the other instrumental factors are. Nobody likes discriminatory
treatment, insulting remarks or overly authoritative behaviour. Employees should
feel at ease in the workplace, therefore the supervision should not unnecessarily
break the comfort level. zeniresearch.org.in/2012
A good salary package can cancel out various minor issues
Probably the most influential factor in job satisfaction is the remuneration one
gets for his job; a reasonable pay will compensate for many hitches, for example
workload, overtime or even a stressful job. Job satisfaction is directly related to
remuneration packages and dissatisfaction mostly come up when a worker feels
that he is not being appropriately compensated for the work he/she is doing for
the company. zeniresearch.org.in/2012
Design jobs that motivate
There are five factors of job design that typically contribute to people’s enjoyment
of a job which leads to job satisfaction:
Skill variety: increasing the number of skills that individuals use while
performing work.
Task identity: enabling people to perform a job from start to finish.
Task significance: providing work that has a direct impact on the
organization or its stakeholders.
Communicate the results of people’s work.zeniresearch.org.in/2012
38
2.10 Conclusion
In Chapter Two the researcher explored the importance of job satisfaction, factors
affecting job satisfaction, consequences of job satisfaction and dissatisfaction,
measuring instruments of job satisfaction and the strategies for improving job
satisfaction. Some organisations having stated the importance of human resources
managementin an organization still pay less attention to the importance of job
satisfaction. Job satisfaction is being determined by how outcomes meet or exceed
expectations. This chapter also discussed reasons of employee’s dissatisfaction and the
ways for improving job satisfaction which ultimately lead to vibrant growth of an
organization by keeping the experienced, trained, talented and skilled employees with a
company to achieve a competitive environment in today’s globally competitive era of
business.
The next chapter which is chapter Three will discuss in detail the research methodology
that will be used.
39
CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
In Chapter 2, job satisfaction theories, factors influencing job satisfaction, motivational
factors, measuring instruments and strategies were discussed.
In this chapter, the researcher will outline method(s) that can be used to collect data.
3.2 Method of data collection
The are several methods which can be used for collecting data; namely questionnaires,
interviews, observation, records and experiments (Treece &Treece, 1982:190).In this
survey, a positivistic methodology is when a sample is drawn from a population and
studied to make inferences about a population (Collis &Hussey, 2003:66). The
researcher chose to use questionnaires as a method to ask the survey questions as it is
less expensive and the writer wanted the respondents to remain anonymous so that
they respond with ease to the questions posed to them.
According to Treece &Treece (1982:228) questionnaire study has advantages and
disadvantages;
3.3.1 Advantages of questionnaire
Questionnaire can be useful if you want to investigate or observe a literate group of the
population
It is a rapid and efficient method of gathering information
It is inexpensive to conduct
The researcher is able to gather information from a widely distributed sample
Respondents remain anonymous and this makes them free to divulge
confidential information
The advantage of using these types of questions is that, values can be assigned
to the different responses.
40
3.3.2 Disadvantages of questionnaires
A very long questionnaire can waste the participant’s time or they can end-up submitting
an incomplete questionnaire due to its length.
The instrument is unable to probe a topic without becoming lengthy
A respondent may walk out or disregard any item he/she chooses without giving
an explanation
The amount of information that can be gathered is limited by the respondent’s
available time. Usually respondents do not take more than 25 minutes to answer
a questionnaire
The researcher cannot observe the respondent’s nonverbal clues
Some items may be misunderstood (Treece &Treece, 1982:228).
3.4 Construction of questionnaires
According to Leedy &Ormrod (2001:202) questionnaires can be constructed by
following these guidelines:
Keep it short
Use simple, clear, unambiguous language
Word your questions in ways that do not give clues about preferred or more
desirable responses
Keep respondent’s task simple
Conduct a pilot study
According to Collis &Hussey (2003:173) questionnaires are associated with both
positivistic and phenomenological methodologies. A positivistic approach suggests that
closed questions should be used, whereas a phenomenological approach suggests
open- ended questions. The questions in the questionnaire were constructed in the
same format as those in the previous chapters and the questions discussed in Chapter
Two seek to know whether those questions are widespread at the selected institutions.
Therefore, respondents were asked to respond to close- ended questions which were
mostly asked in this study. According to Treece &Treece (1982:230) closed – ended
questions are those in which the respondent’s answers are limited to the choices
offered to them.
41
The resultant questionnaire is attached as Appendix A. The questionnaire was divided
into six (6) sections. The sections were designed as follows:
Section A : Demographic information
Section B: Personality job fit
Section C: Job context (intrinsic)
Section D: Job context (extrinsic)
Section E: Organisational environment
Section F: Macro environment
Section A required the respondents to give personal information such as gender, age,
race, work experience and current position. Each question had provided limited answer
options where the respondent had to write the correct answer in the block provided.
Section B, C, D, E and F were developed on a Likert type scale where employees had
to indicate the extent to which they agreed with each question. Likert scale varied from
“Strongly Agree”, “Agree”, to “Uncertain”, “Disagree”, and Strongly Disagree”. All the
questions were formulated in a fair and positive manner.
3.4.1 Demographic information
It is mostly used to describe the personality traits (characteristics) of respondents in a
survey.
3.4.2 Age
Respondents had to indicate as to which age brackets they belong to. This information
could be indicated by number of years these officers served in their respective positions
and to determine which generation dominated in the institution in terms of age and
experience. It could indicate which age group seemed to be more satisfied or
dissatisfied in their jobs.
3.4.3 Gender
The respondents were required to indicate their genders and this was done to
determine how many male and female, warrant officers and constables were
represented in Crime Intelligence, Protection and Security Services (SAPS) King
42
William’s Town(KWT) and whether the respondents were representative of both
genders.
3.4.4 Race
The information provided in terms of whether all racial groups were adequately
represented by the sample and to provide information as to unsatisfactory was
experienced or limited to one or more racial groups.
3.4.5 Work experience
The respondent’s years in the same job were recorded as from between eight to 19 in
one posts.
3.4.6 Section B: Personality job fit
According to George &Jones (1999:86) personality is an important factor affecting job
satisfaction. Questions were asked to respondents in this section and the Likert scale
was used to measure the responses and three (3) questions were asked in this section.
3.4.7 Section C: Job context (intrinsic)
The job context refers to motivational factors as described by Herzberg in his two-factor
theory. In this section, 11 questions were asked in terms or concerning job context. The
questions were based more on promotion, workload, personal and professional growth,
feedback on performance, job expectations, opportunities and recognition. The Likert
scale was used to measure the respondent’s responses in terms of job context
(intrinsic).
3.4.8 Section D: Job content factors (extrinsic)
Two-factor theories by Herzberg were described in Chapter Two above and hygiene
factors are job context factors. Hygiene factors can cause dissatisfaction if not
addressed properly. Herzberg viewed these factors as they can bring an employee to a
state of zero motivation and in this state an employee is either satisfied or dissatisfied.
Likert scale questions were constructed as it was the case with Section B & C above.
43
The questions in this section were based more on general working conditions,
remuneration, and rotation of staff, co-workers interaction, salary increases, promotion
system, appraisals, current position and training programmes. It required a qualitative
approach to analyze it. There were 16 questions constructed for respondents in this
section.
3.4.9 Section E: Organisational environment
It dealt with the factors that affected the job satisfaction of employees in the
organization and five 5 questions were asked to measure the levels to which it affected
the employee’s satisfaction in the organization.
3.4.10 Section F: Macro environment
This section dealt with the factors that are out of the organization but had a direct
impact in the organization. These factors were political factors, physical and
technological factors that can affect the levels of job satisfaction of warrant officers and
constables. In this section, seven questions were constructed for respondents.
3.5 Presentation of data
Leedy (1997:287) states that it is imperative for data to be presented as evidence for
the conclusions to be drawn. Some of the ways of presenting data are charts; graphs;
statistical summaries and tables. Treece &Treece (1982:307) further state that, the data
must be presented in a visual form that demonstrates whether the hypothesis was
accepted or rejected. In this study the researcher wanted to evaluate and compare the
levels of job satisfaction shown by warrant officers and constables in the Buffalo City
metropolitan area. Data collected for the study purposes were presented and the
researcher gave the explanation of the presentation.
3.5.1 Presentation of the data for warrant officers and constables
Of the 15 questionnaires that were sent out, six of them were completed by warrant
officers and another six of the constables responded. This translated to 40% responses
44
from warrant officers and 40% from constables. This was regarded as sufficient for the
purpose of the study.
3.6 The pilot study
Collis &Hussey (2003:175) are of the opinion that, it is essential that you pilot or test
your questionnaire as fully as possible before distributing it. The researcher opted to
use the clerks at his place of work to test the study and the colleagues took the roles of
respondents even if they were not familiar with the whole study. The members, who
were utilized when we tested the study, were automatically excluded from responding to
the final questionnaires to avoid duplication of the roles.
3.7 Validity and reliability of the questionnaire
3.7.1 Validity
It can also be explained as an outcome that you get when you are doing an experiment
and the results are valid for the particular experiment.
According to Dooley (1984:51) validity refers to whether a test measures what it is
supposed to measure, i.e. stepping on the bathroom scales and reading the indicated
number could be regarded as a valid measure of weight. But this procedure would not
be regarded as a valid measure of intelligence or social skills. This validity is not
inherent in a measure but is a function of the fit of a measure and its label.
3.7.2 Reliability
It refers to the consistency of a measure and if there is good agreement between
parallel forms or between different raters using a measure For example,if two friends
measured your height using the same yardstick on the same occasion; you expect them
to arrive nearly at the same result (Dooley 1984:51).
3.8 Sampling
According to Marshall &Rossman (1999:69), when the focus of the study is on a
particular population, the researcher should present a strategy for sampling that
45
population. Reaves (1992:94) states thatasample is a smaller group of unit chosen from
the population that you actually decide to study, or measure, and the study focused on
two units such as warrant officers and constables. Warrant officers and constables were
randomly selected using purposive sampling style.
3.9 Sample size and selection
Sampling was conducted with 15 individuals and as a result of a number of sections at
Crime Intelligence, Protection and Security Services in King William’s Town at the
Buffalo City Metropolitan municipality area, the author decided it was best to get
participation from employees from all the other sections.
3.10 Collection of data
On completion of the questionnaires, the researcher distributed them to participants by
hand as the participants were in the same premises as the researcher. The participants
were asked to complete the questionnaires and return them to the researcher.
3.11 Capturing and editing of data
All the received questionnaires were captured into a spreadsheet document. The
spreadsheets were into four categories. This information was used to generate bar
graphs/ charts for analysis.
3.12 Analysis of data
The analysis of the graphs from the results is covered in Chapter Four of this study.
A total of 15 questionnaires were distributed to participants and response rate for survey
was shown in Table 3.1.
Table 3.1: (Analysis of data)
Total Questionnaires Total Response Response Rate
15 12 80%
The participants that did not respond were only three.
46
3.13 Conclusion
In this chapter a questionnaire was used as a method of data collection in this study.
The questionnaire was constructed according to the information gathered from the
previouschapters. A manner of distribution of the questionnaires to the respondents
namely, warrants officers and constables in the Buffalo City metropolitan area were also
identified. It has been found that productivity leads to satisfaction and dissatisfied
employees tend to stay away from work more than their counterparts (satisfied)
employees.
In the next chapter, the results of the study will be presented and interpreted.
47
CHAPTER 4: ANALYSIS AND INTERPRETATION OF DATA
4.1 Introduction
In Chapter Three the researcher dealt with the construction of the questionnaire and in
this chapter the researcher is concerned with the interpretation of the presented data.
The results from the empirical study are presented and analysed. According to Treece &
Treece (1982:307) state that data can be presented in a number of ways namely;
charts, tables, graphs and statistical summaries and have to be in a visual form to
demonstrate whether the hypothesis was accepted or rejected. The aim of the study
was to evaluate levels of job satisfaction experienced by employees at Crime
Intelligence, Protection and Security Services in King William’s Town. According to
Creswell &Clark (2007:133) presenting qualitative research results may involve a
discussion of the evidence for the themes or categories as well as a presentation of
figures that depict the physical setting of the study. A total of 15 questionnaires were
distributed to respondents and 12 were returned which response rate represented 80
per cent and was sufficient for the purpose of this study.
The results drawn from the questionnaire in Section A will be analysed and interpreted.
4.2 Analysis of demographic information
The purpose of Section A was to collect demographic information of the respondents to
describe the characteristics of the respondents in this study. This section is categorized
in terms of age, years in the service, gender and race.
4.2.1 Age
Question 2 of Section A required of the respondents to indicate their age group.One
respondent fell in the age bracket of 26-30 years, five respondents were in the bracket
of 31-40 years and six respondents indicated that they fell in the age bracket of 41-50
years as can be seen in Table 4.1 below.
48
Table 4.1: Responses in terms of Age
AGE RESPONSE
20-31 yrs. 1 (8.5%)
31-40YRS 5 (41.5)
41-50YRS 6 (50%)
The researcher isusing the columns and graphs to analyse and interpret data
Figure 4.1: Responses in terms of age
4.2.2 Years in the service
Question 3 of Section A required the respondents to state their number of years in the
service serving the institution or organisation. Six (6) (50%) of the respondents were
more than ten years in the service and the other six (6) (50%) of the respondents were
between 8-10 years of service. It was evident from the equal response received from
the respondent’s thatall the respondents had more than five(5) years of service and
that means they are an experienced group(s).
1
56
0
5
10
15
20-31 yrs 31-40YRS 41-50YRS
No
of
resp
on
de
nts
Section A: Question 2(Age)
49
Table 4.2: shows response with regard to years of service.
Years of service Response
more than 10 yrs. 6 (50%)
Figure 4.2: Responses in terms of service
4.2.3 Gender
Gender in terms of Section A Question 5 required the respondents to indicate the
gender of 12 respondents and was found that ten(10) (83.5%)were males and two (2)
(16.5%) were females.
Table 4.3: Response in terms of gender
GENDER RESPONSE
MALE 10 (83.5%)
FEMALE 2 (16.5%)
Figure 4.3 Responses in regard to gender
6 6
0
1
2
3
4
5
6
7
5-10 yrs more than 10 yrs
NO
OF
RES
PO
ND
ENTS
Section A: Question 3response with regard to years of
service
50
4.2.4 Race
In this part of SectionA in Question 6, the respondents are required to indicate their race
and the results are shown below;
Table 4.4: response in terms of Race
Race Response
Asian 1 (8.5%)
BLACK 8 (66.5%)
COLOURED 2 (16.5%)
WHITE 1 (8.5%)
Figure 4.4: response with regard to race
10
2
0
2
4
6
8
10
12
MALE FEMALE
NO
OF
RES
PO
ND
ENTS
Section A: Question 5(Gender)
51
It is evident as presented above that, the majority of warrant officers and constables
eight (8) (66.5%) were blacks. Coloureds were also represented with two (2) (16.5%)
respondents and Asians one (1) (8.5%) and whites represented with one (1) (8.5%)
respondent respectively.
4.3 Qualitative analysis of data
Sections on the questionnaire are categorized into the following ways:
Section B focused on the personality-job fit
Section C based on the job content
Section D focused on the job context
Section E : organisational environment
Section F of the questionnaire focused on the macro environment
4.4 Personality job fit (Section B)
Gibson, Ivancevich, Donnelly &Konopaske (2003:108) warn that no manager should
conclude that personality is an unimportant factor in workplace behaviour simply
because it is formed outside the organization. Gibson et al. (2003:108) define
personality as being “a relatively stable set of characteristics, tendencies and
1
8
2
1
0
1
2
3
4
5
6
7
8
9
Asian BLACK COLOURED WHITE
no
of
resp
on
de
nts
Section A:Question 6Race
52
temperaments that have been significantly formed by inheritance and by social, cultural
and environmental factors”. Newstrom &Davis (2002:208-210) state that job
satisfaction is a set of favourable feelings and emotions with which employees view
their work. It is an affective work. It is an affective attitude, a feeling of relative like or
dislike towards something. Therefore, attitudes consist of feelings, thoughts and
intention to act.
Table 4.5 Personality job fit
Strongly
agree
Agree Uncertain Disagree Strongly
disagree
1. I believe there is a good link
between my job and my
personality
4
(33.5%)
5
(41.5%)
2
(16.5%)
1
(8.5%)
0
(0%)
2. I believe I have personality
traits that helps me cope with
my job
4
(33.5%)
5
(41.5%)
2
(41.5%)
0
(0%)
1
(8.5%)
3. It is very important to
personally do my work
8
(66.5%)
4
(33.5%)
0
(0%)
0
(0%)
0
(0%)
In this part of Section B, the respondents showed that their personalities fit with their
jobs as the majority strongly agreed and agreed that their personalities do fit their jobs.
Only one respondent strongly disagree to the fact that his/her personality and the job is
a good match and the other respondent also disagreed that he/she had a necessary
personality to fit with the job. Two of the respondents were uncertain whether their
personalities do fit with their jobs. It can be concluded from these findings that the
people employed by the institution are suitable candidates to occupy these posts and
the results are demonstrated in terms of graphs (See Figure 4.5 below).
Job personality fit responses to question 2 of section B
53
4.5 Job context (SECTION C)
Herzberg’s model basically assumes that job satisfaction is not a one-dimensional
concept and his research leads to the conclusion that two continua are needed to
interpret job satisfaction correctly (Ivancevich, et al., 1997). These are the factors which
are related to job context; they are concerned with job environment and extrinsic to the
job itself. These factors are the “hygiene” factors (analogous) to the medical term
meaning preventive and environmental or maintenance factors. They serve to prevent
dissatisfaction. These factors include promotion, recognition, opportunities,
expectations, work load and growth. Robbins (2001:22) stresses the importance of a
meaningful, intrinsically rewarding and challenging job.
4
5
2
0
1
0
1
2
3
4
5
6
stronglyagree
agree uncertain disagree stronglydisagree
no
of
res
po
nd
en
tsSection B: Question 2Personality and job fit
54
The results are shown below as Table 4.6
Table 4.6: (Insert caption)
Strongly
agree
Agree Uncertain Disagre
e
Strongly
disagree
1. Freedom to use my
own judgments
1
(8.5%)
4
(33.5%)
3
(25%)
2
(16.5%)
2
(16.5%)
2. The chance to use my
own discretion on the
job
3
(25%)
3
(25%)
1
(8.5%)
3
(25%)
2
(16.5%)
3. The way my co-
workers get along with
each other
0
(0%)
3
(25%)
5
(41.5%)
2
(16.5%)
2
(16.5%)
4. The chance to do
different things from
time to time
1
(8.5%)
6
(50%)
2
(16.5%)
0
(0%)
3
(25%)
5. The way company
policies are put into
practice
0
(0%)
4
(33.5%)
5
(41.5%)
2
(16.5%)
1
(8.5%)
6. The chances for
advancement on this
job
1
(8.5%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
1
(8.5%)
7. My job provides steady
employment
3
(25%)
5
(41.5%)
3
(25%)
0
(0%)
1
(8.5%)
8. I am satisfied with my
chances of promotion
2
(16.5%)
0
(0%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
9. I receive recognition for
my efforts
1
(8.5%)
0
(0%)
3
(25%)
5
(41.5%)
3
(25%)
10. The feeling of
accomplishment I get
from the job
1
(8.5%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
1
(8.5%)
11. There are opportunities
for growth in this
institution
0
(0%)
2
(16.5%)
3
(25%)
3
(25%)
4
(33.5%)
55
Figure 4.6 responses to question 9 (section C – JOB CONTENT (INTRINSIC)
4.6 Job content (Section C)
In Question one it was evident from the people agreed that they were afforded the
opportunity to use their own judgments when it comes to job content (intrinsic). In
Question 2 the respondents were able to use their own discretion on the job as
respondents strongly agreed and agreed with Question two and the other 2 respondents
also disagreed with the statement. In Question 4 (Chance to do different things from
time to time) six (6) respondents agreed through their responses that they are given
chances from time to time. Question (steady employment) 5 respondents agreed with
the statements and in Question 10 the feeling of accomplishment from the job was
recorded with four respondents agreeing to that statement.
1
0
3
5
3
0
1
2
3
4
5
6
strongly agree agree uncertain disagree stronglydisagree
no
of
resp
on
den
ts
Section C: Job contentQuestion 9
56
4.7 Uncertain response to Section C
The way my co-workers get along with each other (Question 3) of the questionnaire
recorded that five respondents were uncertain whether the co-workers get along with
each other. In Question 5 the respondents were uncertain as whether the company
policies are put into practice and in Question 6 the respondents were uncertain about
their chances of advancement on the job and the feeling of accomplishment they get
from the job and of the respondents , four (4) are uncertain about this statement.
Figure 4.7: Responses to Question 5 (Section C- job content)
4.8 Negative responses to Section C
Question 8 (chances of promotion), Question 9 (the recognition for efforts) and Question
11 (the opportunities for growth in this institution) received more responses towards
disagree and strongly disagree and Question 2 (chances to use my discretion) and the
respondent’s responses (3) disagreed with the statement.
0
3
0
6
3
0
1
2
3
4
5
6
7
stronglyagree
agree uncertain disagree stronglyagree
no
of re
sp
on
de
nts
section c: job contextquestion 5
57
4.8.1 Nature of the job (Section C job context)
This section of the study provide an information on how the participants feel about
his/her job and how is being acknowledged by the management.
Table 4:7 Job context factors affecting intrinsic motivation and thus job
satisfaction.
Strongly
Agree
Agree Uncertain Disagree Strongly
disagree
1. Freedom to use my
own judgments
1
(8.5%)
4
(33.5%)
3
(25%)
2
(16.5%)
2
(16.5%)
2. The chance to use my
own discretion on the
job
3
(25%)
3
(25%)
1
(8.5%)
3
(25%)
2
(16.5%)
3. The way my co-
workers get along with
each other
0
(0%)
3
(25%)
5
(41.5%)
2
(16.5%)
2
(16.5%)
4. The chance to do
different things from
time to time
1
(8.5%)
6
(50%)
2
(16.5%)
0
(0%)
3
(25%)
5. The way company
policies are put into
practice
0
(0%)
4
(33.5%)
5
(41.5%)
2
(16.5%)
1
(8.5%)
6. The chances for
advancement on this
job
1
(8.5%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
1
(8.5%)
7. My job provides steady
employment
3
(25%)
5
(41.5%)
3
(25%)
0
(0%)
1
(8.5%)
8. I am satisfied with my
chances of promotion
2
(16.5%)
0
(0%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
9. I receive recognition for
my efforts
1
0
3
5
3
58
(8.5%) (0%) (25%) (33.5%) (25%0
10. The feeling of
accomplishment I get
from the job
1
(8.5%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
1
(8.5%)
11. There are opportunities
for growth in this
institution
0
(0%)
2
(16.5%)
3
(25%)
3
(25%)
4
(33.5%)
Figure 4.8: Question 9 responses to Section C- job content
4.9 Section D: Job context (extrinsic)
Extrinsic factors have a modest effect on job satisfaction. If the working areais good
(clean, attractive surroundings); the personnel will find it easier to carry out their jobs. If
the working conditions are poor (hot, noisy surroundings), personnel will find it more
difficult to get things done. The effect of working conditions on job satisfaction is similar
to that of the work group. If things are good, there may or may not be a job satisfaction
problem; if things are poor, there very likely will be. When there are complaints about
working conditions, these sometimes are really nothing more than manifestations of
other problems (Luthans 1998:146).
1
0
3
5
3
0
1
2
3
4
5
6
Strongly Agree Agree Uncertain Disagree StronglyDisagree
no
of
res
po
nd
en
ts
Section C: Negative responseQuestion 9
59
4.9.1 Section D: Job context (extrinsic)
Job context factors are extrinsic to the job itself and related to the job environment itself
and related to the job environment; they lead to job dissatisfaction.
Table 4.8: Job context: Section D
Strongly
Agree
Agree Uncertain Disagree Strongly
disagree
1. The working conditions
are good
1
(8.5%)
4
(33.5%)
3
(25%)
4
(33.5%)
0
(0%)
2. The praise I get for doing
a good job
2
(16.5%)
2
(16.5%)
2
(16.5%)
4
(33.5%)
2
(16.5%)
3. The competence of my
Manager in making
decisions
0
(0%)
5
(41.5%)
2
(16.5%)
3
(25%)
2
(16.5%)
4. The way my boss handle
his or her subordinates
0
(0%)
4
(33.5%)
1
(8.5%)
3
(25%)
4
(33.5%)
5. The chance to work
independently on the job
1
(8.5%)
3
(25%)
4
(33.5%)
2
(16.5%)
2
(16.5%)
6. I have trust and faith in
the words of my
supervisor/manager
1
(8.5%)
3
(25%)
3
(25%)
4
(33.5%)
1
(8.5%)
7. My manager treats me
fairly
1
(8.5%)
5
(41.5%)
1
(8.5%)
5
(41.5%)
0
(0%)
8. I am kindly satisfied with
the benefits I receive
1
(8.5%)
4
(33.5%)
2
(16.5%)
4
(33.5%)
1
(8.5%)
9. Atmosphere at work is
conducive
0
4
5
0
3
60
(0%) (33.5%) (41.5%) (0%) (25%)
10. My colleagues are
competent
1
(8.5%)
6
(50%)
5
(41.5%)
0
(0%)
0
(0%)
11. I am able to express my
feelings and opinions to
my manager
1
(8.5%)
4
(33.5%)
1
(8.5%)
3
(25%)
3
(25%)
12. My manager always keep
me informed about things
I deserve to know
1
(8.5%)
4
(33.5%)
5
(41.5%)
2
(16.5%)
0
(0%)
13. My manager puts his/her
ear on the ground
1
(8.5%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
1
(8.5%)
14. My manager has an open
door policy
1
(8.5%)
5
(41.5%)
1
(8.5%)
5
(41.5%)
0
(0%)
15. My manager follows the
policies that govern the
institution
0
(0%)
5
(41.5%)
3
(25%)
4
(33.5%)
0
(0%)
4.9.2 Positive response
In Section D the responses received from the respondents had a good balance as most
of the questions received similar responses, some even shared the same response
numbers like, Question 2 respondents were two from Strongly Agree, Agree, Uncertain,
Disagree and four for Strongly Disagree. Question 3(praise I get for doing a good job)
four respondents agreed, six disagreed. Question 11(colleagues are competent) seven
respondents agreed on the statement. Question 15 (my manager has an open door
policy) six respondents agreed that managers had an open door policy. It was evident
from the researcher that, they were responses that were positive to these factors job
contents (extrinsic) and has been noted from the researcher that their institution can
improve from where they are now.See Figure 4.9 (Question 9 Section D- job context)
61
Figure 4.9 (Question 9 Section D- job context)
4.10 Section E: Organisational environment
Question 3 (employees are being capacitated to be able to cope with the changing
institution)had three respondents that agreed to the statement and three respondents
disagreed to the statement.Six also strongly disagreed.
4.10.1 Uncertain responses
In Question 4 and 5 of Section F, the responses recorded at four respectively in terms
of uncertainty.
4.10.2 Positive response Section E
Question 5(Organisation is heading to the right direction) had three respondents that
agreed to the question, four disagreed and one strongly disagreed to the statement and
that means there is a positive response in this question where the respondents had a
variety of responses and that gives the researcher an understanding that, not every
individual is against or happy with the responses at the institution.
0
3
0
6
3
0
1
2
3
4
5
strongly agree agree uncertain disagree strongly agree
no
of
res
po
nd
en
ts
Section D: Job contextQuestion 9
62
Table 4.9: Organisation factors that affect job satisfaction of employees
Strongly
Agree
Agree Uncertain Disagree Strongly
disagree
1.I have a good
leadership
style
3
(25%)
7
(58.5%)
1
(8.5%)
1
(8.5%)
0
(8.5%)
2. I am pleased
by the
promotion and
remuneration I
am getting
2
(16.5%)
5
(41.5%)
1
(8.5%)
4
(33.5%)
0
(0%)
3.Employees
are being
capacitated to
be able to cope
with the
changing
institution
0
(0%)
3
(25%)
0
(0%)
3
(25%)
6
(50%)
4.There is
more
transparence
at work
0
(0%)
2
(16.5%)
4
(33.5%)
4
(33.5%)
2
(16.5%)
5.The
Organisation is
heading to the
right direction
0
(0%)
3
(25%)
4
(33.5%)
4
(33.5%)
1
(8.5%)
63
Figure 4.10:Responses to Section E – Organisational environment
4.11 Section F: Macro environment
The external environmental factors affect each and every one of these factors such as
social, political, physical and technological of the organisation. These might affect job
satisfaction levels of constable and warrant officers at the crime intelligence
agency.Table 4.11 shows Section F in terms of responses
Table 4.11: Section F Responses
Strongly
Agree
Agree Uncertain Disagree Strongly
disagree
1.I like the skills
development plan
3
(25%)
3
(25%)
4
(33%)
1
(8.5%)
1
(8.5%)
2. I condone the
objectives of the
Employment
Equity Act
3
(25%)
6
(50%)
2
(16.5%)
1
(8.5%)
0
(0%)
3.Changing
technology does
1
7
1
2
1
0
3
0
6
3
0
1
2
3
4
5
6
7
strongly agree agree uncertain disagree strongly agree
no
of
res
po
nd
en
ts
Section E: Organisational environmentquestion 3
64
not affect my job (8.5%) (58.5%) (8.5%) (16.5%) (8.5%)
4.I am proud of
my institution
3
(25%)
2
(16.5%)
7
(58.5%)
0
(0%)
0
(0%)
5.Political
environment does
not affect my job
2
(16.5%)
3
(25%)
4
(33.5%)
2
(16.5%)
1
(8.5%)
6.Labour relations
act is affecting
me directly
1
(8.5%)
5
(41.5%)
5
(41.5%)
1
(8.5%)
0
(0%)
7. My
organization is
affording me the
opportunity to
explore and grow
as a person in
life.
1
(8.5%)
4
(8.5%)
0
(0%)
3
(25%)
4
(33.5%)
For Question 1, (six) respondents disagree with the statement. For Question 7 (seven)
respondents disagreed when responding to the statement of Section F. In this section,
the respondents responded in all the questions asked and it showed a great deal of
balance and the researcher tried to explore all the questions by answering them using
the charts. See Figure 4.11 below
65
Figure 4.11: Section F: Macro environment
3 3
4
1 1
0
1
2
3
4
strongly agree agree uncertain disagree stronglydisagree
NO
OF
RES
PO
ND
ENTS
Section F: Macro environmentQuestion 1
66
4.12 Conclusion
This study was conducted in a police department unit (Protection and Security Services)
in South Africa and has shown that the levels of job satisfaction between warrant
officers and constables are average and there is room for improvement as some
members feel that their levels of satisfaction is low whilst others feel the opposite.
67
CHAPTER 5 : CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
In the previous chapter, the researcher based the research seeking to analyse and
interpret the data for research purposes. In this chapter, the researcher will bring
solutions to the researched question (research question) and the sub-questions or sub-
problems. The findings of this research will provide a clear picture as to what
recommendations can our research offer.
5.2 Resolution of the main problem
The research problem discussed in Chapter One of this study was:
What level of job satisfaction is experienced by constables and warrant officers from
their jobs?
The following sub-problems were identified in order to make the main problem more
researchable.
5.2.1 Sub- problem 1
What factors contribute to job satisfaction?
5.2.2 Sub- problem 2
What recommendations can be made to improve the levels of job satisfaction faced by
constables and warrant officers at the SAPS?
5.3 Problems and limitations
No major problems and limitations were experienced in this study except that, three
questionnaires was not returned on time for this study. The information obtained from
the respondents after the cut off time, could not be used for the purposes of this study
because of the time factor.
68
5.4 Findings of the research project
5.4.1 Work itself
The results in this study show that there is a balance between the employees who are
happy at work and those who are not. Therefore, there is a great chance for
management to improve from this level and the employees themselves can change their
behaviour.
5.4.2 Pay
In this study it was discovered that most of employees are not happy with their salaries
and their total package is an insult comparedto the work load. Money not only helps
people attain their basic needs, but is instrumental in providing upper- level needs
satisfaction.Employees often see pay as a reflection of how management views their
contributions to the organization.
5.4.3 Promotion
Most of the employees are not happy with the promotion policy and as a result of that
most of the members are still serving in the same rank for more than fifteen.
5.4.4 Personality
According to the information collected in Chapter 4, the members are best suited for
their jobs as we compare personality with the job.
5.5 Recommendations
The management should not approach challenges unilaterally; they must involve
the employees if they want to practice true democracy.
Ina democratic country, the government is inclusive (bilateral) of its people.
The management is expected to do thatin order to govern or lead people and try
to avoid conflicts with the employees.
The bottom-up approach is recommended in this situation.
69
Promotion policy that governs the institution should not speak to the elite (Non-
statutory) member’s alone; it should accommodate everyone and be based on
merit, i.e. considering number of years in the service or in terms of qualifications
and not be based on political affiliation as is the case and former homeland
members are being sidelined or excluded in the process.
Members in this institution are encouraged to capacitate themselves with skills
and knowledge and that also speak to the management.
The decisions they take or recommendations they make are flawed and
therefore, if they attend management courses and also further their studies
inorder to be able to link skills and knowledge,they can improve job satisfaction in
this institution.
Leadership style adopted by the institution should be a democratic leadership
style and not to practice autocratic style where the management dictates terms in
a public office.
Salary packages should be revisited in order to attract members and keep them
within the institution.
This can assist to retain members to remain with the institution as some
members are applying for better or highly paid jobs in the public sector or private
sector.
The members are involved in criminal activities as a result of poorly paid jobs and
end up stealing or defeating the ends of justice because their well-being is not
taken care of.
Management at C.I.P.S. in King William’s Town should find a way of talking to its
members on the ground and listen to the challenges they are facing on a daily
basis as they provide protection to various departments within the province and
the feedback received in this brainstorming sessions should not be shelved, it
must be used as building blocks towards a better tomorrow of the institution and
its members.
The briefing and de-briefing sessions should be encouraged because they can
assist the management to measure how far the members know their
responsibilities.
70
If there is any chances for improvement, that can be tackled in those session.
These interventions can motivate the members to own the space and take full
responsibility of their actions and not to treat them as machinery that is expected
to deliver the good results.
5.6 Opportunities for research
This study can lay a foundation for further research in this matter explored by the
researcher. If the recommendations can be considered for further research in study, the
researcher believes the results can give a different view altogether.
5.7 Concluding remarks
With regard to the study conducted, it would be reckless, immature and irresponsible for
any institutions to allow members to leave the institution or destroy their future because,
to train a policemen costs a fortune in tax payers’ money and therefore the institution
should find solutions to the problems faced by the members and this could improve job
satisfaction from the members. It is a known phenomenon that to acquire a job in South
Africa is a very difficult exercise because there is a high degree of unemployed youth
and the majority of them are university and technicon graduates and thus the reason
why these members are still retaining their jobs irrespective of whether they are happy
or not.
The institution should have a system in place where they will try to control the staff turn-
over and not just watch whilst the other sectors are training the experienced group of
members in our organization and leave us with inexperienced members
71
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73
Appendix A
Police officer Questionnaire
Please provide the information by placing an “x” in the appropriate block
Section A: Demographical information
1. Current Position
Constable
Warrant officer
2. Age
3. Years employed in present institution
4. Years in current position
5. Gender
Male
Female
6. Racial group
African
Asian
Coloured
White
74
Section B: Personality Job Fit
High agreement between an employee’s personality and occupation results in a more satisfied
individual (Robbins, 1998:152).
Strongly
agree
Agree Uncertain Disagree Strongl
y
disagre
e
4. I believe there is a good
link between my job and
my personality
5. I believe I have
personality traits that
helps me cope with my
job
6. It is very important to me
personally that I do well
in my job
Section C: Job context (nature of the job)
Job context factors affect intrinsic motivation and thus job satisfaction.
Strongly
agree
Agree Uncertain Disagree Strongly
disagree
12. Freedom to use my
own judgments
13. The chance to use my
own discretion on the
job
14. The way my co-
workers get along with
each other
15. The chance to do
different things from
75
time to time
16. The way company
policies are put into
practice
17. The chances for
advancement on this
job
18. My job provides steady
employment
19. I am satisfied with my
chances of promotion
20. I receive recognition for
my efforts
Section D: job context
Job context factors are extrinsic to the job itself and related to the job environment itself and
related to the job environment; they lead to job dissatisfaction.
Strongly
Agree
Agree Uncertain Disagree Strongly
disagree
16. The working conditions
are good
17. My remuneration and the
amount of work I do are
compatible
18. The praise I get for doing
a good job
19. The competence of my
Manager in making
decisions
76
20. The way my boss handle
his or her subordinates
21. The chance to work
independently on the job
22. I have trust and faith in
the words of my
supervisor/Manager
23. My Manager treats me
fairly
24. I am kindly satisfied with
the benefits I receive
SECTION E: ORGANISATIONAL ENVIRONMENT
ORGANISATION FACTORS THAT AFFECT THE JOB SATISFACTION OF EMPLOYEES
Strongly
Agree
Agree Uncertain Disagree Strongly
disagree
1.I have a good
leadership style
2. I am pleased by the
promotion and
remuneration I am getting
3.Employees are being
capacitated to be able to
cope with the changing
institution
4.There is more
transparence at work
5.The Organisation is
heading to the right
77
direction
SECTION F: MACRO ENVIRONMENT
THE EXTERNAL ENVIRONMENTAL FACTORS THAT AFFECT EACH AND EVERY ONE OF THESE
FACTORS SUCH AS SOCIAL, POLITICAL, PHYSICAL AND TECHNOLOGICAL OF THE
ORGANISATION.THESE MIGHT AFFECT JOB SATISFACTION LEVELS OF CONSTABLE AND
WARRANT OFFICERS AT CRIME INTELLIGENT AGENCY.
Strongly
Agree
Agree Uncertain Disagree Strongly
disagree
1.I like the skills
development plan
2. I condone the
objectives of the
Employment
Equity Act
3.Changing
technology does
not affect my job
4.I am proud of
my institution
5.Political
environment does
not affect my job
6.Labour relations
act is affecting
me directly
7. My
Organisation is
affording me the
opportunity to
explore and grow
as a person in
life.
78
Appendix B
79
APPENDIX C
80
81
82
Appendix D: Graphs
1
56
0
5
10
15
20-31 yrs 31-40YRS 41-50YRS
No
of
resp
on
de
nts
Section A: Question 2(Age)
6 6
0
1
2
3
4
5
6
7
5-10 yrs more than 10 yrs
NO
OF
RES
PO
ND
ENTS
Section A: Question 3response with regard to years of service
83
10
2
0
2
4
6
8
10
12
MALE FEMALE
NO
OF
RES
PO
ND
ENTS
Section A: Question 5(Gender)
1
8
2
1
0
1
2
3
4
5
6
7
8
9
Asian BLACK COLOURED WHITE
no
of
resp
on
de
nts
Section A:Question 6Race
84
4
5
2
0
1
0
1
2
3
4
5
6
stronglyagree
agree uncertain disagree stronglydisagree
no
of
res
po
nd
en
tsSection B: Question 2Personality and job fit
1
0
3
5
3
0
1
2
3
4
5
6
strongly agree agree uncertain disagree stronglydisagree
no
of
resp
on
den
ts
Section C: Job contentQuestion 9
85
0
3
0
6
3
0
1
2
3
4
5
6
7
strongly agree agree uncertain disagree strongly agree
no
of re
sp
on
de
nts
section c: job contextquestion 5
1
0
3
5
3
0
1
2
3
4
5
6
Strongly Agree Agree Uncertain Disagree StronglyDisagree
no
of
res
po
nd
en
ts
Section C: Negative responseQuestion 9
86
0
3
0
6
3
0
1
2
3
4
5
strongly agree agree uncertain disagree strongly agree
no
of
res
po
nd
en
tsSection D: Job context
Question 9
0
3
0
6
3
0
1
2
3
4
5
6
7
strongly agree agree uncertain disagree strongly agree
no
of
res
po
nd
en
ts
Section E: Organisational environmentquestion 3
87
3 3
4
1 1
0
1
2
3
4
strongly agree agree uncertain disagree stronglydisagree
NO
OF
RES
PO
ND
ENTS
Section F: Macro environmentQuestion 1