ASSOSA UNIVERSITY

COLLEGE OF BUSSINESS & ECONOMICS SCHOOL OF GRADUATE

STUDIES
DEPARTEMENT OF MANAGEMENT

FACTORS AFFECTING EMPLOYEES’ JOB SATISFACTION: THE CASE

OF ASSOSA UNIVERSITY ACADAMIC STTAFFS

A THESIS SUBMITTED TO SHOOL OF POSTGRADUATE STUDIES,

DEPARTMENT OF MANAGEMENT, IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS
ADMINISTRATION

BY: ATEREF MELAKU

ADVISOR: TIZAZU KASSA (PhD)

JUNE 2022
ASSOSA, ETHIOPA
 DECLARATION
I, declare that this paper which is entitled as “Factors affecting Employees’ Job satisfaction: the
case of Assosa University Academic staffs” is my original work and has never been submitted to
any other university. All materials and sources used for this thesis have been duly acknowledged.

Ateref Melaku Arage _____________ _______________

Name: Signature: Date:

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 Advisors Approval Sheet
This is to certify that the thesis entitled “Factors affecting employees’ job satisfaction: the case of
Assosa university Academic staffs” submitted in partial fulfillment of the requirements for the
degree of master’s with specialization in Business Administration, the graduate program of the
department of Management and has been carried out by ‘’Ateref Melaku’’, under my supervision.
Therefore, I approved that the student has fulfilled the requirements and hence hereby can submit
the thesis to the department.

Tizazu Kassa (PhD.) _________________ ____________

Advisor Name Signature Date

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 Examiners Approval Sheet
Factors Affecting Employees Job Satisfaction: In case of Assosa
University

By : Ateref Melaku Arage

Approved by Board of Examiner:

____________________ _________________ _____________
External Examiner Signature Date

____________________ _________________ ____________

Internal Examiner Signature Date

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 Acronyms

ASU–Assosa University

JS-Job Satisfaction

ERG– Existence, Relatedness and Growth,

MOE– Ministry of Education

NFA–need for achievement,

NFP–Need for power

NFA–Need for affiliation,

SMLS–Systematic management and leadership strategies

SPSS – Statistical Package for Social Science

OC – Organizational Culture

JS – Job Satisfaction

SHRM- society for human resource management

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 Acknowledgment

First, I would like to thank my almighty God for the successful completion of this research paper.
Next, I deeply thank my advisors Dr. Tizazu Kassa for his assistance, guiding tireless effort &
follow up starting from the selection of the title up to the finishing point of this research paper. My
thank is also extended to Assosa university Academic staffs for their cooperation to respond the
questionnaire properly. In addition to this, I would like to thank My friend Mr. Ahmed Mohammed
for his support in collecting the data for the completion of this research paper. Finally, my thank
goes to my lovely families for their continuous financial and moral support for all my strength in
the accomplishment of this research paper.

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 TABLE OF CONTENTS

DECLARATION .................................................................................................................................. 1

ADVISORS APPROVAL SHEET ............................................................................................................ 2

ACRONYMS ...................................................................................................................................... 4

ACKNOWLEDGMENT........................................................................................................................ 5

ABSTRACT ...................................................................................................................................... 12

CHAPTER ONE ................................................................................................................................ 13

1.1. INTRODUCTION ....................................................................................................................................... 13

1.2. Background of the Study ................................................................................................... 13

1.3. Statement of the Problem ....................................................................................................................... 14

1.4. Research Questions ................................................................................................................................. 16

1.5. Objectives of the Study ........................................................................................................................... 16

1.5.1. General Objective ........................................................................................................... 16
1.5.2. Specific objectives ................................................................................................................. 16

1.6. Hypothesis of the study........................................................................................................................... 16

1.7. Significance of the Study ......................................................................................................................... 17

1.8. Scope of the Study .................................................................................................................................. 17

1.9. Operational Definition of Terms .............................................................................................................. 17

1.10. Limitation of the study ............................................................................................................................ 18

1.11. Organization of the Study........................................................................................................................ 18

CHAPTER: TWO .............................................................................................................................. 19

2.1. Literature Review .................................................................................................................................... 19

2.2. THEORETICAL CONCEPTS ........................................................................................................ 19

2.2.1. Definition of Job Satisfaction ......................................................................................... 19

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2.2.2. Lawler Discrepancy theory of job satisfaction ............................................................... 19
2.2.3. Clayton Alderfers ERG Theory...................................................................................... 21
2.2.10. The Job Characteristic Model ..................................................................................... 24
2.2.11. The Job Descriptive Index (JDI) ................................................................................ 25
2.2.12. Importance of Job Satisfaction ................................................................................... 26

2.3.1. Factors affecting job satisfaction ......................................................................................................... 26

1.12. Leadership............................................................................................................................................... 26

1.13. Working Condition .................................................................................................................................. 26

1.14. Compensation ......................................................................................................................................... 27

1.15. Employee Relations ................................................................................................................................. 28

1.16. Fairness ................................................................................................................................................... 30

1.17. Promotion ............................................................................................................................................... 30

1.18. Work Stress ............................................................................................................................................. 31

2.4.EMPIRICAL STUDIES ................................................................................................................. 32

2.4.1. Working conditions and Job satisfaction ............................................................................................. 32

2.4.2. Opportunities for Promotion .............................................................................................................. 32

2.4.3. Employees relationship ........................................................................................................................ 33

2.4.4. Compensation and Job satisfaction ..................................................................................................... 34

2.4.5. Leadership & Job satisfaction .............................................................................................................. 35

2.4.6. Work Stress ......................................................................................................................................... 36

2.3.7 Fairness of treatment & job satisfaction. ............................................................................. 37
2.5. Conceptual framework of the study ................................................................................... 37

CHAPTER THREE............................................................................................................................. 39

3. RESEARCH METHODOLOGY............................................................................................................................... 39

3.1 Introduction ................................................................................................................................................... 39

3.2 Study area ...................................................................................................................................................... 39

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3.3 Research Design ............................................................................................................................................ 40

3.1.3 Research Approach .................................................................................................................................... 40

3.1.4 Population .................................................................................................................................................. 40

Sample Size................................................................................................................................... 40
3.1.6 Sampling Techniques ........................................................................................................... 41
3.1.7 Data Source .......................................................................................................................... 41
3.1.8 Data Collection Instruments ............................................................................................... 42
3.1.9 Reliability and Validity of the Instruments .......................................................................... 42
3.1.9.1 Reliability.......................................................................................................................... 42
3.1.9.2 Validity ............................................................................................................................. 43
3.10. Method of Data Analysis ..................................................................................................... 43

CHAPTER FOUR .............................................................................................................................. 44

DATA PRESENTATION AND ANALYSIS ............................................................................................. 44

4.1 Response rate ................................................................................................................................................ 44

4.2. Demographic Background of the Respondents ............................................................................................. 44

4.3. Descriptive statistics Analysis........................................................................................................................ 46

4.4. Correlation Analysis ..................................................................................................................................... 53

4.5. Regression Assumption Tests ........................................................................................................................ 54

4.5.2. Normality Test .......................................................................................................................................... 55

4.5.3. Assumption of Linearity ............................................................................................................................ 56

4.5. Regression Analysis ....................................................................................................................................... 57

CHAPTE RFIVE ................................................................................................................................ 62

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION................................................ 62

INTRODUCTION..................................................................................................................................

5.1. SUMMARY OF MAJOR FINDINGS ............................................................................................. 62

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5.2. CONCLUSIONS ........................................................................................................................ 63

5.3. Suggestions for Future Researchers ............................................................................................................. 64

REFERENCES .................................................................................................................................. 65

APENDICES..................................................................................................................................... 70

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List of Tables
Table 3:1 Sample size taken from population proportionally……………………………………35
Table 3.2. Reliability Statistics ………………………………………….……………………...36
Table 4.1. Gender ……………………………………………………………………………...37
Table 4.2. Age of respondents……………………………………………………………….…37
Table 4.3. Marital status………………………………………………….………………….…37
Table 4.4. Education Level…………………………………………………………..……….38
Table 4.5. Work experience. …………………………………………………………………39
Table 4.6. Descriptive Statistics for Working condition……………………………………….40
Table 4.7 Compensation………………………………………………………………….…...41
Table 4.8. Promotion………………………………………………………….……………...42
Table 4.9. Leadership………………………………………………………..……….……….43
Table 4.10 Fairness………………………………………………………….……………….44
Table 4.11 Work Load……………………………………………………….………………44
Table 4.12 Employee Relation………………………………………………………………..45
Table 4.13. Job Autonomy ……………………………………………….……….…………46
Table 4.14. Scale of Correlation…………………………………………..…….…………....47
Table 4.15 Correlation Result ……………………………………………………………..…47
Table 4.16 Multi Co-Linearity Test……………………………………………….…………..48
Table 4.17 Regression Analysis model summery……………………….………...…………...50
4.18. ANOVA………………………………………….………………….……………..…....51
Table 4.19 Multiple Regression Results………………………………..……………..…….….51
Table 4.20. The summary of Hypotheses…………………………………………………..…..54

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 List of Figures
Fig 2.1. Conceptual framework of the study…………………………………………….…33
Fig.4.1 Histogram ………………………………………………………………………..49
Fig.4.2 Normal P-P Plot of Regression Standardized Residual……………………………..50

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 Abstract
The objective of this study was to identify factors affecting employees’ job satisfaction & job
satisfaction level of Academic staffs in Assosa University. Stratified random sampling was used in
sampling design. Questionnaire as research instrument was used and distributed to employees of
Asosa University Academic Staffs. In total, 234 usable responses were collected which were
analyzed through SPSS 20.0. Standard procedures were used to process and represent findings.
Inferential statistics (person correlation analysis) and multiple regressions were then applied. The
study used descriptive statistics Mean & standard deviation to determine the level of employee job
satisfaction by each eight variables. The result shows that the mean value of Compensation,
promotion, work load, leadership & working condition is lower. Therefore, employees job
satisfaction is lower due to absence of appropriate compensation, promotion, more work stress,
bad working condition, leadership & Fairness. Regarding job autonomy employee’s satisfaction
is medium & Coworkers relationship has higher mean value, hence employees job satisfaction is
moderate level by coworker’s relationship. Regression result shows that the most determinant
factor of job satisfaction is compensation following Job autonomy, leadership & promotion.
Results showed significantly positive relationship between job satisfaction and Compensation,
promotion, leadership, coworker’s, working condition, relationship & fairness of treatment. While
work stress has significant negative relationship with job satisfaction. Implications of the study
for Asosa University management and concerned bodies in the context of human resource
practices include making sure those employees who demonstrate increasing levels of
compensation, leadership, Job autonomy & promotion are given increasing levels of satisfaction.
Key terms: Job satisfaction, university academic staff members, promotion, Job Autonomy,
Compensation, leadership, workload, working condition, fairness & employee relation.

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 CHAPTER ONE
1.1.INTRODUCTION

This chapter contains the following contents introduce the background of the study, statement of
the problem, objective of the study, research questions, and hypothesis of the study, significance
of the study, scope of the study, operational definition of terms and organization of the study.

1.2. Background of the Study

Employees are a back bone of every organization, without employee’s goal can’t be achieved. As
a result, employee’s satisfaction is a very crucial element for the development of any given
organization. Job satisfaction is able to influence employees’ attitude, loyalty, support and
dedication towards the organization (Choon H. 2020). Today job satisfaction is a core attention of
different government/non-government bodies and executives because employees are the crucial
part carrying out the most important operational day to day activities of the organization. So this
makes organizations to make policies and procedures that make their employees to be satisfied
because if not problems may arise including turnover and less productivity (Wasif, 2016).

The term job satisfactions refer to the attitude and feelings people have about their work. Positive
and favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable attitudes
towards the job indicate job dissatisfaction (Aziri B,2011). Job satisfaction is a worker’s sense of
achievement and success on the job. It is generally perceived to be directly linked to productivity
as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and
being rewarded for one’s efforts. Job satisfaction further implies enthusiasm and happiness with
one’s work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and
the achievement of other goals that lead to a feeling of fulfillment (Aziri, 2011).

A satisfied academic staffs will play a significant role for the success of educational institutions.
Thus, it is essential to measure job satisfaction level of the academic staffs and determine
significant factors that associated with their job satisfaction.

Because of job switching organizations usually lose their most valuable and hardworking
employees to other companies. In order to retain them, companies should use job satisfaction as a

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forecaster of the employee job switching behavior (Marcin, 2017). In recently published report on
employee job satisfaction it was seen that satisfaction level rises from 81% in 2013 to 88% in 2016
(SHRM, 2016). But the reason for such increment on satisfaction level is the economic condition
at that time which enables employers to pay attractive salaries and give better incentive.

Even though better salaries and incentives improve level of satisfaction, there are also other factors
like respect, trust, working conditions and many other factors (Marcin, 2017). Since employees
are the most important asset of the any organization, job satisfaction should be the number one job
of human resources department. Making and sustaining the satisfaction of the employee will bring
enormous benefits to the organization like lower turnover, higher productivity, increased benefits
and loyalty are few of them.

1.3. Statement of the Problem

Employees are the most essential forces of an organization and only with their efficiency, it can
move into success. To bring about quality to the output of any organization be it small or large,
public or private, manufacturing or service oriented, and it is highly desirable to keep the
satisfaction and motivation of the staff by obtaining relevant information about their extent of
satisfaction and dissatisfaction on different facets of the job (Marcin, 2017).

It has emerged with clear patterns that employees with higher job satisfaction believe that the
organization will be satisfying in the long run, cares about the quality of their work, are more
committed to the organization, have higher retention rates, and are more productive. There are six
factors that will influence job satisfaction. These factors are opportunity for promotion &
development, stress, leadership, -work standards, fairness & job security (coohen, 2020). When
these factors were low, job satisfaction was low and when they were high, job satisfaction was
high.

Administrative support and leadership, student’s behavior and school atmosphere and teacher
autonomy are working conditions associated with teacher satisfaction (Mariam, 2002). The more
favorable the working conditions were, the higher the satisfaction scores. Although certain
background variable, such as teacher's age and years of experience are not nearly as significant in
explaining the different levels of satisfaction as are the work place condition, the report has

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underlined that in public schools, younger and less experienced teachers have higher levels of
satisfaction than older and more experienced teachers Mariam, 2002).

In the context of job satisfaction of university instructors, the existing research documentation is
very few to explain how instructors are satisfied on the different facets of the job, to what extent
some variables like leadership, relationship, working condition, fairness, job autonomy etc. are
associated with job satisfaction and dissatisfaction.

Retaining high quality academic staff is important for universities given that academic staff play
a crucial role in achieving university objectives. However, from the researcher ‘s personal
observation and information obtained from academic staff working for different public universities
there are many problems that hamper effective teaching and learning in universities. According to
the human resource report it is common to see academic staff leaving Assosa Universities to work
for other organizations due to different reasons. According to Human resource report 24 lectures
were left their job to another organization in 2014 ETC & only 5 were transferred to another
university. This will create different problems for the universities. First, capable academic staff
members who have extensive experience will be lost. It also imposes high burdens on universities
(Kim, 2011). Universities must invest considerable resources to hire new academics with
undergraduate or masters ‘degrees that should then undergo master ‘s degree or doctoral degree
study programs to replace academic staff members who have quitted their jobs.

Many research was conducted that have the same title with these study. Example Brook, (2020)
studied Factors Affecting Employee Job Satisfaction: The Case of Ethiopian Airlines. But the used
only five independent variables such as POS (perceived organizational support), organizational
factor, performance appraisal, training & development & salary & benefit. Another research
studied by GLORIA, (2016) also used only three variables as determinant factor of job satisfaction
like work Environment, supervision & promotion criteria. This study is different from the above
research by including job autonomy, fairness & coworker’s relationship as a determinant factor.
According to Ashenafi, (2020). Factors affecting job satisfaction are nature of job, career
advancement, interpersonal relationship, pay & benefits. Beside there are many researches with
the same title there is no published research regarding job satisfaction in Asosa university.

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 Therefore, the research purpose is to fill former research gaps by including additional determinant
variables such as job autonomy & fairness of treatment with new case study.

1.4. Research Questions

1. What is the extent of academic staffs’ job satisfaction in Assosa University academic staffs’?
2. What is the relationship between each determinant factor and academic staffs’ job
satisfaction in Assosa University?
3. What is the effect of each determinant factor on academic staffs’ job satisfaction in Assosa
University academic staffs?

1.5.Objectives of the Study

1.5.1. General Objective
The general objective of the study was to investigate factors affecting academic staff’s job
satisfaction in Assosa University.

1.5.2. Specific objectives

I. To assess the level of academic staffs’ job satisfaction in Assosa university.
II. To investigate the relationship between each determinant factor and academic staffs’ job
satisfaction in Assosa university.
III. To identify the effect of each determinant factor on academic staffs’ job satisfaction in
Assosa university.

1.6.Hypothesis of the study

H01: Working condition has no significant effect on academic staffs’ job satisfaction.
H02: Pay & Benefits has no significant effect on academic staffs’ job satisfaction.
H03: Employee relation has no significant effect on academic staffs’ job satisfaction.
H04: Fairness has no significant effect on academic staffs’ job satisfaction.
H05: Employee promotion has no significant effect on academic staffs’ job satisfaction.
H06: Leadership has no significant effect on academic staffs’ job satisfaction.
H07: Work stress has no significant n effect on employee’s job satisfaction.
H08: Job autonomy has no significant effect on employee’s job satisfaction.

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1.7. Significance of the Study
This study has the following importance. The study identified factors that affect job satisfaction of
academic staffs in Assosa University. So; it would give signal to the university to take remedial
action to increase employees’ job satisfaction. This study would help as a source of reference and
a stepping stone for those researchers who want to make further study on the area afterwards.
Furthermore, it would give input for policy makers to make relevant decisions related to
employees’ job satisfaction.
1.8. Scope of the Study
This study is delimited to a section of factor affecting academic staffs’ job satisfaction in Assosa
University. Theoretically the study delimited with only eight factors of job satisfaction such as
working condition, compensation, leadership, employee promotion, fairness, employee relation,
work stress & job autonomy. Moreover, methodologically this study delimited with quantitative
approach.

1.9. Operational Definition of Terms

Job Satisfaction: The term job satisfactions refer to the attitude and feelings people have about
their work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative and
unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).
Pay & Benefits: Payment and benefits: defined pay as “what an employee gets against his work
after fulfilling his duty, include all type of financial and non-financial rewards” or “pay as
payment, in which include many components like basic salary, bonuses, pay for doing extra work
and incentives” Heery and Noon (2006).
Interpersonal Relationship: employee’s relationship with colleagues or peer, and with their
respective supervisor. (strees and porter 1991)
Promotion: refers to “the action of shifting an employee up the organization hierarchy which will
normally bring to an increase of responsibility and status and a better remuneration package among
the individuals who are promoted” Heery and Noon (2001) .
Works Stress: refers to the emotional, cognitive, behavioral and physiological reaction to aversive
and noxious aspects of work, work environments and work organizations. It is a state characterized
by high levels of arousal and distress and often by feelings of not coping. Gharibi, V.,et al. (2016).

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Working conditions: refers to working environment and all existing circumstance affecting
labor in the workplace, including: job hours, physical aspects, legal right and responsibility
organizational culture workload and training (Ali & Adan, 2013).
Job autonomy is exercising authority, power, and decision making by employee within a control
of his/her own. Hackman & Oldham (1976).
Leadership: is a process by which a person influences others to accomplish an objective and
directs the organization in a way that makes it more cohesive and coherent Northouse's (2007).

1.10. Limitation of the study

In this study the researcher conducted this research with few respondents limiting the subject area
and the generalization of the study. The most challenging issue on this study was collecting
distribution & collection of data. Finding voluntary respondents is also most challenging task. In
addition, some respondents filled the data improperly filtering the questionnaire was another
challenge for the study. Time constraint was also one of the challenging issue to conduct the study
on predetermined date.
1.11. Organization of the Study

Chapter one includes the introduction, background of the study, statement of the problem,
objectives of the study, significance of the study, scope and limitation of the study and the
organization of the study. Chapter two mainly consist of the literature review of the study. Chapter
three contain the research methodology which consist of the research design, population of the
study, sample size, sampling technique, and sources of data, data collection, analysis and
presentation. Chapter four includes data analysis and discussion of results. Chapter five present
the summary, conclusions & recommendations.

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 CHAPTER: TWO
2.1. Literature Review
2.2. Theoretical concepts
2.2.1. Definition of Job Satisfaction
Job satisfaction is one of most critical and widely discussed concept when it comes to managing
employees. Despite its large usage there is no consensus on what job satisfaction exactly represents
but the knowledgebase has expanded and increased through the past decades Job satisfaction is
‘‘individual’s positive emotional reaction to a particular job (Nadiri and Tanova 2010). It reflects
the positive emotion of employees towards the work and organization. JS “is related to self-
perception of needs fulfillment through work (Malik, 2010). (JS) refers to the sense of inner
accomplishment and pride achieved while doing a specific task (Kasemsap, 2017), and one of the
most important activities for institutional leadership is to ensure employees’ satisfaction and job
commitment

Job satisfaction level of an employee is manifestation of his positive and negative feelings about
his workplace and work itself (Arif and Cohan 2012). According to Robbin and Judge (2011) job
satisfaction is a collection of positive and/or negative feelings that an individual hold toward his
or her job. But it was seen that this definition is a bit controversial in a sense that the evaluation
depends on the beliefs and feelings that an employee has towards his job. Another writer defined
job satisfaction as the positive feeling one has towards his job as a result of many conditions
including job experience, how he/she perceived how well the job provides the things he/she
thought is important (Luthans, 2006).
2.2.2. Lawler Discrepancy theory of job satisfaction
According to Lawler job satisfaction was determined by a motivational structure. This idea dealt
with how an individual measures job satisfaction based on what employee gets versus what the
employee believed he or she deserved. “Satisfaction is determined by the difference between the
exact amount a person receives and what they expect. Therefore, dissatisfaction occurs when a
person receives less or more than what was expected” (Steven, 2008, p.30).

Social Psychologist Bandura developed the social influence hypothesis theory, which explains
there is a social consequence where a person wants what they recognize others around them to
desire. Lawler’s discrepancy theory suggests that a person’s job satisfaction or dissatisfaction

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comes from what they feel is important, valuable, or worthwhile rather than the fulfillment or un-
fulfillment of their needs. A person’s importance rating of a variable is in reference to how much
of something is wanted. Discrepancy explains that dissatisfaction occurs when an employee
receives less than what they want and expected (Berry, 1997).

This theory indicated that one’s satisfaction is measured by his own innate values, so one person
may feel satisfied in a specific job while another person in the same job may not be satisfied at all
(Yip, Goldman & Martin, 2010). Also, this theory claims that identical twins will have exactly the
same level of satisfaction because their standards and values are likely to be similar (Berry, 1997).
So, satisfaction means the “achievement of a need or want” (Gomes, 2009, p.3), thus job
satisfaction is an indication of the employee’s feelings or what they think of their job. It can be
influenced by the quality of relationships within the organization, the quality of the physical
environment, and the degree of the work fulfillment.

There are many elements that are considered very important to job satisfaction, because they all
affect the way a person (Rode, 2004) feels about their job. These elements include: pay,
promotions, benefits, supervisor, coworkers, work conditions, communication, safety,
productivity, and the work itself. Each of these factors can mean something totally different to
each employee and influence an individual’s job satisfaction. One might value the paycheck and
consider it to be the most important component in job satisfaction, although this is not always true.
Employees tend to be more concerned with working in an environment they enjoy and like (Yip,
Goldman, & Martin, 2010).

Landy developed another theory related to the discrepancy theory to explain job satisfaction,
known as the opponent process theory. Landy believed that the main reaction or emotional
response combined with the secondary reaction, the afterward emotional reaction, creates a
steadily “equilibrium that results in job satisfaction” (Steven, 2008, p.31). However, according to
Hackman and Lawler (1971), job satisfaction occurs when what an individual needs matches the
job characteristics.

Hackman and Lawler (1971) and Hackman and Oldham (1976) created a model they called the
job characteristics model. They stated that there is a strong relation between the characteristics of
any job and the work results and outcomes, and it is moderated by how much those employees
want to obtain growth satisfaction in their job. They called it the GNS, or “growth need strength.”

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Their conclusion was that in order to have high job satisfaction, the GNS of any employee must
match the job’s features and characteristics. Hackman and Oldham (1980) state job satisfaction is
measured by the job characteristics and their effect on the individual workers.

two researchers claim there are five core characteristics of jobs: skill variety, task identity, task
significance, autonomy, and feedback. These five characteristics identify how much impact each
job characteristic has on each employee in terms of their attitude and behavior in the workplace.
According to the job characteristics model, the desired results can occur only when the individual
employee experiences three psychological states (Robbins, 2001): 1. Meaningfulness: Sensing the
value and the importance of the job and that it is worthwhile. 2. Responsibility: Obtaining a sense
of independency in the workplace. 3. Knowledge of results: Obtaining feedback about the
effectiveness of job performance These three psychological states are promoted by the
characteristics of the job.

Meaningfulness is created by three job characteristics; task significance, task identity, and skill
variety, while job autonomy and job feedback are the job characteristics that are expected to
introduce such states. When matched with the appropriate level of growth need strength, these
states are supposed to lead to high level of performance and thus satisfaction (Fried, 2010). The
degree of effort spent by an employee to perform a task and his perception of what a task requires
directly affect the employee’s job performance. When an employee performs his job well, it leads
to rewards that are intrinsic (positively valued work outcomes given by some person or source in
the work setting) as well as extrinsic (positively valued work outcomes received directly as a result
of task performance; they do not require the participation of another person or source, such as a
feeling of achievement after accomplishing a job). These kinds of rewards increase an employee’s
satisfaction. Moreover, satisfaction of the individual depends upon the fairness of the reward (Al-
Haydar& Bin Taleb, 2005).

2.2.3. Clayton Alderfers ERG Theory

Alderfer reformulated Maslow`s need hierarchy into three basic human needs simplifying it to
make it more in tune with data obtained from empirical research. He kept Maslow’s hierarchical
structure but reduced the levels to three on the basis that a certain overlap existed in the middle
layers and call them Existence, Relatedness and Growth, in short ERG Existence is the lowest
level need which is concerned with physical survival and includes the obvious needs for food,

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water and shelter which can be satisfied through salary, fringe benefits, safe working environment
and some measures of job security. Relatedness needs involve interaction with other people and
the satisfaction they can bring in the form of emotional support, respect, recognition and sense of
belonging. These needs can be satisfied on the job through coworkers and off the job through
friends and family.

Growth need focuses on the self and includes need for personal growth and development which
can be satisfied only by using one’s capabilities into the fullest. ERG theory sees different needs
from different levels existing in a sort of continuum where while there is a hazy precedence for a
lower level need, it can still very well exist in the presence of a higher level need.

2.2.4. Frederick Herzberg Two Factor Theory

Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also known as two
factor theory or Hygiene theory. He stated that there are certain satisfies and dissatisfies for
employees at work. Intrinsic factors are related to job satisfaction while extrinsic factors are
associated with dissatisfaction. He devised his theory on the question: “What do people want from
their jobs?” He asked people to describe in detail such situations when they felt exceptionally good
or exceptionally bad. From the responses that he received, he concluded that opposite of
satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not
necessarily make the job satisfying. He states that presence of certain factors in the organization is
natural and the presence of the same does not lead to satisfaction. However, their nonresponse
leads to dissatisfaction. In similar manner there are certain factors, the absence of which causes no
dissatisfaction, but their presence has motivational impact.

2.2.5. Douglas McGregor Theory X and Theory Y

McGregor proposed theory X and Y underlying the behavior of employees. Theory X holds that
men who are basically lazy dislike work; one has to force him to do work. Later, McGregor noticed
that these patterns of behavior are the result of management action. An average worker can be
motivated by low level incentives such as money, security and the like only for certain period of
time. When a worker strives to achieve higher level needs and when management denies this, he
becomes distrusted and adopts an apathetic attitude, which may be interpreted as laziness.

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So in Y theory McGregor postulates that man is creative and has the power of self-discipline to
work. The important function of management, therefore, should be to make the best use of the
creative potentiality of employees by providing adequate means for the satisfaction of their higher
order needs. The implication of McGregor theory in the context of job satisfaction is that when
there are opportunities in the job to satisfy the needs of workers at different levels, they will
become satisfied.

2.2.6. David McClelland’s Needs Theory

David McClelland’s, an American behavioral psychologist who taught at Harvard and Boston, in
his book on “The Achieving Society” in 1961 wrote of three basic human needs which motivated
people to strive and succeed. These were the need for achievement, N-Ach, the need for power,
and the need for affiliation. These need levels would vary from individual to individual and again
from society to society. It was inconceivable that each individual would have the same levels for
all three needs, which would vary with the background, society, culture and education of the
individual.

McClelland’s theory came to be known as the three need theory and is also referred to as the
learned needs theory as it stipulates that most of these needs are shaped over time and depend upon
the experiences of the particular individual. The results at the workplace depend upon a proper
matching of job requirements and putting in a person with high achievement needs in a slot ideal
for a person with high affiliation needs is going to result in a mismatch and possible
underperformance. People with high affiliation needs, for example, will be ideally suited in
cooperative and people environments and tend to do very well in customer service and public
relations.

2.2.7. Process Theories

Sensing the fact that it is the motivation of an employee that contributes to the perception and
experience of satisfaction and dissatisfaction of workers, the process theories attempt to trace the
process involved in the development of different motivations. They explain the employee
motivation from the initial energization of behavior through the selection of behavioral
alternatives, to actual effort. The important theories having relevance in the context of job
satisfaction are mentioned in the following sections.

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 2.2.8. Vroom’s Valence Expectancy Theory
The most widely accepted explanation of motivation has been propounded by Victor Vroom. His
theory is commonly known as expectancy theory. The theory argues that the strength of a tendency
to act in a specific way depends on the strength of an expectation that the act will be followed by
a given outcome and on the attractiveness of that outcome to the individual. To make this simple,
expectancy theory says that an employee can be motivated to perform better when there is a belief
that the better performance will lead to good performance appraisal and that this shall result into
realization of personal goal in the form of some reward. Therefore, an example is: Motivation =
Valence x Expectancy. The theory focuses on three things: Efforts and performance relationship
Performance and reward relationship Rewards and personal goal relationship.

2.2.9. The Equity Theory

In the equity theory Adams argues that people are motivated by inequity and keep on comparing
their efforts with that put in by others around them in the workplace as also the rewards being
meted out to them Equity is likened to a perception of fairness involved between efforts and
rewards given to coworkers in the work place. A fair situation where all employees are treated
with equality obviously envisages similar outcomes for similar inputs; and if some employees feel
that others are being given higher rewards for similar work they will obviously hold back some of
their efforts. In case an employee putting in hard work happens to see an inefficient and
unproductive colleague being rewarded with the same salary may probably feel demotivated to put
in the same level of work continuously. Motivation is thus very difficult without the establishment
of fairness in the appraisal and reward process.

2.2.10. The Job Characteristic Model

The Job Characteristic Model was founded by Oldham and Hackman in 1970 and this is a
nonfinancial compensation model and was designed as an attempt to increase job satisfaction and
intrinsic motivation to a worker or employee. According to Oldham, whenever jobs rate relatively
high on the 5 score job dimensions, employees get intrinsic compensation and job satisfaction.
These 5 job dimension satisfactions are: Feedback- feedback is all about the degree to which
executing a task offers a straight forward and clear information to workers about how best the task
has been undertaken. Task identity- this is the extent to which the duty needs completion since one
is involved in the task from the beginning to the end. Skill variety- this is the extent to which a

24
task comprises of a diversity of dissimilar activities. 19 Autonomy- autonomy includes the extent
to which the task offers workers with self-determination, independence and the choice to prepare
and define their work in the way in which the job is to be carried out. Task significance- this is the
extent to which the task is significant and includes an important effect on the business and society.
Improved performance, reduced absenteeism, low turnover and increased job satisfaction are the
benefits of the above characteristics. Rather than emphasizing on the significance of core job
requirements, the research at Flamboyant Hotel looked much on examining the value systems of
workers and how these influence workers job dissatisfaction or satisfaction. Thus, the model did
not look at personal differences and their impact on productivity at work.
2.2.11. The Job Descriptive Index (JDI)
This index was first founded by Smith, Kendall and Hulin (1969) and the main purpose of the
index was to measure job satisfaction to employees. This index was amended in 1985,1997, and
2009.this instrument, the JDI is a tool containing 72 items that are used to measure about 5 job
aspects of job satisfaction which are: supervision, promotion, pay, work and co-workers. It also
shows the merits and demerits of each facet identifying the areas that need adjustments.
Respondents are asked to fill the blanks as these individual index has a checklist containing
adjectives and expressions. The blanks that are supposed to be filled are as follows:
 “N” (disagreement)
 “Y” (agreement)
 “?” (Cannot decide)

Main Objectives of the JDI (example)

o Nature of Work itself: -Not interesting & attractive
o Compensations and benefits: -Reasonable, Well paid benefits & Not good
o Attitudes towards supervisors: - Have knowledge about the job, nearby when needed &
not oversee enough
o Relations with other Co-workers: - Motivating, smart& unfriendly
o Promotions opportunities: - Promotions on competency, rare promotions & better
opportunities

Apart from the five score on the JDI covered above, there is job dissatisfaction but however the
Job Descriptive index is adaptable and any respondent is capable of using it. However, the five
factors covered do not be enough to represent all aspects of job satisfaction

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 2.2.12. Importance of Job Satisfaction
Job satisfaction is important from the perspective of maintaining employees within the
organization. High job satisfaction effectively leads to the improved organizational productivity,
decreased employee turnover, and reduced job stress in modern organizations. Job satisfaction
leads to a positive ambience at the workplace and is essential to ensure the higher revenues for the
organization. Organizations should create the systematic management and leadership strategies to
increase the high levels of job satisfaction of their employees. When employees are satisfied with
their jobs, they will energetically deliver the higher levels of job performance (Kijpokin, 2017). In
achieving employee satisfaction, the work environment plays a crucial role since it affects the life
of individuals, their behavior, perception and performance (Harter, Schmidt, and Keyes 2002,).
Inversely employees job dissatisfaction results in lower employee’s productivity increase
employee turnover & increase job stress.

2.3.1. Factors affecting job satisfaction

1.12. Leadership
Leadership is a process by which a person influences others to accomplish an objective and directs
the organization in a way that makes it more cohesive and coherent. It is a process whereby an
individual influences a group of individuals to achieve a common goal Northouse's (2007, p3).

According to the theory of transformational and transactional leadership, leaders have a great
influence on the way their subordinates complete their work (Bektaş, 2017). This influence has the
potential to increase the overall job satisfaction of the employees. The job satisfaction can be
divided into three major aspects – extrinsic, intrinsic and general job satisfaction. The scales of
extrinsic and intrinsic satisfaction scale are obtained from the theory of Herzberg.

1.13. Working Condition

Now day most of organizations pay attention in employees needed. They try to provide positive
working environment so the employees will be happy and satisfied. They believe that happier the
employees are, more delightful the customer will be (Mehboob and Bhutto 2012). According to
Mehboob and Bhutto (2012) the concept of work environment is comprehensive one including the
physical, psychological and social aspects that mark up the working condition. Work environment
as the environment in which people are working. Such as, it is very wide category that incorporates
26
the physical scenery (e.g. noise, equipment, heat), fundamentals of the job itself (e.g. workload,
task, complexity) extensive business features (e.g. culture, history) and even extra business
background (e.g. industry setting, workers relation) (Mehboob et al, 2012).

1.14. Compensation
Compensation is all the income in the form of money, goods directly or indirectly received by
employees as a reward for services rendered to the company (Hasibuan,2002). Compensation
refers to some indicators are as follows: (1) Salaries / Wages, (2) Bonus, (3) Incentives, (4) special
allowance (Hasibuan, 2002). Compensation is what employees receive in exchange for their
contribution to the organization. Milkovich and Newman (1999) stated that, compensation refers
to all forms of financial returns and tangible services and benefits employees receive as part of an
employment relationship. The Journal of Global Business and Economics (2010) also defines
compensation as “the combination of all cash incentives and the fringe benefits mix that an
employee received from a company which constitutes an individual’s total compensation.”
According to DeNisi and Griffin (2001) compensation is a reward system that a company provide
to individuals in return for their willingness to perform various jobs and tasks within organizations.

As Maslow (1943, 1954) postulated in his hierarchy of needs, compensation motivate employee
to give their best to influence performance positively depend on how much it addresses their need
for status, security, and their survival. Mayson and Barret (2006) found that a firm’s ability to
attract, motivate and retain employees by offering competitive salaries and appropriate rewards is
linked to firm’s performance and growth. According to Barber and Bretz (2000), "pay is one of
the most important job attributes to job seekers.". Compensation plans must be well defined at
various levels of the organization and must be reviewed periodically to keep the motivational
levels of employees at desired heights.

According to Cascio (2003), Compensation can be classified into two main categories, financial
and non-financial. Financial compensation can be of two types- direct or indirect. Direct financial
compensation: refer to monetary payments made to employees in exchange for work. These
include basic wage or salary, bonus, incentives, merit increases, overtime payments, variable pay
and commission.

27
While, Indirect financial compensation: includes benefits such as pensions, insurance, paid time
work off, etc. Non-financial compensation are intrinsic rewards such as Satisfaction gained from
job & Praise & recognition.

In this environment, job satisfaction is an integral factor in motivating employees to accomplish

organizational goals and objectives. Compensation plays an important role in determining
employees’ job satisfaction. This is because of two reasons. First, money is an important
instrument in fulfilling ones needs; and two; employees often see pay as a reflection of
managements’ concern for them. Consequently, employees want a pay system, which is simple,
fair and in line with their expectations. When pay is seen as fair, based on job demands, individual
skill level, and community pay standards, satisfaction is likely to result. According to Bozeman &
Gaughan (2011), the perception of being paid what one is worth predicts job satisfaction.
According to the survey report conducted by the Society for Human Resource Management
(2012), it was found that compensation and benefits are regularly among the top three factors
affecting employee job satisfaction.

There are surveys that indicate compensation affects job satisfaction. It has impact on employee
attitude and behavior. When employees are dissatisfied, (a) The quality of their work will become
worse; (b) They tend to be late or do things other than their core tasks; and (c) The level of
absenteeism and turnover is higher. These have negative impacts on organizational performance.
Job's satisfaction could be enhanced by increasing autonomy, stress reduction and above all rises
in compensation package (Whitt, 2006).

1.15. Employee Relations

Employee relations’ covers the contractual, practical, as well as the physical and emotional
dimensions of the employee-employer & employee –employee relationship. It cannot be denied
that relationship matters in the workplace. Good relationship or bad relationship affects somehow
the mood of a person in doing his/her job. Therefore, to maintain a good workplace relationship is
important to uphold and sustain the excitement of employees to do their job. Employees are
working in coordination with other employees and they are working under the supervision of their
supervisors. The relationship between employees and between employers and managers affects
the feeling and energy and consequently the performance of the person. As it is argued that the

28
level of mood would determine the level of performance and determines how the employees would
perform his/her job (Essays, 2013).

Job satisfaction is one of the results of working relationship and such job satisfaction is not just
caused by salary (Ram, 2013). Creating such an environment is the job of management and the job
of every employees as Patricia (2015, pp. 115-125) argued that management intervention can be
helpful in creating friendship at work through social activities inside and outside of the workplace.
Beside management intervention, it is also important for the employees to try to get along well
with other employees. Ramjee (2018) classified three types of workplace relationship and they are
management flexibility, co-worker relationship and social relationship.

Management flexibility refers to the effort of management to balance the work and family life or
personal life. Employees should not be kept from 8am-5pm within the confinement of the office
and without considering the unforeseen event of the employees particularly related to family or
personal matters. While co-worker relationship means a harmonious working relationship between
employees. Employees should be able to interact with other employees freely within the
organization. Finally, social relationship is related to group bonding in which employees feels
comfortable with each other and forms a coffee group, breakfast or lunch group. He then
recommended team building as a solution to those working relationships.

Edward (2015) argued that workplace satisfaction is crucial to increase in productivity. The
management should give importance to improve workplace satisfaction to improve performance.
Making the employees happy is one of the important jobs of the management. He dismissed the
idea that taking hard- nose approach is the best policy for success. While he accepted that structure
is also important, but it has nothing to do with workplace happiness and individual employee
satisfaction. He argued that brain will work better when a person is feeling positive or happy. He
then recommended tips to improve workplace satisfaction such as listening to employees, avoiding
hovering, allowing creativity and personalization, providing competitive benefits, and respecting
employees.

Scholars have studied workplace relationship and their studies have revealed that most of
employees' difficulties in performing their jobs are products of working relationship between
employee and supervisor. Most of supervisors are not aware of the impact of their working

29
relationship with the employees on the job satisfaction & effectiveness of a subordinate (Essays,
2013).

1.16. Fairness
Fairness is the state, condition, or quality of being fair, or free from bias or injustice;
evenhandedness (Cropanzano, 2007). The Concept of fairness is frequently determined by justice
that a person might experience and the consequences that follow that experience (Cropanzano,
2007). The individuals assimilate to what they believe is right according to their moral and ethical
standpoints. Therefore, they mean managers have the responsibility of understanding what is
perceived by their employees as just. Most of the managers fail to do so and consider instead that
the employees are only interested in outcomes.

internal equity is about what individuals perceive as fair in connection with evaluating their
rewards relative to rewards of their peers. External equity is about perceived fairness of one
individual´s rewards relative to rewards of others in other organizations. Justice matters because
of: The long-range benefits that employees might experience about how the treatment is going to
develop over the time in the company, which is associated to the control model and the economic
interest of the human being; Social Consideration- that impacts the esteem that employees have
within the group and how employees´ inputs are recognized and evaluated. Yiseth, etal (2016).

The Ethical Considerations that maintain employees´ feelings that justice is morally appropriated
which creates a better working environment and it minimizes the risks of bad managerial
behaviors. Use of fair treatment and procedures may be the key for promotion of Organizational
Citizenship behaviors, Fairness and fair treatment, dedication toward employees´ work, preventing
the problems with other employees, informing before taking actions and refraining from
complaining about the organization Yiseth, etal, (2016).

1.17. Promotion
Promotion is an increase of a labor or employee at a field a better job, compared with the previous
of the responsibility is greater, achievement, facilities, higher status, demands proficiency is
higher, and the addition of wages or salaries as well as other allowances (Fathoni, 2006).
Promotions refer to some indicators according Hasibuan (2006) are as follows: (1) Increased
Responsibilities, (2) Increased Duties, (3) Enhancement Rights, (4) Improvement Authority.

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1.18. Work Stress
Stress is defined as a state of mental and emotional pressure or strain, caused by challenging or
unfavorable circumstances. It is an outside force that rules an individual’s feelings and behavior.
The term stress is not seen as a response to common and non-specific to any physiological or
psychological demands emanating from outside nor within him, is it called a stressor. The stress
is experienced when a situation perceived or judged to exceed the abilities or resources.
Psychological stress is a relationship between the individual and the environment that are valued
by individuals exceeding the abilities or resources that it owns and threatens the well-being of the
individual ((Severin and Tankard, 2001).

Sources of stress or stressor can equal or different in each individual, depending on how the
individual perceive it. Many previous studies find out what is the stressor in the world of work.
Life is full of potential, namely stressor incident or situation and the changes in life that produces
stress, (Lazarus, 1995). Approach to Life Events proved that changes in one's self whether good
or bad, can trigger the appearance of stress. The importance of cognitive assessment in response
to stress and the everyday job turns out can produce stress. According to her everyday stress though
are light but are accumulative and eventually become a source of stress that weight (Rjoas, 2018).

Stress basically can be divided into two, namely "eustress good stress/" (stress) and "bad
stress/distress” (negative stress or bad). We know that stress is not good for your health, especially
if too much. But as it turns out, too little is also not ideal. Research tells us that a little stress is
good for your health and is not always bad. This is called with the "good stress/eustress". Is
Eustress that really motivate you and help you move on. This usually occurs during the period of
transition to better things; You may get a big promotion at work; Could a baby have come into
your life; Maybe you moved into your dream home or; It is possible that all your dreams come
true and a stranger who you have never met is thinking you are a pretty good writer and you've
received your first publishing contract. These are all examples of the extraordinary events of the
long-awaited, but also events that can cause the body to become exhausted. Our body does not
know the difference between distress and eustress (Rjoas, 2018).

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 2.4. Empirical Studies
2.4.1. Working conditions and Job satisfaction
The nature of the work performed by employees has a significant effect on their level of job
satisfaction (Griffen and Moorhead, 2009). The work itself as “the extent to which the job
provides the individual with stimulating tasks, opportunities for learning and personal growth,
and the chance to be responsible and accountable for results” Robbins, (2003). (Sharma and
Bhaskar, 1991), identified that most significant influence over job satisfaction of employees
appears from the nature of the work given to them. In addition, they assert job satisfaction can be
achieved by employees if the job requires sufficient variety, discretion, challenge and scope for
using an individual’s own skills and abilities.

According to Robbins (2003), work conditions are defined as an employee’s work place, work
instruments, the work itself, organization policy, and organizational rules. Arnold and Feldman
(1996), promoted factors such as temperature, lighting, ventilation, hygiene, noise, working
hours, and resources as part of working conditions. The worker would rather desire working
conditions that will result in greater physical comfort and convenience. The absence of such
working conditions, amongst other things, can impact poorly on the worker’s mental and physical
well-being (Robbins, 2003). Working conditions will influence job satisfaction, as employees are
concerned with a comfortable physical work environment. In turn this will render a more positive
level of job satisfaction. Based on the previous studies, the researcher proposed:

2.4.2. Opportunities for Promotion

Promotion refers to “the action of shifting an employee up the organization hierarchy which will
normally bring to an increase of responsibility and status and a better remuneration package
among the individuals who are promoted” (Heery and Noon, 2001). Kreitner and Kinicki (2004)
mentioned that job satisfaction and the promotion positive relationship relies on supposed
fairness by employees.

A lot of people will experience satisfaction when they think that they have good future
opportunities as supposed by Drafke and Kossen (2002). This can be interpreted as the
opportunities for progression and development in their present workplace or providing better
chances to look out for alternative employment. It is assumed that the level of job satisfaction
will go down if people think that they have less career advancement opportunities. McCormick

32
(2008) mentioned that job satisfaction among employees with promotional opportunities will rely
on the promotions equity.

2.4.3. Employees relationship

There are several studies that show that friendly and supportive colleagues enhance the rate of
job satisfaction in a working environment (Khaleque and Choudhury, 1984; Johns, 1996;
Viswesvaran, 1998; Kreitner and Kinicki, 2004; Luthans, 2006). This area of satisfaction is
measured by how well employees get along with each other and how well they look up to their
fellow employees. (Markiewicz, 2000) figured out that the close friendships quality was related
to both job satisfaction and career success among employees.

Riordan and Griffith (1995) found that a positive relationship among co-workers improves the
rate of job satisfaction. Their research shows that friendship network among coworkers influence
the outcomes of workplace and increases job satisfaction. According to Robbins (2003),
supportive colleagues are also another factor that is positively related to job satisfaction. Due to
the considerable amount of time that employees spend in their job, their colleagues are part of
their everyday lives. Friendly and supportive co-workers can increase an employee’s job
satisfaction. This view can be related to Maslow’s hierarchy of needs theory (1954) and refers
mostly to employees that wish to fulfill their affiliation needs.

Mow day and Sutton (2002), suggests that job satisfaction is related to employee’s opportunity
for interactions with others on the job. Good interpersonal relationship plays an important role in
job satisfaction for two reasons: first, good relationship improves people’s interest in staying at
work which can maintain high job satisfaction (Hertzberg, 1993); second, good relationship may
lead to positive intervention, which is proved to be the social information people rely on to form
their attitudes towards jobs. According to Hodson (1997), such social relations constitute an
important part of the social climate within the workplace and provide a setting within which
employees can experience meaning and identity. Luthans (2006), postulates that work groups
characterized by cooperation and understanding amongst their members tend to influence the
level of job satisfaction or dissatisfaction.

33
 2.4.4. Compensation and Job satisfaction
Compensation in recent years have become subject of interest for mangers in many organizations.
“The perception of being paid what one is worth predicts job satisfaction” (Bozeman &
Gaughan,2011). The payment is so significant because when workers are satisfied with pay, their
behavior and attitude could be influenced towards the desired objective (Onukwube, 2012). Ivan
Howard (2005) defines pay as the amount of financial compensation that an individual receives
as well as the extent to which such compensation is perceived to be equitable. Previous study
shows that monetary compensation is one of the most significant variables in explaining job
satisfaction.

Hamermesh (2001) found that changes in compensation (increase or decrease) have concomitant
impact on job satisfaction levels of employees. Several other authors maintain that the key in
linking pay to satisfaction is not absolute amount that is paid, but rather the perception of fairness
(Robbins, 2003). As Robbins (2003), employees seek pay system that are perceived as equitable,
is just unambiguous and in line with their expectations. When pay is perceived as equitable, is
commensurate with job demands, individual skill level and community pay standards,
satisfaction is likely to be the result. Employees are satisfied when they feel that the rewards they
received from their job correspond to their skills and effort.

People expect that if they work well in the workplace then their performance will increase and
automatically their pay will increase and they will be promoted. It is not solely about the amount
of money that receives. They are satisfied when they feel that they have been fairly treated and
when the rewards they receive are equal to the ones that their colleagues who have the same skills
and exert the same effort. This will cause increase in their job satisfaction level. Employees‟
dissatisfaction with pay can lower their morale and commitment, increase theft and Enhance
employee turnover (Currall, 2005).

Prospect to earn special incentives, such as bonuses, extra paid time off or vacations also bring
stimulation and higher job satisfaction. There is no doubt that monetary rewards play a very
influential role in determining job satisfaction. Pay is one of the fundamental components of job
satisfaction since it has a powerful effect in determining job satisfaction. Individuals have infinite
needs and money provides the means to satisfy these needs. However, there is no such empirical

34
evidence that asserts pay alone improves worker satisfaction or reduces dissatisfaction (Qasim,
Cheema &Syed 2012).

According to the survey taken by Kathawala, Moore and Elmuti (1990) in automobile industry,
salary was found to be the prime factor for the motivation and job satisfaction of salaried
employees. The survey tried to assess the various job characteristics and the way the 22
employees ranked them as motivators and satisfiers. The results showed that compensation was
ranked as the number one job element for job satisfaction and increase in salary for performance
was ranked as the number one job element for motivation. Compensation is very valuable tool
for retention and turnover. It is also a motivator for an employee in commitment with the
organization, which in result enhances attraction and retention (Zobal, 2012). It also works as
communicator when it is given to employee against the services, which shows how much an
employee is valuable for its organization (Zobal, 2012).

2.4.5. Leadership & Job satisfaction

The results of previous studies from different countries show that different styles of leadership
do not have the same impact on job satisfaction (Walder, 1995). Based on the Stogdill’s (1970)
initiating structure, leadership style is more likely to provide greater commitment and job
satisfaction in Asian firms, whereas in Western context consideration leadership style would
provide greater job satisfaction. However previous studies have examined the impact of
leadership styles on employee job satisfaction in various settings such as healthcare, military,
education and business organizations (Bass, 1990). These studies generally indicate the impact
of leadership style on job satisfaction in the context of their countries.

According (Jing, 2008) found there is no one best way of thinking about leadership, rather that
different kinds of leadership reflect social and historical roots, depending on the context.
According to Voon, (2011) transformational leadership style has a positive relationship with job
satisfaction whereas transactional leadership style has a negative relationship with job
satisfaction in government organization.

Further empirical studies such as the study carried out by Rossmiller (1992) revealed that teachers
s’ perception of principals’ transformational leadership skills, has significant impact on teachers’
job satisfaction and often concluded that principals of the school practicing transformational
leadership are more likely to foster and enhance job satisfaction among teachers.

35
 Leadership characterized by role modeling and openness contribute more to reduction integrity
violations by employees than leadership characterized by strictness (Huberts, 2007). According
to Hmidifar (2010) also conducted similar study by using questionnaire, the result showed that
there is significance positive influence of transformational leadership factor on employee job
satisfaction.

Transformational leadership behavior was found significantly affecting predicting variable and
in some cases transactional leadership behavior. Transactional leadership style provides high
satisfaction and organizational identification as compared to transformational leadership style
(Riaz, & Haider, 2010)

2.4.6. Work Stress

A study mentions three of 10 journalists suffered post-traumatic stress disorder (PTSD) after
working in dangerous tasks, depression, anxiety, and problems in interpersonal relationships also
were reported ILO, 2018. The research is supported by the discovery of Feinstein, (2002) who
found that nearly 30 percent of reporters stationed in conflict areas show signs of post-traumatic
stress.
Based on data from the National Institute of Occupational Health and Safety (NIOSH) in 2010,
there are around 40% of workers reported that their work is very stressful; the next 25% are they
view their jobs as the main sources of stress in their lives.

Besides, 75% of workers believe that the job is now more stressful compared to previous
employment; 29% of workers feel very stress at work; and the last of the 26% of workers said that
"I quite often or very often felt saturated or feel stress against her work." This data simply opens
our view that this adult work stress has become important issues in the world of work that if
allowed to happen will be able to affect the quality of life of many people, both in terms of
productivity of work or personal life. More than 25% "often" or "always" experience stress, 8% of
people "always" experience stress, whereas 5% "never" experienced stress, at least it was said to
be the speaker (Rjoas, 2018).

While the facts of the International Labor Organization (ILO) revealed that about 10% of workers
are experiencing depression, stress and anxiety in the United States, United Kingdom, Germany

36
and Finland. In Finland, there are 50% of workers reported signs of stress. In the United Kingdom,
3 out of 10 workers are experiencing mental disorders due to work.
2.3.7 Fairness of treatment & job satisfaction.
Fair treatment and procedures are the key for promotion of Organizational Citizenship behaviors
(Moorman,1993). Study reveals that fairness does impact job satisfaction both positively and
negatively because it directly affects workers´ engagement towards the company and its purpose.
High level of organizational justice leads to increase job satisfaction in the organization among
employees and indicates more eager to achieve the objectives (Adnan & Ahmed, 2018).

According to the study of Adnan & Ahmed, (2018) found out that employees in public and private
sector universities believe organizational justice plays a significant role in their job satisfaction.
Other related studies identified that organizational justice is a strong predictor and has a positive
significant association with job satisfaction (Aslam, 2011).
2.5. Conceptual framework of the study
Although job satisfaction is affected by many variables, the following diagram shows that job
satisfaction is dependent upon eight important variables. The independent variables of the study
are working condition, compensation, leadership, promotion, fairness of treatment, Work stress,
employee’s relationships & Job autonomy whereas the dependent variable is job satisfaction.
Therefore, the research frame works of this study shows how those independents variables can
affect employee’s job satisfaction of Assosa university academic staffs.

37
Fig 2.1. Conceptual framework of the study

Independent Variables Dependent Variable

Working condition

Compensation

Leadership Job Satisfaction

Employee promotion

Work Stress

Employee Relation
Fairness
Source: (Spector, 1997)
Job Autonomy

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 CHAPTER THREE
3. RESEARCH METHODOLOGY
3.1 Introduction
This chapter describes the research design and research methodology employed in investigating
the determining factors of employee job satisfaction in Asosa University. It discussed about study
design, location of the study, sample size, sampling procedure, instrumentation, data collection
and ethical consideration and analysis.

3.2 Study area

Benishangul Gumuz Regional State (BGRS) is one of the Federal States of Ethiopia located in the
north-western part of the country and having a total area of about 50,382 Km2. Based on the 2007
Census conducted by the Central Statistical Agency of Ethiopia (CSA), the Benishangul-Gumuz
region has a total population of 784,345, consisting of 398,655 men and 385,690 women; urban
inhabitants number 105,926 or 13.51% of the population. Assosa zone, one of the three zones and
two special Woredas (second from lowest administrative units in government structure) in the
region, has a total area of 1,519 Km2 and a population of 28, 970 (population density of 19.1/Km2).
The study conducted in Assosa University, which is found in Benishangul Gumuz Regional State
of Ethiopia (the region where the great renaissance dam is built). It is the first university in the
region. The target population of the study is Academic staffs of Assosa University.
Figure 3:1 Assosa town Geographical location.

Source: Google Map.

39
3.1.2 Research Design
The study applied both descriptive and explanatory research design. Therefore, the study used
descriptive research design so as to describe the factors that are affecting job satisfaction and
explanatory research design is used to explain and predict the relationship between independents
and dependent variables. The study is cross-sectional in the sense that relevant data was collected
at one point in time.

3.1.3 Research Approach

The study used quantitative approach. Quantitative research approach allows the researcher to use
objective measurement, in quantifying the relationships between variables, collect data in the form
of numbers and use statistical tools for data analysis.

3.1.4 Population
Target populations of the study are Assosa University staffs. Specifically, Academic staffs are
selected. The total population of the study is 750 Academic staffs.

3.1.5 Sample Size

To determine the sample size, the researcher used Yamane’s (1967) sample size determination
formula. The formula has been depicted as follows:

N
n=
1 + N(e)2
Where n is the sample size: N is the population size

e is the level of precision or sampling error = (0.05)

750
n= = 260.869=261
1+750(0.05)2

Hence, the sample size of this study is 261 respondents.

40
Table 3:1 Sample size taken from population proportionally

No. Colleges and schools Number of each Sample select

population from(ni=(n*Ni)/N
1 School of law 20 7
2 School of education and behavioral science 5 2

3 College of social science and humanities 108 38

4 College of Engineering 204 71
5 College of Natural and computational 136 47
science
6 College of Business and economics 63 22
7 College of Agriculture and natural resources 87 30
8 College of Computer science and informatics 55 19
9 College of Health science 72 25
Total 750 261

Source: Assosa University Human Resource offices report, (2022)

3.1.6 Sampling Techniques
The academic staffs are classified in to different college strata such as college of business and
economics, engineering, agriculture and natural resources, computer science and informatics,
health science, natural and computational science and school of law and social science and
humanities; this implies that the population is not homogenous. So, the study sed a stratified
sampling technique to select sample employees among the population. Then sample employees in
each college strata are selected using simple random sampling technique based on a proportion
basis. The rationale behind using simple random sampling technique is because each member of
the population has equal chance of being selected.

3.1.7 Data Source

This study was used both primary and secondary data sources. Primary data was collected from
respondents by using questionnaire. Besides, secondary data was used collected from annual report
of the organizations, journals, articles, books, and internet.

41
3.1.8 Data Collection Instruments
In order to collect primary data from employees the standardized Minnesota Job Satisfaction
Questionnaire developed by (Spector, 1994) through some modification was used. Job satisfaction
were measured using 5-point Likert- scale which is coded as strongly agree =5, Agree =4,
Neutral=3, disagree=2, strongly disagree=1.

3.1.9 Reliability and Validity of the Instruments

3.1.9.1 Reliability
(Hair, 2007) defines reliability as the extents to which a variable or a set of variables is consistent
in what it is intended to measure. Following the design type for this study questioner is prepared
but before distributing the questioners to all respondents its reliability is measured by taking 20
respondents from the sample and it is tested using Cronbach’s alpha through SPSS software.
According to (George & Mallery, 2003) if the Cronbach’s alpha coefficient is greater than 0 .9 it
implies excellent, greater than 0.8 is Good, greater than 0.7 is acceptable, greater than 0 .6 is
questionable, greater than 0 .5 is poor, and less than 0.5 is unacceptable. Based on this the
reliability of this study is measured using Cronbach’s alpha.
Table 3.2. Reliability Statistics

Variables Cronbach’s alpha No of items

Working Condition 0.821 8
Compensation 0.873 7
Promotion 0.872 5
Leadership 0.909 6
Fairness of treatment 0.83 4
Work stress 0.892 6
Coworkers relationship 0.836 6
Job autonomy 0.905 5
Job Satisfaction 0.864 14
Source Own survey (2022)

Based on the reliability measurement result, it is found that all the variables of the study such as
Working Condition, Compensation, Promotion, Leadership, Fairness of treatment, Work stress,
Coworkers relationship & Job autonomy have an acceptable Cronbach ‘s alpha value. The
42
cumulative alpha value is 0.867 which is more than acceptable & good result based on predefined
standard. According to the result found, all the measurements used to measure job satisfaction
were internally consistent.

3.1.9.2 Validity
According to Saunders, (2009) while reliability is necessary, it alone is not sufficient. For a test to
be reliable, it needs to be valid. In order to improve the validity of the study Phelan and Julie
(2006) recommended the following important ways such as define objective clearly, match
assessment measure with objective, get experts involved and compare the measure with other
related measure or available previous data’s. The validity of this study will be tested with the
support of experts in the topic like university lecturers.
3.10. Method of Data Analysis
The data was analyzed by means of the Statistical Package for Social Sciences (SPSS) version 20.
Besides, descriptive statistics (percentage, frequency mean, and standard deviation) and inferential
statistics (Pearson correlation, and multiple regression analysis) were used to analyze the collected
data.

Multiple regression Analysis is equation is developed as the following.

𝒀 = 𝐵0 + 𝐵1𝑋1 + 𝐵2𝑋2 + 𝐵3𝑋3 + 𝐵4𝑋4 + 𝐵5𝑋5 + 𝐵6𝑋6 + 𝐵7𝑋7 + 𝐵8 + 𝑒𝑖

Y=Dependent Variable (Job Satisfaction)

B0 =Regression constant
B1-8=are constants referred to as the regression coefficients of explanatory variables and
Xis= are Independent variables (Leadership, Employee promotion, compensation, employee’s
relationship, Work stress, fairness, working condition & Job Autonomy).
ei= is a random disturbance or error (residual).

43
 CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS

This chapter focuses on data presentation and analysis, which is the main part of this study. It
comprises the results of the demographic information of respondents, descriptive analysis (mean
and standard deviation) and inferential statistical such as correlation and multiple regression
analysis.

4.1 Response rate

To collect the necessary information about the major factors that affect job satisfaction 261
questionnaires were distributed to University Academic staffs. From the overall questionnaires
distributed to fixed line customers, 234 respondents have completed and returned the questioners
properly, but the remaining 27 respondents were failed to return the questionnaires which is
89.65% of the sample. The outcomes of the data collected were presented and discussed in the
following manner.

4.2. Demographic Background of the Respondents

The demographic profile of the respondents was presented in this section. The personal profile of
the respondents is analyzed as per their gender, age group, marital status, educational level, job
status, salary and years of service in the organization. Descriptive statistics was performed on the
demographic variables as a means of describing the sample of respondents. In order to measure
the demographic characteristics of respondents, four variables such as age, gender, work
experience, salary, marital status & educational level of respondents were used in the study.
Table 4.1. Gender

Frequency Percent Cumulative Percent

Male 206 88 88.0
Valid Female 28 12.0 100.0
Total 234 100
Total 234 100.0

As it is shown on the above table 88% of respondents are male, while 12% are female. This implies
majority of lectures are Male.

44
 Table 4.2. Age of respondents

Frequency Percent Cumulative Percent

20-30 132 56.40 56.41
Valid 31-40 100 42.7 99.1
41-50 2 .9 100.0
Total 234 100.0

As it is indicated on Table 4.2. 56.4% of respondents are between the age of 20 to 30 years, 43%
are between 31 up to 30 years old & the rest are between 41 to 50. Therefore, majority of the
lectures are young & adult. These shows the university have productive & energetic Human
resource.
Table 4.3. Marital status

Frequency Percent Cumulative Percent

Single 76 32.5 32.5
Valid
Married 158 67.5 100.0
Total 234 100.0

The above table result shows 32.5 % of respondents are single while 67.5% respondents are
married. This implies majority of employees are married & the university has more advantage of
keeping stability of employees with minimum effort.
4.4. Education Level

Frequency Percent Cumulative Percent

Diploma 4 1.7 1.7
Valid Degree 41 17.5 19.3
Master 189 80.77 100.0
Total 234 100.0

Table 4.5 indicated 80.77% of respondents are Master Degree holders & 17.5 % are degree level
& the rest 1.7% are diploma. These implies most of the lectures are maser degree holder.

45
Table 4.5. Work experience.

Frequency Percent Cumulative Percent

less than 3
42 18 18.0
years
Valid
3-8 years 147 62.8 80.8
9 & > years 45 19.2 100
Total 234 100.0

Regarding work experience, the analysis shows 62.8% of respondents has 3-8 years of
experience.18% has less than three years of work experience & the rest 19.2% has more than nine
years’ experience. These implies the university has 82% of employees are well experienced.

4.3. Descriptive statistics Analysis

In this part the descriptive statistics analysis such as mean and standard deviation were employed
to analyse the data. According to Zaidaton and Bagheri (2009) the mean score below 3.39 was
considered as low the mean score from 3.40 up to 3.79 was considered as moderate and mean score
above 3.8 was considered as high as illustrated by compression bases of mean of score of five
point Likert scale with measurement value 1=strongly disagree, 2=disagree, 3=Neutral, 4=agree,
5=strongly agree.

Table 4.6. Descriptive Statistics for Working condition

Statements N Mean Std.
Deviation
The job takes place in an environment free from health hazards. 234 3.00 1.234
I receive the information, tools and resources needed to do my job
234 2.86 1.221
effectively.
The rules and procedures are clear & create conducive working
234 2.87 1.127
environment.
The office is neat and has adequate space. 234 2.75 1.176
The working condition of my office physical layout is good. 234 2.85 1.168
I do have easy access to material and other necessary equipment’s. 234 2.53 1.161
The university work culture is enjoyable. 234 2.90 1.164
The workplace is free from excessive noise. 234 3.05 1.160
Valid N (listwise) 234

46
The working condition was measured using eight items. As presented in the above table 4.1, the
mean values of the individual items ranged from 2.53 to 3.05 on a five-point Likert scale.
Accordingly, the job takes place in an environment free from health hazards has a mean value
(Mean= 3.00 and SD = 1.234), ‘I receive the information, tools and resources needed to do my job
effectively.’ has a mean value (Mean= 2.86 and SD = 1.22), ‘The rules and procedures are clear
& create conducive working environment. (Mean= 2.87 and SD = 1.127), ‘The office is neat and
has adequate space has a mean value (Mean= 2.75 and SD = 1.176)’ ‘The working condition of
my office physical layout is good (Mean= 2.85 and SD = 1.168)’, ‘I do have easy access to material
and other necessary equipment’s’(Mean= 2.53 and SD = 1.161), the university work culture is
enjoyable (Mean= 2.90 SD=1.164 & the work place is free from excessive noise has Mean=3.05
SD=1.16.
As it is presented on the above table all Mean values are below 3.39 which implies that academic
staffs of Asosa university are dissatisfied by working condition of the organization. This finding
was supported by Abdul R. & Raheela M. (2015). The employees working in all three sectors (that
are banking, university and telecommunication) have agreed that working environment plays a
vital role in attaining job satisfaction.
Table 4.7 Compensation
Statements N Mean Std. Deviation
Employee’s efforts are sufficiently compensated. 234 2.08 1.001
when employees do something well, the leader praise them. 234 2.43 1.001
There is equitable compensation system in the organization. 234 2.27 1.069
My organization gives recognition to good job performer employees. 234 2.74 1.041
The employees have compensated regarding their job performance. 234 2.36 1.108
The benefits I receive are adequate to fulfill my basic needs. 234 2.24 1.055
My outcomes reflect what I have contributed to the organization. 234 2.68 1.130
Valid N (listwise) 234

The compensation of employees was measured using eight items. Accordingly, Employee’s efforts
are sufficiently compensated (Mean=2.08 and SD = 1.1.001), ‘when employees do something well,
the leader praise them.’ has a mean value (Mean= 2.43 and SD = 1.001), ‘There is equitable
compensation system in the organization. (Mean= 2.27 and SD = 1.069), ‘My organization gives

47
recognition to good job performer employees has a mean value (Mean= 2.74 and SD = 1.041)’
‘The employees have compensated regarding their job performance (Mean= 2.36 and SD =
1.108)’, ‘The benefits I receive are adequate to fulfill my basic needs.’(Mean= 2.24 and SD =
1.055) & My outcomes reflect what I have contributed to the organization (Mean= 2.68 SD=1.13.

The result shows that the mean value is for all question for compensation was lower. This indicates
academic staffs are not satisfied by compensation or pay & benefits of the university. This result
also supported by Muhammad E. etal.(2012). He examined the impact of pay and promotion upon
job satisfaction at university level of Punjab. The findings reveal that pay has significant impact
on job satisfaction.
Table 4.8. Promotion
Promotion N Mean Std.
Deviation
An employee complaint about promotion is given great attention in this
234 2.56 1.076
organization.
In this organization the promotion procedure is free from any biases. 234 2.53 1.180
Selection criteria followed for promotions is transparent and clear. 234 2.61 1.123
Promotion is given based on job performance and work experience of
234 2.58 1.078
employees in this organization
There is an adequate promotional opportunity in this organization. 234 2.39 1.052
Valid N (listwise) 234
Source: Own Survey 2022.
Based on the findings all mean values are lower. Regarding ‘An employee complaint about
promotion is given great attention in this organization’’ Mean=2.56 & SD=1.076, ‘In this
organization the promotion procedure is free from any biases’ results Mean Value =2.53 &
SD=1.18,’Selection criteria followed for promotions is transparent and clear has Mean result of
2.61 & SD=1.123,’Promotion is given based on job performance and work experience of
employees in this organization’ & ‘There is an adequate promotional opportunity in this
organization has value (Mean=2.58, 2.39 & SD=1.078, 1.052) respectively.

48
Thus the finding of the study revealed that Asosa University academic staffs job satisfaction is
lower due to inappropriate promotion. This finding also supported by Tania A. (2019). his study
focused on the relationship between promotion opportunities against job satisfaction among
private university teachers. This study found that, the promotion opportunity has a positive
correlation with job satisfaction. The more severe impact to the university is that the teachers will
look for other work opportunities outside because Promotion can also be thought of as the
affirmation of self-worth and as a reward for work well done.
Table 4.9. Descriptive Statistics Leadership
Leadership N Mean Std.
Deviation
In this organization my Leader is easy to talk to about job-related
234 2.78 1.222
problems.
The leader is eager to listen to their employees. 234 2.63 1.216
My leader gives value for the contribution I make. 234 2.77 1.110
The leaders always encourage me use my maximum potential and
234 2.84 1.034
attaining organizational objective.
The leader is easily contactable in case I need to talk to him. 234 3.27 .995
In this organization the leader respects me as an employee. 234 3.07 1.181
Valid N (listwise) 234

The leadership was measured using six questions. In this organization my Leader is easy to talk to
about job-related problems has mean value of 2.78 SD=1.222,’the leader is eager to listen to their
employees’ has Mean=2.63 & SD=1.216’,‘my leader gives value for the contribution I make’,
Mean=2.77 SD=1.11’, ‘the leaders always encourage me use my maximum potential and attaining
organizational objective has Mean=2.84 SD=1.034’, ‘the leader is easily contactable in case I need
to talk to him Mean=3.27 SD=.995 & ‘the leader respects me as an employee’.
As presented in the above table 4.9, the mean values of the individual items ranged from 2.63 to
3.27. which indicates they are less than 3.39, this shows that there is no encouragement of leaders
for better accomplishments in the university. The finding is also the same with Munit B. (2021),
Transformational leadership Has significant relationship with employee’s job satisfaction. (Siji J.
2018). Also find that Leadership Has significant effect on employee’s job satisfaction.

49
Table 4.10 Fairness
Fairness N Mean Std.
Deviation
Employees have an equal opportunity to continue their education 234 3.14 1.187
There is no discrimination between employees based on, race, religion,
234 3.01 1.208
relationship & political issue.
Employees have equal career development opportunity. 234 2.79 1.169
I feel I’m treated fairly without consideration of my identity. 234 2.61 1.259
Valid N (listwise) 234

Fairness of treatment was measure using four questions. The result regarding ‘Employees have an
equal opportunity to continue their education is Mean=3.14 SD=1.187, ‘There is no
discrimination between employees based on, race, religion, relationship & political issue’ Value
Mean= 3.01 SD=1.208, ‘Employees have equal career development opportunity’ Mean =2.79
SD=1.169 & ‘I feel I’m treated fairly without consideration of my identity with Value of
mean=2.61 & SD=1.259.
Based on the finding all questions have less Mean value which is between 2.61 to 3.14, this
indicated fairness of treatment has significant effect on job satisfaction.

50
 Table 4.11 Work Load
Work Stress N Me Std.
an Deviatio
n
3.1
I do not miss my tea break and weekend rest time due to over workload 234 1.061
5
There are a sufficient number of employees to handle a normal workload in 3.3
234 .992
this organization. 0
3.1
am not working long hours in a day. 234 .999
7
3.3
workload is fair since my coworkers are performing their jobs appropriately. 234 1.051
5
3.3
Work demand does not make it difficult for me to schedule vacations. 234 .946
4
employees do not work additional, often inappropriate tasks making it 3.3
234 .989
difficult to focus on the core job. 3
Valid N (listwise) 234

The findings of descriptive statistics for Work stress shows the following result. For the statement
‘I do not miss my tea break and weekend rest time due to over workload’, Mean=3.15, there are a
sufficient number of employees to handle a normal workload in this organization’ Mean=3.30.
‘am not working long hours in a day’ Mean=3.17, ‘workload is fair since my coworkers are
performing their jobs appropriately’ Mean=3.35, ‘Work demand does not make it difficult for me
to schedule vacations’ mean=3.34 &’employees do not work additional, often inappropriate tasks
making it difficult to focus on the core job’ Mean=3.33. this finding revealed work load has effect
on employee’s job satisfaction but not stronger like Compensation Promotion & Leadership.

51
Table 4.12 Employee Relation
N Mean Std.
Deviation
In this organization employees are respect each other. 234 3.68 .809
Employees have a smooth relationship with their coworkers. 234 3.68 .861
My relationship with my colleagues is strictly professional. 234 3.81 .787
I enjoy a friendly relationship with my co-workers outside of work. 234 3.76 .797
My colleagues at work, seems to care about me as a person. 234 3.70 .857
The organization establishes social gathering program to strengthen our
234 2.97 1.039
relation.
Valid N (listwise) 234

Level of Employee relationship was measured using six questions. ‘employees are respect each
other Mean=3.68 SD=.809,’Employees have a smooth relationship with their coworkers
Mean=68, ‘My relationship with my colleagues is strictly professional Mean=3.81, ‘I enjoy a
friendly relationship with my co-workers outside of work Mean=3.76, ‘My colleagues at work,
seems to care about me as a person Mean=3.70. Except one statement ‘The organization
establishes social gathering program to strengthen our relation’ with Mean=2.97 & SD=1.039 all
questions have more than Mean Value of greater than 3.40 which shows employee relationship is
better & doesn’t significantly affect job satisfaction.
Table 4.13. Job Autonomy
N Mean Std.
Deviation
In this organization employees have an adequate freedom to do their work. 234 3.23 1.137
I decide my own work procedure in the organization. 234 3.34 .986
I set the performance standards for my job in this organization. 234 3.43 .979
I organize my work as I see best. 234 3.42 .991
I make most of the decisions that affect the way I do my work. 234 3.41 .955
Valid N (listwise) 234

52
As it is shown on Table 4.13 the mean & standard deviation was calculated as follows.
Accordingly, ‘employees have an adequate freedom to do their work’ has Value of Mean=3.23
SD=1.137, I decide my own work procedure in the organization has Mean =3.34 SD=0.986, ‘I set
the performance standards for my job in this organization’ Mean=3.43, SD=0.979, ‘I organize my
work as I see best’ Mean=3.42, SD=0.991 & I make most of the decisions that affect the way I do
my work has Mean Value of 3.41.
4.4. Correlation Analysis
Correlation analysis is used to measure linear association between two variables (Hair, 2006). In
a situation where the correlation between two variables is positive and close to 1, it is assumed that
the variables have a strong positive linear correlation. If the correlation between two variables is
positive but close to zero, then the variables have a weak positive linear correlation. On other hand,
if the correlation between two variables is negative and close to -1, then the variables are assumed
to have a strong negative correlation. Again, if the correlation between variables is negative but
close to zero that means a weak negative correlation exists between the variables. George &
Mallory (2003) provides the following techniques of measuring correlation in detail.

Table 4.14. Scale of Correlation

Coefficient Correlation (r) Correlation Scale
0-0.19 Very week
0.20-0.39 Week
0.40-0.59 Moderate
0.60-0.79 Strong
0.80-1.0 Very strong
Table 4.15 Correlation Result

Job Pro Leade Fairness Work Working Compe Coworkers Job

Satisfac moti rship of Stress Conditio nsation Relationship Autono
tion on Treatme n my
nt
Pearson .619
1 **
.457** .335** -.283** .298** .648** .273** .57**
Correlation
5 Job
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
Satisfaction
N 234 234 234 234 234 234 234 234 234

53
 **. Correlation is significant at the 0.05 level (2-tailed).
Source own survey:2022

Bivariate Correlations are used to know the nature, direction and significance of the bivariate
relationship of the variables of this study. The correlation result shows that there a positive and
significant relationship between all independent variables and job satisfaction. Accordingly, there
is strong positive relationship between compensation & employee’s job satisfaction with
coefficient correlation r = .648 & there is also strong positive relationship between promotion &
Job satisfaction with Value r=619 at p < 0.05 level. In addition, there is a moderate positive
relationship between leadership and employees job satisfaction with coefficient correlation r =
0.457 at p < 0.05 level. Moreover, job autonomy, fairness, working condition & coworker’s
relationship has week positive relationship with job satisfaction with coefficient correlation
r=.377, 335, .298, & .273 respectively, generally all predictor variables of the study such as
compensation, promotion leadership, fairness of treatment, job autonomy, working condition &
coworker’s relationship has positive relationship with employee’s job satisfaction.

1.19. 4.5. Regression Assumption Tests

Using linear regression is basically subject to critical assumptions. Among these assumptions
Multi co linearity, normal distribution of residuals and linearity tests are very important ones and
hence the researcher checked before commencing the regression analysis.
4.5.1. Multi Co-linearity
Multi co-linearity is one of important assumptions of linear regression. It can be checked by VIF
(Variable Inflation Factor) and Tolerance value. The VIF less than10 and tolerance value greater
than 0.1implies there is no multi co-linearity problem among the variables (Hair et al (2013).
Table 4.16 Multi Co-Linearity Test.

54
 Coefficients
Model Collinearity Statistics
Toleranc VIF
e
Work Stress .858 1.166
Working Condition .523 1.911
Coworkers Relationship .691 1.447
Job Autonomy .768 1.302
1
Compensation for employees .489 2.043
Promotional opportunity .448 2.231
Leadership & style .505 1.980
Fairness of treatment .590 1.694
a. Dependent Variable: Job Satisfaction
Source: Data collected through questionnaire (2022)

As shown in table above the VIF for all the independent variable was between 1.166 to 2.231
which is less than 10 and the tolerance value for each variable was above 0.1, this implies there is
no multi co-linearity problem in this study.

4.5.2. Normality Test

Checking for normality is an important assumption of linear regression so as to infer the result
from sample to population. As Field (2009), noted, the assumption of normality is important in
research while using regression and helpful to generalize.
Fig.4.1 Histogram

55
The result of histogram in the above figure shows that the variables were normally distributed with
mean value of 3.96E-16 and standard deviation of 0.983. Hence, it can be concluded that the
assumption of normality in this study was satisfied.

4.5.3. Assumption of Linearity

Linearity is the relationship between the dependent and independent variable should be linear with
respect to their parameter. Linearity & Normality are important assumptions of multivariate
analysis & should be full filed (Hair & Anderson (2010). Linearity is checked through observing
scatter plots of standardized residuals of dependent & independent variables (Pallant,2010).

Fig.4.2 Normal P-P Plot of Regression Standardized Residual

56
Source: Data collected through questionnaire (2022)

The Normal P-P Plot graph indicated that the independent variables shows straight line from left
bottom to top right; indicating linear relationship was found between independent and dependent
variables. Multi Co-linearity, normality & linearity of regression assumptions are met.
4.5. Regression Analysis
The regression analysis was conducted to know by how much the independent variable explains
the dependent variable. It is also used to understand by how much each independent variable
explains the dependent variable. Therefore, regression analysis of the independent variable and
Job satisfaction was conducted and the result of regression analysis is presented as following.
Table 4.17 Regression analysis Model Summary
Mode R R Square Adjusted R Durbin-Watson
l Square
1.909
a
1 .773 .528 .505
a. Predictors: (Constant), Fairness of treatment, Work Stress, Job Autonomy, Compensation
for employees, Coworkers Relationship, Leadership & style, Working Condition,
Promotional opportunity
b. Dependent Variable: Job Satisfaction

Source: from data analysis

57
As indicated in the above table, the adjusted R square of 0.505, shows that the proportion of the
variation in job satisfaction explained by independent variables jointly 50.5%. The rest 49.5% of
the variance is explained by other variables which are not included in this study.

4.18. ANOVA

Model Sum of Squares df Mean Square F Sig.

Regression 88.414 8 22.5 93.756 .000b

1 Residual 87.461 225 80.340

Total 175.875 233

a. Dependent Variable: Job Satisfaction

b. Predictors: (Constant), Fairness of treatment, Work Stress, Job Autonomy,

Compensation for employees , Coworkers Relationship, Leadership & style, Working
Condition, Promotional opportunity

The result from table 4.19 indicated that the f-statistics of 93.756 at 8 and 225 degrees is
statistically significant at the 0.01. So that the model is significantly fits the data.
Table 4.19 Multiple Regression Results

Coefficients

Model Unstandardized Standardized t Sig.

Coefficients Coefficients

B Std. Error Beta

(Constant) 10.704 4.082 2.622 .009

Work Stress -.262 S.130 -.119 2.017 .045

Working Condition .133 .129 .077 1.024 .031

Coworkers Relationship .266 .184 .095 1.442 .015

1 Job Autonomy .497 .156 .199 3.197 .002

Compensation for employees .512 .156 .186 2.385 .018

Promotional opportunity .360 .201 .105 1.291 .019

Leadership & style .492 .148 .256 3.330 .001

Fairness of treatment .167 .212 .056 .786 .043

a. Dependent Variable: Job Satisfaction

Source Own survey 2022

58
The regression model equation is, therefore, Y=B + b1x1 + b2x2 + b3x3 + b4x4 + B5x5+B6x6+
B7x7+B8x8
Where: B=Constant and b1 – b8 = beta values for each variable
When the values from the table are computed, the regression model becomes:
Job satisfaction(Y) =10.704+0.262+0.133+0.266+0.497+ 572+ 0.460 +0.492 + 0.167)

As indicated in table 4.19 all independent variables; Work Stress, working condition, coworker’s
relationship, job autonomy compensation for employee’s promotional opportunity, Leadership &
Fairness have a significant effect on job satisfaction. Accordingly, Compensation had a positive
and significant effect on job satisfaction with Beta value (B = .512; p < 0.05). This implies
that there is a statistically significant effect of compensation on employee’s job satisfaction.
Therefore, the null hypothesis is rejected which states that ‘compensation has no significant effect
on employee’s job satisfaction’ and accepted the alternative hypothesis states that ‘compensation
has significant effect on employee’s job satisfaction’. This finding is also supported by Calvin,
(2018). According to his finding there is a positive and significant relationship between
compensation and job satisfaction (r = 0.263, p>0.01).
Regarding Job autonomy, the regression result indicated significant effect of job autonomy on
employee’s job satisfaction with Beta Coefficient Value =0.497, at p<0.05. Therefore, null
hypothesis ‘Job autonomy has no significant effect on job satisfaction is rejected, while the
alternative hypothesis Job autonomy has significant effect on job satisfaction is accepted. this
finding is associated with the finding of Saifaddin, (2020). Examining the Interrelation Between
Job Autonomy and Job Satisfaction. He found that Job Autonomy Has significant & positive effect
on job satisfaction.

Another hypothesis ‘Leadership has no significant effect on job satisfaction is rejected’. Because,
the regression result shows that Beta value=0.497 at p<0.05. Thus leadership has significant effect
on job satisfaction. The findings of the current study are in association with previous literature
such lucy Njeri, (2018) which investigated the effects of public secondary school head teachers'
leadership styles on teachers' levels job satisfaction in Kenya, the study found that leadership style
had positive effect on job satisfaction also another study examined the effect of principals’
transformational leadership on teachers’ job satisfaction in Greek which found that general factor,

59
representing the items of leadership style have an effect upon all Teachers’ Satisfaction (Gkolia,
Belias, & Koustelios, 2014). Top management leadership remains the major determinant that
influences job satisfaction. In this study, the finding showed that there is a significant positive
relationship between pay and benefits and  ISSN: 2252-8822 Int. J. Eval. & Res. Educ. Vol. 9,
No. 2, June 2020: 285 - 291 290 job satisfaction (β=0.204, p<0.05), Ong Choon Hee,(2020).

As the finding of regression analysis shows, promotion opportunity has B=0.360 with p=0.019.
this implies Promotion opportunity has significant effect on job satisfaction. Hence, null
hypothesis ‘Promotion has no significant effect on job satisfaction’ is rejected. Other researchers
also found the same relationship between promotion & job satisfaction. According to Muhammad
& Malik, (2017). promotion has influence on job satisfaction with a beta coefficient of 0.239.

Working condition had a positive and significant effect on job satisfaction with Beta value (B =
0.133; p < 0.05). This implies that there is a statistically significant effect of working condition on
employee’s job satisfaction. Therefore, the null hypothesis is rejected which states that ‘working
has no significant effect on employee’s job satisfaction’ and accepted the alternative hypothesis
states that ‘working condition has significant effect on employee’s job satisfaction’. The finding
of this study is consistent with Ong Choon Hee,(2020). work environment was found to be
significantly related to job satisfaction with (β=0.203, p<0.01).

The above table indicted that coworker’s relationship has B=0.266 with level of confidence
p<0.05. this implies that coworker’s relationship has significant effect on employee’s job
satisfaction. Therefore, the null hypothesis ‘coworker’s relationship has no significant effect on
job satisfaction is rejected. This study is supported by Solomon, (2019). According to his finding
good understanding of each other (p-value = 0.000), communication(p-value=0.022), respect
others(p-value=0.011) and behaviors of coworkers(p-value=0.002) were statistically significant at
5 percent or lower.

Since the beta value of work stress is B=0.262, & p<0.05. Work stress has significant effect on job
satisfaction. Therefore, the null hypothesis ‘’work stress has no significant effect on job
satisfaction is rejected, while the alternative hypothesis ‘’Work stress has significant effect on job

60
satisfaction’’ Accepted. the finding of the study is consistent with Ahashan N, (20014). This study
found that work stress has significant & negative effect on job satisfaction with B= -0.327 &
p<0.05.
Result of regression analysis for fairness of treatment shows that B=0.167 & p<0.05. this indicates
fairness has significant effect on employee’s job satisfaction. Thus the null hypothesis ‘’fairness
has no significant effect on job satisfaction is rejected conversely the alternative hypothesis is
accepted. The finding shows that Procedural and Interactional justice has a positive relationship
with job satisfaction. Beta ( β ) value of Procedural and Interactional justice are significant , beta
value of procedural justice is 0.18 shows that increase of one unit in Procedural will increase .18
in job satisfaction and increase of one unit in Interactional justice will increase .48 in Job
satisfaction . It means that employee in Pakistan are more concern about how actually they are
treated by their supervisor and this has major role in Job satisfaction of employees in educational
institutions of Pakistan KAMRAN, (2013).

Table 4.20. The summary of Hypotheses

Hypotheses Result
H1: Working condition has no significant effect on academic staffs’ job satisfaction. Rejected
H2: Compensation has significant effect on academic staffs’ job satisfaction. Rejected
H3: Employee relation has significant effect on academic staffs’ job satisfaction. Rejected
H4: Fairness has significant effect on academic staffs’ job satisfaction. Rejected
H5: Employee promotion has significant effect on academic staffs’ job satisfaction. Rejected
H6: Leadership has significant effect on academic staffs’ job satisfaction. Rejected
H7: Work stress has significant effect on employee’s job satisfaction. Rejected
H8: Job autonomy has significant effect on employee’s job satisfaction. Rejected
Source: Own Survey (2022)

61
 CHAPTE RFIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
Introduction
This chapter presents summary of the major findings, conclusion, recommendations of the study
and implications for future research will be addressed, based on the analysis of the research data,
the discussion, and the interpretation of the findings in the previous chapter.

5.1. Summary of major Findings

The results of the study indicated that more males participated in the research than females and
more respondents were in the age of 20-30(56%) & 30 to 40(42% years old, this shows that most
of the employees are productive work force, if the organization satisfies this group can meet the
organizational goals. Descriptive statistics indicated that leadership presented the highest mean
score in affecting employee satisfaction to Asosa University staff. This was closely followed by
promotion, compensation & Fairness also moderately affected employee satisfaction whereas
coworker’s relation, work stress, job autonomy & Working condition had the lowest relation. The
results indicated that Assosa University employees have low satisfaction with the leadership,
compensation, Promotion & fairness of treatment.

The study finding indicted there is strong positive relationship between compensation &
employee’s job satisfaction with coefficient correlation r = .648 & there is also strong positive
relationship between promotion & Job satisfaction with Value r=619 at p < 0.05 level. In addition,
there is a moderate positive relationship between leadership and employees job satisfaction with
coefficient correlation r = 0.457 at p < 0.05 level. Moreover, job autonomy, fairness, working
condition & coworker’s relationship has week positive relationship with job satisfaction with
coefficient correlation r=.377, 335, .298, & .273 respectively, generally all predictor variables of
the study such as compensation, promotion leadership, fairness of treatment, job autonomy,
working condition & coworker’s relationship has positive relationship with employee’s job
satisfaction.

The regression analysis result shows that all independent variables are significant & positively
affect employees job satisfaction except work stress. Compensation has value B=0.505 this means
62
all variables remain constant increase in compensation can rise job satisfaction by 50.5. job
autonomy has the second largest beta coefficient value B=0.497. this implies increase in job
autonomy can increase job satisfaction by 49.7%. Thirdly, the finding shows that Beta value of
leadership is 0.492, this indicates, improvement on leadership can increase job satisfaction by
49.2%.
Work stress & job satisfaction has negative relationship. This means an increase on work load
result in decreasing job satisfaction by -26.2%. other factors such as promotion, working condition,
coworker’s relationship & fair ness has Beta(B)=0.460, 0.133, 0.266 & 0.167 respectively. This
indicates an increase on these factors leads to increase job satisfaction by 46% , 13.3%, 26.6% &
16.7% for promotion, working condition, coworkers relationship, & fairness respectively.

5.2. Conclusions

Pearson Product Moment Correlation Coefficient was computed for determining relationships
between dependent variables & independent variable job satisfactions. The results showed that
there was strong positive relationship between leadership, compensation, promotion & job
autonomy with the variables of employee job satisfaction. The results indicated that the
relationship between coworker’s relation, Working Condition & stress with job satisfaction was
low significant.
From the multiple regression analysis, it is observed that compensation is the major & first
determinant factor of job satisfaction because of its largest beta coefficient value more than other
variables. According to the finding of the study the second determinant factor are Job autonomy
& leadership style which could affect employees job satisfaction. The results of this study indicate
that academic employees in Asosa University are not satisfied by compensation, job autonomy,
promotion & leadership and the variables contribute to a high extent in improving their job
satisfaction. The finding also indicated, working condition, fairness, & coworker’s relationship
has Positive relationship with job satisfaction. But, work stress has negative relationship with job
satisfaction. In General, an improvement in (Compensation, job autonomy, promotion, leadership,
working condition, fairness, coworker’s relationship has positive effect & could improve job
satisfaction. But increase on work stress has negative effect & leads to job dissatisfaction.

63
5.3 Recommendations
Based on the findings of the study the following recommendations were forwarded to the
management of the university & concerned body to improve the employee’s level of satisfaction.

The finding of this study indicated that compensation was considered as one of the most important
factors influencing organizational commitment. Thus, the concerned body should work better to
improve Pay & benefits(compensation) to keep employees job satisfaction & Management should
also ensure that no large remuneration gaps exist among the different levels of activities staffs.

The study indicated that the respondents are not fully satisfied with their Job autonomy, leadership,
promotion & fairness. In order to enhance the organization should look further those four variables
that may affect employees‟ attitude and pave the way to make positive changes and improve
employee attitude for a higher job satisfaction. University management should also provide the
employees with more organizational freedom and respective autonomy.

Working condition also needs some improvement to sustain employees’ job satisfaction.
Employees considered salary and benefits as inadequate for their needs. Furthermore, fairness of
treatment is in question due to unfair educational opportunity. Over all, management should try to
improve Job autonomy, leadership, promotion compensation & fairness of treatment to achieve
higher and greater levels of employee job satisfaction. Further more, compensation, promotion &
educational opportunity should be liked with an objective criterion of performance, experience &
skill which can be viewed by the employees as fair. This would be a powerful way of trust building
and support to Asosa University employees.

5.3. Suggestions for Future Researchers

This study examined employees‟ job satisfaction at Asosa University Academic staff employees
by selecting specific variables. However, there are so many variables not included in this study. In
addition, the researcher limited to academic staff; academic administration staffs are not included
in the study. Thus, it is recommended for future researchers to further assess factors affecting job
satisfaction by incorporating additional variables. It is also recommended for future research to
include admin staff employees.

64
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 Apendices

ASSOSA UNIVERSITY
SCHOOL OF GRADUATE STUDIES
DEPARTMENT OF MANAGEMENT
Questionnaire to be filled by respondents
Dear respondent,

I am Aterefe Melaku, MBA student in Assosa University, department of Management. I am

conducting research entitled with “Factors Affecting Employees Job Satisfaction in case of Assosa
University Academic Staffs”. This questionnaire is part of the research conducted for the
fulfillment of the requirements of Master of Business Administration, designed to collect
information on how you feel about your working environment & Job Satisfaction. As your
responses to the statements below are of great importance to my research work, I kindly request
you to answer the questions carefully and genuinely. This information will be used only for
academic purpose and I guarantee you that your responses will be treated confidential.

Part I: Demographic Characteristics of Respondents

Please put tick mark (√) in the appropriate box for most suitable answer to you in respect of each
of the following options.
1. Gender: Male Female

2. Age group 20-30 31-40 41-50 50-60 61+

3. Marital status: Single Married Divorce

4. Educational Level: Diploma Degree Master

PhD and Above

5. Work experience: A. Less than 3 years B. 3- 8 years

C. 9 and

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Section II: Factors of Job Satisfaction Questionnaire
Instructions: With respect to your own feelings about the factors affecting employees’ job
satisfaction; please give your assessment by rating each statement using the mentioned 5-point
scale. Put a tick mark (√) the appropriate box in the table. The rating scales are: (Where 1 = strongly
disagree, 2 = disagree, 3 = neutral, 4 = agree and 5 = strongly agree).

Disagree
Disagree
Strongly

Strongly
Neutral

Agree

Agree
Working condition 1 2 3 4 5

1. The job takes place in an environment free from health hazards.

2. I receive the information, tools and resources needed to do my job effectively.

3. The rules and procedures are clear & create conducive working environment.

4. The office is neat and has adequate space.

5. The working condition of my office physical layout is good.

6. I do have easy access to material and other necessary equipment’s.

7. The university work culture is enjoyable.

8. The workplace is free from excessive noise.

Scale

Compensation 1 2 3 4 5

9. Employee’s efforts are sufficiently compensated.

10. In this organization when employees do something well, the leader praise them.

11. There is equitable compensation system in the organization.

12. My organization gives recognition to good job performer employees.

13. The employees have compensated regarding their job performance.

14. The benefits I receive are adequate to fulfill my basic needs.

15. My outcomes reflect what I have contributed to the organization.

Scale

Employee Promotion 1 2 3 4 5

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16. An employee complaint about promotion is given great attention in this
organization.

17. In this organization the promotion procedure is free from any biases.

18. Selection criteria followed for promotions is transparent and clear.

19. Promotion is given based on job performance and work experience of

employees in this organization.

20. There is an adequate promotional opportunity in this organization.

Scale

Leadership 1 2 3 4 5

21. In this organization my Leader is easy to talk to about job-related problems.

22. The leader is eager to listen to their employees.

23. My leader gives value for the contribution I make.

24. The leaders always encourage me use my maximum potential and attaining
organizational objective.

25. The leader is easily contactable in case I need to talk to him.

26. In this organization the leader respects me as an employee.

Fairness of Treatment Scale

1 2 3 4 5

27. Employees have an equal opportunity to continue their education

28. There is no discrimination between employees based on, race, religion,

relationship & political issue.

29. Employees have equal career development opportunity.

30. I feel I’m treated fairly without consideration of my identity.

Work stress Scale

1 2 3 4 5

31. I do not miss my tea break and weekend rest time due to over workload.

32. There are a sufficient number of employees to handle a normal workload in

this organization.

33. I am not working long hours in a day.

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 34. In this organization my workload is fair since my coworkers are performing
their jobs appropriately.

35. Work demand does not make it difficult for me to schedule vacations.

36. In this organization employees do not work additional, often inappropriate

tasks making it difficult to focus on the core job.

Scale

Co-workers relation 1 2 3 4 5

37. In this organization employees are respect each other.

38. Employees have a smooth relationship with their coworkers.

39. My relationship with my colleagues is strictly professional.

40. I enjoy a friendly relationship with my co-workers outside of work.

41. My colleagues at work, seems to care about me as a person.

42. The organization establishes social gathering program to strengthen our

relation.
Job Autonomy 1 2 3 4 5

43. In this organization employees have an adequate freedom to do their work.

44. I decide my own work procedure in the organization.

45. I set the performance standards for my job in this organization.

46. I organize my work as I see best.

47. I make most of the decisions that affect the way I do my work.

PART III: Job Satisfaction Questionnaire

Instruction: With respect to your own feelings about your level of job satisfaction situation, please give your
assessment by rating each statement using the mentioned 5-point scale. Please put a (√) mark for the appropriate
answer in the table. The rating scales are: (Where 1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree and
5 = strongly agree).

Job Satisfaction Scales

1 2 3 4 5

1. I am satisfied with compensation system of our organization

2. I like doing the things I do at work.

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3. It's my pleasure to spend the rest of my life in this organization.

4. I am satisfied with my chances for promotion.

5. I have a sense of pride in doing my work.

6. I like the people I work with.

7. I do feel that the work I do is appreciated.

8. Those who do well on the job stand a good chance of being promoted.

9. I encourage my friends to work at the organization

10. I believed that my leaders had trust and confidence on me

11. My supervisor show high interest in the feelings of subordinates.

12. The benefits we receive are as good as other organizations offer.

13. I do have freedom to express and discuss any idea that matters our
organization with any level of our organization

14. I feel that I am an important and key part of the organization that I am
currently work for

74