The effect of 10 weeks physical activity on job satisfaction of ...

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Annals <strong>of</strong> Biological Research, 2013, 4 (6):254-259
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ISSN 0976-1233
CODEN (USA): ABRNBW
<strong>The</strong> <strong>effect</strong> <strong>of</strong> <strong>10</strong> <strong>weeks</strong> <strong>physical</strong> <strong>activity</strong> on job satisfaction <strong>of</strong> university non-athlete
male staffs
Mahvash. Noorbakhsh 1 * and Shahpour. Ghanbari 2
1 College <strong>of</strong> Physical Education and Sport Sciences, Islamic Azad University, Karaj Branch, Karaj, Iran
2 College <strong>of</strong> Physical Education and Sport Sciences, Islamic Azad University, Saveh Branch, Saveh, Iran
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ABSTRACT
<strong>The</strong> state <strong>of</strong> job satisfaction condition <strong>of</strong> university’s staff is <strong>of</strong> high significance as they have a key role in training
the future specialist's workforce in the country. Many researchers suggest that there is a direct relationship between
<strong>physical</strong> <strong>activity</strong> and job satisfaction <strong>of</strong> the people. <strong>The</strong> purpose <strong>of</strong> this research was to find the <strong>effect</strong> <strong>of</strong> a <strong>10</strong>-
<strong>weeks</strong><strong>physical</strong> <strong>activity</strong> on job satisfaction <strong>of</strong> non-athlete male staff, working at university. <strong>The</strong> research population
consisted <strong>of</strong> the whole non-athlete male staff, working at university in 20<strong>10</strong> (N=181). A demographic questionnaire
as well as a job satisfaction questionnaire (JDI) was used as measurement tools for the study. Sixty non-athlete
staffs were randomly selected and divided into two groups, namely experimental and control groups. <strong>The</strong>
experimental group participated in selective <strong>physical</strong> activities for <strong>10</strong> <strong>weeks</strong>, 3 times a week, and one hour in each
session. After <strong>10</strong>-<strong>weeks</strong>, the questionnaires were given to both groups as post-test. <strong>The</strong> descriptive and inferential
statistics, including independent-t and dependent-t tests were used to find if the group's differences were significant
(α < 0.05). Results showed that there were significant differences between job satisfaction and satisfaction from the
job nature and satisfaction from the colleagues dimensions. <strong>The</strong> study also showed that the <strong>physical</strong> <strong>activity</strong> plays a
key role in staff’s job satisfaction promotion.
Key words: <strong>physical</strong> activities, Job satisfaction, Non-athlete staff.
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INTRODUCTION
Many behavioral scientists believe that organizations forman undeniable facet <strong>of</strong> today's modern world. <strong>The</strong> nature
<strong>of</strong> societies is formed by organizations and existing relations in world around them.Although organizations are
established and organized in various forms and based on various objectives, all are undoubtedly managed and led
based on mental and <strong>physical</strong> labor efforts that are considered as their major element (11).No organization can
achieve a high degree <strong>of</strong> efficiency, flexibility and adaptability.Unless it is benefited from the assistance and help <strong>of</strong>
vivid and healthy individuals, so the <strong>physical</strong> education and exercise play a constructive role in health <strong>of</strong> the society,
exhilaration and vitality <strong>of</strong> the community, developing talents and increasing life expectancy (4).
Human resources are the most important sourcesamong sources <strong>of</strong> organizations (1). In fact, the most important
success factor in any organization is to have healthy, committed and loyal employees.Coulson et al (2008) consider
success in the competitive world belonging to organizations which regard committed and loyal employees as their
greatest asset and believe that human resources are the only competitive advantage that organizations must convert
this potential force to the actual force through appropriate and proper measures and also conduct them toward
organization's goals while creating motivation (7).
Withrespect to observing the principles <strong>of</strong> mental health in the workplace, one <strong>of</strong> the momentous managers' tasks is
to provide necessary and sufficient conditions and facilities for promoting job-satisfaction among the staffs.Creating
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favorable human relations and job-satisfaction among the organization's individuals is a serious task that must be
seriously considered by managers.Since, recognizingand making healthy human relations are considered as an
<strong>effect</strong>ive factor in achieving objectives and success <strong>of</strong> any organization.Job-satisfaction is one <strong>of</strong> the
important attitudes having a very high position in the organizational behavior studies and is one<strong>of</strong> the most
important factors in job success that leadsto increase the efficiency and also feeling <strong>of</strong> personal satisfaction (9).Jobsatisfaction
refers to the general attitude <strong>of</strong> individual on his job.In job- satisfaction, the dimensions <strong>of</strong> feeling
towards job nature, management, colleagues, enhancement and promotion and rights and benefits are studied (12).A
person, whose job-satisfaction is at a high level, has a positive attitude toward his work while for one who is
unhappy with his job; his attitude toward his work is negative. Generally, job-satisfaction causesto increase in the
individual productivity, to undertake a person to organization, to ensure his <strong>physical</strong> and mental health, to improve
individual's moodand to have life satisfaction and to be quickly trained for new job skills. However, the lack <strong>of</strong> jobsatisfaction
leads to reduce staff's morale that the issue is highly undesirable in doing administrative duties (1).Over
the past few years, economists have shown much interest in job- and life satisfaction. Also, issues related to the job
and life satisfaction and general and <strong>physical</strong> labor health are important for employers and policy-makers.Those who
are satisfied with their job in more difficult work circumstances are less likely to leave their job and individuals with
high general and <strong>physical</strong> health level have greater ability to do things (3).
Research results have shown that <strong>physical</strong> exercise and activities have a positive <strong>effect</strong> on general health and
according to the conducted studies, there is a positive attitude between <strong>physical</strong> <strong>activity</strong> and body image andthe
satisfaction resulted from <strong>physical</strong> <strong>activity</strong> causes pleasure and satisfaction in the life and this may be spread in other
aspects <strong>of</strong> life (2) while the results <strong>of</strong> the research byCarraca (2012) showed that there was no significant
relationship between body image and <strong>physical</strong> <strong>activity</strong> (6).Researches have indicated that regular <strong>physical</strong> activities
cause to promote general and <strong>physical</strong> health and also directly assist employers through increasing the jobsatisfaction
<strong>of</strong> staffs and <strong>effect</strong>iveness and efficiency <strong>of</strong> organizations (17).
In a study, Shephard&Sifen (2002) showed that individuals who regularly do aerobic exercise have lower rate <strong>of</strong>
anxiety and hopelessness, participate more in social activities and have more satisfaction with themselves(14).In a
study, Bruce (20<strong>10</strong>) showed that there was a direct relationship between exercise and job-satisfaction(5). Wattles &
Harris (2003) concluded that job-satisfaction has a positive and significant correlation with cardio-vascular
endurance and a high level <strong>of</strong> some fitness factors positively <strong>effect</strong>s on absenteeism, job-satisfaction and
efficiency(18).Ohta, Takigami& Ikeda (2007) indicated that the job-satisfaction level <strong>of</strong> workers increased through
participating in aerobic exercise.In a research(13), Thogerson-Ntoumani& Fox (2005) showed that <strong>physical</strong>
activities had a direct relation with job-satisfaction in various levels while Defenbaugh(2011) observed no
significant relationship between <strong>physical</strong> <strong>activity</strong> and job-satisfaction(8,16).
In a study, Todd (2009) indicated that because <strong>of</strong>raising employees' self-esteem, the social identity resulted from
employing individual in exercise cause to increase job-satisfaction and also the social identity resulted from the
workplace cause to increase individual returns such as organizational commitment, job-satisfaction and participating
in work based on the attitudepower(15).Beiruti (2011) emphasizes the necessity <strong>of</strong> incorporating <strong>physical</strong> <strong>activity</strong> in
job activities <strong>of</strong> staffs and states that <strong>physical</strong> activities lead to staffs' health and ultimately greater organization
efficiency.He also emphasizes that if managers want to participate their staffs in exercise, they should use incentives
causing to encourage staffs in <strong>physical</strong> activities (4,).
Low work, lack <strong>of</strong> responsibility, overt or covert opposition with management and organizational program and
misunderstandings with colleagues are reduced by increasing job-satisfaction. Through delineating the relationship
between <strong>physical</strong> <strong>activity</strong> and job-satisfaction, we can take further step for identifying sources creating jobsatisfaction
and factors affecting the studied society.Despite extensive research on factors influencing jobsatisfaction
and also the tremendous influence <strong>of</strong> <strong>physical</strong> <strong>activity</strong> on various aspects <strong>of</strong> individuals' lives,little
attention has empirically been paidto the <strong>effect</strong> <strong>of</strong> exercise and <strong>physical</strong> <strong>activity</strong> on job-satisfaction.Considering the
agreed and disagreed findings and mentioned cases, should studying the status and job-satisfaction <strong>of</strong> university's
staffs seriously be considered as one <strong>of</strong> pillars in developing human society and the influence and importance <strong>of</strong> this
social class on training future specialists. Accordingly, the present study aimed to evaluate the <strong>effect</strong> <strong>of</strong> <strong>10</strong>-week
selective exercise on the job-satisfaction <strong>of</strong> non-athlete male staffs working at the university.So, the researcher seeks
to find out:in which level is the job-satisfaction <strong>of</strong> staffs working at the university. Have exercise and <strong>physical</strong>
activities any <strong>effect</strong> on dimensions <strong>of</strong> job-satisfaction <strong>of</strong> staffs in the organization?
MATERIALS AND METHODS
Research methodology
<strong>The</strong> research method is semi-empirical done as field and using pre-test and post-test.
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Statistical sample and population
<strong>The</strong> statistical population <strong>of</strong> the research consist <strong>of</strong> all non-athlete university male staffs who have been working in
20<strong>10</strong> (N= 181).To select the samples for the present study, while expressing the consent for participating in the
study, first, staffs filled the research questionnaires.Out <strong>of</strong> the collected questionnaires, 60 non-athletic staffs; in
other words, those who have no regular <strong>physical</strong> activities over the past 2 years were randomly selected and divided
into the experimental and control groups.
Measurement tools
<strong>The</strong> following tools and instruments were used to collect information and data:
1- Wysocki and Krumm job-satisfaction questionnaire (1994)
2- <strong>The</strong> questionnaire<strong>of</strong> personal features
3- Polar Stethoscope
JDI questionnaire which has high reliability and validity has so far been used by many researchers. In the current
study, the validity <strong>of</strong> the mentioned questionnaire was calculated by Cronbach's alpha method using SPSS s<strong>of</strong>tware
and obtained as 0.93.
<strong>The</strong> questionnaire <strong>of</strong> personal information includes age, marital status, work experience, level <strong>of</strong> education,
employment status, educational field <strong>of</strong> study, and the athletic history <strong>of</strong> staffs.
<strong>The</strong> method <strong>of</strong> collecting data
In order tocollect data, while explaining the research objectives by the researcher,the research questionnaires were
distributed among all university male staffs.Among the collected questionnaires, it was specified that 181
individuals were non-athletic staffs; in other words, they have had no regular <strong>physical</strong> activities over the past 2
years.Among from thisgroup, 60 individuals were randomly selected and divided into two experimental (N = 30)
and control (N = 30) groups. <strong>The</strong> experimental group participated in selective <strong>physical</strong> exercises for <strong>10</strong> <strong>weeks</strong>, 3
times a week, and one hour in each session.In the present study, the program for <strong>physical</strong> exercise was: 1- Warm-up
including walking, jogging, stretching movements and various s<strong>of</strong>tened movements for 20 min, 2- continuous
running with the intensity <strong>of</strong> 60-70% <strong>of</strong> maximum heart rate for 20 to 30 minutes.
Given increasingly being exercise protocol, this part <strong>of</strong> the exercise begin with the intensity <strong>of</strong> 60% maximum heart
rate <strong>of</strong> subjective for 20 minutes and gradually increases to 70% <strong>of</strong> maximum heart rate for 30 minutes (the exercise
was performed with the intensity <strong>of</strong> 60%,65% and 70% maximum heart rate in the first 3 <strong>weeks</strong>, in the second 3
<strong>weeks</strong> and the next four <strong>weeks</strong>, respectively and also, every week added one minute to the jogging time).3- warmdown
including walking, slow jogging and stretching movements for 15 minutes. After <strong>10</strong>-week exercise, the
research questionnaires were again distributed and collected to take post-test among the experimental and control
groups.Data obtained from questionnaires in two stages were collected, coded and entered into the computer and
analyzed using SPSS s<strong>of</strong>tware in two descriptive and inferential parts.
Statistical Methods
Two following statistical methods have been used to test hypotheses and classify and analyze the collected data.<strong>The</strong>
descriptive statistics has been used on absolute frequency, frequency percentage and cumulative frequency
percentage, table <strong>of</strong> frequency distribution and graphs <strong>of</strong> mean and standard deviation.<strong>The</strong> inferential statistics,
dependent-t test, and independent-t test have been used to test research hypothesis andtoexamine the <strong>effect</strong> <strong>of</strong>
exercise for the difference between groups, respectively.
RESULTS
<strong>The</strong> research findings showed that about 70% <strong>of</strong> workers are in the age range <strong>of</strong> 31 to 40 years. 93% <strong>of</strong> staffs are
married. 38% <strong>of</strong> staffs have the working history <strong>of</strong> 11 to 15 years and 48% have undergraduate education and 93%
<strong>of</strong> staffs participated in the study were formally working.
Findings indicate that the mean scores <strong>of</strong> "salary payment", " supervisor " and "promotion" componentsare almost
identical in the pre- and post-test in the experimental and control groups; however, in the post-test, scores <strong>of</strong> "nature
<strong>of</strong> the work", "colleague" and "total job-satisfaction" <strong>of</strong> staffs in the experimental group have been increased
compared with those in the control group.
In the experimental and control groups, the lowest rate <strong>of</strong> scattering in "pre-test" and "post-test" is related to the
"salary payment" while in both groups, "satisfaction with colleague " has the highest dispersion.
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In thissection, the rate <strong>of</strong> the <strong>effect</strong> <strong>of</strong> <strong>physical</strong> <strong>activity</strong> is studied by doing the dependent-t test between pre-test and
post-test <strong>of</strong> the experimental group.
Table 1: the mean and standard deviation <strong>of</strong> job-satisfaction in the experimental and control groups (N=60)
component Experimental group (N=30) Control group (N=30)
M SD MSD
Job
Pretest 31.13 6.3
31.47 6.2
Pretest 33.43 6.3
31.87 7
Salary payment
Pretest 15.63 5.2
16.27 4.8
Pretest 15.93 4.9
16.67 4.8
Colleague
Pretest 30.27 7.4
29.7 6.6
Pretest 33.43 7.3
30.23 6.1
Supervisor
Pretest 25.57 6.7
25.2 6.1
Pretest 26.23 6.5
25. 3 6.3
Way <strong>of</strong> Promotion
Pretest 15.13 7.1
14.97 5.8
Pretest 15.87 7
15.2 5.5
Total (job-satisfaction)
Pretest 117.73 23.14
117.6 18.8
Pretest 124.53 21.8
119.27 18.9
Table 2: <strong>The</strong> dependent-t test for comparing pre-test and post-test scores <strong>of</strong> job-satisfaction in the experimental group
component
Job -satisfaction
Payment-satisfaction
Colleague- satisfaction
Supervisor- satisfaction
Promotion-satisfaction
Total <strong>of</strong> job-satisfaction
Number
30
30
30
30
30
30
Mean
-2.3
-0.3
-3.16
-0.7
-0.73
-6.8
SD
2.98
3.2
3.5
2.2
1.9
8.2
DF
29
29
29
29
29
29
Observed t value
-4.22
-0.52
-4.98
-1.7
-2.2
-4.5
Level <strong>of</strong> Significance
0.01
0.6
0.01
0.1
0.04
0.01
As it is seen in the above table, the obtained t is significant at the 0.01 level in "job-satisfaction", "colleaguesatisfaction"
and "total <strong>of</strong> job-satisfaction" components and at 0.04 in the "promotion-satisfaction" one.In other
words, in these components, the scores <strong>of</strong> subjects' post-test has been significantly increased compared with the pretest.
<strong>The</strong>refore, it can be concluded that doing <strong>physical</strong> activities can raise colleague-satisfaction, promotionsatisfaction
and total job-satisfaction and this is while doing <strong>physical</strong> activities have had no <strong>effect</strong> on increasing
payment- and supervisor-satisfaction.
Table 3: Independent-t test for comparing different scores <strong>of</strong> staffs' job-satisfaction in the experimental and control groups
Groups number mean SD Freedom degree Observed t Significant level
Experimental group 30 6.8 8.2
51/4 2.8 0.01
control group 30 1.7 5.6
According to the scores obtained from the above table, the observed t (2.8) is significant at 1% level <strong>of</strong> significance.
So it can be concluded that <strong>10</strong>-week selective <strong>physical</strong> activities have a significant <strong>effect</strong> on the rate <strong>of</strong>staffs' jobsatisfaction.
Table 4: Independent-t test for comparing the different scores <strong>of</strong> the rate<strong>of</strong> satisfaction with components <strong>of</strong> job-satisfaction in the
experimental and control groups
Groups
Experimental group
Nature <strong>of</strong> work
Control group
Managers (Supervision)
Experi. group
Control group
Co-workers
Experi. group
Control group
Promotional opportunities
Experi. group
Control group
Pay Satisfaction
Experi. group
Control group
No.
30
30
30
30
30
30
30
30
30
30
Mean
2.3
0.4
0.67
0.1
3.2
0.53
0.73
0.23
0.3
0.4
SD.
2.98
3.1
2.2
1.7
3.5
2.2
1.86
1.94
3.15
2.7
df.
58
58
58
58
58
t
2.4
1.1
3.5
1.02
-0.13
P-Values
0.019
0.26
0.01
0.31
0.89
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As it can be observed, the satisfaction <strong>of</strong> "nature <strong>of</strong> work"component is significant at the level <strong>of</strong> 0.05. <strong>The</strong>refore,it
can be concluded that <strong>10</strong>-week selective <strong>physical</strong> activities has a significant <strong>effect</strong> on the rate <strong>of</strong> staffs' feeling
towardthe nature <strong>of</strong> work.
As it is seen in the above table, the component "management- satisfaction" is not significant at the level <strong>of</strong> 0.05. It
cantherefore be said that <strong>10</strong>-week selective <strong>physical</strong> activities has no significant <strong>effect</strong> on the rate <strong>of</strong> staffs' feeling
towardmanagement. According to the information <strong>of</strong> the above-mentioned table and given the observed t (3.5) being
significant at 0.01 level, it can be concluded that <strong>10</strong>-week selective <strong>physical</strong> activities has a significant <strong>effect</strong> on the
rate <strong>of</strong> staffs' feeling toward colleagues.
According to the above table information, the observed t (02/1) is not significant at 5% level. So it can be said that
<strong>10</strong>-week selective <strong>physical</strong> activities has no significant <strong>effect</strong> on the rate <strong>of</strong> staffs' feeling toward the enhancement
and promotion.
Also, based on the information <strong>of</strong> the above table, it is observed that the satisfaction with rights and benefits
payment components is not significant at the level <strong>of</strong> 0.05. So it can be said that <strong>10</strong>-week selective <strong>physical</strong>
activities has no significant <strong>effect</strong> on the rate <strong>of</strong> staffs' feeling toward the rights and benefits.
DISCUSSION AND CONCLUSION
Comparing the study results with the previous ones indicate that the results <strong>of</strong> many studies are consistent with
theresults obtained from the present study, while a few studies have reached different findings.
<strong>The</strong> results obtained from the present study revealed that <strong>10</strong>-week selective <strong>physical</strong> activities had a significant
<strong>effect</strong> on increasing staffs' job-satisfaction and dimensions <strong>of</strong> job-satisfaction including nature <strong>of</strong> work-satisfaction
and colleagues- satisfaction and also significant <strong>effect</strong> on dimensions <strong>of</strong> job-satisfaction including superiorsatisfaction,
promotion- and enhancement- satisfaction and rights and benefits-satisfaction.
<strong>The</strong>se findings are consistent with findings <strong>of</strong> Bruce (20<strong>10</strong>), Todd (2009), Utah, Takygamy and Aykda (2007),
TvgrsvnAntomany and Fox (2005), Vatls and Harris (2003) who expressed that the job-satisfaction improves
through participating individuals in <strong>physical</strong> activities (5, 13, 15, 17 and 18). <strong>The</strong> possible reasons for this
consistency can be in the similarity between the duration <strong>of</strong> exercise, exercise intensity, exercise type, the number <strong>of</strong>
exercise sessions, the nature <strong>of</strong> exercise protocol and also the fitness level <strong>of</strong> staffs. Exercise and <strong>physical</strong> activities
affect on the performance <strong>of</strong> staffs by positively impacting on their <strong>physical</strong> and mental status.
Various studies have shown that exercise and increasing the fitness level lead to possible change in mood, decrease
in the <strong>physical</strong> fatigue resulted from increasing work capacity, <strong>physical</strong> diseases, absenteeism in the result <strong>of</strong> the
staffs' general and <strong>physical</strong> health, stress and depression (Vatls and Harris, 2003) and anxiety, raise confidence,
enhance a positive self-concept, socialize, creat sufficiency and skill (Alberta, 2007), increase self-esteem,
participate in the work based on the attitude power (Todd, 2009), increase the cardio-vascular endurance resulted
from the less work fatigue and more work focus, raise on the job fatigue and increase muscular strength in result <strong>of</strong>
reducing physiological stress (VatlsVhrys, 2003) and result in increasing job-satisfaction (18, 2, 15). <strong>The</strong> research
findings are not consistent with Karaka's findings (2012) that showed there was no significant relationship between
<strong>physical</strong> activities and the positive image <strong>of</strong> body and its possible reason can be the difference between population
and the type <strong>of</strong> exercises.
<strong>The</strong> present study is not consistent with findings <strong>of</strong> Coleman and Byrgyta (2008) who observed no significant
difference between staffs' job-satisfaction and active and non-active faculty members in exercise.<strong>The</strong>se differences
can probably be due to the way <strong>of</strong> exercises and lack <strong>of</strong> significant difference between staffs' <strong>physical</strong> fitness and
active and non-active faculty members in <strong>physical</strong> activities in different studied communities.In the present study,
the <strong>effect</strong> <strong>of</strong> selective <strong>physical</strong> activities including aerobic activities on both experimental and control groups was
studied while Coleman and Byrgyta (2008) collected the rate <strong>of</strong> <strong>physical</strong> activities <strong>of</strong> staffs and faculty members by
questionnaire and concluded that there was no significant difference between the job- satisfaction <strong>of</strong> active and nonactive
staffs and faculty members in <strong>physical</strong> activities (<strong>10</strong>).
Generally, the findings <strong>of</strong> most studies associated with the present topic indicated that <strong>physical</strong> activities particularly
aerobic exercise have had a significant influence on the job-satisfaction. Also, the results obtained from the present
study showed that <strong>10</strong>-week selective activities including aerobic exercises has a positive <strong>effect</strong> on the satisfaction
dimensions <strong>of</strong> the nature <strong>of</strong> work and colleague and non-athletic male staffs.It seems that the reasons for the
consistency <strong>of</strong> the results <strong>of</strong> the present study with the above-mentioned researches' results can be in similarity
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between exercise duration, exercise intensity, the number <strong>of</strong> exercise sessions and the protocol nature <strong>of</strong>
exercises.Reasons for lack <strong>of</strong> consistency may probably be related to the exercise duration, sex, age groups, and
<strong>activity</strong> methods and different fitness level invarious studied societies.
<strong>The</strong> study showed that <strong>physical</strong> activities had a significant <strong>effect</strong> on improving staffs' job-satisfaction. Thus it is
suggested that organizations pay more attention toextracurricular activities <strong>of</strong> their staffs and cause to improvethe
staffs' job-satisfaction and as a result, increase the efficiency and productivity <strong>of</strong> the organization by creating and
giving the exercise facilities in the workplace and encourage staffs toengage in the exercise. Given that mental
disorders are in many communities and our society is not an exception with this regard, the need to combat and
prevent these disorders is strongly felt.According to the obtained results based on the <strong>effect</strong>iveness <strong>of</strong> <strong>physical</strong>
activities, especially aerobic activities on reducing these disorders, the researcher advises all society individuals do
aerobic exercises at least three sessions per week to reduce these disorders.Finally, considering findings <strong>of</strong> the
present study which showed that <strong>physical</strong> activities hadan <strong>effect</strong> on staffs' job-satisfaction, it is recommended that to
protect the general and <strong>physical</strong> health and improve staffs' job-satisfaction, all educational administrators and noneducationalcenters
designate at least half an hour for <strong>physical</strong> activities as one <strong>of</strong> the most important organization's
programs and necessitate individuals to do them.
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