International journal of Contemporary Business Studies

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International Journal of Contemporary Business Studies Vol: 3, No: 6. June, 2012 ISSN 2156-7506 Available online at http://www.akpinsight.webs.com Study showed, women prefer pleasant employers to work with in comparison to men, whereas, to have a authority on important decision and opportunity, to direct the work for others is more desirable by men at work place (Schuler, 1975) Weaver (1977) confirms results for the hypothesis for unconnected link between two factors when the effect of other variables is minimized. Other researches from Forgionne and Peters (1982) found that there are many other factors which affects on this relation, it is not only gender and job satisfaction, we are talking about but also the other left over factors such as the number of family members, how many dependents are there in one‟s family, furthermore which position is being held by the staff in the organization does matter on this relation. Conclusion was that the direct effect of other variables should be considered and the direct link between gender and its effect on job satisfaction appears very little. We cannot agree with satisfaction level difference between two when having equal chance for education employment promotion equal job opportunity and so on. According to DeSantis and Durst (1996) the outcome of researches lying on gender difference effect on job satisfaction is arguable from 1950s to date. 2.2 Job Satisfaction and Rank Individual‟s job role within organization is considered as its rank. This term is link with job seniority of a person in a business classification, any one in education sector, working as Professor, Associate Professor, Assistant Professor and Lecturer. According to Ronen (1978) professional level increases job satisfaction, eighteen (18) variables were examined to get the strong predictors of job satisfaction by Near et al (1978), he got the results that the occupational level in term of rank and age are powerful tool for a satisfied employee. Grimes (1997) took 102 economists who worked in US institution of higher learning and were PhDs as sample ,in order to test number of publications and job rank. Expected result of positive correlation between job rank and publishing was proved. On the other hand there is no effort made by researchers on the relationship between the job rank and job satisfaction. Job satisfaction, productivity and career activities were correlated through a sample of 293 psychologists were surveyed by Holden and Black (1996). Analysis shows that academic ranks effect on productivity and satisfaction. Assistant or associate professor are less productive and satisfied than full professor. Literature reveals that job satisfaction is related with rank, and staff at higher ranks tends to have high job satisfaction. Therefore, it is proposed by literature that rank have a greater impact on productivity and job satisfaction, the higher rank people are more satisfied than the lower rank employees. 2.3 Job Satisfaction and Tenure Time period or number of years a person have spent working in an organization, is considered as Length of service. Many research studies designed to inspect that if the tenure increases the job satisfaction increase or not. The hypothesis that change in job satisfaction with length of service at a particular job resembles a U-shaped curve was confirmed by Ronen (1978), when researcher examined the relationship between two variables. Problem of promotion, salary policies and administrative practices as a hub of turnover was concluded by Nicholson and Miljus (1972) in their studies. However, satisfaction or dissatisfaction level of job was not directly associated with turnover and length of service by researchers. The idea that by controlling the perceived net value of employee for firm, employees‟ length of service nurtures the protection in opposition to job loss was presented by Abraham and Medoff (1984). Ability in promotion process and length of service has a comparative importance is also verified by Abraham and Medoff (1985). To judge the job satisfaction promotion is consider as key variable and long tenure and job satisfaction is logically connected (Wanous, 1972). When workers are long established in their experience, the satisfaction level is high for both male and female, studied by Black and DiNitto (1994). Copyright © 2012. Academy of Knowledge Process 18
International Journal of Contemporary Business Studies Vol: 3, No: 6. June, 2012 ISSN 2156-7506 Available online at http://www.akpinsight.webs.com Study on some firms in Hong Kong investigated to get the relationship of source of stress with psychological distress, job satisfaction and intension of quitting from job is directly the outcome of locus of control and organizational commitment (Siu and Cooper, 1998). On the other hand, the study on staff and nurses in UK was made to investigate the staff turnover ratio, staff age and tenure and found that tenure is a strongly associated with job satisfaction (Gray et.al, 1994) 3. METHOD In order to extract data on job satisfaction of employees the JDI (Job Description Index) was used. In 1969, JDI was developed by Kendall, Smith and Hulin. According to Kreitner and Kinicki (1995) this is most widely used tool to measure staff overall job satisfaction. Spector (2000) found JDI the most reliable tool to measure Job satisfaction level of employees, and it help us to measure the different aspects of job satisfaction separately from each other. JDI want respondents to explain jobs they perform compare to ask direct question “How much satisfied you are” in order to ensure that person filling the questionnaire should provide feedback which is related to job rather than satisfaction in general. The Job Description Index measudeal with five aspects for job satisfaction perceptions, Salary or pay, chances for promotions, supervision staff get in office, office mates or co-workers and the job staff performs (Spector, 2000). Seventy two (72) items have been included in this measuring instrument out of which ,nine (9) items are used for each aspect of promotion and pay, and eighteen (18) items each for work, supervision, and coworkers (Smucker & Kent, 2004). In order to get total score of the responses, employees are requested to specify whether each statement does or does not explain their jobs. The score of responses is measured as (yes) = 3, (?) = 1 and (no) = 0 for positive items, whereas (yes) = 0, (?) = 1, and (no) = 3 used for negative items (Cherrington, 1994). Job satisfaction level is related with the overall score, Satisfaction will be as high as the score (Kreitner & Kinicki, 2001). All questionnaires were distributed through post and emails. In order to find relationship among rank, age, gender and tenure with overall job satisfaction, The Multiple Regression Model was used. Overall Job Satisfaction (OJS) = β 0 +β 1 rank+β 2 gender+β 3 length+β 4 age+ ε 4. DISCUSSION OF RESULTS Table 1Dimensions of Job Satisfaction – Descriptive Statistics Frequency Minimum Maximum Mean Value Standard Deviation Job 191 15 45 39.01 5.842 Pay 191 5 32 16.52 5.926 Supervision 191 12 45 33.59 6.014 Promotion 191 5 23 13.87 2.310 People 191 9 48 29.66 9.554 Valid N (list wise) 191 Faculty members are satisfied with the nature of work (mean = 39.01), coworkers (mean = 29.66) as well as the supervision (mean =33.59) they get in their institute. The mean values of pay and promotion subscales were 16.52 and 13.87 respectively, both values reflects that our respondents are less satisfied with pay they receive and the chances of promotion they get in their institutes. Copyright © 2012. Academy of Knowledge Process 19
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