Abstract
<p>Many previous studies have solely focused on measuring job satisfaction in one category only either among academic or non-academic staff. However, in an educational institution, the two categories of workforce work hard in developing the university. Hence, it is crucial to measure the level of satisfaction in these jobs. Taking this into account, this study intends to identify the factors that contribute to job satisfaction among academic and non-academic staff in public universities. This study adapts the research frameworks from Lacy and Sheehan (1997), and Smerek and Peterson (2006) to measure job satisfaction among academic and non-academic staff, respectively.</p>
Highlights
Introduction to Job Satisfaction in UniversitiesTo continue competing successfully in the global economy, universities need a rapidly changing and more technically demanding work environment, which requires a more educated and highly skilled workforce compared to the current situation
1.1 Introduction to Job Satisfaction in UniversitiesUniversities create and cultivate knowledge for building a modern world
This study identified eight factors that contribute to job satisfaction among the academic staff namely authority, supervision, policy and facilities, the work itself, interpersonal relationships, commitments, income, and workloads
Summary
To continue competing successfully in the global economy, universities need a rapidly changing and more technically demanding work environment, which requires a more educated and highly skilled workforce compared to the current situation. In addition to meeting the requirements of an institution, the issue of job satisfaction should be promoted among the staff at each institution in order to have a positive impact on the employees as well as the institution. According to Rashid and Rashid (2011), satisfaction has been extensively studied in management literature due to its importance to the physical and mental well-being of an employee. In 2010, Machado-Taylor et al pointed out that job satisfaction and motivation among academic staff play an important role in contributing to positive outcomes in the quality of the institutions and the students’ learning. The concept of job satisfaction began in 1911 with the research by Taylor (1911) where it was stated that rewards such as the earnings of the job, incentive payments, promotion, appreciation, and opportunities for progress could lead to increased job satisfaction (Aslan, 2001)
Sign-in/Register to view highlights & summary 
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call