Job Satisfaction Of Academic Staff Research Articles

Non-Financial Rewards Towards Academic Job Satisfaction in State Universities in Sri Lanka

The employee retention and turnover depend on many factors including job satisfaction, financial and nonfinancial rewards, and other internal and external factors.The financial rewards of an organization are comprised of bonuses, salary incentives, gift vouchers, retirement plans, professional development plans and referral programs etc. Non-financial rewards are recognized as public recognition, experiential rewards, participation in the decision-making, time to work on personal projects, volunteering works, professional training, leadership training, increased autonomy, employee wellbeing programs, personal growth, awards, and career advancement. Hence, the study will focus on the impact of non-financial rewards on the job satisfaction of the academicians among state universities in Sri Lanka. Currently, it is a more significant and apt time to study the job satisfaction of academic staff in Sri Lanka as there is a higher rate of brain drain in Sri Lanka. The study was carried out by using qualitative methodology conducting in-depth interviews with fifteen faculty members in five state universities, aged between 30 to 55 male and female academic staff. Interview guides were used to collect data from selected thirty permanent academicians of state universities in Sri Lanka to determine the influence of nonfinancial rewards on job satisfaction. Thus, the study identified three main non-financial rewards as work autonomy, recognition, and professional development as the most influential factors towards the job satisfaction of academicians. Further, it was found that non-financial rewards have a positive and strong with job satisfaction than financial rewards. Hence, the study emphasizes the importance of enhancing the non- financial rewards of the employees to obtain their maximum performance.

Leadership Behaviours and Organisational Commitment Mediated by Job Satisfaction of Academic Staff at Kyambogo University

The study examined the relationship between leadership behaviours and the organisational commitment of academic staff at Kyambogo University, mediated by job satisfaction. Specifically, the study tested the influence of leadership behaviours on organisational commitment and job satisfaction, the influence of job satisfaction on the organisational commitment of academic staff, and the mediating effect of job satisfaction on the influence of leadership behaviours on organisational commitment. Based on the three-component model by Allen and Meyer (1990), organisational commitment was studied in terms of affective, continuance, and normative commitment. The study adopted a correlational research design on a sample of 175 full-time academic staff of Kyambogo University. The study utilised a self-administered questionnaire to collect the data. Data analysis involved carrying out partial least squares structural equation modelling (PLS-SEM). The results indicated that leadership behaviours positively but insignificantly influenced job satisfaction, while job satisfaction positively and significantly influenced organisational commitment, and leadership behaviours positively and significantly influenced job satisfaction. The results also revealed that job satisfaction partially mediated the influence of leadership behaviours on organisational commitment. The study concluded that while leadership behaviours are not a prerequisite for increasing organisational commitment among academic staff members, they improve academic staff members' job satisfaction. Also, academic staff members' commitment is increased by their job satisfaction, and job satisfaction partially significantly affects the association between leadership behaviours and academic staff members' commitment. The study recommends that to improve organisational commitment, university leaders should not overfocus on leaders’ behaviours. Nevertheless, to improve job satisfaction, they should exhibit those leadership behaviours that enhance job satisfaction. Further, university leaders can improve academic staff satisfaction by implementing appropriate job satisfaction practices. Last but not least, in addition to good leadership practices, university leaders should implement appropriate job satisfaction practices to enhance academic staff members' commitment

Retention Policy and Academic Staff Job Satisfaction: Jordanian Private Universities Context

Retention Policy and Academic Staff Job Satisfaction: Jordanian Private Universities Context

Administrators’ Politics of Delegation of Responsibilities and Academic Staff Job Satisfaction in Universities in Cross River State, Nigeria

The study aimed at examining administrators’ politics of delegation of responsibilities and academic staff job satisfaction in universities in Cross River State, Nigeria. Two research questions were raised to achieve the aim of the study, to guide the study, two hypotheses were formulated. The study adopted Correlational research design. The study Population consists of one hundred and forty one (141) heads of Department from two public Universities in Cross River State were selected through census sampling technique. The instrument used for the data collection was questionnaire titled: Administrators’ Politics of Delegation of Responsibilities and Academic Staff job Satisfaction Questionnaire (APDRASSQ) was developed by the researchers and was validated by experts in administration in higher education and measurement and evaluation. Data collected were subjected to statistical analysis using Pearson moment product correlation analysis. The result revealed that administrators’ delegation of responsibilities significantly related with academic staff job satisfaction in universities in Cross River State, Nigeria.

Did the 2017 wage increase improve job satisfaction of academic staff? A case study of the university of Nigeria, Nsukka

Many employees are merely holding on to their current jobs for lack of alternatives. Such staff members are no longer deriving satisfaction from their current jobs. Lack of satisfaction impinges on workers productivity and attitude to work generally. Some employers strive to engender satisfaction among its employees through improvements in the working environment, staff training and retraining, provision of more working tools and financial incentives including salary reviews. The University system in Nigeria has witnessed mass exodus of staff and general discontent as manifested in strikes, work to rule and other labour antics. To contain this challenge the Federal Government of Nigeria offered wage increases to all publicly owned University workers. This study investigated the effects of the 2017 wage increases on job satisfaction of academic staff in University of Nigeria Nsukka. 75 respondents were purposively selected for the study. Data were collected with the aid of questionnaire as well as an interview schedule. Table summaries, frequency counts and percentages were used to analyse the data. Findings show that the 2017 wage increases had some positive relationship with job satisfaction among the academic staff. While wage increases was a factor in academic staff satisfaction with their jobs, it was also found that in spite of wage increases, the academic staff were desirous of decent and improved work environment, infrastructure, training and retraining, workload and independence of the system. To improve job satisfaction among academic staff, a holistic motivational approach need be adopted. Keywords: Academic staff, employee, Job-satisfaction, job description, wage increase, work status, work environment, Nigerian universities and motivation

Leadership Behaviours and Job Satisfaction of Academic Staff of Kyambogo University, Uganda

This study examined the influence of leadership behaviours on the job satisfaction of the academic staff of Kyambogo University in Uganda. Specifically, the study examined the influence of participative, supportive, directive and achievement-oriented leadership on the job satisfaction of academic staff in Kyambogo University, Uganda. Job satisfaction was studied in terms of intrinsic and extrinsic job satisfaction. Using the quantitative approach for inferential analysis, the study adopted the correlational research design on a sample of 175 full-time academic staff. The study used a self-administered questionnaire to collect the data. Data analysis involved carrying out Structural Equation Modelling (SEM) using SmartPLS. The results indicated that while participative, supportive and directive leadership positively and significantly influenced the job satisfaction of full-time academic staff, achievement-oriented leadership had a negative and insignificant influence on the job satisfaction of academic staff. The study concluded that while participative, supportive and directive leadership behaviours are imperative for the job satisfaction of full-time academic staff, achievement-oriented leadership is not. Therefore, it was recommended that to boost the job satisfaction of academic staff, managers of universities should promote participative, supportive and directive leadership than achievement-oriented leadership

Statistical analysis on job satisfaction of academic staff at college of natural science in jimma university, Ethiopia: A cross-sectional study

Job satisfaction is an attitude that is the outcome of balancing and summarizing of numerous individual likes and dislikes that an employee experiences while performing his or her job. People's wants and requirements are always changing and rising in modern society; when these needs are not met, people get unhappy. The purpose of this study was to assess the level of job satisfaction among academic staff members at Jimma University College of Natural Science. A crosssectional study design was used in this research. The subjects who were involved in the study were 280 academic staff members in College of Natural Science. The study used both descriptive and inferential statistics method of data analysis, which means from descriptive statistics frequency table, cross tab, and from inferential statistics chi-square test of association and Ordinary Logistic Regression have been used. Most of the academic staff members are moderately satisfied with their job, P-value=0.000 indicates there is enough evidence to reject the null hypothesis at α=5% level of significance. Then there is a association between employees, ages and job satisfaction and P-value=0.000 indicates there is relationship between the level of job satisfaction and relationship of employees who work in college of Natural science. Mean level of job satisfaction of the employees depends on the relationships of academic staff members. Age, relationship with workers, work environment, education level, and monthly salary shows relationship with the level of job satisfaction. Academic staff members are not very satisfied with their job due to monthly salary, employment, scarcity of time, and educational level.

Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader.

In the aftermath of global pandemic of COVID-19, many sectors faced severe challenges to maintain security, health (psychological, and physical), and steer through the crisis by sup-porting the society. Through a quantitative approach a total of 250 surveys were distributed after a pilot test. Specifically, this research gathers data from 178 (71.2% response rate) university teachers from different universities across Palestine via surveys that address the role of empowering leaders on job satisfaction among teachers. The proposed model of the re-search was analyzed using Smart-PLS and PLS-SEM technique. The academic sector was disrupted and faced extreme changes during the pandemic, rendering teachers vulnerable and thus, role of leaders more crucial. Building on job demand-resources model, and social exchange theory, the current study examines the moderating effect of leader-member exchange (LMX) for increasing job satisfaction that can lead to enhanced overall wellbeing in the academic setting. Additionally, the mediating role of trust in leader is focused as a vital psychological element. While the results show a significantly positive effect on job satisfaction in the presence of empowering leaders, the moderating role of LMX alongside mediating impact of trust are observed. This implies that empowering leaders are highly influential in enhancing workplace for university teachers in the post-pandemic era.

The Job Satisfaction of Academic Staff in Higher Educational Institutes

The purpose of this study is to find out the level of work satisfaction among academic staff at Pakistan's higher educational institutions. A quantitative study approach was employed to collect data from universities in Punjab and Azad Kashmir provinces using a questionnaire. To elicit a response from the sample under research, Lester (1987) Teachers' Job Satisfaction Questionnaire (TJSQ) was adopted to collect the data. The findings indicate that academic staff job satisfaction is positively and significantly connected to pay, job security, and working circumstances. Job security is the best predictor of teachers' job satisfaction, according to this study. It is also advised that instructors be encouraged and motivated to improve their performance in the learning process by giving improved advancement chances, stable jobs, and suitable working environments. This research study can aid policymakers in making informed decisions on teacher job satisfaction and retention. Additionally, it may benefit students' well-being and elevate instructors' prestige.

Employee Job Satisfaction in Higher Educational Institutes: A Review of Theories

Employee Job satisfaction is an indication of how happy you are with your job. A person will feel confident and enthused about their work if they adhere to this value of job satisfaction. Teachers play a crucial role in the delivery of knowledge in higher educational institutes, As a result, it is no wonder that the subject of their job satisfaction frequently comes up in conversation. Job-satisfaction theories from Maslow to Lock have all been proposed to try to explain or understand the phenomenon of job satisfaction and motivation. Factors that contribute to employee job satisfaction change over time and cultural aspects are very important very analyzing these theories. In this study, a descriptive research design is used, and conclusions are drawn using a theory-based approach. According to the findings, job satisfaction of academic staff can be improved by implementing theories of satisfaction/motivation in higher educational institutes. Job satisfaction of academic staff leads towards the delivery of quality education resulting in student satisfaction and better university performance. This study has several implications for researchers and policymakers that it makes no difference whether theories are correct or incorrect; rather, it is determined by the environment in which they are used. Theories must be redesigned to incorporate the most recent results in human psychology.

Academic Careers in Transnational Higher Education: The Rewards and Challenges of Teaching at International Branch Campuses

This research investigates the attitudes, working conditions, experiences, and job satisfaction of academic staff employed at offshore campuses. An online survey questionnaire was completed by 72 academic staff in 10 different countries, which included China, Malaysia, Qatar, the UAE, and Vietnam. It was found that the desire for adventure and travel, and to experience a foreign culture, were the most popular motivations for working at an offshore campus. Common challenges and disadvantages of teaching at an offshore campus are the lack of job security, support for research, academic freedom, and opportunities for development and advancement. However, such academics often have motivated students, smaller class sizes, greater autonomy at work, fewer meetings, higher disposable income, and less of the ‘publish or perish’ culture. Almost three-quarters of our research participants believe that it is possible to have an attractive career teaching in transnational education, at offshore campuses.

The Impact of the Performance Appraisal Process on Job Satisfaction of the Academic Staff in Higher Educational Institutions

Performance appraisal is one of the key management tools which identifies employees’ strengths and weaknesses. Usually, this is the major mechanism of gathering information for rewarding/training employees based on their performance, and hence a key to achieve organisational goals by creating a satisfied workforce. Therefore, this study was aimed at examining the effects of the Performance Appraisal Process on job satisfaction of the university academic staff. The information collected within one of the largest universities in the UK via questionnaires and semi-structured interviews showed that the existing appraisal process majorly aligned with the requirements of the research-excellence-framework of the UK, which is greatly concerned with research rather than teaching. Furthermore, it was found that there is no clear link between promotions, salary increments, and rewards, etc. with staff performance within the current appraisal process. Eventually, it was realised that the majority of the academic staff of the source university were dissatisfied with the current performance appraisal process, and this could be the situation in the majority of universities in the UK. Therefore, further research in this area is highly recommended to explore extensive information to create a favourable work/study environment for both staff and students within the universities.

İçsel Pazarlama Anlayışının İş Tatminine Etkisi: Akademik Personel Üzerinde Bir Uygulama (The Effect of InternalMarketing Perceptive on Work Satisfaction: An Application on Academic Staff)

Purpose - The aim of this paper is to investigate the effect of internal marketing activities on job satisfaction of academic staff. Design/methodology/approach - In this study, a questionnaire form was used as a data collection tool. The questionnaire form includes two scales: internal marketing and job satisfaction. The universe of this research is consisted of 1024 academic staff working in the central campus of Mugla Sitki Kocman University. The data used in this study were collected by questionnaires from employees and the collected data were transferred to computer environment and the data were analyzed with SPSS 22.0. Findings - As a result of the analysis, it has been determined that internal marketing has a positive and significant effect on job satisfaction. Discussion - Internal marketing, which is a part of modern marketing, can be expressed as considering the employees of an organization as internal customers and giving them as much importance as external customers. It is stated that many organizations still do not have information about this concept and how it should be implemented. The reason for this situation could be limited and insufficient research on the concept of internal marketing. In today's changing and developing competitive environment, organizations tend to try different applications other than marketing. One of these different applications is internal marketing. In an environment where market conditions are constantly changing, organizations have to be much more robust than their current situation in order to compete and survive. One of the ways to achieve this is undoubtedly to benefit from internal marketing practice (perceiving employees as internal customers and satisfying their requests, needs and demands).

Role of Internal Marketing in Determining Academic Staff Job Satisfaction in Higher Education

Purpose-The purpose of the present study is to examine the influence of internal marketing (IM) dimensions (i.e. academic staff development, rewards, internal communication and empowerment) on academic job satisfaction (AJS) in higher education. Design/Methodology/Approach - A survey of 236 faculty members of Jammu division from the UT of J&K higher education institutions was done. To analyse the data SEM has been used. Findings - The results of the study indicated that all the four dimensions of internal marketing significantly influence academic job satisfaction. Empowerment plays the foremost critical part in determining AJS, there after internal communication, academic staff development and rewards. Practical Implications - By highlighting the influence of these four dimensions of IM on AJS, this study offers valuable experiences into the fundamental forms through which job satisfaction among the staff can be improved. The results of this study will demonstrate to be of incredible assistance to academicians and policymakers. They can give their energies and assets towards devising strategies pointed at maximizing faculty satisfaction level through the proper implementation of IM practices. Originality/Value -This study includes to the exceptionally little number of researches that have explored the individual influence of the above mentioned four dimensions of IM in determining AJS.

The Effect of Empowerment and Compensation on Job Satisfaction of Academic Staff at Universitas Negeri Malang

Job satisfaction is not only determined by the amount of compensation provided, but can be influenced by other factors, namely employee empowerment. Salary, promotion, job security, working conditions, job independence, relationships with colleagues, relationships with superiors, and company characteristics. From this statement it can be described that in addition to compensation, empowerment is a factor that affects one’s job satisfaction. This research includes quantitative research with multiple regression. Data collection using a questionnaire and data analysis using multiple regression data analysis. The results showed that the effect of employee empowerment and compensation at Universitas Negeri Malang was quite significant. Empowerment of academic staff will be maximized if employees are given full trust to work, while providing maximum compensation according to employee expectations will result in employee job satisfaction.
 Keywords: empowerment, compensation, job satisfaction

Personality Factors and Job Satisfaction: Evaluating the Mediatory Role of Emotional Intelligence

<p><span lang="EN-AU">According to the importance of academic staff job satisfaction at university and evaluating effective factors on satisfaction, the present study is to clarify the relationship between personality factors and job satisfaction by the mediatory role of emotional intelligence. The study involved 440 academic staff selected by multi-stage sampling from public research universities in Klang Valley, Malaysia. This study applied a cross-sectional design. Big Five Inventory (BFI), Emotional Intelligence Test (SSEIT), and Job Descriptive Index (JDI) have been used to measured variables of the study. Additionally, the Pearson correlation coefficient, multiple linear regression analysis, and mediation analysis (Sobel test) are used for data analysis. The findings released a positive correlation between emotion perception, utilization of emotion, managing own emotions, managing others’ emotions, conscientiousness, agreeableness, and openness with job satisfaction. Conversely, there is a negative correlation between neuroticism and job satisfaction, whereas no correlation is observed between extraversion and job satisfaction. Personality factors likewise showed a significant relationship with almost all emotional intelligence factors except the utilization of emotion and neuroticism. The utilization of emotion and neuroticism predicted the level of job satisfaction, and only utilization of emotion significantly mediated the relationships between agreeableness, conscientiousness, and openness with job satisfaction. In fact, the agreeableness, conscientiousness, and openness academic staff have a better ability to apply emotion to obtain job satisfaction than other staff. In short, the study sheds new light in the context of psychology, particularly in the job satisfaction context among academic staff at universities.</span></p>

Evaluation of Academic Staff Job Satisfaction at Malaysian Universities in the Context of Herzberg’s Motivation-Hygiene Theory

Most academic staff don’t know what exactly makes them satisfy or dissatisfy at university and based on which effective factors they can improve and increase the level of their outcomes. Dissatisfaction occurred amongst academic staff when they don’t receive any basic motivational factors, versa job satisfaction happened when they obtained at least the fundamental facilities and considered via workplace (managers, leaders, and supervisors). There are numerous and effective factors that change attitudes and feelings of academic staff toward the job, likewise, change level of their outcomes; furthermore, recognizing these effective factors that rise level of job satisfaction among these group of staff; similarly, analyzing this factor as one of the important organizational factors in the context of Herzberg’s Motivation-Hygiene Theory determined as main objective of this literature review. Overall, in this research endeavors to finding brilliant points and motivational factors that influence job satisfaction and clarifies them in an educational situation such as the university.

JOB SATISFACTION OF ACADEMIC STAFF IN THE HIGHER EDUCATION SYSTEM OF SERBIA: A PILOT STUDY

In the turbulent business environment of today, the competitiveness of all organizations is primarily based on intangible resources. Due to global competition, the permanent actualization of employee competencies is imperative for the long-term survival of organizations. The higher education system bears a special responsibility in this process, as it provides an upgrade for the development of the previously obtained competencies of future employees. Higher education is the system focused on dual core functions of knowledge creation and knowledge transmission through the processes of research and teaching (Houston et al, 2006, 17). To ensure high-level competences in future employees, it is crucial for the higher education system (teaching staff) to provide students with the latest knowledge in their field. The job satisfaction of academic staff is reflected in the quality of teaching and communicating with students (Runhaar, 2017, 646-647). The aim of this paper is to determine the level of general and partial satisfaction of teaching staff at the institutions of higher education in the Republic of Serbia. The method implemented for determining the level of satisfaction, was Spector’s Job Satisfaction Survey – JSS (Spector, 1985), in the form of an on-line questionnaire. The pilot research was conducted in December 2018 and January 2019. The sample consists of 58 respondents - teachers from higher educational institutions in the Republic of Serbia. The results of general job satisfaction survey indicate that teachers are generally ambivalently satisfied with their job, they are neither satisfied, nor dissatisfied. The results of partial satisfaction show that teaching staff is most satisfied with the nature of their job.

Factors and Job Satisfaction Dimension among Academic Staffs of Public Universities

The dimensions of job satisfaction varies from one individual to another. The objective of this study was to identify the level of work control among academic staffs at public universities. This study used a questionnaire approach which is divided into 2 parts; Part A focuses the level of job satisfaction which were designed by the researcher and section B consists of the factors of job satisfaction translated from the Job Descriptive Index (JDI) developed by Smith, Kendall and Hulin in 1969 based on the Herzberg Two Factors Theory. The results of the pilot study showed that the instrument is very convenient to use and the reliability of the questionnaire accuracy was .85 for job satisfaction accuracy and .93 for Job Descriptive Index (JDI). The results showed that the level of job satisfaction of academic staffs are at a high level, namely (mean = 3.83, SP = 0.572). The results of correlation analysis showed a correlation between the work environment (r = 0708, p <0.01), promotion (r = 0.500, p <0.01), salary (r = 0.345, p <0.01), supervisors (r = 0.454, p <0.01) and colleagues (r = 0529, p <0.01) with job satisfaction among academic staffs at public universities. In summary, it appears that the work environment, opportunities for promotion and colleagues affect the job satisfaction of academic staff at the UA

Job Satisfaction among Senior and Junior Academic Staff: A Technological Assessment from Malaysia

The academic profession is one of the most ambivalent among the highly educated occupations (Morey 1992). Academic staff job satisfaction and academic staff retention is two related factor which has an effect on school effectiveness (Noordin and Jusoff, 2009). The present study investigates the different ways in which junior and senior academicians view the relation between job satisfaction and the organizational climate in an academic institution in Malaysia. This study adopts a quantitative research methodology. The data was collected through a structured questionnaire circulated among 168 lecturers follows the technique of stratified random sampling. The study suggests that there is a difference in the way senior and junior academics perceive on the organizational climate and gives several recommendations in this regard.