WOLLEGA UNIVERSITY

SCHOOL OF GRADUATE STUDIES,

COLLEGE OF BUSINSS AND ECONOMICS

ASSESSMENT OF EMPLOYEES’ JOB SATISFACTION: IN THE CASE

OF WOLLEGA UNIVERSITY MAIN CAMPUS ADMINISTRATIVE
STAFFS

A THESIS SUBMITTED TO GRADUATE STUDIES OF WOLLEGA UNIVERSITY IN

PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF
MASTER IN BUSINESS ADMINISTRATION IN MANAGEMENT

BY

DEMEKE GOLE

ADVISOR: TESFAYE EBA (PHD)

OCTOBER, 2021
NEKEMTE, ETHIOPIA
ASSESSMENT OF EMPLOYEES’ JOB SATISFACTION IN THE CASE OF WOLLEGA
UNIVERSITY MAIN CAMPUS ADMINISTRATIVE STAFFS

A THESIS SUBMITTED TO SCHOOL OF GRADUATE STUDIES OF WOLLEGA

UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
DEGREE OF MASTER IN BUSINESS ADMINISTRATION IN MANAGEMENT

BY

DEMEKE GOLE

ADVISOR: TESFAYE EBA (PHD)

OCTOBER, 2021
NEKEMTE, ETHIOPIA
 Approval Sheet for Submitting Final Thesis

As members of the Board of Examining of the Final MSc thesis open defense, we certify that we

have read and evaluated the thesis prepared by Demeke Gole under the title “Assessment
of Employees‟ Job Satisfaction in the Case of WU Main Campus Administrative Staffs”
and recommend that the thesis be accepted as fulfilling the thesis requirement for the
Degree of Master of Business Administration.

_____________________ _______________ ______________

Chairperson Signature Date
_____________________ _____________ ______________
Internal Examiner Signature Date

Dr.Chalchissa Amentie 17/11/2021 G.C

External Examiner Signature Date
Final Approval and Acceptance

Thesis Approved by

_____________________ _______________ ______________

Department PGC Signature Date

_____________________ _______________ ______________

Dean of College Signature Date

Certification of the Final Thesis

I hereby certify that all the correction and recommendation suggested by the board of examiners
are incorporated into the final thesis entitled “Assessment of Employees‟ Job Satisfaction in the
Case of WU Main Campus Administrative Staffs” by Demeke Gole.

_____________________________________ ________________ ____________

Dean of SGS Signature Date

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 Statements of Declaration
I, Demeke Gole the undersigned, declare and confirm that, this thesis entitled “Assessment of
Employees‟ Job Satisfaction in the Case of WU Main Campus Administrative Staffs” is my
original work conducted under the supervision of Dr. Tesfaye Eba. All sources of material used
for the thesis have been properly acknowledged. I have adequately cited and referenced all the
original sources. I also declare that I have adhered to all principles of academic honesty and
integrity. This thesis is submitted in partial fulfillment of the requirement for a degree from the
Post Graduate Studies at WU.
I further confirm that the thesis has not been submitted either in part or in full to any other higher
learning institutions for the purpose of earning any degree.

Demeke Gole November 14, 2021

Name Signature Date
College: Business and Economics
Department: Management

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 Declaration
This is to certify that the thesis entitled “Assessment of Employees‟ Job Satisfaction in the Case
of WU Main Campus Administrative Staffs” accepted in partial fulfillment of the requirements
for the award of the Degree of Master of Science in Business Administration by the school of
Graduate Studies, WU through the college of Business and Economics, carried out by Demeke
Gole under my guidance. The materials included in this thesis work have not been submitted
earlier for the award of any degree or diploma.

The assistance and help received during the course of this investigation have been properly
acknowledged. Therefore, we recommend that it can be accepted as fulfilling the research
requirements.

Tesfaye Eba (PhD) 15/11/2021

Advisor Signature Date

iii
 ACKNOWLEDGMENT
First and for most I am grateful to our lord Jesus Christ who deserves all the glory for giving us
strength, support and help to complete my research work.

Second, I would like to express my deepest appreciation to my advisor, Dr. Tesfaye Eba for his
fruitful guidance, encouragement and constructive comments and constructive ideas of providing
comments and their patience to go through and forward comments with respect to the work of
research thesis on the title of determinants of employees‟ job satisfaction.

Finally, I would also like to express my heartfelt gratitude to my wife, W/ro. Emebet Lamessa,
for their love & kindness in creating conducive environment & moral support during attending
business administrative management study & towards the completion of this paper in particular.

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LIST OF ABBREVIATIONS AND ACRONYM
JS: Job Satisfaction
MoSHE: Ministry of Science and Higher Education
SPSS: Statistical Packages for Social Science
WU: Wollega University

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 Abstract
This study was carried out the assessment of employees’ job satisfaction in Wollega University
administrative staffs. The study adopted the descriptive research design. Descriptive study was
done using survey questionnaire and data were collected from primary source. Using a
probability sampling technique, the researcher identified specific strata’s by means of stratified
random sampling techniques was used for the selection of 338 respondents from the total
population. For data collection purpose, structured questionnaires were distributed personally
to the selected respondents and returned. All the study variables were found to have significant
and positive relationships with each other’s among administrative staffs in the selected
organization. Pearson Correlation analysis was done to identify the relationship between the
independent variables. The results of the correlation analysis indicated that there is a positive
correlation between all independent variable (working condition, nature of the work, promotion
opportunities, supervisor, and coworkers. Among all independent variable supervisor has a weak
correlation with working condition, nature of the work, promotion opportunities, and coworkers.
Generally, coworker has also a moderate correlation and significant relationship with, nature of
the work, promotional opportunities and supervisor. Recommendations were made based on the
findings that the administrators and management of the University should give attention and
priority to those variables that would promote job satisfaction among the administrative staff of
the University.

Key words: Employee Job Satisfaction, Working Condition, Nature of Work, Promotion
Opportunity, Supervisor and Coworker.

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 TABLE OF CONTENTS

Contents Pages
CERTIFICATION OF THE FINAL THESIS .........................................................................................................................I
STATEMENTS OF DECLARATION .................................................................................................................................II
DECLARATION ......................................................................................................................................................... III
ACKNOWLEDGMENT ......................................................................................................................................... IV
LIST OF ABBREVIATIONS AND ACRONYM .................................................................................................... V
ABSTRACT ............................................................................................................................................................... VI
TABLE OF CONTENTS ....................................................................................................................................... VII
LIST OF TABLES................................................................................................................................................... IX
LIST OF FIGURES ................................................................................................................................................. IX
CHAPTER ONE................................................................................................................................................... 1

INTRODUCTION ................................................................................................................................................ 1
1.1 BACKGROUND OF THE STUDY .............................................................................................................................. 1
1.4. OBJECTIVES OF THE STUDY .................................................................................................................................7
1.4.1. General Objective .......................................................................................................................................7
1.4.2. Specific Objectives .......................................................................................................................................7
1.5 SIGNIFICANCE OF THE STUDY ............................................................................................................................. 8
1.6 SCOPE OF THE STUDY ...........................................................................................................................................9
1.7 LIMITATION OF THE STUDY ..................................................................................................................................9
CHAPTER TWO................................................................................................................................................ 10

REVIEW OF RELATED LITERATURE ......................................................................................................... 10

2.0 INTRODUCTION................................................................................................................................................... 10
2.1. REVIEW OF THEORETICAL LITERATURE ............................................................................................................ 10
2.2.1. Job Satisfaction .........................................................................................................................................10
2.2 THEORETICAL FRAMEWORK OF JOB SATISFACTION ......................................................................................... 12
2.2.1 Maslow’s Needs Hierarchy Theory ............................................................................................................13
2.2.2 Two-Factor Theory (Motivator-Hygiene Theory .......................................................................................15
2.3 DETERMINANTS OF JOB SATISFACTION .............................................................................................................. 18
2.3.1 Organizational Determinants ....................................................................................................................18
2.3.2 Personal Determinants ..............................................................................................................................23
2.4 IMPORTANCE OF JOB SATISFACTION .................................................................................................................. 24
2.5 ECONOMIC FACTORS‟ CONTRIBUTION TO EMPLOYEE JOB SATISFACTION .......................................................... 25
2.5.1 Salary as a Factor in Job Satisfaction .......................................................................................................25
2.5.2 Economic Policy ........................................................................................................................................26
2.6. ENVIRONMENTAL FACTORS‟ CONTRIBUTION TO JOB SATISFACTION ................................................................. 27
2.6.1 Human Resources Policies.........................................................................................................................27
2.7. STRATEGIES OF JOB SATISFACTION IN WOLLEGA UNIVERSITY ......................................................................... 28
2.7.1 Employee Reward and Recognition .........................................................................................................28
2.7. 2 Energize Employees ..................................................................................................................................29
2.7.3 Work Life Balance......................................................................................................................................29
2.8 CONCEPTUAL FRAME WORK............................................................................................................................... 30

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CHAPTER THREE............................................................................................................................................ 31

RESEARCH METHODOLOGY ....................................................................................................................... 31

3.1 INTRODUCTION................................................................................................................................................... 31
3.2 RESEARCH DESIGN AND APPROACH ................................................................................................................... 31
3.3. TARGET POPULATION ........................................................................................................................................ 32
3.4 SAMPLING TECHNIQUES AND SAMPLE SIZE........................................................................................................ 33
3.5 INSTRUMENT OF DATA COLLECTION .................................................................................................................. 36
3.6. DATA SOURCE AND TYPES ............................................................................................................................... 37
3.7 DATA ANALYSIS METHOD ................................................................................................................................. 37
3.8. VALIDITY AND RELIABILITY ............................................................................................................................. 38
3.9. ETHICAL CONSIDERATIONS ............................................................................................................................. 39
UNIT FOUR ....................................................................................................................................................... 40

DATA PRESENTATION, ANALYSIS AND INTERPRETATION ................................................................. 40

4. INTRODUCTION..................................................................................................................................................... 40
4.1. RESPONDENTS RESPONSE RATE ........................................................................................................................ 40
4.2 DEMOGRAPHIC CHARACTERISTICS OF RESPONDENTS ........................................................................................ 40
4.2.1 Gender of Respondents ..............................................................................................................................41
4.2.2 Age of Respondents ....................................................................................................................................41
4.2.3 Martial Status ............................................................................................................................................42
4.2.4. Experience of Respondents .......................................................................................................................42
4.2.5 Educational Level of Respondents .............................................................................................................43
4.3. STUDY SURVEY RESULT OF DESCRIPTIVE STATISTICS ...................................................................................... 44
4.3.1 Working Condition .....................................................................................................................................45
4.3.2 Nature of Work ...........................................................................................................................................47
4.3.3 Promotion Opportunities ...........................................................................................................................49
4.3.4 Supervisor ..................................................................................................................................................51
4.3.5 Coworkers ..................................................................................................................................................53
4.4 RESPONDENTS COMMENT ON DETERMINANT FACTORS OF JOB SATISFACTION .................................................. 54
CHAPTER FIVE ................................................................................................................................................ 58

SUMMARY, CONCLUTION AND RECOMMENDATION ........................................................................... 58

5.0 INTRODUCTION ................................................................................................................................................. 58
5.1 SUMMARY OF THE MAJOR FINDINGS .................................................................................................................. 58
5.2. CONCLUSION ..................................................................................................................................................... 61
1.3 RECOMMENDATIONS .......................................................................................................................................... 63
5.4 AREA SUGGESTED FOR FURTHER STUDIES ........................................................................................................ 64
REFERENCES ............................................................................................................................................................ 65
APPENDIX ............................................................................................................................................................. 72

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 LIST OF TABLES PAGES
TABLE 2.1 FACTORS OF SATISFIED AND DISSATISFIED WORK ................................................................................... 17
TABLE 2.2: INDEPENDENT AND DEPENDENT VARIABLE .......................................................................................... 30
TABLE 3.1: TOTAL NUMBER OF ADMINISTRATIVE STAFF EMPLOYERS PROFILE ...................................................... 33
TABLE 3.2: NUMBER OF SAMPLE PROPORTION AND STRATIFICATION BY COLLEGE ................................................. 34
TABLE: 3.3. CORNBRASH‟S ALPHA RELIABILITY STATISTICS VALUES FOR STUDY .................................................. 39
TABLE 4.1: RESPONDENT RATE ............................................................................................................................... 40
TABLE 4.2: EXPERIENCE OF RESPONDENTS .............................................................................................................. 43
TABLE: 4.3 EMPLOYEES JOB SATISFACTION RESPONSES TO WORKING CONDITION ................................................. 45
TABLE: 4.4 EMPLOYEES JOB SATISFACTION RESPONSES TO NATURE OF WORK ...................................................... 47
TABLE: 4.5. EMPLOYEES JOB SATISFACTION RESPONSES TO PROMOTION OPPORTUNITIES ..................................... 51
TABLE: 4.6 EMPLOYEES JOB SATISFACTION RESPONSES TO SUPERVISOR ................................................................ 49
TABLE: 4.7 EMPLOYEES JOB SATISFACTION RESPONSES TO COWORKERS ............................................................... 53
TABLE 4.8 CORRELATION BETWEEN INDEPENDENT VARIABLES ............................................................................. 55

LIST OF FIGURES PAGES

FIGURE 2.1: MASLOW‟S HIERARCHY OF NEED......................................................................................................... 14

FIGURE 2.2: HERZBERG‟S DESCRIPTION OF SATISFIERS AND DIS SATISFIERS ........................................................... 15
FIGURE.2.3: FREDERICK HERZBERG JOB SATISFACTION MODEL ............................................................................. 17
FIGURE: 4.1 GENDER RESPONDENTS ........................................................................................................................ 41
FIGURE: 4.2 AGE OF RESPONDENTS ......................................................................................................................... 42
FIGURE: 4.3. MARITAL STATUS ............................................................................................................................... 42
FIGURE 4.4 EDUCATIONAL LEVEL OF RESPONDENTS ............................................................................................... 43

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Job satisfaction is the most interesting field for many researchers to study work attitude in
workers. A positive and favorable attitude towards the job indicates job satisfaction (Armstrong,
2006). Employee job satisfaction is fulfillment and enjoyment that comes from work. Wollega
University is public institution that embraced both academic and administrative staff. It is one of
the 13 Universities called Second Generation Universities commenced their teaching functions in
1999 E.C. and striving to achieve its vision of 2025.E.C.to become one of the Top 25 African
Universities. Since the organization is nonprofit, the source of its income, excellence, its
achievement, its component in general all its business is human resource, by human resource or
human capital. To Setting goals and reminding and emphasizing that their efforts lead to and
contribute to positive outcomes and goal accomplishment is crucial. Success and cases should be
shared on how an employee‟s actions made a real difference in the organization.

In today, modern business world job satisfaction an important indicator of how well a person is
doing his or her job. Human resource management is an important aspect of an organization.
Success and failure of an organization depends mostly on the satisfaction of employees. Job
satisfaction is obviously an important factor for all organizations. Companies must continuously
improve employee satisfaction in order to minimize the employee turnover and maintain the
stability in the market. Curran (2012) defines job satisfaction as “ all characteristics of the job
itself and the work environment which employees find rewarding fulfilling and satisfaction, or
frustrating and unsatisfying” individuals will be satisfied with the job when their expertise,
abilities, knowledge and skills are fairly utilized by the organization and when the organization
grants opportunities of advancement and rewards.

Job satisfaction is an individual‟s subjective viewpoint encompassing the way he/she feels about
his/her job and the employing organization. Moreover, job satisfaction is the pleasurable
emotional state that results from the achievement of job values (Courtney &Younkyoung, 2017).
Hence, job satisfaction significantly influences organization behavior. Most studies have

1
indicated that job satisfaction positively affects employee working performance and
organizational commitment, and negatively influences employee turnover Curran (2012. Mueller
& Kim (2008) identified two types of job satisfaction; firstly, the overall feeling about the job,
and secondly, the feelings about the aspects of the job, such as benefits, salary, position, growth
opportunities, work environment, and the relationships among employees.

As a result, it is difficult to talk about job satisfaction where there is no motivation. Good
remuneration has been found over the years to be one of the policies organizations can adopt to
increase workers satisfaction and thereby increase the organization‟s productivity. Also, with the
present global economic trend, most employers of labor have realized the fact that for their
organizations to compete favorably, the performance of their employees goes a long way in
determining the success of the organization. The happier people are happy workers. Job
satisfaction can be influenced by a variety of factors, e.g., the quality of one's relationship with
their supervisor, the quality of the physical environment in which they work, degree of
fulfillment in their work,

On the other hand, performance of employees in any organization is vital, not only for the
growth of the organization, but also for the growth of individual employees (Meyer and Pang,
2006). The costs to the organization can be quite high in terms of worker stress, reduced
productivity, increased absenteeism, and turnover. So, the researcher is not sure that whether the
research‟s has done in Wollega University‟s on job satisfaction or not. Satisfiers are those things
or situations which lead to job satisfaction. Achievement, recognition, advancement,
responsibility etc. are things with give high satisfaction. As these are related to the actual content
of the job they are known as „job-content factors‟ or “motivators.” Job satisfaction describes how
content an individual is with his or her job. A positive attitude towards one„s job is called job
satisfaction. Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one„s job and effective reaction to one„s job; and an attitude towards ones job; Weiss
(2002). He argues that job satisfaction is an attitude but points out that researchers should clearly
distinguish the objects of cognitive evaluation which affect emotion, beliefs and behaviors. This
definition suggests that we form attitudes towards our jobs by taking into account our feelings,
our beliefs and our behaviors.

2
Job satisfaction is one of the important determinants which have drawn attention of employers in
the organization as well as academicians. Various studies have been conducted to find out the
factors which determine job satisfaction and the way it influences productivity in the
organization. Job satisfaction is the mental feeling of favorableness which an individual has
about his job. Job satisfaction is very important because most of the people spend a major
portion of their life at their working place. Moreover, job satisfaction has its impact on the
general life of the employees also, because a satisfied employee is a contented and happy human
being. A highly satisfied worker has better physical and mental well-being. The purpose of this
study therefore is to assess which of the determinant factors of job satisfaction will best predict
job satisfaction of the administrative staff in Wollega University. The determinants are working
condition, promotion opportunities, supervision, and coworkers.

Administrative staff plays a vital role in determining the success of the vision and mission of a
university. This is supported by Khalid et al. (2012) who agree that universities are known as the
highest source of knowledge where the future workforce is trained to become experts in various
fields. Therefore, it is important to pay attention to job satisfaction of the administrative staff. A
positive and healthy university structure results increased administrative staff‟s job set. A healthy
university environment will not only increase the job satisfaction of administrative staff, but it
will at the same time improve the learning environment and increase the productivity of the
university. Machado-Taylor et al. (2010) found that job satisfaction and motivation among
administrative staff play an important role in contributing to positive outcomes in the quality of
the institutions and the students‟ learning. This is true, because the success of a university relies
on the administrative workforce.

1.2. Statement of the Problem

Job satisfaction of scholars and staff in the field of higher education has been the topic of
research in past decades (Rhodes, Hollingshead, &Neville, 2007). Much of the literature relating
to job satisfaction in higher education tends to focus more on faculty and staff than
administrators. Volkwein and Zhou (2003) pointed out that the few studies that addressed
administrative job satisfaction in higher education mainly focused on understanding the
dimensions and levels of satisfaction rather than the intrinsic, extrinsic and interpersonal

3
influences of job satisfaction. Additionally, according to Azash (2011), job satisfaction is
multidimensional with both intrinsic and extrinsic qualities.

A majority of researchers‟ measure job satisfaction on the basis of employees or workers are:
attitude to the job, relation with co-workers, supervision, company policy and support, promotion
and pay (Signage & Short, 2006). Organization has always given high priority to attain high
level performance through productivity and efficiency. In order to do this highly satisfied
workforce is an absolutely necessity for achieving a high level of performance advancement of
an organization (Pushpakumari, 2008). It is derived from motive which is an active form of a
desire and need which must be satisfied. Supporting the above ideas, different scholars state that,
job satisfaction represents a collection of attitudes that workers have about their jobs.

There are a number of issues that affect job satisfaction. Among the factors, promotion can be
the major one that highly influences the job satisfaction of employee because of its direct tie with
higher benefits and greater responsibilities or powers. The set of predictors for job satisfaction
which include: pay, work, supervision, environment and co-workers (Sequoya, 2000). Lack of
effective promotion practices lead to high turnover, dissatisfaction and lack of commitment.
Hence, every company needs to have an improved, effective, clear and transparent employee
promotion practice that answers the employee expectations and requirements as much as
possible.

Past research has linked job satisfaction to a variety of obstacles for both employer and
employees in many occupational settings. Despite these negative correlations, however, only
limited research is available on the satisfaction of helping professionals (Bane, 2006) On the
contrary, Lack of job satisfaction brings negative consequences like, job stress, poor overall
morals, lack of productivity, high employee turnover, tardiness and high absenteeism (Singh, and
Pander, 2013). Other challenges included; lack of training especially on-job training to improve
employees‟ skills and career development opportunities, tribalism, delayed promotions, political
interference, shortage of employees, corruption and job insecurity (Dorcas et al., 2016).

Job satisfaction is a topic of wide interest to both the employees and their organizations
(Mahmoud, 2011). This is because employee‟s job satisfaction and dissatisfaction have an
impact on the employees practice in any organizational settings. Many Human resource

4
departments of companies face the problems of job satisfaction every day (Zhu1, 2014). If the
level of job satisfaction among most employees in the organization is low they may slowdown
the operation of the university. This was a direct impact on productivity or performance of the
organization which may, as a result fall down.

In order to achieve this, managers have made some study on what exactly contributes to high job
satisfaction among employees. Public organizations has endeavored in a number of ways to
motivate their employees in an effort to enhance job satisfaction among them including
establishment of policies on compensation or remuneration; policy on salary payment, payment
of special recognition awards, payment of meal allowances, long service awards, payment of
overtime allowance, housing allowance, motor vehicle allowance, and staff traveling. This
emanates from recognition that employees of the organization are the primary source of
productivity gains.

According to Mani ram (2007) states that if job satisfaction is not well observed, it may lead to
poor productivity, high absenteeism, and turnover. It is from this point of view this study aims at
investigating the causative factors of this negative tendency among others. This study is designed
to fill the problem of what factors can determine the satisfaction of employees in the current
dynamic and highly competitive environment among higher institution university. Numbers of
researches on this topic have been conducted all around the world. Unfortunately, it is observed
that there is not enough research made in Wollega University. Therefore, the issue is
significantly important for higher education. For these reasons, one of the fundamental higher
educations is selected for this study to investigate on job satisfaction.

In today‟s competitive business world, it is considered to be an important task to manage

employee job satisfaction for any organization. Employee job satisfaction successfully is an
essential to achieve the organizational overhead goals. Employee-oriented leaders will be
associated with higher group productivity and higher job satisfaction. Production-oriented
leaders tended to be associated with low group productivity and lower job satisfaction. (Robbins
2003).Comparatives to this employee job dissatisfaction is brings financial and moral impacts on
the organizations‟ scarce resources.

5
More over the determinants of employee job satisfaction were identified through carried out
different studies that should follow by various researchers (Mohammad and Mural, 2011,
Yaseen, 2013, Neoga & Bauru, 2014). Those studies were carried out in different countries and
organizations. According to the results of these researches, employee job satisfaction
determinants may vary from country to country since those countries may be categorized under
developing or developed countries (Koys, 2001). A little number of researches was conducted in
Ethiopian organizations such as hospitals and banks. As the result of the research of Sebsibe
(2002) the problem of inadequate salary, problems with promotion, lack of variety in the nature
of the work, uncomfortable supervision and unhealthy inter-personal relationship made
employees dissatisfied. If they were not satisfied with the work they were assigned to perform,
their product would be affected directly or indirectly.

There are a variety of factors that can influence administrative staff‟s employers in WU. Some
of these factors include the level of pay and benefits, the perceived fairness of the promotion
system within the organization, the quality of the working conditions, leadership and social
relationships, the job itself (the variety of tasks involved, the interest and challenge the job
generates, and the clarity of the job description or requirements (Geeta and Pandey, 2011). Since
well experienced and well qualified experts are not satisfied in the organization. These can cases
in helplessness, fatigue, decreased pleasure with work, questioning one‟s skill on the job,
reacting harshly to the leader, and leaving the organization or turnover. If the organizations are
not giving promotions to their employees then it is very likely that employees will be dissatisfied
and their turnover rate will be high (Yaseen, 2013).

Especially, the administrative staff‟s employees of the organization complain for promotion
opportunities, salary growth, job rotation and conductive environment at work places. Finally,
the purpose of this study is to determine employee job satisfaction in the case of Wollega
University Main Campus Administrative Staffs with the aim of improving the employee job
satisfaction. Also it was investigated that the results were provide valuable feedback to enhance
the workplace environment where employees feel that they are valued, and assist in mapping out
a satisfaction strategy for the employer‟s in organization. The dissatisfaction of the employees
has adverse effects on efficiency and effectiveness of the organization. Studying of employee job
satisfaction in Wollega University is very crucial as their activities highly affect the economy

6
and of a given university and also as their satisfaction determine their service quality and
performance. Although human resource is vital in achieving the organizations‟ vision and
missions, it is misunderstood in most public organizations. The study which was conducted on
this issue focused on promotion, unequal wage structure, lack of opportunity for growth or
advancement (Marisoosay, 2009). The main problem as viewed from the researcher‟s angle is
that a lack of job satisfaction among these employees means that they do not conduct themselves
in a productive manner.

Therefore, this study was attempted to fill the problem of what factors can determines the
satisfaction of employees in Wollega University.
1. How do work condition factors influence employees‟ job satisfaction in Wollega University?
2. What does the nature of work factors affecting employee job satisfaction in Wollega
University.
3. What is the promotion opportunities determinant of employees‟ job satisfaction of Wollega
University
4. How does supervisor factors affecting employees‟ job satisfaction of Wollega University.
5. What does co-worker‟s factors affecting employees‟ job satisfaction of Wollega University.

1.4. Objectives of the Study

1.4.1. General Objective

This study aimed to assessing the determinants of employee‟s job satisfaction of Wollega
University main campus administrative staffs.

1.4.2. Specific Objectives

2. To identify the influence of work condition factors of employees‟ job satisfaction in Wollega
University.
3. To find out nature of work factors affecting employee job satisfaction in Wollega
University.
4. To examine the promotion opportunities determinant of employees‟ job satisfaction of
Wollega University.
5. To identify supervisor factors affecting employees‟ job satisfaction of Wollega University.
6. To study co-worker‟s factors affecting employees‟ job satisfaction of Wollega University.

7
 1.5 Significance of the Study
Job satisfaction of an employee is a topic that has received significant attention by managers and
researchers alike (Gautama, Mendel & Dalai, 2006). It is a well-known fact that no organization
could last without their employees. According to Rashid and Rashid (2011), satisfaction has been
extensively studied in the management literature due to its importance to the physical and mental
well-being of the employee. We know it is a topic of major concern for many researchers and an
important organizational variable that should be understood and constantly analyzed for efficient
working of any organization. University staff is the first line of contact with students and
requires complex work in an increasingly demanding environment. The purpose of this study
was to provide empirical evidence as to the employee job satisfaction staff in both private as well
as government higher education and to determine what job factors are reliable predictors of their
job satisfaction. Well satisfied employees were influenced the productivity of the organization
and will lead to achieving the organization‟s vision and goals. This research was helpful for other
organization to reconsider their workers satisfaction and to understand the implication of factors
on employee‟s job satisfaction, specifically in WU.

It may help on the improvement of employee satisfaction by ensuring job satisfaction as satisfied
employees will sustain organizational effectiveness and induce long-term success for the
organization. Will be used as an input for policy makers, It helps to gather or find out knowledge
which, if adopted by management of organizations, will improve job satisfaction among
employees. To provide the basis for good strategic policy related to job satisfaction and human
resource policy as a whole; hence it will enable the organization to design effective
administrative staff promotion policy for implementation by various higher educations. It was
expected that the management of the selected higher educations would take the necessary
measures to overcome problems regarding employee job satisfaction after going through the
findings and recommendations given by the researcher.

In addition, the study was contributed profoundly to the existing body of knowledge and
literature related to Human Resources Management in organizations. As regards managerial
practices, the study were contributed to changes in attitudes of managers towards employees and
the need to improve working conditions and job satisfaction at work places. Managers through
this study were enlightened on areas where, if well applied, will improve job satisfaction among

8
employees tremendously. Although it will act as a fountain of knowledge and an important
source of information in providing guidelines for improving job satisfaction among employees at
work places in Wollega University.

The finding of this study were significance to policy makers and other players in the higher
education as they will be able to establish the factors affecting employee job satisfaction in the
higher education, facilitate the establishment of human resource best practices in relation to
issues relating to employee job satisfaction and undertake policy reforms in the higher education
in order to deal with emerging issues in the area and suggest recommendations for future studies
that would be of importance to scholars and researchers.

Finally, study was beneficial to scholars contribution to the body of knowledge in this and yet
not fully exploited area of human resource management as well as social sciences. Also, it will
help other researchers as a stepping stone to do more research on this area and development of
relevant theories as well as extensive areas of interest.

1.6 Scope of the Study

The scope of the study was delimited only Wollega University main Campus administrative
employee and the study were covering an insight to the determinants that affect employee‟s job
satisfaction. Theoretically, the effect of environmental factors of was limited to work condition,
nature of work, promotion opportunity, Supervisor and coworker on job satisfaction due to
researcher ability and financial scarcity. To achieve the goal and objectives the researcher use
time effectively and manage their work to successes over the all result of the study.

1.7 Limitation of the Study

This research was not free from limitations. Throughout the process, from survey study to the
final data collection, there were challenges encountered. Some of the major limitations were;
there was lack of awareness and willingness of the employees regarding, filling out the
questionnaires or providing the required data with care and being unable to return the
questionnaire on time due to job over load. Through process the researcher succeeds the
challenges and collected the data.

9
 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.0 Introduction
These chapters review are the work of previous researchers who have carried out similar research
on factors that affect employee job satisfaction in institutions of higher education in Wollega
University. This mainly covers the literature in relation to the research questions as follows;
What are environmental factors to determine employees‟ job satisfaction in Wollega University?,
What is the relationship between the determinate factors and employee job satisfaction? And to
what extent are administrative staffs in Wollega University satisfied with their jobs in terms of
working condition, opportunities for promotion, supervision, and coworkers?

2.1. Review of Theoretical Literature

2.2.1. Job Satisfaction

The concept of job satisfaction has been developed by several scholars and researcher in
different ways most of the time the definition of job satisfaction which is widely used in different
organization is given by Robbins & Judge (2013) defined job satisfaction as a positive feeling
about the job that comes from the evaluation of jobs. Despite its wide usage in scientific research
as well as in everyday life there is still no general agreement regarding what job satisfaction is.
Hence, as there is no final definition on job satisfaction, different authors have different
approaches towards defining job satisfaction. Some of the most commonly cited definitions on
job satisfaction are analyzed in the text follows.

Job satisfaction is the difference between the amount of rewards employees receive and the
amount they believe they should be received (Robbins & Judge, 2013). Satisfaction refers to a
"person‟s feeling of pleasure or disappointment resulting from comparing a product‟s perceived
performance (or outcome) in relation to his or her expectations". Job satisfaction is defined as
“the extent to which people‟s willingness towards the job” and is influenced by multiple factors.
Salary, efficiency in work, fringe supervision & co- worker relations are the most important
factors contributing to employee job satisfaction (Mohammad and Mural, 2011). Salary is the
most important factor of job satisfaction and the influence of supervisor support, healthy working

10
environment, work-life balance, career opportunities, promotion, proper training and
development opportunities are also important for determining employee‟s job satisfaction
(Neoga & Bauru, 2014).

Job satisfaction is one of the most complex area facing today‟s managers when managing their
employees (Azeri, 2011).Moreover, one of the most often cited definitions of job satisfaction is
the one given by Specter who has also known in his job satisfaction survey instrument which is
known as JSS from whom some of the items are incorporated in this research. According to him,
job satisfaction has to do with the way how people feel about their job and its various aspects. It
has to do with the extent to which people like or dislike their job. That‟s why job satisfaction and
job dissatisfaction can appear in any given work situation.

Spector (1997) lists three important features of job satisfaction. First, organizations should be
guided by human values. Such organizations will be oriented towards treating workers fairly and
with respect. In such cases, the assessment of job satisfaction may serve as a good indicator of
employee effectiveness. High levels of job satisfaction may be sign of a good emotional and
mental state of employees. Second, the behavior of workers depending on their level of job
satisfaction will affect the functioning and activities of the organization's business. From this it
can be concluded that job satisfaction will result in positive behavior and vice versa,
dissatisfaction from the work will result in negative behavior of employees. Third, job
satisfaction may serve as indicators of organizational activities. Through job satisfaction
evaluation different levels of satisfaction in different organizational units can be defined, but in
turn can serve as a good indication regarding in which organizational unit changes that would
boost performance should be made.

Job satisfaction can be defined as an employee's attitude towards the job. It is not same as
motivation; rather it is concerned with the attitude and internal state of an individual regarding a
particular job. It could, for example, be associated with a personal feeling of achievement, and
hence, shaped or determined by pay, supervisory style, and age factors. If the existing job fails to
provide psychological or physiological need of an individual, satisfaction from the job might be
low. Employees of an organization may do have many attitudes about their work and their
working environment. In adequate information about skill requirements that are needed to fill a
job may result in the hiring of either under skilled or ever qualified workers. Job satisfaction is

11
perceived as sentimental or emotional response. The job done by an employee‟s comparison of
the true results achieved with the results the employee experts from the job environment. Job
satisfaction is the extent to which people enjoy their jobs.

Azeri (2011), defined job satisfaction as any combination of psychological, physiological and
environmental circumstances that cause a person truth fully to say I am satisfied with my job.
More specifically, job satisfaction can be explained as an employee's general attitude towards the
job. It is a pleasurable feeling that results from an employee's perception of achieving the desired
level of need or satisfaction. Job satisfaction fulfills an individual's psychological and
physiological needs through organizational process. It is a multidimensional attitude which is
made up of the attitude towards pay, promotions, co-workers, supervision, and the work
environment and so on. High job satisfaction implies that the employees like the job, whereas,
low job satisfaction relates to the disliking of the job by individuals. Job satisfaction is an
intangible variable which is expressed through emotional feelings.

2.2 Theoretical Framework of Job Satisfaction

Although there is no single definition of job satisfaction, there are many theories regarding what
contributes positively or negatively to the concept. As a concept, job satisfaction is extremely
complex with no single conceptual model that completely and accurately describes the construct
(Mullins, 2006). Different authors have different approaches towards defining job satisfaction.
Hop pock defines job satisfaction as any combination of psychological, physiological and
environmental circumstances that cause a person truthfully to say I am satisfied with my job
(Hop pock, 1935). According to this approach although job satisfaction is under the influence of
many external factors, it remains something internal that has to do with the way how the
employee feels. That is job satisfaction presents a set of factors that cause a feeling of
satisfaction. Vroom in his definition on job satisfaction focuses on the role of the employee in
the workplace. Thus he defines job satisfaction as affective orientations on the part of individuals
toward work roles which they are presently occupying (Vroom, 1964).

Job satisfaction can also be defined as the extent to which a worker is content with the rewards
he or she gets out of his or her job, particularly in terms of intrinsic motivation. The term job
satisfaction refers to the attitude and feelings people have about their work. Positive and

12
favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable attitudes
towards the job indicate job dissatisfaction (Armstrong, 2004). Job satisfaction is the collection
of feeling and beliefs that people have about their current job. People„s levels of degrees of job
satisfaction can range from extreme satisfaction to extreme dissatisfaction. In addition to having
attitudes about their jobs as a whole, people also can have attitudes about various aspects of their
jobs such as the kind of work they do, their co-workers, supervisors or subordinates and their
pay.

Job satisfaction theories have a strong overlap with theories explaining human motivation. The
most common and prominent theories in this area include: Maslow‟s needs hierarchy theory;
Herzberg‟s motivator-hygiene theory; the Job Characteristics Model; and the dispositional
approach. Among them Maslow‟s needs hierarchy theory and Herzberg‟s motivator-hygiene
theory cited as follow.

2.2.1 Maslow’s Needs Hierarchy Theory

Maslow‟s hierarchy theory was one of the first theories to examine the important contributors to
job satisfaction. The theory suggests that human needs form a five-level hierarchy consisting of:
physiological needs, safety, belongingness/love, esteem, and self-actualization. Maslow‟s
hierarchy of needs postulates that there are essential needs that need to be met first (such as,
physiological needs and safety), before more complex needs can be met (such as, belonging and
esteem).

13
 Figure 2.1: Maslow‟s Hierarchy of Need
Maslow‟s needs hierarchy was developed to explain human motivation in general. However, its
main tenants are applicable to the work setting, and have been used to explain job satisfaction.
Within an organization, financial compensation and healthcare are some of the benefits which
help an employee meet their basic physiological needs. Safety needs can manifest itself through
employees feeling physically safe in their work environment, as well as job security and/ or
having suitable company structures and policies. When this is satisfied, the employees can focus
on feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they feel they
are a part of their team/ organization. Once satisfied, the employee will seek to feel as though
they are valued and appreciated by their colleagues and their organization.

The final step is where the employee seeks to self-actualize; where they need to grow and
develop in order to become everything they are capable of becoming. Although it could be seen
as separate, the progressions from one step to the next all contribute to the process of self-
actualization. Therefore, organizations looking to improve employee job satisfaction should
attempt to meet the basic needs of employees before progressing to address higher-order needs.
Based on the assumptions that if the lower needs are met, it is believed that the higher level
needs will be met or addressed also and that will motivate a person to work hard and give his
maximum performance/commitment to his job.

14
2.2.2 Two-Factor Theory (Motivator-Hygiene Theory

Herzberg‟s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not
two opposite ends of the same continuum, but instead are two separate and, at times, even
unrelated concepts. „Motivating‟ factors like pay and benefits, recognition and achievement need
to be met in order for an employee to be satisfied with work. On the other hand, „hygiene‟ factors
(such as, working conditions, company policies and structure, job security, interaction with
colleagues and quality of management) are associated with job dissatisfaction.


Dissatisfied Neutral

Satisfied

Figure 2.2: Herzberg‟s Description of Satisfiers and Dis satisfiers

Because both the hygiene and motivational factors are viewed as independent, it is possible that
employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene factors
are low the employee is dissatisfied, but when these factors are high it means the employee is not
dissatisfied (or neutral), but not necessarily satisfied. Whether or not an employee is satisfied is
dependent on the motivator factors. Moreover, it is thought that when motivators are met the
employee is thought to be satisfied. This separation may aid in accounting for the complexity of
an employee‟s feelings, as they might not feel both satisfied and dissatisfied at the same time; or
neither satisfied nor dissatisfied.

Frederick Herzberg's two factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workp1ace. This theory states that satisfaction and
dissatisfaction are driven by different factors motivation and hygiene factors. An employee's
motivation to work is continually related to job satisfaction of a subordinate. Motivation can be
seen as an inner force that drives individuals to attain personal and organization.

Hygiene factors are that determine job satisfaction and dissatisfaction. These factors are extrinsic
factors that led to job dissatisfaction for Example, company policies and administration,
supervision, relationship with supervisor, work conditions, salary, and relationship with peers,

15
personal life, and relationship with subordinates, status, and job security. The most surprising
factor among hygiene factors is salary; since Herzberg found that a low salary makes people
dissatisfied while paying them, more does not necessarily satisfy them; Schermerhorn et al.,
2005, as cited by (Abdulla 2009).

Motivators Factors of intrinsic factors that led to job satisfaction such as achievement,
recognition, work itself, responsibility, advancement, and growth.” Herzberg found that the
presence of motivators may lead to satisfaction, but if hygiene factors are absent there will also
be dissatisfaction (Wolff, 2008). Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in work,
recognition, promotion opportunities. These motivating factors are considered to be intrinsic to
the job, or the work carried out.

According to Madura (2006), Frederick Herzberg had conducted a study on 200 accountants and
engineers about job satisfaction in the attempt to identify factors that contribute to their
dissatisfaction towards their job. He listed that common factors identified for dissatisfied
employees are working conditions, supervision, salary, job security, and status. On the other
hand, the common factors identified for satisfied employees are achievement, responsibility,
recognition, advancement and growth.

16
 Factors Affecting Job Satisfaction

Figure.2.3: Frederick Herzberg Job Satisfaction Model

Satisfaction is a psychological factor. It cannot be seen and cannot quantify. But its expression in
the human mind is understandable. When an employee is satisfied with his assigned task and can
discharge his responsibility satisfactorily, it is called job satisfaction. Factors identified among
satisfied employees are known as motivation factors where factors identified among dis-satisfied
employees are known as hygiene factors, maintenance factors or job context factor (Mukherjee,
2009). According to Madura, (2006), common factors that identified by dis-satisfied workers and
satisfied workers as illustrated as table follow:

Table 2.1 Factors of Satisfied and dissatisfied work

Common factors identified by Common factors identified by
satisfied workers dissatisfied workers
Achievement Working conditions
Responsibility Supervision
Recognition Salary
Advancement Job security
Growth Status
Source: Madura 2006

17
 2.3 Determinants of Job Satisfaction
Employees spend most of the time in organizations. Therefore, a number of organizational
factors determine job satisfaction of the employees. Organizations can increase job satisfaction
by organizing and managing the organizational factors. Job satisfaction has gained importance
ever since the human relations approach has become popular. Satisfaction is an attitude. It is a
permanent impression formed about the job. Employees interact with people and other resources
while working with the job. In the process, they experience positive or negative feelings about
the job context and content.

Job satisfaction is intangible and it is multi-variable. A number of factors influence job

satisfaction of employees. They can be classified into two categories. They are organizational
and personal variables.

2.3.1 Organizational Determinants

A. Work Conditions

Good workings conditions are needed to motivate the employees. They provide a feeling of
safety, comfort and motivation. Poor working conditions give a feeling that health is in danger.
Working conditions play vital role to increase job satisfaction and organizational commitment in
the Wollega University. The work environment includes factors or determinants that have all
work related conditions for employees. Employees want to stay within the organizations just
have of clean and healthy environment. The workplace environment may also be a source of
satisfaction or dissatisfactions for an employee. A wide assessment of the literature specifies that
the factors conducive to job satisfaction are: pay, work, environment, coworkers.

Robbins (2001) advocates that working conditions will influence job satisfaction, as employees
are concerned with a comfortable physical work environment. It takes on a variety of forms,
including those directed at the physical work environment (cleanness, safety and ergonomics);
health practices (supporting healthy life styles and fitness); and social environment and personal
resources (organizational culture, a sense of control over ones work and employee assistance
programs). Healthy work place initiatives not only improve the health and wellbeing of
individual employees, but contribute to business performance objectives, including employee
retention. Enhancing open lines of communication between managers and employees can

18
improve the overall quality of working relationships. Many interventions designed to make the
work place more hospitable can lead to improved retention (Griffith and Hum, 2001).

B. Nature of Work

Moodley (2004) suggests that the nature of the work group and friendly, co -operative coworkers
will have a major effect on job satisfaction. The work group serves as a source of support,
comfort, advice and assistance to the individual employee. The nature of work has significant
impact on the job satisfaction. Jobs involving intelligence, skills, abilities, challenges and scope
for greater freedom make the employee satisfied on the job. A feeling of boredom, poor variety
of tasks, frustration and failure leads to job dissatisfaction

C. Promotion Opportunities

Promotion is an achievement in the life. Promotion gives more pay, responsibility, authority,
independence and status. Therefore, opportunities for promotion determine the degree of
satisfaction to the employees. Employees seek fair promotion policies and practices, and thus fair
chances of promotion according to employee‟s ability and skills make employees more loyal to
their work and become a source of pertinent workability for the employer. Many employees find
that holding the same position and repeating the same daily tasks for many years is tedious, but
that can be avoided if the employee has the expectation of gaining promotion to a higher position
with new tasks and responsibilities. As Prasad (2010) points out, it is rare to see an employee
remaining in one position for twenty years. He/she either gains promotion or seeks new
challenges elsewhere. Moreover, promotion brings higher status and better payment, as well as
the feeling that hard work and loyalty are recognized and rewarded.

Fair upgrading policies and practice provide chances for personal development, more tasks and
increased social condition. When a person get fair upgrading which is usually his true evaluation,
he gets a type of acknowledgment and hence job satisfaction. It amplifies worker perception to
the excellence of their job and improves both their job satisfaction and organizational
commitment (Luthans, 2005). The workers who value opportunity for evolution display a high
degree of job participation in the wishes of solicit such compensation. Having the opportunity to
be promoted affects job satisfaction significantly. The need for promotion is usually strong
among advanced level workers. Getting promoted can thus bring higher satisfaction (Singh,

19
2013). The presence or absence of promotion or in the job will highly affected job satisfaction.
The need for promotion is more expected by higher level of employees. It is expected by the
employee to get promotion when he does good work. Employees feel highly satisfied when
promoted (Singh and Pandey, 2013).

If organizations are not giving promotions to their employees then it is very likely that
employees will be dissatisfied and their turnover rate will be high (Yaseen, 2013). 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.

Promotions create the opportunity for personal growth, increased level of responsibility and an
increase on social standing. Similarly, the recognition which is a central point towards employee
motivation adores an employee through appreciation and assigns a status at individual level in
addition to being an employee of the organization. (Robbins 2001). According to (Ibid)
determinants of job satisfaction are found to be satisfaction with the work itself, payment,
promotional opportunities, and relationship with co-workers and supervision.

D. Supervision / or Leadership Styles

From an organizational viewpoint, supervision is a key factor in all performance and behavior
administration systems. Supervision is important component in payment and reward systems,
and effectual supervisory behavior is a basic element in such systems to make sure worker
performance and job satisfaction (Kao & Neo, 2008). Worker‟s job satisfaction is connected to
supervisor personality. Public sector (white collar) employees have also been found to be less
probably to consider their superiors as cooperative (Margin son, 2003).

Employees want supervisors who have a bond with them and who trust them, understand them
and show fairness and if the supervisor is abusive the worker is left with no choice but to be
dissatisfied with their job. According to Brown and Wesson (2008) supervisors play such an
important role in jobs that it would not be wrong to say that employees leave their bosses, not
their job. Often outside the formal process of evaluation, the supervisor gets a chance to discuss
the progress of employees. Sharma & Jyoti (2006) conducted study on the universities teachers
to confirm results with same variables supervisor support and employees job satisfaction. Results
of the study confirmed that supervisor support has a positive relationship with employee job

20
satisfaction among the university teachers. Employees who appreciate working with their
superiors will be more satisfied with their jobs. According to Aamodt (2004) satisfaction with
superiors is associated to organizational and team commitment, which results to higher output,
lower turnover and a greater willingness to assist.

Leadership style also determines the satisfaction level on the job. Democratic leadership style
enhances job satisfaction. Democratic leaders promote friendship, respect and warmth
relationships among the employees. On the other hand, employees working under authoritarian
leaders express low level of job satisfaction.

E. Work Group

Existence of groups in organizations is a common phenomenon. It is a natural desire of human

beings to interact with others. This characteristic results in formation of work groups at the work
place. Isolated workers dislike their jobs. The work group exerts a tremendous influence on the
satisfaction of employees. Satisfaction of an individual depends largely on the relationship with
the group members, group dynamics, group cohesiveness and his own need for affiliation.

According to Kao (2008), coworkers‟ relationship contained in an organization is a type of

interpersonal relationship based on two concepts: the leader-member relationship and coworker‟s
interactions. A number of authors are in opinion that having friendly and supportive colleagues
contribute to increased job satisfaction (Kreisler and Kinaki, 2001).

Humans are social creatures; they desire to have positive interaction with others. Because most
employees spend such a large portion of their waking time at work, it is reasonable to
hypothesize that the desire to have positive relationships with their coworkers should be a buffer
to job satisfaction. However, co-workers can also provide a hostile work environment, even
harassing other employees. In addition, co-workers often competing for the same goals, such as
promotion or detail assignments, can get on the nerves of other employees. The social relations
produce social environment with fellow employees and supervisor are important determinants of
an individual‟s job (Bull, 2005). The social environment of the organizations can influence
member of staff job satisfaction, particularly coworker relations (Ellison& Logsdon, 2001).

21
F. Wages

Wage is the amount of reward worker expects from the job. It is an instrument of fulfilling the
needs. Everyone expects to get a commensurate reward. The wage should be fair, reasonable and
equitable. A feeling of fair and equitable reward produces job satisfaction. Kabirn et al. (2011),
confirm that the earliest strategy is to use wage increases to link job satisfaction and motivation
to organizational commitment. Since this covers only an aspect of human resource management,
a holistic approach emerged that targets the development of a certain quality of employment life
that covers fair wages, benefits, other employment conditions and career development to support
the facilitation of motivation and job satisfaction directed towards organizational commitment.
As far as Fredrick Taylor and his scientific management associate described money as the most
important factor in motivating the industrial workers to achieve greater productivity. Taylor
advocated the establishment of incentive wage systems as a mean of stimulating workers to
higher performance, commitment, and success. Demonstrates the motivational power of money
through the process of job choice, he further explains that money has the power to attract, retain,
and motivate individuals towards higher performance.

H. Job Content

Job content refers to the factors such as recognition, responsibility, advancement, achievement
etc. Job is involving variety of tasks and less repetitive result in greater job satisfaction. A job,
having poor content produces job dissatisfaction. If employees are satisfied and content with the
job security they will automatically be committed to and loyal to their organizations. An
employee who is satisfied with his /her job security tends to perform better than the one who is
not. When assessing the desirability of labor marketer forms towards flexible labor market
policies, the issue of job insecurity and its effects on job satisfaction are important to policy
makers as low job satisfaction implies lower productivity (Wright et al, 2002).

Job insecurity has received growing recognition in connection with the rapidly changing
organizational environment over the past two decades. In their struggle for survival,
organizations are faced with the necessity of making their operations more effective with fewer
resources. The unpredictable economic situation and the tougher competitive standards have
resulted in downsizing, mergers, acquisitions, and other types of structural change, all of which

22
tend to produce increased feelings of insecurity among the workers, not only pertaining to their
jobs but also about the future in general.

I. Organizational Level

Higher level jobs are viewed as prestigious, esteemed and opportunity for self-control.
Employees working at higher level jobs express greater job satisfaction than the lower level jobs.

2.3.2 Personal Determinants

Job satisfaction relates to the psychological factors. Therefore, a number of personal factors
determine the job satisfaction of the employees. They are mentioned below:

Personality
Individual psychological conditions determine the personality. Factors like perception, attitudes
and learning determine the psychological conditions. Therefore, these factors determine the
satisfaction of individuals.
Age
Age is a significant determinant of job satisfaction. Younger age employees possessing higher
energy levels are likely to feel more satisfied. As employees grow older, aspiration levels
increase. If they are unable to find their aspiration fulfilled, they feel dissatisfied.
Education
Education provides an opportunity for developing one‟s personality. It enhances individual
wisdom and evaluation process. Highly educated employees possess persistence, rationality and
thinking power. Therefore, they can understand the situation and appraise it positively.
Gender Differences
The gender and race of the employees determine Job satisfaction. Women are more likely to be
satisfied than their counterpart even if they are employed in small jobs. Certain other factors that
determine job satisfaction are learning, skill autonomy, job characteristics, unbiased attitude of
management, social status etc. Managers should consider all these factors in assessing the
satisfaction of the employees and increasing their level of job satisfaction.

23
 2.4 Importance of Job Satisfaction

For several reasons, employer‟s job satisfaction has always been an important issue. As Serrano
and Vieira (2005) say, job satisfaction is an important factors of assessing the overall well-being
and satisfaction of an employee's life, and dissatisfaction is a good reason for an employee's
intentions or decisions workers leave work and leave work (Gazioglu &Tansel, 2006). Most
organizations strive for employee satisfaction, but not all attain this goal. That‟s why it‟s
important for human resources professionals to know more about the factors that can increase
employee satisfaction, and how it fits into a company‟s overall success. The importance of job
satisfaction for WU is including: Enhance employee retention, Increase productivity, Increase
customer satisfaction, Reduce turnover, recruiting, and training costs, Enhance customer
satisfaction and loyalty, More energetic employees, Improve teamwork, Higher quality products
and/or services due to more competent, energized employees, Happy employees are more loyal
to the company and its objectives, they go the extra mile to achieve goals and take pride in their
jobs, their teams and their achievements.

Spector (1997) lists three important features of job satisfaction. First, organizations should be
guided by human values. Such organizations will be oriented towards treating workers fairly and
with respect. In such cases the assessment of job satisfaction may serve as a good indicator of
employee effectiveness. High levels of job satisfaction may be sign of a good emotional and
mental state of employees. Second, the behavior of workers depending on their level of job
satisfaction will affect the functioning and activities of the organization's business. From this it
will be concluded that job satisfaction will result in positive behavior and vice versa,
dissatisfaction from the work will result in negative behavior of employees. Third, job
satisfaction may serve as indicators of organizational activities.

Through job satisfaction evaluation different levels of satisfaction in different organizational

units can be defined, but in turn can serve as a good indication regarding in which organizational
unit changes that would boost performance should be made. Job satisfaction is significant
because a person's attitude and beliefs may affect his or her behavior. Attitudes and beliefs may
cause a person to work harder or work less. Job satisfaction also impacts a person's general well-
being for the simple reason that people spend a good part of the day at work. Consequently, a
person's dissatisfaction with work could lead to dissatisfaction in other areas of life.

24
 2.5 Economic Factors’ Contribution to Employee Job Satisfaction

In Institutions of Higher Educational level employee satisfaction is positively influenced by the

compensation and an equitable reward system for promotion. According to Denier et al., (2004),
money is a means to an end, and that end is well-being. But money is an inexact surrogate for
well-being, and the more prosperous a society becomes, the more inexact a surrogate income
becomes. In microeconomics, the study of economics at the level of individual areas of activity,
the standard assumption is that, other things being equal, more choices mean a higher quality of
life because people with choices can select courses of action that maximize their well-being.
Because income correlates with a number of choices, greater income is equivalent to higher well-
being. This formulation is standard in economics, where income is seen as the essence of
wellbeing, and therefore measures of income are seen as the essence of well-being and therefore
measures of income are seen as sufficient indices to capture wellbeing.
Personnel managers must consider four major components of a salary structure. These are the job
rate, which relates to the importance the organization attaches to each job; payment, which
encourages workers or groups by rewarding them according to their performance; personal or
special allowances, associated with factors such as scarcity of particular skills or certain
categories of information professionals or with long service, and fringe benefits such as holidays
with pay, pensions, and so on (Tella, Ayeni and Popoola, 2007).

2.5.1 Salary as a Factor in Job Satisfaction

Salary is an important factor contributing to employee job satisfaction for retention and for
turnover since it acts as a major motivation for employees who want to stay committed to the
organization in turn enhancing the attraction as well as the retention. When an employee is paid
well for the services offered to the employer, it shows the employee that their existence in the
organization matters. The importance of money in employee job satisfaction should not be
underestimated since everybody needs money and all employees work so that they can earn
money. The main purpose behind all of this is nothing but money. So, money and compensation
play an important role in the job satisfaction of the employees. For them, the service quality,
organizational performance and job satisfaction can all be increased if the employees are given
good salaries, which are a great motivator as well as employee job satisfaction.

25
Pay is the first and very primary factor of satisfaction for almost every type of employee in
public, private, small, medium and large organization and that fair pay system is linked with job
satisfaction. A study concluded that compensation significantly influences job satisfaction. These
results are in alignment with the perception that employees usually take employment where
financial and non-financial compensation are generally utilized to measure their importance or
the employee value.

2.5.2 Economic Policy

Advices as a factor in job satisfaction in sights gained about happiness are in many respects
useful for economic policy undertaken by governments. An important part of antipoverty policy
deals with the question of what “poverty” is. Traditionally, the definition relies on disposable
income. Happiness research allows the problem to be approached more fundamentally by
considering reported satisfaction levels. Such complementary measurement also allows
equivalence scales to be established, which indicate the increase in income necessary to
compensate for a larger family, while maintaining the subjective well-being of the family.
Welfare policy is faced with the question of how much economic destitution is responsible for
persons feeling unhappy, to what extent can persons with low income are helped by financial
support, more so if low income is due to unemployment.

Frey and Stutter (2001), research results suggest that not much is achieved by providing the
person with a higher income, rather, the policy should be directed towards providing the person
with appropriate employment and that tax policy must consider to what extent various income
groups are affected. Is it possible to achieve social goals by redistributing income, or are the
negative effects on subjective well-being prohibitive. It has been argued that the fight for relative
positions is socially wasteful, and that the high income recipients, as winners of these status
races should be more heavily taxed. This proposal has been influenced by findings of happiness
research, which suggest that people derive more satisfaction from their position in comparison to
other income recipients than from the income level as such (Frank, 1999). If the redistributive
tax policy is able to maintain income rankings, but reduces the absolute differences between
income recipients, subjective well-being is little affected and presumably work incentives are not
reduced (Frey and Stutter, 1994).

26
 2.6. Environmental Factors’ Contribution to Job satisfaction

Working conditions have also proven to be a strong influence on the job satisfaction of
employees. Moreover, the physical design too, to some extent affects the job satisfaction of
employees and that work greatly depends on the relationship between employees and the
environment; hence they consider a part of the working conditions that affect job satisfaction.
For them, a healthy work environment and relations motivate the employee to do good,
consequently increasing the level of their performance.

The work conditions found to be the most influential on the job satisfaction and turnover
intentions of public employees were the intrinsic non-monetary characteristics of their work,
such as good social relationships with co-workers and supervisors, promotion opportunities,
professional development opportunities, and participatory management strategies (Kim, 2002).
The work conditions found to be the most influential on the job satisfaction and turnover
intentions of public employees were the intrinsic non-monetary characteristics of their work,
such as good social relationships with coworkers and supervisors, promotion opportunities,
professional development opportunities, and participatory management strategies.

2.6.1 Human Resources Policies

Organizational policies affect job satisfaction, particularly those relating to the job evaluation,
standards of performance, good communication systems and follow-up. Thus, the employees
trust in the management policies is an important determinant of employee attitudes to job
satisfaction (Kohl and Neo, 2000). Brown and Sessions (2003) suggest that workers prefer
employment environments seen as rewarding their productivity, and that such environments
increase worker optimism about future employment. Such workplaces may create feelings of
belonging, esteem and commitment.

Policies are critical for any organization. Without clear policies that are fairly and equally
applied across all shifts and areas, a correctional facility faces probable negative events. Policies
provide support and guidance for correctional staff. Conversely, the lack of clear and consistent
policies is an organizational danger for correctional workers, sometimes more threatening than
the perceived or actual danger from inmates. The lack of guidelines for organizational

27
performance undoubtedly places workers at odds with their superiors, who scrutinize and punish
their work ex post facto. As such, clear and consistently enforced policies should help reduce job
stress and increase job satisfaction among correctional employees. (Saari, e t .al. 2004)

2.7. Strategies of Job Satisfaction in Wollega University

Job satisfaction is critical to high productivity, motivation and low employee turnovers.
Employers face the challenges of maintaining productivity, profitability as well as keeping their
workforce engaged and satisfied with their jobs and thus a Human Resource Manager has to
chart out the plans and providing ways to reduce dissatisfaction among employees as well as
improving employee‟s job satisfaction. Modern-day organizations are increasingly adopting
strategic human resource management for attaining a suitable advantages and thus strategic
human resource management is basically concerned with the integration of human resource
management with the strategic management process of the firm (Armstrong, 2010).

Monetary rewards have been defined in such a way like cash or equivalent that an employee
receives against his services from the employer. Here equivalent rewards include fringe benefits,
medical facilities and provident funds. Monetary rewards have negative effects on employee
turnover. This rewards help to raise job satisfaction and likewise suit for minimizing the intent to
leave the job.

2.7.1 Employee Reward and Recognition

Reward and recognition programs serve as the most contingent factors in keeping employees
self-esteem high and passionate. Tangible incentives are effective in increasing performance for
tasks not done before, to encourage “thinking smarter” and to support both quality and quantity
to achieve goals (Board, 2007). Incentives reward and recognitions are the prime factors that
impact on employee motivation. As the employees engage in their working activities purposely
for their own sake, then they will feel intrinsic motivation in their behavior as their activities will
essentially be enjoyable and asserts that while “recognition” is still an important management
too, it is slightly different. Usually it is a non-financial award given to employees selectively, in
appreciation of high level of behavior or accomplishment that is not dependent on achievement a
given target. For her, recognition can be as simple as giving someone feedback on what they
have done right, or just saying “thank-you”. It is about acknowledging effort, commitment and
28
learning, even if the outcomes were not as planned and it is also about, most important,
celebrating successes.

2.7. 2 Energize Employees

According to (Mogan, 2002), There is more than enough research to show people are more
motivated by recognition than money especially the young blood (generation) with lower
experience as they are already very energetic and dynamic. Cultivating and motivating these
young people through “recognition” will enhance their job satisfaction reducing attrition rate.
Provides the following ways of energizing employees which according to them is the power of
recognition, increasing their roles and participation in the organization‟s major activities,
providing appropriate designations, involving them in the decision-making process, empathize
with employees and providing succession and career planning opportunities.

There are two factors which determine how much a reward is attractive, first is the amount of
reward which is given and the second is the weight age an individual gives to a certain reward.
(Lawler 2003).Reward plays a vital role in determining the significant performance in a job and
it is positively associated with the process of motivation. When employees experience success in
mentally challenging occupations which allow them to exercise their skills and abilities, they
experience greater levels of job satisfaction.

2.7.3 Work Life Balance

This is an emerging issue all across organization as it is a very essential aspect for every
employee, especially females to balance their personal and professional lives (Gardner 2001).
Research indicated that one of the important factors is tight, hectic and rigorous work schedules
which adversely affect the employees‟ satisfaction level, leading to high attrition rate in
organizations. Facilities like flexible working hours and work from home may result in better
work life balance thus enhancing the overall job satisfaction.

A more fundamental approach would be for employers to look inside each of their working
practices, and seek an improved design that builds in safeguards for the work-life balance. Work
teams, for example, could themselves be charged with addressing work-life balance issues when
setting output targets for their members. This admittedly untried suggestion contrasts with the

29
prevalent approach, which is to embrace higher form practices even if they have adverse
consequences, while seeking separate means of damage limitation such as flexible hours.
Furthermore, practices such as appraisal systems, team working and performance-related pay
need to be reviewed in such a way as respect and value the diversity of life circumstances and
work-life preferences among employees (Hogarth, et al., 2001).

2.8 Conceptual Frame work

This conceptual frame work will be taken based on the literatures reviewed about the
determinants of employees‟ job satisfaction. Then the researcher will apply this model after some
modification. The number of factors was reduced to make this study more realistic and
applicable. Independent variables are the determinants that affect the employees' job satisfaction
phenomenon at Wollega University, which are: Environmental Factors which include five
variables (Working Conditions, Nature of the work, Promotion Opportunities, Supervision and
Co-Workers).

Table 2.2: Independent and Dependent Variable

Independent Variables Dependent Variable

Working
Condition

Nature of the
work

Promotion
Job satisfaction
Opportunities

Supervisor

Coworkers

Source: Naveed (2011) Adopted and Modified Researcher

30
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction
Research methodology is the specific science of research that followed to accomplish
predetermined research. Hence specific method that was used in the course of accomplishing this
thesis was presented in this chapter. It includes methods of data collection and analysis.

3.2 Research Design and Approach

Research design as a plan for selecting the sources and types of information used to answer
research questions. Research design is the program that guides the researchers in the process of
collecting, analyzing and interpreting of data in method that objective to combine importance to
the research purpose with economic process. The research design for this study was a descriptive
research of the survey type. The study employed a descriptive survey to describe and interpret
the existing variables. According to Kothari (2004) research design is a conceptual structure with
in which research is conducted; it constitutes the blue print for the collection, measurement and
analysis of data. It ensures that the study would be relevant to the problem and that it uses
economical procedures. The study employed a mixed method approach where both descriptive
and quantitative methods were used to meet its aims, to gather and analyze the data, and to
increase the reliability and validity of the results. Because, combining these two research
approaches in same piece of research was possible and advantageous for a research. Quantitative
approach helps researchers to test relationships between variables.

Creswell (2003) states quantitative research methods used for testing objective theories by
examining the relationship among variables. In order to attain the research objective, quantitative
research approach and qualitative research was used as it allows researcher to investigate the
relationship between working condition, nature of work, promotion opportunity, supervisor and
coworker with that of employee job satisfaction. This study involves survey of different
departments regarding employee‟s Job satisfaction and observing the satisfaction of workers in
the organization. The descriptive study sought to obtain information that describes phenomena

31
by asking individuals about their perception, attitudes, behavior or values, (Mugenda and
Mugenda, 2003).

Descriptive study used to collect facts and deal with respondents‟ to answer the pre-planned
specific research objectives. Because the human mind cannot extract the full import of a large
mass of raw data, descriptive statistics are very important in reducing the data to manageable
form. Commonly descriptive is complete by using questionnaires. That is, pieces of information
on different factors that affect job satisfaction were gathered from different sections of
departments and have been interpreted and put in descriptive. Surveys include cross-sectional
and longitudinal studies using questionnaires for data collection, with the intent of generalizing
from a sample to a population Creswell (2012). Survey was used in order to generalize from a
sample to population. This method also preferred because of its high-speed in data and the most
commonly used design in the social sciences. This design is best suited to studies aimed at
finding out situation, problem, attitude or issue, by taking a cross-section of the population. To
investigate the relationship between dependent and independent variable correlation design was
used.

According to Creswell (2003) correlation research method is useful for identifying the type of
association, explaining complex relationships of multiple factors that explain an outcome, and
predicting an outcome from one or more predictors. In addition to investigating the relationship
of the variables, the influence of independent variables on job satisfaction would be undertaken
through regression analysis. Regression is used for explaining a relationship among variables
that the researcher is interested in determining whether one or more variables might influence
another variable.

3.3. Target population

The target populations of this study were those employees of Wollega University, who are
working at administrative staffs. Currently, the total numbers of administrative staffs employees
working at Wollega University 2172 population and 1073 of them are males and 1099 are
females. Bray man and Bell (2007) defined a population as the universe of units from which a
sample is to be selected. Population is the larger set of observations in which the smaller set is
called the sample. A sample is the segment of the population that is selected for investigation or
a subset of population. Regarding to this the researcher has taken 338 respondents from normal

32
administrative staff employees. All employees that available at the work place were considered
as respondents for the present study.

Table 3.1: Total Number of Administrative Staff Employers Profile

No. of Directors, No. of Employees Total
Supervisors or
College, Institute and School Managers
No.
Male Female Male Female
1 Engineering & Technology 1 - 26 44 71
2 Behavioral Science & Education 1 - 8 19 28
3 Business & Economics 1 - 18 40 59
4 Natural & Computational Science 1 - 22 42 65
5 Institute of Health Science 1 - 16 19 36
6 School of Veterinary 1 - 12 11 24
7 School of Law 1 - 10 3 14
8 At University Levels 125 - 829 921 1875
Total 132 - 941 1099 2172
Source: Human Resource Management of Wollega University (2021)

3.4 Sampling Techniques and Sample Size

Sampling is a means of selecting some part of a group to represent the entire group or the
population of interest. Sampling reduces the length of time needed to complete a research; it cuts
costs, is manageable, increases accuracy and is almost a mirror of the population (Bobbie, 2004).

The sample size of this study was selected from different departments of Wollega University
such as directors, coordinators and employers on the probability sampling technique. The
availability sampling of existing employees was selected to fill survey questionnaires. In this
study sampling technique and data were collected from the participants to answer the research
questions. Using a probability sampling technique, the researcher identified specific strata‟s by
means of stratified random sampling techniques, based on five colleges and two schools were
selected as a respondent using simple random sampling technique. Those sampled employees
were been selected using simple random sampling to get the exact informants of the study and it

33
gave equal chances for the respondents to participate in the study. Also simple random sampling
was employed to select from each unit and purposive sampling would be used for managers or
supervisor of each unit so as to make representative of the population.

Allocation would be employed proportionally according to their population found in each

stratum as shown in the table 3.2 below. This type of sampled has an equal chance of inclusion in
the sample and each one of the possible samples, in case of selected universe, has the same
probability of being selected. The main purpose of stratification is to reduce sampling error, in
order to increase efficiency. It involves the division or stratification of a population by
partitioning the sampling frame in to non-overlapping and relatively homogeneous groups.

According to Hancock and Bob (2006), argument, researcher has selected key participants in
condition whose knowledge may provide important insights regarding to research questions thus
to meet the objectives. Moreover, this sample size were proportionally divided for the sample
selected College, Institute and School as shown in the table below:

Table 3.2: Number of Sample Proportion and stratification by College

N0. College, Institute and School Total Number of Sampling Proportion
employee in each
were selected 𝒊
College (𝒏𝒊 = ∗ 𝒏)

1 Engineering &Technology 71 71/2172*338=11

2 Social Science and Humanities 28 28/2172*338=4

3 Business & Economics 59 59/2172*338= 9

4 Natural & Computational 65 65/2172*338=10
Science
5 Institute of Health Science 36 36/2172*338=6
6 School of Veterinary 24 24/2172*338=4
7 School of Law 14 14/2172*338=2
8 Others 1875 1875/2172*338=292
Total 2172 338

Source: Researcher own view (2021)

34
 𝒊
Sample from each strata :- (𝒏𝒊 = ∗ 𝒏)

Whereas: ni = sample size from, ith strata

Ni = total population, ith strata
N = total population
n = the total sample size

The sample size determined from the total population of 2172 employees who are currently
working in Wollega University. The research is conducted with 5 percent marginal error and 95
percent confidence interval. Based on this assumption, the actual sample size for the study were
determined using (Yamane, 1967)) methods of sample size determination formula as shown
below.
n = N/ (1+N (e) 2
Where: n = the total sample size
N = population
e2 = acceptable error
This formula will be used to calculate the sample sizes. A 95% confidence level and P = .05.
Using this formula researcher would be provides the appropriate sample size for population of
known size by clearly applying the possible variation that exists among the study participants.
Therefore, the sample would be:

n = N/ (1+N (e) 2
Where n = the total sample size
Thus, the total sample size (n) = 2172/ 1+2172 (0.05)2
n= 2172/ (1+2172*0.0025)
n = 338 Respondents
Where n is the total sample size, N is the population size, and e is the acceptable error.
Researcher preferred the formula to determine sample size. Since the total number of
administrative staff employees in Wollega University were 2172, to get actual information that
could more or less represent the total population. From the total population 338 respondents was
selected as target population

35
 3.5 Instrument of Data Collection
Survey questionnaire was adopted as the study tool for data collection. Two different sets of
structured questionnaires were used for the study including open and close ended questionnaires.
The required data was collected from both primary and secondary sources. The primary data
gathered through questionnaire survey. And secondary data was gathered through necessary
documents were analyzed.

Furthermore, self-administered questionnaires were used to get information from employers and
directors all scored using Likert Scale ranging from strongly agree to strongly disagree. This is
because it enabled the researcher to interact freely with the respondents and they saved time, they
were confidential and also minimized bias.

In this study, data were collected by use of structured questionnaires in the form of closed ended.
Closed ended questions was used to obtain responses because as (Mugenda and Mugenda, 2003)
observes, they are easier to administer as each item to analyze statically, but they seriously limit
the responses that the participants can give.

Many researchers prefer to use a Linker-type scale because it is very easy to analyze statically
(Jackson, 2009).In addition to this close ended Structured and open ended Structured
questionnaires are simple to administer and relatively inexpensive to analyze. The provision of
alternative replies, at times, helps to understand the meaning of the question clearly. By the use
of this instrument, information on respondents‟ demography such as age, sex, education, gender,
work experience and employment terms will be collected. These questionnaires were randomly
distributed for 173 males and 165 females for the administrative staff employers currently
working in Wollega University. Respondents was accorded opportunities to show the extent of
satisfaction on their jobs on each question by checking if they strongly agree, agree, disagree or
strongly disagree with the job satisfaction variable they were asked.

On the other hand, the researcher used observation method for data collection strategy. The
researcher took the role of participant observation. This was much easier since the researcher
was also an employee of the organization under the study, therefore assumed the role of
practitioner researcher

36
 3.6. Data Source and Types
The researcher used both primary and secondary sources of data for this research. The primary
data was collected directly from the participants of Wollega University employee. Accordingly
the primary data‟s been collected through open and closed ended questioner. Both qualitative and
quantitative type of data was collected from both primary and secondary data sources.

A. Primary Source of Data

Important sources of primary data for this study was collected through Primary data were
collected through the questionnaire. Questionnaire is important to generate rich data from experts
and management staff who directly or indirectly are working in this university.

B. Secondary Source of Data

Secondary data are those data that are already available and were collected from secondary
sources of data such as journals, books, newspapers, websites, publications and other documents
available in libraries including research reports from distinguished academicians (Kothari 2004).
In this study secondary data collected by going through various documents like books, journals,
websites which are relevant to the theme of the study for the purpose of gathering information

3.7 Data Analysis Method

Data from questionnaires was analyzed through both descriptive and statistical analysis using
SPSS software version 25 (Statistical Package for Social Science). The descriptive statistics
such as mean frequency distribution, standard deviation, minimum, maximum and percentile in
the form of (tables, figures, pie chart and diagram, histogram and bar chart) which helped the
researcher to examine the determinants of employee job satisfaction and the selected
determinant factors of job satisfaction were used in the data analysis.

Furthermore transformation of the processed data to look for significance and relationship
between among data groups by using descriptives. The SPSS was used to analyze the data
obtained from primary sources. Specifically, Pearson Correlation was used to test correlations
between and independent variables.

37
 3.8. Validity and Reliability
According to Mugenda and Mugenda (2003), validity is the degree to which results obtained
from the analysis of data actually represent the phenomena under study. To achieve validity
questionnaires included a variety of questions on the knowledge of respondents. Questions were
based on information gathered during the literature review to ensure that they were
representative. Content validity was further ensured by consistency in administering the
questionnaires. Healy & Perry (2000), assert that reliability is the extent to which results are
consistent over time and an accurate representation of the total population under study.
Cranach‟s Alpha will be used as a measure of reliability and internal consistency. Cranach‟s
Alpha is a reliability coefficient that indicates how well items in a set are positively correlated to
one another.

To measure the reliability of the instruments used, Cornbrash‟s alpha was employed. This shows
that 32 items were reliable to measure the on the determinants of employee job satisfaction
indicated in table 3.3. The analysis of the data then must use these summated scales or subscales
and not individual items. If one does otherwise, the reliability of the items is at best probably low
and at worst unknown. Cranach‟s alpha does not provide reliable estimates for single items.

Mallery, G. (2003). Provide the following rules of scales with coefficient alpha (≥0.9 Excellent,
≥ 0.8 – Good, ≥ 0.7 – Acceptable, ≥ 0.6 – Questionable, ≥ 0.5 – Poor, and < 0.5 – Unacceptable).
The Reliability level was determined using Cornbrash‟s Alpha. The alpha value for each variable
exceeded 0.7 (value ≤ 0.7) and this is considered acceptable for further analysis. The overall
reliability of the instruments was measured and the Cornbrash‟s α was 0.886 which is above the
acceptable value of 0.7. Based on the results presented in table 3.3, it can be concluded that all
the scales used in this research were reliable, and could thus be used to measure the variables
under the study.

38
 Table: 3.3. Cornbrash’s alpha Reliability Statistics values for study
Items No of Cornbrash‟s Alpha
items
Work condition 7 0.651
Nature of Work 7 0.841
Promotion Opportunities 7 0.738
Supervisor 7 0.854
Coworkers 4 0.818
Total 32 0.886
Source: survey, April, 2021

3.10. Ethical Considerations

In this research study, issues relating to the ethical conduct of research such as informed consent,
confidentiality and, privacy will be upheld. According to Saunders et al. (2009), ethics is the
norms or standards of behavior that guide moral choices about our behavior and our relationships
with others. Participants and respondents will be given full information on the purpose and
objectives of the study in order for them to make informed decisions as to whether to partake or
not. Moreover, all information concerning the identity and personality of respondents will be
treated with utmost confidentiality. Additionally, all information gathered will be used for the
sole purpose of this research study.

39
 UNIT FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4. Introduction
As indicated in the preceding chapters, this research study attempted to examine the
Determinants of Employees Job Satisfaction in Wollega University Administrative Staffs.
Questionnaire was distributed to 338 and all are returned which makes the response rate of 100
%. The collected data was coded and entered with the help of Statistical Package for Social
Science (SPSS) version 20.0.Moreover, the result of the sample survey was organized in to five
major sections. The first section discussed the response rate of the respondent, the second section
presents respondents, demographic information, the third section of the chapter presented the
study survey result and the fifth section of the chapter presented discussion.

4.1. Respondents Response Rate

Extra questionnaires were distributed physically to 173 males and 165 females with the total 338
respondents of Wollega University administrative staff employees‟.

Table 4.1: Respondent Rate

III Numbers Percentage

Questioners collected 338 100

Questioners distributed but not collected 0 0
Total 338 100%
Source: Sample Survey (April, 2021)

4.2 Demographic Characteristics of Respondents

The first part of the questionnaire consists of five items about the demographic information of
the respondents. It covers the personal data of respondents, such as gender, age, marital status,
year of service and educational levels. The following tables, graphs, pie chart and figures
depicted all demographic characteristic of the respondents. Descriptive statistics was performed
on the demographic variables as a means of describing the respondents.

40
4.2.1 Gender of Respondents
The demographic data of gender figure 4.1 below shows that out of 338 respondents there were
173 males and 165 females as random sampling methods of data were collected. As indicated on
figure the male respondents more of the target population with a percentage of 51.2%, while
female respondents were representing 48.8% as indicated Pie chart below.

Figure: 4.1 Gender respondents

sex 51.2%
1oo%
48.8%

Male Female Total

Source: Sample Survey (April, 2021)

4.2.2 Age of Respondents

Age is one a significant determinant of job satisfaction. Younger age employees possessing
higher energy levels are likely to feel more satisfied. As employees grow older, aspiration levels
increase. If they are unable to find their aspiration fulfilled, they feel dissatisfied. So that the
sample population age distribution was clearly depicted at fig. 4.1 below is largely dominated by
respondents who are at the age of 33-40 years old covering 152 (45. %). The next higher group
was 140 (41.4%) fall under age categories of between 25- 32. The remaining groups 26 (7.7%),
19(5.6%) and 1(3%) were fall under the age categories of 41-48, below 25 and above 49 years
respectively. This implies that the majority of administrative staffs of the university are between
the ages of 33-40.Considering the data analysis on the descriptive survey, the majority of
demographic factors of the respondents fall between at the age‟s ranges of 33-40. They are
experienced and matured enough to maximizing the output of the organization. But, the
organizations not pay attention, treated fairly and become advantageous from the university
equivalent to their profession and experience employers‟ dissatisfied and search for better
advantage work from other organization.

41
 Figure: 4.2 Age of Respondents

1000
338 Frequency
Percent
87 100
100 65

16 19.2 25.7
13
10 4.7 3.8

1
<25 25-32 33-40 41-48 TOTAL

Source: Sample Survey (April, 2021)

4.2.3 Martial Status

Figure 4.3 below indicates that 263 (77.8%), of the sample respondents are married and highly
dominated the total sample size. And 70 (20.7 %) which stands second highest number of single
respondents and the remaining respondents which covers 4 (1.2%) and 1(0.3%) by divorced and
widowed respondent as respectively.

Figure: 4.3. Marital Status

100% 20.7 77.8 1.2 0.3 100

80%
60%
40% 70 263 4 1 338
20%
0%
single married divorced widowed Total
Source: Sample Survey (April, 2021
Valid

Frequency Percent

4.2.4. Experience of Respondents

As table 4.2, shown below, those respondents whose experience is between 5-10 years consists
225 (66.6%) and the experience above11 years consists 53(15.7%) of the total sample size. The

42
remaining groups of the respondents fall under age categories of 1-4 years consists 44
(13%)They are experienced and matured enough to maximizing the output of the organization.
i.e., they stayed at WU five to ten years experiences (66.6%).

Table 4.2: Experience of Respondents

Service Year Frequency Percent Valid Percent

1-4 years 44 13.0 13.0

5-10 years 225 66.6 66.6
11& above 53 15.7 15.7
Total 338 100 100
Source: Sample Survey (April, 2021)

4.2.5 Educational Level of Respondents

As figure 4.4 below illustrates from the total respondents of educational levels the majority of
employees have 262 (77.5%) of them are first degree holder and 46 (13.6 %) have diploma or
level holders of the respondents. The remaining proportion is coming from the master degree
30(8.9 %) holders.

Figure 4.4 Educational Level of Respondents

338
350
300 262
250
200
150 100 Frequency
77.5
100 46 39.2 30 50.6
50 13.6
6.9 4.58.9 Percent (%)
0

Source: Sample Survey (April, 2021)

43
4.3. Study Survey Result of Descriptive Statistics
Under this questionnaire survey results, the presentation and discussions of the research findings
constitute for sub-sections that are correlated in to the specific objectives. The first Sub-section
presents the analysis of Working Condition, the second sub-section presents the analysis of
nature of the work , the third sub-section presents the analysis of promotion opportunities, the
fourth sub-section presents the analysis of supervisor and the fifth sub-section the analysis of
coworkers in order to run employee job satisfaction.

In this study various statistical data analysis tools such as mean, frequency, standard deviation
and percentile are used to analyze the collected data. The summary of descriptive statistics of all
variables that are measured based on a 5-point Likert scale used strongly disagreed (1), strongly
agreed (2), neutral (3) agreed (4) and strongly agreed (5). The data collected were processed and
analyzed with the aid of Statistical Package for the SPSS software version 20.0 using analytical
techniques of multivariate statistics such as Cornbrash‟s Alpha and Multi-Regression Analysis.

According to Zaidaton & 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
considers as high as illustrated by Comparison bases of mean of score of by Likert scale
instrument. Thus, detail of the analysis is presented as follows:

44
4.3.1 Working Condition

Table: 4.3 Employees Job Satisfaction Responses to Working Condition

No Variables Responses Frequency %
The physical surrounding where I am Strongly Disagree 22 6.5
1 working is Disagree 34 10.1
Neutral 95 28.1
comfortable and convenient to perform my job
Agree 137 40.5
Strongly agree 50 14.8
Total 338 100
I am satisfied with the company as a place to Strongly Disagree 35 10.4
2 work Disagree 71 21
Neutral 99 29
Agree 92 27.2
Strongly agree 41 12.1
Total 338 100
3 I am satisfied with the salary structure of WU Strongly Disagree 97 28.7
Disagree 140 41.4
Neutral 66 19.5
Agree 31 9.2
Strongly agree 4 1.2
Total 338 100
4 The organization has good working Strongly Disagree 10 3
environment Disagree 56 16.6
Neutral 158 46.7
Agree 91 26.9
Strongly agree 22 6.5
Total 338 100
All employees have an equal opportunity to Strongly Disagree 32 9.5
5 further their education Disagree 77 22.8
Neutral 140 41.4
Agree 75 22.8
Strongly agree 14 41.4
Total 338 100
Sum Average Strongly Disagree + Disagree= 42.83,
Agree + Strongly agree = 22.51,
Undecided = 34.66

Source: Survey (April, 2021)

45
The above table 4.3 shows that the majority of the respondents were disagree and strongly
disagree on employee job satisfaction. It was found out that (42.83%) of the respondents in the
working condition of employee job satisfaction. These indicated that the working condition for
employee job satisfaction a negative impact on employee job satisfaction. While (22.51 %) are
agreed and strongly agree that having the positive work life balance is a key to job satisfaction
on the assessment factors that affecting employees‟ job satisfaction in Wollega University. These
indicate that the working condition has a good conducive for employees‟ job satisfaction. They
provide a feeling of safety, comfort and motivation. Also working condition is a key issue for
employers and employees.

Everyone has a responsibility to ensure the safety of himself or herself and others affected by
their work activities in the workplace. In consonance with the field survey, Gyekye (2005)
confirms that job satisfaction has a positive link with safety. Organizations with good safety
policies do not only reduce operational cost but protect life and reduce accident level as well.
The quality of the employee‟s workplace condition highly affects the level of employee‟s
motivation, confidence, output, commitment and good communication styles, relationship
between superiors and subordinates. These were result in a motivated employee thereby
increasing employee job satisfaction.

The study findings imply that if employees are not happy with their job, they will not perform
better. As a result, they will be going to work but their minds are likely to be somewhere else and
eventually the performance becomes poor.

46
4.3.2 Nature of Work
Table: 4.4 Employees Job Satisfaction Responses to Nature of Work
No Variables Responses Frequency %
I am satisfied with the work itself and it Strongly Disagree 13 3.8
1 interesting to do. Disagree 59 17.5
Neutral 149 44.1
Agree 99 29.3
Strongly agree 18 5.3
Total 338 100
2 I am satisfied with the present working hour. Strongly Disagree 21 6.2
Disagree 74 21.9
Neutral 125 37
Agree 103 30.5
Strongly agree 15 4.4
Total 338 100
3 I am satisfied with the existing salary structure Strongly Disagree 47 13.9
of the company Disagree 92 27.2
Neutral 100 29.6
Agree 88 26
Strongly agree 11 3.3
Total 338 100
The job allows me to make my own decisions Strongly Disagree 17 5
5 about how to schedule my work. Disagree 28 8.5
Neutral 139 41.1
Agree 117 34.6
Strongly agree 37 10.9
Total 338 100
Employees are committed to the vision, Strongly Disagree 19 5.6
5 mission and goals of the organization Disagree 29 8.6
Neutral 119 35.2
Agree 127 37.6
Strongly agree 44 13
Total 338 100
Sum Average Strongly Disagree & Disagree= 14.48,
Agree & Strongly agree = 19.49,
Undecided = 66.05

Source: Survey (April, 2021)

47
The above table shows that 19.49% of the respondents agreed and strongly agreed to nature of
the work itself. These indicate that the nature of work help to contribute positive relationship on
employee job satisfaction and significant effect on the job satisfaction. Also this imply that
intelligence, skills, abilities, challenges and scope for greater freedom make the employee
satisfied on the job. Hence, the researchers conclude that the majority of the respondents were
dissatisfied by the nature of the work they had received.

These findings were supportive of the findings of Ramasodi (2010) in South Africa, where the
study found a very low level of job satisfaction and a generally low level of job-related
satisfaction in South Africa workers. In this South African workers study 26.2% are highly
dissatisfied whereas 53.4% are not satisfied (totally 79.6%) with the general job satisfaction.
However, 14.48% of the respondents did not agree that the nature of the work itself to employees
job satisfaction. This reveals that the nature of work has negative relationship on employee job
satisfaction. Because variety of tasks, feeling of boredom, frustration and failure leads to job
dissatisfaction.

Therefore, the more of the participants were satisfied by the nature of work they had assigned to
perform. In here, challenging and variety nature of the work might be the cause of this
satisfaction. 37.6% respondents were satisfied by vision, mission and goals of the organization,
while 8.6% of the participants were not satisfied by vision, mission and goals of the organization
of the job they did.

Depending on the nature of work, that is, complexity, confidentiality, risk and other
considerations may affect the level of employee satisfaction. Robbins et al. (2003) refer to the
nature of work 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.

48
4.3.3 Promotion Opportunities
Table: 4.5. Employees Job Satisfaction Responses to Promotion Opportunities
No Variables Responses frequency %
My organization has a system of promotion Strongly Disagree 70 20.8
that is followed for promoting administrative Disagree 129 33.3
Neutral 94 27.9
1 staff employees.
Agree 37 11
Strongly agree 7 2.1
Total 338 100
Opportunities for promotion are executed Strongly Disagree 68 20.1
2 openly and transparently with equal chances Disagree 137 40.5
Neutral 85 25.1
accorded to every eligible employee
Agree 40 11.8
Strongly agree 7 2.1
Total 338 100
I am not satisfied with the promotion policies Strongly Disagree 36 10.7
3 for the organization Disagree 68 20.1
Neutral 93 27.5
Agree 93 27.5
Strongly agree 48 14
Total 338 100
4 I have the possibility to be promoted in my Strongly Disagree 29 8.6
work. Disagree 50 14.8
Neutral 117 34.6
Agree 105 31.1
Strongly agree 37 11
Total 338 100
5 The company do have clear promotion strategy Strongly Disagree 50 14.8
Disagree 57 16.9
Neutral 115 34
Agree 85 25.1
Strongly agree 31 9.2
Total 338 100
Sum Average Strongly Disagree & Disagree =20.06
Agree & Strongly agree = 14.49,
Undecided = 65.45

Source: Survey (April, 2021)

49
The above table reflects that (14.49) of the employees were strongly agree and agree to
promotion opportunity in the organization. This reveals that a positive relationship on job
satisfaction. While the (20.06) of the employees were strongly disagree and disagree with
promotion opportunity affects employee job satisfaction in company. This also explained by
promotion opportunities of employers in WU negative relationship on employee job satisfaction.
This means there is no policy rules established for promotion opportunities in WU for promoting
administrative staff employee in the organization. This implies promotion policies and practices
are deemed unfair, then employees are more likely to experience job dissatisfaction. And there is
no equal and fair opportunity for promotion to all employees when they compare as academic
staff employees. These result indicated that to minimize the productivity of the organization.
Since, the university to solve this problem should be designed or applicable promotion
opportunities for employee job satisfaction in the organization. In addition the data implies that
the majority of the respondents i.e. 20.06 % clearly state that the combination of the listed factors
are reasons of the university‟s job satisfaction and poor strategy of promotion policies and they
are not treated equally, poor attention was given to administrative staffs. The findings appear that
there is low level of satisfaction with the promotional policies. i.e. 15.1 % of the employees are
not satisfied with the promotional. However, from the data collected 20.75% are satisfied with
the opportunities for promotion

Opportunities for promotion determine the degree of satisfaction to the employees and the
advancement of an employee from one job position to another job position that has a higher
salary range, a higher rank together with higher job responsibilities was revealed as a
determinant of job satisfaction. But this is not practically practicable for administrative staffs‟
employee in WU. Therefore employees at this organization were not very satisfied with their
promotion opportunities and even less satisfied with the payment they receive. There might be
less amount of payment in the organization in order to cope up the expensive life styles that are
why they were dissatisfied. The researchers concluded that the promotion opportunities, was an
advancement of an employee from one job position to another job position that has a higher
salary range, a higher title together with higher job responsibilities was revealed as a
determinant. The study revealed that (20.06%) employees view promotion as a determinant of
job satisfaction among administrative staff.

50
4.3.4 Supervisor
Table: 4.6 Employees Job Satisfaction Responses to Supervisor
No Variables Responses frequency %
I am satisfied with the leaders in my workplace Strongly Disagree 22 6.8
1 as positive role models Disagree 42 12.4
Neutral 128 37.9
Agree 109 32.2
Strongly agree 37 10.9
Total 338 100
My supervisor inspires me to achieve the Strongly Disagree 14 4.1
2 company objectives Disagree 33 9.8
Neutral 143 42.3
Agree 117 34.6
Strongly agree 31 9.2
Total 338 100
My supervisor shows interest in my feelings Strongly Disagree 15 4.8
3 and acknowledges my concerns Disagree 50 14.8
Neutral 130 38.5
Agree 110 32.5
Strongly agree 33 9.8
Total 338 100
My supervisor is unbiased and treats every Strongly Disagree 13 3.8
4 employee without discrimination Disagree 42 12.4
Neutral 143 42.3
Agree 108 32
Strongly agree 32 9.5
Total 338 100
My supervisor always encourages suggestion Strongly Disagree 8 2.4
5 for improvement. Disagree 50 14.8
Neutral 141 41.7
Agree 107 31.7
Strongly agree 31 9.2
Total 338 100
Sum Average Strongly Disagree & Disagree= 6.75,
Agree & Strongly agree = 25.21,
Undecided = 66.51

Source: Survey (April, 2021)

51
We can see from table 4.6 above the interaction between workers, coworkers and supervisor in
Wu (25.21) of the respondents are agreed and strongly agree. This result indicated positive
relationship between coworkers, supervisor and working condition. From this data we can infer
that most of employees has good attitude towards the relationships of supervisor. These means
democratic leadership style was enhanced in WU on job satisfaction and promote friendship,
respect and warmth relationships among the employees job satisfaction.

Moreover, relationship with supervisor play 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 and secondly, good employee-supervisor relationship leads to a positive intervention,
which is proved to be the social information people rely on to form their attitudes towards jobs.
While (6.75%) disagree plus strongly disagree. Evidence for the insignificance of supervisor
relationship to employer and coworker were dissatisfaction of employee job satisfaction.

Generally, leaders influence the achievement of an organization's goals via change, innovation,
engagement and motivational activities. According to researchers supervisor‟s style was
important in influencing administrative staffs‟ job satisfaction. Job satisfaction can be influenced
by a variety of factors, for example pay practice, quality of one's relationship with their
supervisor, quality of the physical environment in which they work (Tanjeen, 2011). Factors
influencing job satisfaction among administrative staffs management provides positive feedback,
it will have positive impact towards administrative staffs‟ job satisfaction. Supervisor‟s
capability to allocate work equally has direct effect on job satisfaction as well. The study implies
that supervisor‟s or top management leadership is one of the significant determinants in
predicting administrative staff‟s job satisfaction.

52
4.3.5 Coworkers
Table: 4.7 Employees Job Satisfaction Responses to Coworkers
No Variables Responses frequency %
I am satisfied on the relationships with co- Strongly Disagree 7 2.1
1 workers Disagree 33 9.8
Neutral 157 46.4
Agree 112 33.1
Strongly agree 29 8.6
Total 338 100
Feeling of team spirit and cooperation among Strongly Disagree 8 2.4
coworkers and supervisor affects satisfaction Disagree 21 6.2
2 positively. Neutral 153 45.3
Agree 128 38.8
Strongly agree 28 8.3
Total 338 100
I am satisfied & able to maintain a healthy Strongly Disagree 9 2.7
3 balance between work and team work Disagree 45 13
Neutral 129 38.2
Agree 131 38.8
Strongly agree 24 7.1
Total 338 100
4 Work fairly distributed in your work group Strongly Disagree 16 4.7
Disagree 59 17
Neutral 135 40.1
Agree 103 31
Strongly agree 24 7.1
Total 338 100
Sum Average Strongly Disagree & Disagree= 7.23,
Agree & Strongly agree = 17.28
Undecided = 75.49

Source: Sample Survey April, 2021

According to table 4.7 above, (7. 23 %) of respondents shows were strongly disagree and
disagree about the relationship of co-workers, it was quite interesting to observe that (17.28%) of
employees were agree plus strongly agree with their relationship with co-workers.

53
From this data we can concluded that workplace relationships are unique interpersonal
relationships with important implications for the individuals in those relationships, and the
organizations in which the relationships exist and develop (Jex, 2002).

Workers relationship with co-workers and supervisors are the major factors that influence
employee attitude towards work. From respondents view relationship with co-workers as an
important factor that affect the job satisfaction in WU. This implies that work group serves as a
source of support, comfort, advice and assistance to the individual employee job.

Furthermore, existence of groups in organizations is a common phenomenon. It is a natural

desire of human beings to interact with others. This characteristic results in formation of work
groups at the work place. Isolated workers dislike their jobs. The work group exerts a
tremendous influence on the satisfaction of employees. Satisfaction of an individual depends
largely on the relationship with the group members, group dynamics, group cohesiveness and his
own need for affiliation.

4.4 Respondents Comment on Determinant Factors of Job Satisfaction

Job satisfaction is an important aspect of employees‟ work. When employees are satisfied with
their work, their performance can be enhanced, and their communications with customers are
more likely to be effective. Thus, job satisfaction could be viewed as being important not only
from the individual‟s perspective, but also from an organizational viewpoint.

Generally, the topic researchers selected to conduct on is the crucial issue as the determinant of
administrative staff employee job satisfaction. The finding may increase the awareness of the
leaders to pay attention for the staffs. The respondents added that Ministry of Science and Higher
Education (Moshe) must do something to decrease imbalance between academic staff and
administrative staff. The university has to promote the employees as per their experience and
profession in order to decrease employee dissatisfaction. Good governance should be practiced
in the organization and all employees should be treated equally irrespective of other issues and
employees should be greater involvement in decision-making. Moreover other issues are
mentioned as follow:
No equal consideration in organization between academic staffs and administrative staff in terms
of payment salary. The structure of the WU should accommodate employee‟s expectation. There

54
is no promotion policy strategies practiced in WU. This indicated that employers who upgrading
his/her qualification to BA degree and MA degree they have equal consideration and equal
payment of salary. There is no seniority of qualification and right person at right position to
work. In addition, there is no promotion opportunity and Salary policy should be improved to
maintain employee with professional capability, and skills to perform the job well.

Table 4.8. Correlation(r) between Independent variables.

Item Working Nature Promotion Supervisor Coworker
work
Condition Opportunity
Working Pearson 1
Correlation
Condition
Sig. (2- .000
tailed)
N 338
Nature Pearson .318** 1
work Correlation
Sig. (2- .000 .000
tailed)
N 338 338
Promotion Pearson .069 .140** 1
Correlation
Opportunity
Sig. (2- .000 .306 -.017
tailed)
N 338 338 338
Supervisor Pearson .342** .140** .130* 1
Correlation
Sig. (2- .000 .000 .000 .000
tailed)
N 338 338 338 338
Coworker Pearson .326* .406* .360** .408** 1
Correlation

Sig. (2- .000 .000 .000 .000 .000

tailed)
N 338 338 338 338 338

Source: Sample Survey April, 2021 using SPSS analysis

Table 4.8 indicate the above Pearson correlation matrix table, all independent variables are
positive and significant correlated with each other‟s. This shows that the cells in the upper right

55
to lower left diagonal show coefficients of 1.00. This is because they show the relationship of
each variable correlated with it. The results of the correlation analysis indicated that there is a
positive correlation between all independent variable (working condition, nature of the work,
promotion opportunities, supervision, and coworkers). Results of the correlations table shows
that Coworker has a weak correlation with working condition, r=.326, Coworker has also a
moderate correlation and significant relationship with, nature of the work, r=.406, Coworker has
a moderate and significant correlation with promotional opportunities, r=.360, Coworker has a
moderate and significant correlation with supervision, r=.408. Nature of the work has a weak
and significant correlation with working condition, r=.318. A promotion opportunity has a strong
correlation with working condition, r = 069 but, weak correlation with nature of the work,
r=.140. Supervisor has a weak correlation with working condition, nature of the work, promotion
opportunities, and coworkers, (r=.342, r=.140and r =.130) respectively. As all the signs of
coefficients are positive, this shows there is a positive correlation between variables (working
condition, nature of the work, promotion opportunities, supervision, and coworkers).

This indicated that most of the respondents mentioned the assessment factors of correlation
coefficients are positive relationships with all independent variables can foster a sense of loyalty
and moral support and engagement among staff. Creating a more pleasant working environment
through relationships with co-workers can increase employee satisfaction. The result indicated
that relationships with co-workers were very important to their job satisfaction and employees
were satisfied at the working place. A wide assessment of the literature specifies that the factors
conducive to job satisfaction are: pay, work, environment, coworkers (Robbins, 1998).

Even though, the relationship between nature of work, supervisor, promotion opportunities and
coworkers were positive relationships. A research conducted by Nebeyu Yohannes, (2016), on
job satisfaction of professionals working of mentally challenged or ill found out that there was a
significant and positive relationship between promotion opportunity and job satisfaction.
Numerous research findings have reported existence of a moderate positive relationship between
promotion and job satisfaction. Given all of the dimensions in which promotions can affect
workers careers and compensation, relatively little attention has been paid to the importance of
promotions as a determinant of job satisfaction.

56
This finding is supported by other literature Francesco (2001), which indicated that while several
studies have investigated the determinants of job satisfaction, relatively little attention has been
paid to the role of promotions on satisfaction. Regarding to this study employees in WU seek
fair promotion policy and practices, and thus fair chances of promotion according to employee‟s
ability and skills make employees more loyal to their work and become a source of pertinent
workability for the employer.

Promotion provides opportunities for personal growth, more responsibilities and that individual
are generally promoted on the basis of seniority which often experience job satisfaction but this
is not practiced in WU. If organizations are not giving promotions to their employees then it is
very likely that employees will be dissatisfied and their turnover rate will be high. When
employees get promoted they will be more committed to their organization. In terms of the
importance and key factors, promotion opportunities is considered to be the most important
factor among other main factors; however, this factor is not considered to be satisfied employees.
This reveals that dissatisfaction with salary payment; promotion and supervision are some of the
problems identified in this study.

Similar study conducted on job satisfaction study among Oromia head and zonal cooperative
promotion workers in Ethiopia Sebsibe (2002). Reasons for dissatisfaction in this study were
also found to be in line with the hygiene factors responsible for job dissatisfaction, which include
salaries, and quality of supervision.

Finally, the results of the study, in the descriptive statistics of employee job satisfaction, the
significance levels of factors are investigated on the five independent factors. This reflects that
there is no significant and relationship difference between independent variables.

57
 CHAPTER FIVE

SUMMARY, CONCLUTION AND RECOMMENDATION

5.0 Introduction
This research had an aim of investigating determinants of employee job satisfaction in the case
of WU main campus administrative staffs.

5.1 Summary of the Major Findings

The general objective of this study was to determine employee job satisfaction in the case of
WU. This study had aimed to summarize the finding and results that have emerged from the data
analysis presented in the form of descriptive statistics such as, table, frequency, pie chart, graphs
and percentage in the previous chapter.

From this study the following particular findings were observed:

Outcomes from correlation analysis pointed out that supervisor has a weak correlation with
working condition, nature of the work, promotion opportunities, and coworkers, (r=.342, r=.140
and r =.130) respectively. As all the signs of coefficients are positive, this shows there is a
positive correlation between variables. According to Azeem (2010) research done on service
industry in Oman shows that satisfaction with co-workers is positively related to employees‟
organizational satisfaction. Meanwhile, the values generated in the Pearson correlation for
Coworker has a moderate and significant correlation with promotional opportunities, r=.360,
Coworker has a moderate and significant correlation with supervision, r=.408.

Moreover the Pearson correlation result implies that there was positive relationship between all
independent variables. The reaction of the respondents towards the promotion opportunities in
the WU entails that the majority of the employees feel that they are not happy with the current
promotion opportunities. The result consistent with research by Islam et al. (2011) confirmed that
employees in general will be satisfied when organization provides opportunity for growth and
promotion.

Lastly, the relationship between supervisor and employee job satisfaction as in the Pearson
correlation result shows a positive correlation with employees‟ job satisfaction. This implies
statistically significant relationship between supervisor and employees‟ job satisfaction, but
58
below the average. This showed good management expectation from supervisor has a
corresponding positive change of employees‟ job satisfaction. To reveals this result appoints
supervisor or management with enough competencies, qualifications into proper positions of
management. According to Chughtai and Zafar (2006) results stated that satisfaction with
supervision is likely to be an important predictor of organizational commitment, and argue that
when the supervisor takes cares about the employees, this was an alarm that informs employees
that organization cares about them and supports them, which in turn is lead to higher levels of
job satisfaction. From this summary the major findings of the study:-

No equal consideration in organization between academic staffs and administrative staff in terms
of payment salary and house allowance. Majority of the employee‟s impression are of the view
that the promotion policy not adopted and formulated in the University for Administrative Staff
employees.

The university should not promote the administrative employees as per their experience and
qualification in order to decrease employee dissatisfaction. This should be practically applicable
for administrative staffs‟ employee in WU. The employees do not have greater involvement in
decision-making.

Outcomes from correlation analysis pointed out that there exists statistically a moderate
significant and positive relationship between working condition, coworkers and job satisfaction.
Even though, the study reveals the relationship between promotion opportunities, nature of work,
supervisor and job satisfaction are statistically below the average and significant and positive
relationship. Based on these results, the researcher argues that promotion has a negative effect on
job satisfaction.
More opportunities should not be provided for employees in the organization to assign
employees in different position.
Management body and human resource management of WU needs to revise its salary structure
and other benefit packages to satisfies their employee‟s expectations and retain its well
experienced employees

Job rotation system should be improved with a view to develop multiple skills in employees and
create greater job interest.

59
Finally, it is concluded that promotion opportunity has a strong correlation with working
condition, r = 069, but weak correlation with nature of the work, r=.140. Supervisor has a weak
correlation with working condition, nature of the work, promotion opportunities, and coworkers,
(r=.342, r=.140and r =.130) respectively. The overall expectation of respondents towards the
promotion policy of WU administrative staff employees‟ in terms of promotion opportunities in
university entails that the majority of the employees feel that they are not happy with the absence
of current promotion policy not practiced in Wollega university for administrative staffs‟
employees. In general the study addressed that there are many factors that are contributing for
the employee‟s job satisfaction. Those factors are classified as internal and external factors.
Better salary and other incentives from external market, conductive working conditions in other
organizations are external factors while lack of equal and fair treatment, lack of promotion
opportunity and encouragement, lower salary provided for the employees, leadership style, lack
of justice and equity and others are internal factors

60
 5.2. Conclusion
Employee satisfaction takes one of the basic management concerns in every organization. It can
influence productivity of the job and working conditions can be influenced by it. Employee
absenteeism and staff turnover also can be affected by the factors that related with job
satisfaction. This paper investigated the factors of employee job satisfaction in administrative
staff employees. The purpose of the study was identified environmental factors of employee job
satisfaction, the relationship between determinate factors and assessing the satisfaction level of
administrative staff in terms of working condition, promotion opportunities, supervision, and
coworkers.

The result of analyzed data also presented that administrative staff employers should have seeks
promotion opportunities for further advancement and opportunity to develop their abilities and
skills. Additionally, the attitude of the respondents towards the promotion opportunities in WU
entails that the majority of the employees feel that, they are not happy with the absence of
promotion policy not delegated in higher education for administrative staffs‟ employees. The
advancement of an employee from one job position to another job position that has a higher
salary range, a higher title together with higher job responsibilities was revealed as a
determinant. The study revealed that (20.06%) employees view promotion as a determinant of
job satisfaction among administrative staff.

In order to, satisfy the expectation of employee for better promotion opportunity and to have
higher level of job satisfaction in the organization the university should concentrate on working
condition, promotion opportunity, and supervision, nature of work, payment and coworkers.
Supervisor has a weak correlation with working condition, nature of the work, promotion
opportunities, and coworkers. To retain the degree of satisfaction of employees and the
advancement of an employee from one job position to another job position that has a higher
salary range, a higher rank together with higher job responsibilities, which revealed as a
determinant of job satisfaction. This provides the platform to advance and learn new skills.
Additionally, participation of employees in decision making and promotion policy will be
improved.

Furthermore, this study proves that the employees are satisfied with the working condition, and
relationships among coworkers in terms of job satisfaction. For the organization to be successful,

61
having of satisfied employees has a more importance. Because WU will be efficient if and only
if their employees are satisfied and this can happen when human resource and top level
management of WU practiced the systems. Lack of promotion policy and relationship among
supervisor and employee are less attention for the administrative staffs, lower salary and other
benefits are the major factors that decrease staff satisfaction. For this reasons, employees have
losses of good will, inefficient, immoral, absenteeism and turnover are the major factors raised
on employee job satisfaction in WU.

Pearson correlation result also shown that there exists a moderate and positive relationship
between working condition, coworker and job satisfaction supported by the results of correlation
analysis. From the statistical analysis the researcher found that statistically moderate and
significant positive relationship between all independent variables and job satisfaction.
Relationship with managers plays an important role in job satisfaction. The reasons is good
relationship improves people's interest in staying at work which can maintain high job
satisfaction and good employee-manager relationship leads to a positive intervention, which is
proved to be the social information people rely on to form their attitudes towards jobs.

Finally, the result of this study suggests that promotion practice and salary is very important
issue to satisfied employee. Neglecting this factor could causes to build demotivated employees
which are subject to lower performance, lower commitment, and lower motivation or even worse
to leave the organization and high absenteeism. In conclusion, the major findings of this research
show that promotion practice has an effect on job satisfaction in WU.

62
 1.3 Recommendations
On the basis of the data analyzed and conclusions made the researcher has recommended certain
aspects to be considered for further improvements and redesign to be made for the concerning
bodies. Based on the findings and conclusions the researcher recommends the following which
will be helpful for the organization.

The study recommended that management body should be able to increase the level of
satisfaction of employees by improving salary, compensation, job grade, promotion opportunity
and involvement by getting an opportunity to participate in decision-making.

Management should revise and adjust their system with regard to payment through considering
educational level and increasing chances for salary increase and improvement needs to be done
on benefits related to overtime payment.

Human resource of Wollega University should be advisable to formulating a promotion policy

which is justified according to the job responsibility and designation of the employee in
organization. Promotion opportunity was a variable that was reported as unsatisfactory among
the Wollega University employees. Hence, the promotion systems should undergo urgent re-
consideration. Fair and equal treatment of employees who had the same qualification and
experience could solve this problem.

The concerned body of the organization should well practice or perform equal consideration for
academic staffs and administrative staff employees in organization in terms of payment salary
and house allowance.

Policy makers should be revised salary structure and other benefit packages to satisfies their
employee‟s expectations and retain well experienced employees based on seniority in the
organization.

Management body should provide fair and equal promotion and assign employees in different
position according to their experience in the organization.

The university should make them conducive environment of a sense of belongingness to their
organization by arranging good working environment.

63
To allocate people with enough competencies, skills and qualifications in order to proper
positions for management at right place and job rotation to be made at least once in three to five
years.

Generally, the study recommended that the concerned body of the organization should be
observing the result of the study and redesign new strategic policy payment salary to compute as
currently market economy. This reveals that higher salaries, house rent, healthcare, allowance
and other compensation benefits may seem the most likely way to satisfy employees. If all these
could be incorporated into University policies and well implemented, a high job satisfaction of
the workers would be enhanced.

5.4 Area suggested for further Studies

The Researcher recommended that, further studies need to be conducted on concentrated on the
assessment of employees job satisfaction in the case of WU administrative staffs, and there is
need to have a wider research on the topic. The researcher recommends the study to be
conducted and covering a wider area to compare the findings and to the study was also very
significant because it serves as a good platform for further study.

64
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 APPENDIX

Wollega University

School of Graduate Studies

College of Business and Economics, Department of Management

Research Questionnaires

Research Topic: Assessment of Employees Job Satisfaction: In the Case of Wollega University
Main Campus Administrative Staffs.

Researcher Name: Demeke Gole

Dear! Respondents

I am a post graduate student of Masters of Business Administration in Wollega University.

Currently, I am undertaking a research entitled Assessment of Employees Job Satisfaction: In the
Case of WU Administrative Staffs. You are one of the respondents selected to participate on this
study. Please assist me in giving correct and complete information to present a representative
finding on the current status of the Determinants of Employees Job Satisfaction: In the Case of
WU Administrative Staffs. I kindly request your cooperation in filling this questionnaire. Your
willingness in giving genuine information is well appreciated. The information you provide will
only be used for the study and it is highly confidential

Thank you in advance for your kind cooperation and dedicating your time.

Sincerely, Demeke Gole

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Instructions: No need of writing your name

By using Five-Point Likert Scale type please mark (√) for your suitable answer in the table
provided.

Note: “Supervisor” means your boss or immediate Directors. “Organization” means the
Campus you are working now.
Section I: Demographic Factors of Employee Job Satisfaction
Fill in the blanks provided by a means of a cross (√) by indicating your correct choice.
1. Gender: Male Female

2. Age: Below 25 25-32 33-40

41-48 49and above

3. Marital Status: Single Married

Divorced Widowed

4. Service Year in WU: 1-4 5 -10 11 and above

5. Level Educational: Levels or Diploma BA/BSc Degree

Master‟s Degree PHD Other (Specify) _________

SECTION II: Organizational Determinants of Employee Job Satisfaction

Note that :( SD=Strongly Disagree (1), D=disagree (2), SA=Strongly, N=Neutral (3), Agree(4),
& A=Agree(5)
Put (√) inside the table for an alternative you think is right
No. Questions Related to Working Conditions 1 2 3 4 5

1 The physical surrounding where I am working is comfortable and

convenient to perform my job
2 I am satisfied with the company as a place to work
3 I am satisfied with the salary structure of WU
4 The organization provides challenging and interesting task
5 I get the information I need to fulfill my duties

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6 The organization has good working environment
7 All employees have an equal opportunity to further their
education
II Questions Related to Nature of the Work
8 I am satisfied with the work itself and it interesting to do.
9 I am satisfied with the present working hour.
10 I am satisfied with the existing salary structure of the company
11 I feel very positive and favorable about my job
12 I am satisfied with my regular assigned activities.
13 The job allows me to make my own decisions about how to
schedule my work.
14 Employees are committed to the vision, mission and goals of the
organization
III Questions Related to Opportunities for Promotion
15 My organization has a system of promotion that is followed for
promoting administrative staff employees.
16 Opportunities for promotion are executed openly and
transparently with equal chances accorded to every eligible
employee
17 I would consider leaving my job for another with greater
opportunities for advancement
18 I am not satisfied with the promotion policies for the organization
19 I will leave my current organization if I get a more promising job
with better work
20 I have the possibility to be promoted in my work.
21 The company do have clear promotion strategy
IV Questions Related to Supervisor/Managers
22 I am satisfied with the leaders in my workplace as positive role
Models
23 I can rely on my supervisor

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24 My supervisor inspires me to achieve the company objectives
25 My supervisor shows interest in my feelings and acknowledges
my concerns
26 My supervisor treats me with dignity and respect
27 My supervisor is unbiased and treats every employee without
Discrimination
28 My supervisor always encourages suggestion for improvement.
V Questions Related to Co-workers
29 I am satisfied on the relationships with co-workers
30 Feeling of team spirit and cooperation among coworkers and
supervisor affects satisfaction positively.
31 I am satisfied & able to maintain a healthy balance between
work and team work
32 Work fairly distributed in your work group
SECTION III: Open Ended Questionnaire

1. If you have any comment regarding employee job satisfaction, please mention it.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2. What recommendations would you suggest to ensure employee job satisfaction and high level
of productivity at your institution?

______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
END
Thank you for your co-operation!

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 INDEX

Index - 1: Cornbrash‟s alpha coefficients of determinant factors

Items No of Cornbrash‟s Total
items Alpha
Work condition 7 0.651
Nature of Work 7 0.841
Promotion Opportunities 7 0.738 0.886
Supervisor 7 0.854
Coworkers 4 0.818

Index - 2: Age of Respondents

338
350
Frequency
300
Percent
250

200

150
100
87
100 65
50 164.7 19.2 25.7 133.8
0
<25 25-32 33-40 41-48 TOTAL

Source: Sample Survey (April, 2021)

Index - 3: Educational Levels of Respondents

Qualification Frequency Percent (%) Valid Percent

Levels/Diploma 46 6.9 13.6
BA/BSc Degree 262 39.2 77.5
Master’s Degree 30 4.5 8.9
Total 338 50.6 100.0
Source: Sample Survey (April, 2021)
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