Job Satisfaction - Property Management Professionals

Title
Author(s)
Property management : to study the job satisfaction of the

property management professionals and the security staffs in
residential buildings
Tsang, Wai-i;
Citation
Issued Date
URL
Rights
2015
http://hdl.handle.net/10722/221296
Creative Commons: Attribution 3.0 Hong Kong License
Property Management: To study the job satisfaction of the Property

Management Professionals and the security staffs in residential
buildings
By
Tsang Wai I, Gloria
DISSERTATION
Submitted in partial fulfillment of the requirements for the degree of Master of

Housing Management, The University of Hong Kong July 2015
Declaration
I declare that this dissertation, entitled Property Management: To study of the job
satisfaction of the property management professionals and the security staffs in
residential buildings, represents my own work, except where due acknowledgement is
made, and that it has not been previously included in any thesis, dissertation or report
submitted to this University or other institutions for a degree, diploma or other
qualification.
______________________
Tsang Wai I, Gloria
Acknowledgement
I would like to express my gratitude to Dr. Yeung Sum for his supervision and valuable
comments to my dissertation.
Besides, I thanks for my colleagues in MTR Corporation Limited, they provide me with a
lot of insight. Some of the colleagues even helped me to distribute the questionnaires and
arrange the interviews. Without their generous co-operation and help, this study would
not be a reality.
I also thanks for my parents support for my study. They encourage me to study this
course. Thanks for their understanding that I had to spend time on my study and had
less time to be with them.
Abstract
Housing is the basic shelter for each citizen and property management professionals take
a main role to manage the building well and the security staffs to take a role to ensure the
safety of the residents living in the building so as to let every resident have a comfortable
living place.
However, it is found that the turnover and mobility in property management field is high.
The main objective of this study is to understand the job satisfaction level of the property
management professionals, security officers and security guards and explore the
importance of different factors affecting their job satisfaction level. At the same time, we
would try to explore the situation of the staffs working in different building grade.
Suggestion and recommendation will be given so as to enhance the job satisfaction level.
Finally, the staff turnover and mobility is hoped to be reduced.
Table of Content
Declaration
Acknowledgement
Abstract
Table of Content
4-8
Chapter 1: Introduction
1.1 Introduction of job satisfaction in the Property Management field
12-13
1.2 The significance of the study
14
Chapter 2: Literature Review

2.1 Introduction
15
2.2 Definition & Meaning of Property Management
15
2.3 The change of the responsibilities and duties
16
2.4 Definition & Meaning of job satisfaction
16
2.5 The importance of job satisfaction
17-19
2.5.1 Commitment
17-18
2.5.2 Loyalty
18
2.5.3 Customer satisfaction
18
2.5.4 Turnover
18-19
2.5.5 Absenteeism
19
2.6 Other Research about the turnover & mobility situation of Property Management field
19-20
2.7 Motivation and Job satisfaction
20-21
2.8 Factors and theories of job satisfaction
21-24
2.8.1 Five principal facets of job satisfaction
21-22
2.8.2 Shared value
22
2.8.2 Rewards for Job performance
22
2.8.3 Herzberg Two Factor Theory
22-23
2.8.4 Hackman and Oldhams Job Characteristics Model
23-24
4
2.9 Value-added services and high expectation of clients
24
2.10 The implementation of Statutory Minimum Wage
25-27
2.10.1 Positive impacts
25-26
2.10.2 Negative impacts
26-27
2.11 Licensing
27-28
2.12 Factors will be studied in this study
28-29
2.13 Conceptual framework
29-30
2.14 Goal & Objectives
31
2.15 Research Questions
31
Chapter 3 : Methodology
3.1 Introduction
32
3.2 The scope of the study
32-33
3.3 Reason for choosing MTR Corporation Limited
33-34
3.4 Research Method and sampling
34
3. 4.1 Quantitative Research
34
3. 4.1.1 Sampling
34-36
3.4.1.2 Pilot test
36
3. 4.1.3 The design of the questionnaires
37
3. 4.2 Qualitative research
38-39
3. 4.2.1 Interview guide
39
3. 4.2.2 Interview record
39
3.5 Limitation of the study
39-40
Chapter 4: Findings and Analysis

4.1 Introduction
41
4.2 Background Information of the respondents
42-46
4.2.1 Gender
42
4.2.2 Age range
42
4.2.3 Educational Qualification
43-44
4.2.4 Professional Qualification
44
5
4.2.5 Working Experience
45-46
4.2.6 Salary
46
4.3 Analysis of the questionnaires survey findings

4.3.1 Turnover situation
4.3.1.1 Comparison of the no. of companies the respondents had worked for among 3
47-89
47-55
47-48
posts
4.3.1.2 Comparison of the no. of staffs who had thought of changing job at that
moment among the 3 posts
49
4.3.1.3 Comparison of the no. of staffs who would prefer staying in Property
Management field at that moment
49-51
4.3.1.4 Reasons for the desire of leaving Property Management field
51-53
4.3.1.5 Reasons for staying in the field
53-55
4.3.2 Satisfaction level in each aspect
55-70
4.3.2.1 Satisfaction level in each aspect of Property Management Professionals
55-60
4.3.2.2 Satisfaction level in each aspect of Security Officers
60-65
4.3.2.3 Satisfaction level in each aspect of Security Guards
65-70
4.3.3 The importance of the factors for job satisfaction among the 3 posts
70-72
4.3.4 Services Expectation from residents and its impact on job satisfaction level and sense
73-81
of pride
4.3.4.1 Services expectation
73-74
4.3.4.2 Workload of the staffs
75-77
4.3.4.3 Pressure on the jobs
77-78
4.3.4.4 Reduction their job satisfaction level due to the workload
78-79
4.3.4.5 Sense of pride
79-81
4.3.5 The impact of Statutory Minimum Wage on job satisfaction
81-82
4.3.6 Professionalism
82-85
4.3.7 Overall satisfaction of the staffs
85-87
4.3.8Improvement of the company
87-89
4.4 Face to Face interview

4.4 .1Turnover & mobility situation
90-93
6
4.4.1.1The situation among Property management professionals
90-91
4.4.1.2The situation among Security officer
91-92
4.4.1. 3The view from Security Guards
92-93
4.4.2 Job satisfaction and expectation from the residents

4..4.2.1The view from Property Management Professionals and Security Officers
4.4.2.2 The view from Security Guards
4.4.3 Main obstacle for gaining high job satisfaction
93-95
93-95
95
95-96
4.4.3.1 The view from Property Management Professionals and Security Officers
95
4.4.3.2 The view from Security Officers and Security Guards
96
4.4.4 Method of enhancing the job satisfaction level
96-97
4.4.4.1 Views from Security Manager and Supervisor
96-97
4.4.4.2 Views from Property Manager
97
4.4.5 Impact of Statutory Minimum Wage
97-98
4.4.5.1 Views from Property Management Professionals
97-98
4.4.5.2 Views from Security staffs
98
4.4.6Licensing
98
4.4.7 Summary and Discussion for Data analysis

4.4.7.1 Turnover & mobility situation
99-105
99-100
4.4.7.2 Satisfaction level
100-102
4.4.7.3 Expectation from residents
102-103
4.4.7.4 Statutory Minimum Wage
104
4.4.7.5 Licensing
104
4.4.7.6 Professionalism
105
Chapter 5: Conclusion & Recommendation

5.1 Conclusion
105-107
5.2 Future Research Direction
107
5.3 Recommendation
107-113
5.3.1 Recognition
108-109
5.3.1.1 Commendation cards
108
5.3.1.2 Best Staff Election
108
5.3.1.3Best Property Management Practitioner Competition
109
5.3.2 Promotion
109
5.3.3 Working situation &environment
109-111
5.3.3.1 Enhancing the communication between residents and staffs
109-110
5.3.3.2 Hearing the voice from staffs
110
5.3.3.3 Working hour, meal hour & uniform
110-111
5.3.4 Benefits
111-112
5.3.5 Division of Labor
112
5.3.6 Things to l improve of different building grades
112-113
5.3.7 Licensing
113
5.3.8 Statutory Minimum Wage
113
References
114-117
Appendix
118-132
Appendix1 & 2: Questionnaires
118-125
Appendix3 & 4: Interview guide
126-129
Appendix5 & 6: Consent form
130-132
List of Chart & Tables

Chart
Chart1: Gender of Property Management Professionals
Chart 2: Gender of Security Officers
Chart 3: Gender of Security Guards
Chart 4: Age Range of Property Management Professionals
Chart 5: Age Range of Security Officers
Chart 6: Age Range of Security Guards
Chart 7: Education qualification of Property Management Professionals
Chart 8: Education qualification of Security Officers
Chart 9: Education qualification of Security Guards
Chart 10: Professional Qualification of Property Management Professionals
Chart 11: Working experiences of property management professionals
Chart 12: Working experiences of security officers
Chart 13: Working experiences of security guards
Chart 14: Salary of property management professionals
Chart 15: Salary of security officers
Chart 16: Salary of security guards
Chart 17: No. of companies property management professionals worked for
Chart 18: No. of companies security officers worked for
Chart 19: No. of companies security guards worked for
Chart 20: Whether the respondents had thought of changing job of the 3 posts at that
moment
Chart 21: Prefer Staying in the same field or not among the Property Management
Professionals
Chart 22: Prefer Staying in the same field or not among the Security Officers
Chart 23: Prefer Staying in the same field or not among the Security Guards
Chart24: Reasons for the desire of leaving the field among the Property Management
Professionals
Chart 25: Reasons for the desire of leaving the field among the Security Officers
Chart 26: Reasons for the desire of leaving the field among the Security Guards
Chart27: Reasons for staying in this field among the Property Management
Professionals
Chart 28: Reasons for staying in the field among the Security Officers
Chart 29: Reasons for staying in the field among the Security Guards
Satisfaction level of factors among Professionals
Chart 30: Working situation & environment
Chart 31: Salary
Chart 32: Benefit
Chart 33: Job security
Chart 34: Prospect
Chart 35: Recognition
Chart 36: Authority & responsibility
Chart 37: Colleagues relationship
Chart 38: Relationship with supervisors
Chart 39: Company culture, administration & policies
Satisfaction level of factors among Security Officers
Chart 40 : Working situation & environment
Chart 41: Salary
Chart 42: Benefit
Chart 44: Prospect
Pages
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
9
Chart 48: Relationship with supervisor

Chart 49:Company culture, administration & policies
Satisfaction level of factors among Security Guards
Chart 51: Salary
Chart 52: Benefit
Chart 54: Prospect
Chart 60: Whether the residents having high services expectation from the view of
property management professionals in each Building Grade
Security Officers in each Building Grade
Security Guards in each Building Grade
Chart63:The amount of workload from the view of Property Management
Professionals in each Grade of Buildings
Chart 64: The amount of workload from the view of Security Officers in each Grade
of Buildings
Chart 65: The amount of workload from the view of Security Guards in each Grade
of Buildings
Chart 66: Whether the job satisfaction level of Property Management Professionals
would be increased after the implementation of the Statutory Minimum Wage
Chart 67: Whether the job satisfaction level of Security Officers would be increased
after the implementation of the Statutory Minimum Wage
Chart 68: Whether the job satisfaction level of Security Guards would be increased
after the implementation of the Statutory Minimum Wage
Chart 69: Whether licensing would increase the job satisfaction of the professionals
in different building grade
Chart 70: Whether licensing would increase the job satisfaction of the professionals
overall
Chart71: Whether property management field was professional or not from the views
of three posts
Chart 72: Whether the staffs desired for professionalism
Chart73:Overall satisfaction level of Property Management Professionals in different
grade of buildings
Chart74: Overall satisfaction level of Security Officers in different grade of buildings
Chart 75: Overall satisfaction level of Security Guards in different grade of buildings
Chart 76: Improvement needed from the view of Property Management Professionals
Chart 77: Improvement needed from the view of Security Officers
Chart 78: Improvement needed from the view of Security Guards
65
66
67
68
69
70
73
74
75
76
81
82
83
84
85
86
87
88
89
10
Table
Table1: The importance of factors for job satisfaction from the view of Property
management professionals
Table2: The importance of factors for job satisfaction from the view of Security
Officers
Table3: The importance of factors for job satisfaction from the view of Security
Guards
Table 4: Whether property management Professionals felt high pressure on the
workload
Table 5: Whether Security Officers felt high pressure on the workload
Table 6: Whether Security Guards felt high pressure on the workload
Table7:Whether the Property Management Professionals felt the workload
would reduce their job satisfaction level
Table 8: Whether the Security Officers felt the workload would reduce their job
satisfaction level
Table9: Whether the Security Guards felt the workload would reduce their job
satisfaction level
Table10:Whether the Property Management Professionals felt the job tasks
would increase their sense of pride
Table11: Whether the Security Officers felt the job tasks would increase their
sense of pride
Table12: Whether the Security Guards felt the job tasks would increase their
sense of pride
Pages
71
72
77
78
79
80
81
11
Chapter 1: Introduction
1.1 Introduction of job satisfaction in the Property Management field
Recently, residents are having higher and higher expectation on the services provided by
property management staffs, especially the residents living in luxury buildings. In Hong
Kong, the role of property management becomes more important as more buildings are
built. At the same time, the society stresses the quality services rendered to residents.
They not only desire for a sense of safety and privacy, but also demand for higher quality
of services. Nowadays, property management is not only providing a home" with basic
cleaning, maintenance, security and management services, but providing the quality
property management service to enhance the value of the property in the property market
and let the residents have a better quality of life.
On the one hand, residents are more and more demanding and having higher expectation
on the services provided. More and more value-added services are needed to be provided.
The workload of staffs might be increased. Jobs have then increased in complexity which
requires more skills to accomplish. As a property management professional, they need to
be equipped with wide knowledge and explore new things, ranging from maintenance and
repair, cleaning chemistry materials, budget control, laws to communication etc. Even the
security staffs duties are not just patrol and ensuring the security of the buildings, but
also providing services.
On the other hand, there is licensing in the property management field which is the
symbol of professionalism. Property Management might have higher recognition. The
12
implementation of the minimum wage might bring benefit to the security staffs, the
working poor class. Recognition and salary are one of the factors affecting the job
satisfaction that enhance their job satisfaction level.
The situation now is there is manpower shortage in the property management field and
the staff turnover and mobility is high. However, the field is enlarging as more and more
buildings are built. In the round table meeting held on 26 July 2013, the Secretary of
Labor and Welfare Bureau, Mr. Matthew Cheung pointed out that in the first half of this
year, there were 18,729 property management vacancy whereas there was 14,321
vacancy in the first half of last year which showed that there were 31 % more vacancy
when comparing it with the year of 2012. The recruitment was difficult. The vacancy was
around 5-7% (China Daily, 2013). The District Manager of Synergis Holdings Limited,
Mr. Wong who has worked in this field for 14 years also mentioned that job satisfaction
was the motive force.
Under these mixed blessing situations, the study would comprehend the job satisfaction
level and the factors affecting the job satisfaction on both the property management
professionals and the security staffs. Also, the study would explore the job satisfaction
difference between the staffs working in less luxury and more luxury buildings as the
staffs working in luxury buildings were supposed to provide higher quality of services. It
was wondered if they had more pressure on work or their sense of pride would be
increased if they were able to provide better quality of services. Finally, recommendation
will be suggested to reduce the staff mobility and the staffs will provide better services.
13
1.2 The significance of the study

Job satisfaction influences many aspects, such as turnover, performance, absenteeism etc.
The study can provide the management team with the aspects of working environment
that improvement is needed to enhance the job satisfaction level of the staffs. However,
many of the studies on job satisfaction are related to other fields, such as social workers,
teachers etc, but among the property management one is not found. The property
management field is growing rapidly, it is worth taking the first step to explore it.
Besides, housing is the basic shelter for each citizen, however, the vacancy in property
management field is alarming and job satisfaction level is the first part to be handled with
as staff mobility is always correlated to it. Nowadays, the mobility rate in the property
management field is high. It is a need to increase their job satisfaction level.
14
Chapter 2: Literature Review

2.1 Introduction
First of all, the study will talk about the definition & meaning of Property Management,
the change of its role, the definition & meaning of job satisfaction and its importance.
Then, we will go into the job satisfaction theories and the factors of it. Later on, previous
research regarding the turnover situation of the Property Management field will be
discussed. After that, we will talk about the impact of job satisfaction on Statutory
Minimum Wage and licensing.
Finally, after the literature review we will draw a conceptual framework showing the
factors affecting the job satisfaction and its relationship with the turnover and
performance. Goal & objectives and research questions will also be stated in this chapter.
2.2 Definition & Meaning of Property Management

Housing management referred to the management of the present and potential housing
resources of an area to contain and solve its housing problems (Marder, 1982).
It is the skills for caring for the property, its surroundings and facilities, maintaining a
good relationship between the landlords and the tenants, and between tenants. Then the
building might give value to both landlords and tenants (Macey& Baker, 1978).
Loo defined it as human activities and interaction when dealing with the consequences
arising from the use of the premises for any purposes (Loo, 1991).
15
2.3 The change of the responsibilities and duties

The definitions from Macey & Baker and Loom showed that the duty of the property
management did not only provide the basic services, cleaning, security etc, but also to
build up a satisfied community life to clients. In other words, the concept of property
management has been changed from handling with physical aspect to human aspect.
In the past, property management was a building maintenance service, such as dealing
with the administration of housing issues, rent collection and repairs etc. However, new
concepts and management skills have been incorporated and now it stresses the quality of
life of clients. Professionals have to provide satisfaction to the clients live there, so that
they enjoy a happy family or community life. The property management services have
changed to new philosophy on human aspect to meet needs and expectations of owners.
Indeed, property management is a different business comparing to other businesses as it

serves their clients (e.g. residents), however, sometimes might have more autonomy over
their clients, such as following the house rules. It is claimed that the property
management field is a professional governed by government ordinance, however, no solid
public acknowledgement is made (Yearbook, 2013).
2.4 Definition & Meaning of job satisfaction

Locke (1976) defined it as the pleasurable emotional state resulting from the views of
his/her job to allow the fulfillment of his/her job values and then provide these values to
be compatible with ones needs.
16
It is a degree that an employee is satisfied with his/her job. There is the difference
between an employee's perceptions about what he/she expects to receive and what he/she
actually receives at work, and the degree of match between what an employee is seeking
from an organization and what the organization requires from its employee (Mumford,
1972; Cranny, et al., 1992; Hellman, 1997; Spector, 1997 cited in Phillips & Connell,
2003). It shows that job satisfaction is multi-dimensional and multi-faceted and it
depends on influence of the organization's human resource strategies (Cranny, et al., 1992
cited in Spector, 1997).
2.5 The importance of job satisfaction

Desirable employee outcomes are due to the satisfied workers such as workplace safety
and job security (Ritter & Anker, 2002). Advantageous firm results are also related to the
satisfied workers such as increasing the productivity and efficiency (Hwang & Chi,
2005).
At the same time, job satisfaction is also influencing many important aspects of work,
such as commitment, turnover rate, and loyalty and absenteeism etc. These all show the
importance of job satisfaction. The followings will further explain the impact on job
satisfaction.
2.5.1 Commitment
Job satisfaction has a positive influence on commitment and finally influences turnover
rate and employees intention to stay. Employees having good feelings towards their jobs
17
will be more committed to their companies. Committed employees will be less likely to
leave (Mathieu & Zajac, 1990).
2.5.2 Loyalty
Job satisfaction is also related to the loyalty. When one is loyal to the company, she is
willing to show support to the company (Niehoff, Moorman, Blakely &Fuller, 2001).
2.5.3 Customer satisfaction

Research is conducted and finds that pleased employees will provide better service and
then
happy
customers
are
satisfied
and
come
back.(Roland, Greg, Heather
M& Debbie,1996).
In Housing Management, customers are the residents living in the building the
professionals managed, if they are satisfied with the management, they are willing to
keep this management company and there will be fewer complaints, it will then increase
the job satisfaction of the staffs.
However, job dissatisfaction will bring negative impact as below:
2.5.4 Turnover
Employee turnover can be predicted by the comprehensive measures of job satisfaction.
High job satisfaction is correlated with low employee turnover. There is findings of the
literature reviews is its linkage to employee turnover or intentions (Hellman, 1997; Hom
& Kinicki, 2001; Trevor, 2001 as cited in Nagy, 2002). Turnover has a direct influence
18
on organizational effectiveness. If the employees have high job satisfaction, they are
willing to stay and finish the job more effectively. It will finally bring benefits to both the
company and the staffs. Whereas when the employees have low job satisfaction, there are
high possibilities for them to resign. The company needs to have high cost to find new
staff and offer training etc (Nagy, 2002). Satisfaction and commitment is negative related
to turnover and intent to leave.
2.5.5 Absenteeism
Job satisfaction research stressed the assumption of job dissatisfaction representing the
cause of absenteeism (Steers, Porter & Bigley, 1996). Rhodes and Steers (1990)
mentioned that attendance of employees is based on their attendance motivation and
attendance ability. Indeed, there are many researchers have mentioned the idea of a
happy worker is a productive worker. If they gain higher job satisfaction, there are lower
possibilities for the employees to be sick leave. It will increase the efficiency of the work.
According to the previous studies, the correlation between job satisfaction and
absenteeism is 25 (Johns, 1997) and the correlation with turnover is 24 (Carsten &
Spector, 1987). The previous studies also concluded the correlation between job
satisfaction and job performance is 30 (Saari & Judge, 2004).
2.6 Other Research about the turnover situation & mobility of Property
Management field
There is a situation that withdrawal from the industry might be not really very high,
however, high mobility of the professionals among different property management
19
companies is frequent and normal practice.
A survey was found that in the last 5 years from 2009, 43.85% of the respondents
changed their jobs twice, only 1.54% didnt change jobs in that period. Regarding the
duration of their employments for the current jobs and the last two jobs, it was Above 1
year to 3 years. It meant employment tenure was less than 3.5 years generally. The staff
mobility in the field is high. Lee (2008) mentioned that the average employment period of
the Real estate industry in U.S. is 3.5 years (Yearbook, 2009).
The salary package and career path were the most concerned factors for considering
leaving the current job. They usually left because of the poor salary package. The factors
mostly concerned for staying was the good relationship with colleagues (Yearbook,
2009).
Although the mobility is high in this field, however, 53.13% of the collected samples
were not experienced effort from employers to retain them. The intention of staff
retention is low (Yearbook, 2009).
2.7 Motivation and Job satisfaction

Job satisfaction is always linked to motivation. When the staffs are motivated to work,
they are more willing to work and have higher job satisfaction. Jones expressed
motivation is about how behavior gets started, is energized, is sustained, is directed, is
stopped and what kind of subjective reaction is present in the organism when all this is
going on (Jones, 1955 as cited in Edward, 1973). Locke defined motivation is the
20
psychological basis for job satisfaction (Locke, 1976) whereas Sanzotta mentioned that
motivation should be divided into extrinsic and intrinsic type. It depends on either the
motivation come from inside the person, intrinsic or from outside the person, extrinsic.
There are many factors contributing to the job satisfaction. If these factors can be
motivated, then it can help increasing the job satisfaction level. We will then talk about
the factors of job satisfaction and the theories of it below.
2.8 Factors and theories job satisfaction

Research conducted by the Financial Adviser School found that British workers are more
interested in job satisfaction rather than money when selecting their career (Lisa, 2012).
Although money is also one factor affecting the job satisfaction, it shows that other
factors are also important. The research pointed out that employees who had higher
scores on job satisfaction also tend to receive reasonable recognition for job performance,
job-related feedback, and career development. The findings supported a research that
characteristics of the job are related to autonomy and responsibility, involvement and
participation, recognition and open communication (Lisa, 2012).
2.8.1 Five principal facets of job satisfaction

The five principal facets of job satisfaction from Job Descriptive Index, includes
satisfying work, equitable pay, promotion opportunity, and satisfaction with supervisors
and coworkers (Smith, et al., 1969; Smith, 1992 as cited in Phillips & Connell, 2003).
These facets of job satisfaction are also related to additional factors like the supervisor's
21
management style, personal growth, respect, interesting work, commitment to employee,

good communication, work-like balance, autonomy, employment market, well managed
company, trust in management, and employer type (Ryan, et al., 1996; Spector, 1997;
Abraham, 1999; Canadian Policy Research Networks, 2000; Johnson, 2000;
Hom&Kinicki, 2001; Trevor, 2001; Harvard Business Essentials, 2002 ). Salary is indeed
a factor for job satisfaction, however, the influence of other factors are also of great
importance.
2.8.2 Shared value

Shared values are vital that if employees share positive attitudes, they will have the norms
of cooperation and collaboration. Then the productivity will be enhanced. If the
employees become more homogenous in disposition and develop share attitudes, the
satisfaction will be increased.
2.8.3 Herzberg Two Factor Theory

Satisfaction is derived from intrinsic factors within the work itself. It is called motivators.
This can cause positive job attitudes and has the potential to enhance job satisfaction.
Dissatisfaction comes from extrinsic factors called hygiene factors which do not pertain
to the workers actual job. The motivators of intrinsic factors include the work itself,
achievement, recognition, responsibility and advancement. Hygiene factors include
company and administrative policies, supervision, salary, interpersonal relations and
working conditions (Tietjen& Myers, 1998). Only motivators can lead to satisfaction
22
whereas hygiene factors can only prevent dissatisfaction.
Criticism
There are some studies shows distinguish between motivators and hygiene factors might
not be suitable for all cases (House & Wigdor, 1967). Besides, some scholars thought that
the methodology of this theory is too subjective.
2.8.4 Hackman and Oldhams Job Characteristics Model

Herzberg made contribution by telling managers to pay attention on the work itself to
motivate their employees and therefore set a job characteristic model. It then bought
the aspiration to Hackman and Oldham.
According to Hackman and Oldham (1976), there are five job characteristics measuring
an employees job satisfaction including autonomy, skill variety, task identity, task
significance, and task feedback.
Autonomy means the freedom an employee feels she has when making decisions. Skill
variety is the different challenging skills are needed to do the job. Task identity is the
degree that a job requires competition of a whole piece of work. Task significance means
the impact the employee feels the job has on others. Task feedback is the amount of
information employee receives about the job performance. (Hackman & Oldham, 1976).
23
Core job dimension
Critical Psychological
States
Skill Variety
Task Identity
Task Significance
Experienced
Meaningfulness of
the work
Autonomy
Experienced
responsibility for the
outcome of the work
Feedback
Knowledge of the
actual results of the
work activities
Personal & Work

Outcome
-High internal work
motivation
-High growth
satisfaction
-High general job
satisfaction
-High work
effectiveness
Moderators:
1. Knowledge and skills
2. Growth and strength
3. Context satisfaction?
Source: Hackman & Oldham, 1976
2.9 Value-added services and high expectation of clients

Value-added services are not the basic service but also added value total services offering.
Nowadays property management industry shifts the emphasis from traditionally
managing and maintaining buildings in good manner in the aspects of security, cleaning
and maintenance standards to the new philosophy on human aspect that housing as home
has to provide satisfaction to those living there, and meet the needs and expectations of
owners, especially in luxury flats, such as catering services. Higher expectation and more
tasks may also bring impact on the job satisfaction of the staffs. For example, in Metro
Town located in Tsueng Kwan O, catering services were provided. There are also some
extra services provided, such laundry and driving services were provided in some more
luxury flats.
24
2.10 The implementation of Statutory Minimum Wage

The Statutory Minimum Wages was first enacted in Hong Kong in July 2010. The points
mentioned below are the summary of how the scholars and economistsview on the
policy.
2.10.1 Positive impacts

To uphold the social justice and improve the living standard of the working class
It helps to maintain the social justice and improve the living standard of the working class
(Card D, Alan B. Krueger, 1997). Equal opportunity and economic egalitarianism are
vital that people could work in a fair society and not to be exploited.
The policy could enhance the living standard of the working class. Before the
implementation, a group of people, like working poor could only earn very little. Take the
security guard who worked for 12 hours per day as example, they were getting low salary,
after the implementation of the statutory minimum wage, their salary were increased. It
helps to solve the working poor problem.
Increase motivation
When employee has high motivation, the outputs would be increased. Victor Vrooms
expectancy theory proved that people acted a certain behavior when they thought they
could have satisfied outcome by performing it well. Therefore, when salary increase, they
will perform better and the productivity would be increased (C. N.Cofer, M. H. Appley,
1964). When the policy is implemented, workers work harder as they could have high
performance and have better salary as outcome. The staffs would be more satisfied. At the
25
same time, they would perform better, provide better services to the clients and then
fewer complaints would be received. The job satisfaction level will then be higher.
2.10.2 Negative impact

Increase unemployment rate
Many scholars believed that the implementation of minimum wages would bring negative
impact on increasing unemployment rate (Neumark D and William L. Wascher, 1992).
After the implementation of the policy, the staff cost paid by the company would be
increased. For example, the security contract price is increased after the policy, and some
position for security staffs in the building were cut so as to maintain the operation cost in
the manageable level. Even the salary is increased, some of them can not benefit from the
policy as they are being laid off. Before the policy implementation, it was a free market
that the supply and demand of labor would adjust according to the price until it reached
equilibrium price. The quantity of labor supply was equal to the quantity of labor demand.
Then, in a free market there might not have unemployment. However, after the
implementation of policy, the minimum wages is set above the equilibrium price. There
will be more labour supply as the salary increases, however, the demand of labour will be
decreased. The unemployment rate will be increased when the supply exceeds demand.
There were news regarding the impact on property management field after the
implementation of the policy. There was report showing that there were 20-40% of the
increases of the operation costs(on, cc, 2013).
The news pointed out that due to the objection of increasing the management fee. It is
26
difficult for the company to reach budget balance. Even some companies recruit one
supervisor to manage several buildings in order to reduce the staffs cost which would
bring burden to the staffs (on, cc, 2013)., Therefore, it might bring impact on the job
satisfaction as it might increase their workload even if the salary was increased.
Hong Yip Services co. Ltd expressed that due to the increase of staffs cost derived from
the Statutory Minimum Wage policy, it should be paid by the estates by cost-based
reimbursement, however, they did not get the response from Owners Corporation. They
had no way to terminate the management contract with May Shing Court managed by
them.
2.11 Licensing
The government put forward a property management licensing regime by legislation. It
helps enhancing the service quality of property management. The Advisory Committee
on the Regulation of Property Management Industry was set up (Reidin, 2012).
The Institute recommended a two-tier regime where property managers are classified as
property practitioners and professional property managers, according to the
industrys Quality Frameworks (QF) Levels 4 and professional qualifications. Level 4 is
applicable for property practitioners and they are responsible for overseeing operational
functions in the field, and they should possess Higher Diploma or Associate Degree.
Professional property managers are responsible for planning, supervising and
co-ordination work. Recognition by professional bodies on the accredited trainings and
qualifications is important indeed (Reidin, 2012). Recognition is one of the factors
27
affecting job satisfaction.
Ms Cora Yuen Chui Yi, the President of the Institute believed that licensing should come
with a mechanism that property practitioners can be promoted to professional property
managers through training and experience, which could help to encourage property
practitioners to achieve professionalism (Reidin, 2012). It benefits promotion and
promotion is one of factor affecting job satisfaction.
2.12 Factors will be studied in this study

After the literature review, the factors affecting job satisfaction is gathered. Herzberg Two
Factor theories talked about the hygiene factors and motivators and it inspired the
Hackman and Oldhams Job Characteristics Model to focus on and further explain work
itself. The five principal facets of job satisfaction is also mentioning the similar factors
with these 2 theories. The below factors from the theories will be discussed in this study:
1. Working environment
It refers to some basic features in the working environment such as working hours, place
and workload.
2. Career prospect and advancement

It refers to how people evaluate their promotion chance.
3. Pay and benefit

All kinds of income are included such as salary, bonus and vocations.
28
4. Job security
It is always believed that the job secure of property management is higher than other field
as housing is a basic shelter.
5. Job responsibility and authority

It evaluates whether employees have enough authority and appropriate responsibility.
6. Interpersonal relationship
It refers to the relationship of the respondents with his/her colleagues and supervisors.
7. Company policy, management and culture

Respondents are asked to evaluate the management of the company.
8. Recognition
It is kind of appreciation.
2.13 Conceptual framework

A conceptual framework below outlined the factors affecting the job satisfaction level of
property management professionals and security staffs. Job satisfaction level is always
correlated to the turnover and the job performance. When the staffs have high job
satisfaction level, the turnover will be low and the staffs perform well.
29
The framework of factors affecting job satisfaction
Relationship between turnover, performance & job satisfaction
30
2.14 Goal & Objectives

Goal
To explore the job satisfaction level of the property management professionals and the
security staffs in residential buildings in Hong Kong.
Objectives
1. To study the factors affecting job satisfaction of staffs in property management
field;
2. To make recommendation to promote job satisfaction of staffs in property
management.
2.15 Research Questions

1. What is the perception of the property management professionals and security staffs
towards the property management field?
2. How is the turnover and staff mobility situation in the property management field?
3. What are the factors of the working environment affecting the job satisfaction?
4. What is the overall job satisfaction level of the property management professionals
and the security staffs in property management field?
5. What is the job satisfaction difference between the property management
professionals, security officers and security guards?
6. What is the job satisfaction level difference of the staffs working in different grading
of the buildings?
31
Chapter 3: Methodology
3.1 Introduction
The scope of duty, data collection methods, sampling, the design of the questionnaires
and interview guide, study limitation etc will be discussed in this chapter.
3.2 The scope of the study

Due to the time limitation, this study will focus on job satisfaction of the property
management professionals in officer grade only. Officer grade should be the frontline
staffs facing the clients and handling the complaints the most. The managerial grade of
professionals will not be included in this thesis as staffs in managerial level should have
already worked in this field for a certain long period of time and they have better salary.
The security officers (including the supervisory level, Resident Services Officers) and
patrol guards will also be studied as they should have lower salary and longer working
hour.
The study would choose the respondents from different building grade under the
management of MTR Corporation Limited. Because staffs working in different grade of
buildings might have different job satisfaction level as they might have a little bit
difference of work tasks. More value-added services needed to be provided in luxury
buildings (Grade A) as the residents stress quality of life. The residents have higher
expectation on the services provided. The staffs need to have more different skills in
providing these kinds of services. However, working in more luxury building might have
a better sense of pride as the clients they served should be with higher level. On the other
32
hand, working in older building (Grade C), more maintenance works are needed to be
done as the buildings are built for a long time.
We would like to explore the difference
of the job satisfaction level.
3.3 Reason for choosing MTR Corporation Limited
Well-known company
MTR Corporation Limited is a well-known large Property Management Company in

Hong Kong that it is able to represent other property management field to a large extent.
Divided into 4 building grading for comparison
MTR Corporation Limited divides the buildings managed by it into 4 grades from the
highest (more luxury buildings) to the lowest (less luxury and older buildings), called
premier plus, premier, eminence and Property Management. The buildings divided into
different grades under the same criteria in one company should be more creditable when
making comparison of the job satisfaction level among the staffs working in different
building grade.
Similar job duties of the staffs working in other property management companies
The job duties of the property management professionals and the security staffs in MTR
Corporation Limited are very similar to other property management companies. No
matter what property management companies the professionals worked in, they also need
to provide services ranging from security, cleaning to clubhouse. Besides, most of the
33
chosen buildings or this study has contracted out the security services to different security
companies. No matter the security staffs worked in the buildings managed by any
property management companies, they have the similar job duties. Therefore, the security
staffs respondents can still represent others.
High response rate and easy to access
For the buildings under the management of MTR Corporation Limited, the questionnaires
can be distributed by colleagues or the researcher directly or even asked most of the
respondents to finish it in front of the researcher. The researcher could explain the
questions to the respondents directly to avoid misunderstanding. The response rate could
be higher.
3.4 Research Method and sampling

Mixed method including quantitative and qualitative approach would be used. The
quantitative research would be conducted first. After that, if some parts were needed to be
clarified, questions would be further asked in depth in the interview afterward.
3. 4.1 Quantitative Research

Quantitative research method emphasizes on quantification and measurement. It could
help comprehending the job satisfaction level of the staff and the factors affecting the job
satisfaction in general. Probability convenient sampling method would be adopted. The
respondents were expected to take about 15 minutes to complete the questionnaire.
34
3. 4.1.1 Sampling
In total 144 questionnaires will be distributed, 36 for property management professionals
and security guards respectively and 72 for security officers. Because there are fewer
professionals and security guards than security officers in each building, the sample size
would be smaller.
4 building grades were chosen. In order to make it simple and easy to understand, the
term Grade A to represent the highest grading of Primer Plus /Primer building, the
term Grade B to represent the middle grading of Eminence building and the term
Grade C to represent the lowest grading of Property Management building will be used
in this study as below:
Building chosen
Grade Name
Grade
Estates Chosen
Characteristics
Property Management
Grade C
1.
Heng Fa Chuen,
Older building
2.
Felicity Garden,
no clubhouse
3.
New Kwai Fong Gardens
4. Luk Yeung Sun Cheun

Eminence
Premier Plus/Premier
Grade B
Grade A
1.
Metro Town
Newer buildings
2.
Residence Oasis
Value-added
3.
Caribbean Coast
provided
services
4. The Grandiose
clubhouse
1.
The Palazzo
New luxury buildings
2.
The Cullinan
More high-class,
3.
LOHAS Park
tailor-made
4. The Wings
value-added
services,
clubhouse
35
Questionnaires distribution
Post
Property
Security
Security
Management
officers
guards
Total
Professionals
Questionnaires distributed
in each estate
12
Numbers of estates chosen
12 ( 4 for each
12 ( 4 for each
12 ( 4 for each
12
grade)
grade)
grade)
in each building grade
12
24
12
48
for Grade A, B & C in
total
36
72
36
144
3.4.1.2 Pilot test

A pilot work was conducted before the questionnaires were distributed. It was lasted for a
week to pretest the questionnaires from 20 April 2015 to 27 April 2015. 20 questionnaires
to the professionals, security officers and security guards respectively in Metro Town and
Hang Fa Chuen were conducted in total face by face.
Firstly, the study would test whether the factors affecting job satisfaction included in the
questionnaires were important or which aspects were neglected. Secondly, the length of
the questionnaire was tested. Thirdly, it could help to avoid misunderstanding or wrong
interpretation of the factors in the questionnaires. After the pilot test, amendments were
done according to respondents feedback, such as rephrasing the wordings, shortened the
questionnaires etc.
36
3. 4.1.3 The design of the questionnaires

2 parts were included in the questionnaires. The first part was the questions for
understanding their job satisfaction level. The second part was the demographic
characteristic (Appendix 1 & 2).
First part of the questionnaires

Some questions about the staff mobility would be asked, such as times of changing job,
considering of changing job or not at that moment etc. According to the literature
review, turnover & mobility is related to job satisfaction. After that, questions related to
their job satisfaction level in different factors / aspects. Several factors of job satisfaction
would be studied based on the literature review and the theories, including working
environment & situation , prospect, pay and benefit, job security, authority &
responsibility, interpersonal relationship and company culture, administration & policies.
After that, questions about the expectation from residents would be explored and saw
whether it would bring the staffs more workload and affect their job satisfaction level.
There was the comparison between the staffs working in different building grade. Then,
the impact of the licensing and the statutory minimum wage on job satisfaction would
also be studied.
Lastly, the overall satisfaction level would be asked. The respondents
would be asked which aspects they thought improvements were needed.
2nd part of the questionnaires

The 2nd part will be the demographic information. The gender, age range, education
qualification and working experiences, salary information would be asked.
37
3. 4.2 Qualitative research

Qualitative research method emphasizes on meaning, perception and interpretation. It
could help to draw more insights on understanding the quantitative data. Besides,
satisfaction is related to individual feelings and personal perceptions, personal interview
with open-ended questions was a good way for understanding their feeling in-depth.
The interviews were conducted from 1 June 2015 to 30 June 2015 which was after the
survey was conducted.
Semi-standardized types of interviews would be used. There is an interview guide

(Appendix 3 & 4) as a reference for interview. However, there was no restriction for the
order of questions. Also, it sometimes also followed what the interviewees answered and
further asked questions.
For the staffs working in Metro Town, the interview was conducted in the conference
room in management office. For the interviewees in other buildings, colleagues helped to
make appointment with them and conducted in a relaxing environment to feel at ease,
such as caf near their workplace. Each interview was expected to last for around 20 to
30 minutes.
The interviewees would be asked about some basic information, such as the working
experiences, the recent workplace etc. Then, some questions related to staff mobility
would be asked. After that, the interview would obtain some details about their job
satisfaction, such as the main obstacles for obtaining high job satisfaction level. They
would be asked the difference between working in large and small company, and between
38
less luxury and more luxury buildings if they had these kinds of experiences. We would
also like to understand their feeling about the Statutory Minimum Wage and licensing.
For managers, they would also be asked about the ways for enhancing subordinates job
satisfaction level.
There is no big difference of the interview script between the security staffs and property
management professionals, only one more question related to licensing would be asked
for professionals.
3. 4.2.2 Interview record

All interviewees would be asked to fill in the consent form (Appendix 5 & 6). They were
told that the information collected were just for this study. There was video-recorded,
however, the researcher could find them afterwards for more information if there was
unclear.
3.5 Limitation of the study

Time limitation and one-time data collection
Only MTR Corporation Limited Company is studied in this study, it might be not
comprehensive enough. However, there is time limitation and there are difficulties to
distribute the questionnaires to different property management companies. Besides, as
this study was cross-sectional in nature and represented a one-time data collection, for
further study, it would be better to have a longitudinal study to avoid such disadvantages.
39
Bias from respondents

Interviewees may give incorrect or incomplete response or having bias, which might
affect the accuracy of the result.
Abstract thing
Job satisfaction is an abstract thing, different people may have a different explanation and
feeling about it.
40
Chapter 4: Findings and Analysis

4.1 Introduction
144 questionnaires were collected. The response rate was 100% because the
questionnaires were distributed to the respondents directly by face to face or seek help
from colleagues.
The staffs would be told about the aim of the survey. If they did not want to fill in the
questionnaires, they would not be given in order to get a high response rate and got a
more reliable data. The response rate finally was satisfactory although some of them did
not answer some questions that would be counted as no answer when data analysis.
6 buildings were visited under the help of colleagues and managers. For the rest (6
estates), the questionnaires were conducted under the help of colleagues. The colleagues
would help to ask the security manager to distribute the questionnaires to their
subordinates during the staff briefing and then they were asked to return the questionnaire
before 20 May.
The general background of the respondents of the questionnaires survey will be presented
first in this chapter first. After that, the data findings from the questionnaires would be
presented under several parts, including the turnover & mobility situation, the job
satisfaction level of each factors, the expectation from residents, improvement needed
and the overall satisfaction. There were comparison between the three posts, Property
Management Professionals, Security Officers and Security Guards. Comparison among 3
building grade (Grade A, B & C) would also be presented in some parts.
41
4.2 Background Information of the respondents

4.2.1 Gender
Chart1: Gender of Property Management Professionals
2.8%
Chart 2: Gender of Security Officers
2.7%
male
male
female
38.9%
58.3%
female
30.6%
no answer
no answer
66.7%
Chart 3: Gender of Security Guards
2.8%
male
16.6%
female
no answer
80.6%
There were more male respondents in these 3 posts, 58% for property management
professionals, 66.7% for security officers and 80.6% for security guards. The
imbalance of sex was the most obvious among the security guard respondents.
4.2.2 Age range
Chart 4: Age Range of Property Management Professionals
Chart 5: Age Range of Security Officers
5.6%
Below 21
21-30
11.1%
33.3%
11.1%
Below 21
9.70%
31-40
21-30
29.20%
41-50
31-40
41-50
34.70%
51-60
38.9%
61 or above
51-60
26.40%
61 or above
no answer
no answer
42
Chart 6: Age Range of Security Guards
Below 21
11.1%
21-30
33.3%
25.0%
31-40
41-50
51-60
30.6%
61 or above
no answer
The age difference among the property management professional respondents was the
largest, 1/3 of them were 21-30, and 38.9% of them were 31-40. The age range of 41-50
and 51-60 were both consisted of 11.1%. For the security officers, 34.7% and 29.2% of
them were in the age range of 31-40 and 51-60 respectively. Only 7 of them were 21-30.
Most of the security guard respondents were older, about 1/3 of them were in the range of
51-60 and 30.6 % of them were 41-50. Only 4 of them were 21-30.
4.2.3 Educational Qualification

Chart 7: Education qualification of Property Management Professionals
8.3%
16.7%
F.5 or below
11.1%
F.7
Diploma
33.3%
30.6%
Bachelor Degree
Master Degree or above
43
Chart 8: Education qualification of Security Officers
5.6%
5.6%
F.5 or below
F.7
11.0%
Diploma
52.8%
25.0%
Bachelor Degree
no answer
Chart 9:
Education qualification of Security Guards
2.8% 2.8%
F.5 or below
F.7
13.8%
Diploma
Bachelor Degree
80.6%
no answer
Property management professionals were the group attaining higher educational

qualification. Half of them attained Bachelor Degree or above. Only 19.4% of them was
just F.7 or below. Among security officer respondents and the security guard respondents,
52.8% and 80.6% of them were F.5 or below respectively.
4.2.4 Professional Qualification

Chart 10: Professional Qualification of Property Management Professionals
5.6%
No
11.1%
HKIH
CIH
27.8%
55.6%
no answer
44
Among the property management professional respondents, more than half of them
(55.6%) did not obtain any professional qualification. The no. of staffs obtaining the
qualification of The Hong Kong Institute of Housing (HKIH) (27.8%) was more than The
Chartered Institute of Housing (CIH) (11.1%).
4.2.5 Working Experience

Chart 11: Working experiences of property management professionals
5.6%
Chart 12: Working experiences of security officers
5.6%
0-2 years
0-2 years
12.5%
2.5-5 years
2.5-5 years
36.1%
33.3%
5.5-10 years
5.5-10 years
27.8%
10 years or
above
25.0%
no answer
54.2%
10 years or
above
no answer
Chart 13: Working experiences of security guards
5.6%
0-2 years
16.7%
27.8%
2.5-5 years
5.5-10 years
50.0%
10 years or
above
no answer
Among the property management professional respondents, 33.3% of them were 2.5-5
years and 36.1 % of them were 10 years or above working experiences. More than half of
security officer respondents (54.2%) had 10 years or above of working experiences
whereas half of the security guards (50%) had 5.5-10 years working experiences. More
45
security staffs had more working experiences than the property management
professionals.
4.2.6 Salary
Chart 14: Salary of property management professionals
Chart 15: Salary of security officers
5.6% 2.8%
5.6%
16.7%
$10,000 or below
$10,000 or below
$10,001-$15,000
$10,001-$15,000
33.3%
44.4%
$15,001 -$20,000
$15,001 -$20,000
41.7%
$20,001-$25,000
$20,001-$25,000
50.0%
$25,001-$30,000
$25,001-$30,000
$30,001 or above
$30,001 or above
Chart 16: Salary of security guards
2.8%
$10,000 or below
$10,001-$15,000
25.0%
$15,001 -$20,000
$20,001-$25,000
72.2%
$25,001-$30,000
$30,001 or above
Most of the property management professional respondents had the salary of

$15,001-$20,000 (41.7%) or $20,001-$25,000 (33.3%). Half of the security officer
respondents had the salary of $15,001-$20,000 and 44.4% of them had the salary of
$10,001-$15,000. The security guard respondents were the group had lower salary, 72.2%
of them only had $10,001-$15,000 per month and 9 of them even got $15,001-$20,000.
46
4.3 Analysis of the questionnaires survey findings

4.3.1 Turnover situation
In this part, the mobility of the staffs in the property management field will be studied.
According to the literature review, if their job satisfaction level is high, the staffs will not
change job so often.
4.3.1.1 Comparison of the no. of companies the respondents had worked for among
3 posts
No. of companies property management professionals had worked for
Chart 17:
no answer
11.1%
6 or above
27.8%
4-5
11.1%
27.8%
22.2%
1
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
No. of companies security officers had worked for
Chart 18:
no answer
16.7%
6 or above
25.0%
4-5
18.0%
25.0%
15.3%
1
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
47
No. of companies security guards had worked for
Chart 19:
no answer
22.2%
6 or above
25.0%
4-5
22.2%
19.4%
11.1%
1
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
Most of the Property Management professional respondents had worked for 2 or 4-5
companies, both consisted of 27.8%. Half of them had worked for 2 companies or fewer
whereas half of them had worked for 3 companies or more.
Most of the security officer respondents had worked for 2 or 4-5 companies, both
consisted of 25%. Even16.7% of the respondents had changed companies for 6 times or
above. Overall, 59.7 % of them had worked for 3 companies or more.
Among the security guard respondents, most of them had worked for 4-5 companies
(25%), some of them had even changed job for 6 times or above (22.2%). Only 4 of
them had worked for 1 company. 69.4 % of them had worked for 3 companies or more.
From the three graphs, it showed that security guards changed job the most frequently
among 3 posts, followed by security officers. The property management professionals
changed job comparatively less frequently.
48
4.3.1.2 Comparison of the no. of staffs who had thought of changing job at that
moment among the 3 posts
In this part, we would ask whether the staffs had thought of changing job at that moment.
It was supposed that if they had high job satisfaction level, they were willing to stay.
Chart 20:
Whether the respondents had thought of changing job of the 3 posts at that moment
100%
2.8%
90%
80%
70%
52.8%
38.9%
36.1%
60%
no answer
50%
no
40%
30%
20%
58.3%
63.9%
yes
47.2%
10%
0%
property management
professional
security officer
security guard
The above graph showed that 47.2% of the property management professionals wanted to
change job whereas more than half of the security officers (58.3%) and security guards
respondents (63.9%) have this thought. The situation was the most worrying among the
security guards, nearly 2 times more of the staffs wanted to change job.
4.3.1.3 Comparison of the no. of staffs who would prefer staying in Property
Management field at that moment
If they expressed that they wanted to change job, they would be further asked if they
would still find jobs in the property management field. It could help to understand
whether they were not satisfied with their recent job only or even the property
management field.
49
chart 21: Prefer Staying in the same field or not among the Property Management Professionals
47.0%
53.0%
Yes
No
Chart 22:
Prefer Staying in the same field or not among the Security Officers
35.7%
Yes
64.3%
Chart 23:
No
Prefer Staying in the same field or not among the Security Guards
21.7%
Yes
78.3%
No
Among the respondents who desired to change job, property management professionals
(17 respondents out of 36), security officer respondents (42 respondents out of 72) and
security guard respondents (23 out of 36 respondents), 53%, 64.3 % and 78.3% of them
wanted change field as well respectively.
50
It showed that for these 3 posts, most of them did not want to stay in this field as well if
they desired of changing job. The situation was most obvious for the security guards
among 3 posts.
4.3.1.4 Reasons for the desire of leaving Property Management field

Among the respondents who expressed that they wanted to leave property management
field, this part would further ask them the reason for the desire of leaving. The
respondents could choose more than 1 factor.
Chart 24:
120.0%
Reasons for the desire of leaving the field among the Property Management Professionals
100.0%
100.0%
88.9%
77.8%
80.0%
66.7%
66.7%
55.6%
60.0%
40.0%
11.1%
20.0%
11.1%
0.0%
Chart 25:
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Reasons for the desire of leaving the field among the Security Officers
92.6%
74.1%
66.7%
18.5%
3.7%
7.4%
25.9%
11.1%
3.7%
3.7%
51
Chart 26:
Reasons for the desire of leaving the field among the Security Guards
120.0%
100.0%
94.4%
100.0%
83.3%
80.0%
60.0%
40.0%
20.0%
16.7%
16.7%
0.0%
The main reason for property management professionals to leave the field was the
working situation & environment (100%), followed by the recognition (88.9%) and then
salary (77.8%). Authority & responsibility and prospect were also the reasons which both
contributed to 66.7 %. None of them chose the benefit and relationship with supervisor.
Among the security officers who expressed the desire of changing field, the main force
was the benefits, consisted of 92.6%, followed by the working situation & environment
(74.1%) and then salary (66.7%). Only 1 of them chose job security, colleagues
relationship and relationship with supervisors. Among the security guard respondents
who expressed the desire of leaving the field, the main force was the benefits (100%),
followed by the factor of working situation& environment (94.4%) and then salary
(83.3%).
It showed that the reason among these three groups of staffs to leave the field was a bit
different. Working environment and salary were the main factors for these three posts.
52
However, some property management professionals desired to leave because of the

recognition, prospect, authority & responsibility whereas benefit was another factor for
security staffs.
4.3.1.5 Reasons for staying in the field

Only the staffs who expressed they did not desire to change job and the staffs who
expressed that even if they had desire of changing job, they would still stay in the same
field would be asked in this part.
Chart 27:
Reasons for staying in this field among the Property Management Professionals
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
85.2%
85.2%
77.8%
77.8%
51.9%
22.2%
22.2%
14.8%
11.1%
14.8%
53
Chart 28:
Reasons for staying in the field among the Security Officers
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Chart 29:
88.40%
53.50%
46.50%
30.20%
16.30%
4.70%
4.70%
11.60%
4.70%
2.30%
Reasons for staying in the field among the Security Guards
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
88.9%
72.2%
38.9%
22.2%
5.6%
5.6%
5.6%
5.6%
11.1%
Among 27 of Property Management Professional respondents who expressed to stay in

the field, the main reasons for them to stay were job security and benefits, consisted of
85.2% respectively. Good relationship with colleagues and supervisors was another
reason (both 77.8%). Among 43 of security officer respondents who preferred to stay in
the field, most of them stayed because of the job security, consisted of 88.4%. 53.5% of
54
them felt the relationship with colleagues were good. 46.5% of them stayed because of
the relationship with their supervisors. Only 4.7% and 2.33% of them felt the benefits and
the authority were reasons for them to stay respectively. Among the security guard
respondents who expressed to stay in the field, the main reason was job security (88.9%)
followed by the relationship with colleagues and then the relationship with supervisors
(72.2%). Only 5.6 % of them stayed because of the working situation, prospect and
recognition. No one chose company culture.
The reasons for the three posts of staffs to stay were similar. Job security and relationship
with supervisors & colleagues were the main reasons. However, benefit was also another
reason for professionals to stay.
4.3.2 Satisfaction level in each aspect

In this part, the respondents were asked their satisfaction level of different factors. They
could rank their satisfaction level in each factor from highly dissatisfied to highly
satisfied very much.
4.3.2.1 Satisfaction level in each aspect of Property Management Professionals

Chart 30: Working
situation & environment
highly satisifed
8.3%
satisifed
8.3%
41.7%
accpectable
33.3%
dissatisifed
highly dissatisifed
8.3%
55
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
In the aspect of working situation and environment, 41.7% of them felt it acceptable.
However, the % of respondents felt dissatisfied (41.6%) outweighed the % of them felt
satisfied (16.6%).
Chart 31:
Salary
highly satisifed
16.7%
satisifed
41.7%
accpectable
33.3%
dissatisifed
8.3%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
In the aspect of salary, 41.6 % of the respondents felt dissatisfied. Only 16.7 % of them
felt satisfied.
Chart 32: Benefit
highly satisifed
8.3%
satisifed
58.3%
accpectable
16.7%
dissatisifed
16.7%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
56
Most of the respondents felt satisfied in the aspect of benefit (58.3%). Only 16.7% of
them felt dissatisfied.
Chart 33: Job
security
8.3%
highly satisifed
41.7%
satisifed
33.3%
accpectable
16.7%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
Half of them were satisfied with job security and 33.3% of them felt it acceptable. Only
16.7 % of them felt dissatisfied.
Chart 34:
Prospect
8.3%
highly satisifed
16.7%
satisifed
41.7%
accpectable
33.3%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
In the aspect of prospect, the % of respondents felt dissatisfied (33.3%) outweighed the %
of them felt satisfied (25%). 41.7 % of them felt it acceptable.
57
Chart 35:
Recognition
8.3%
highly satisifed
16.7%
satisifed
accpectable
33.3%
dissatisifed
33.3%
8.3%
highly dissatisifed
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
For recognition, 41.6 % of them felt dissatisfied whereas only 1/4 of them felt satisfied.
Chart 36: Authority
& responsibility
8.3%
highly satisifed
16.7%
satisifed
accpectable
33.3%
dissatisifed
33.3%
8.3%
highly dissatisifed
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
In the aspect of authority, 41.6 % of them felt dissatisfied whereas only 1/4 of them felt
satisfied.
58
25.0%
highly satisifed
41.7%
satisifed
33.3%
accpectable
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
Most of them felt satisfied with the relationship with colleagues (66.7%). None of them
felt dissatisfied.
Chart 38: Relationship with supervisors
highly satisifed
16.7%
satisifed
50.0%
accpectable
33.3%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Most of the respondents felt satisfied with the relationship with supervisor (66.7%) and
no one felt dissatisfied.
59
highly satisifed
25.0%
satisifed
58.3%
accpectable
16.7%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Around half of the respondents (58.3%) felt acceptable in the aspect of company culture.
The % of them felt satisfied (25%) outweighed the % of unsatisfied respondents (16.7%).
4.3.2.2 Satisfaction level in each aspect of Security Officers

Chart 40 : Working situation & environment
highly satisifed
16.7%
satisifed
51.4%
accpectable
25.0%
dissatisifed
highly dissatisifed
0.0%
6.9%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
In the aspect of working situation & environment, 1.9 times more of the respondents felt
dissatisfied comparing with the respondents felt satisfied.
60
Chart 41: Salary
highly satisifed
16.7%
satisifed
accpectable
41.7%
dissatisifed
41.7%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
41.7 % of them felt dissatisfied in the aspect of salary. Only 16.7 % of them felt it
satisfied.
Chart 42: Benefit
highly satisifed
satisifed
2.8%
accpectable
27.8%
dissatisifed
48.6%
highly dissatisifed
20.8%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
More than half of them (61.4%) felt dissatisfied with the salary. Only 2.8% of them were
satisfied with it.
61
highly satisifed
66.7%
satisifed
30.6%
accpectable
2.8%
dissatisifed
highly dissatisifed
0.0%
10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
More than half of them (66.7%) felt satisfied with job security. Only 2.8 % of them were
dissatisfied with it.
Chart 44: Prospect
1.4%
highly satisifed
15.3%
satisifed
52.8%
accpectable
30.6%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Around half of the respondents felt acceptable to the prospect. However, the staffs felt
dissatisfied (30.6%) outweighed the staffs felt satisfied (16.7%).
62
1.4%
highly satisifed
15.3%
satisifed
52.8%
accpectable
30.6%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Around half of the respondents (52.8%) felt acceptable for the prospect. However, the
staffs felt dissatisfied (30.6%) outweighed the staffs felt satisfied (16.7%).

highly satisifed
18.1%
satisifed
48.6%
accpectable
33.3%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
In the aspect of authority, most of the respondents (48.6%) felt it acceptable. 33.3% of
them were dissatisfied with it, only 18.1% felt it satisfied.
63
highly satisifed
54.2%
satisifed
37.5%
accpectable
8.3%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
66.7% of the respondents felt good about the colleagues relationship and no respondent
felt dissatisfied with it.
1.4%
highly satisifed
36.1%
satisifed
50.0%
accpectable
11.1%
dissatisifed
1.4%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Half of them felt acceptable in the aspect of relationship with supervisor. 37.5 % of them
felt satisfied with it which was outweighed the staffs felt it dissatisfied (12.5%).
64
Chart 49:Company culture, administration & policies
1.4%
highly satisifed
8.3%
satisifed
69.4%
accpectable
9.7%
dissatisifed
11.1%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
69.4% of the respondents felt acceptable about the company culture. Around1/5 of them
felt dissatisfied with it, which is 11.1% more than the staffs felt satisfied.
4.3.2.3 Satisfaction level in each aspect of Security Guards

highly satisifed
satisifed
accpectable
5.6%
27.8%
66.7%
dissatisifed
highly dissatisifed
0.0%
10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
66.7 % of them were dissatisfied with the working situation & environment which was
more than the no. of staffs felt satisfied (5.6 %).
65
Chart 51: Salary
highly satisifed
satisifed
11.1%
50.0%
accpectable
38.9%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
38.9 % of them felt dissatisfied with the salary which was more than the % of them felt
satisfied (11.1%). Half of them felt it acceptable.
Chart 52: Benefit
highly satisifed
satisifed
5.6%
27.8%
accpectable
44.4%
dissatisifed
22.2%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
66.6 % of them were dissatisfied with the benefit, only 5.6 % of them felt it satisfied.
66
highly satisifed
63.9%
satisifed
30.6%
accpectable
dissatisifed
5.6%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
63.9 % of them felt they were satisfied with the job security whereas 5.6 % of them were
not.
Chart 54: Prospect
highly satisifed
13.9%
satisifed
44.4%
accpectable
41.7%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
41.7% of them felt dissatisfied with the prospect, which was far more than the % of the
staffs felt satisfied with it (13.9%).
67
highly satisifed
16.7%
satisifed
47.2%
accpectable
33.3%
dissatisifed
highly dissatisifed
0.0%
2.8%
10.0%
20.0%
30.0%
40.0%
50.0%
36.1 % of them felt dissatisfied with the recognition whereas only 16.7 % were satisfied
with it. 47.2 % of them felt it acceptable.
highly satisifed
16.7%
satisifed
47.2%
accpectable
27.8%
dissatisifed
highly dissatisifed
0.0%
8.3%
10.0%
20.0%
30.0%
40.0%
50.0%
36.1 % of them felt dissatisfied with the authority, only 16.7 % of them felt satisfied with
it. 47.2% of them felt it acceptable.
68
5.6%
highly satisifed
72.2%
satisifed
22.2%
accpectable
dissatisifed
highly dissatisifed
0.0%
10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
77.8 % of them feel good with the colleagues relationship whereas 22.2 % of them felt it
acceptable. None of them feel it bad.
2.8%
highly satisifed
69.4%
satisifed
19.4%
accpectable
8.3%
dissatisifed
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
72.2 % of them felt good about the relationship with supervisor, only 8.3 % of them were
dissatisfied with it.
69
2.8%
highly satisifed
satisifed
30.6%
66.7%
accpectable
dissatisifed
highly dissatisifed
0.0%
10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
33.4 % of them felt satisfied with the company culture and 66.7 % of them felt it
acceptable. None of them were dissatisfied with it.
Data Summary for satisfaction level of the three posts in different aspects
Among the three posts, the no. of staffs felt satisfied were more than the staffs felt
dissatisfied in most of the aspects, including working situation & environment, salary,
prospect, recognition and authority & responsibility. Only in the aspects of job security,
relationship with colleagues and supervisor, the % of satisfied was more than the % of
dissatisfied. For benefit, Only Professionals was the only group that the % of staffs felt
satisfied was more than the % of them felt dissatisfied.
4.3.3 The importance of the factors for job satisfaction among the 3 posts
The respondents were asked about the importance of the factors for the job satisfaction in
the property management from their view and ranked the importance of the 11 factors.
However, only the 4 factors of the highest ranking would be discussed here.
70
Table 1: The importance of factors for job satisfaction from the view of
Property management professionals
Ranking
Salary
Benefit
Job security
Working
situation&
environment
1 (%)
83.3
5.6
0
8.3
2(%)
13.9
69.4
13.9
0
3(%)
2.8
16.7
41.7
13.9
4(%)
0
8.3
8.3
30.6
Total (%)
100
100
63.8
52.8
The respondents of Property Management Professionals thought the most important

factor for job satisfaction was salary, all the respondents ranked it as the first 4 important
factor and even 83.3% of them ranked it as the first priority. Benefit was the 2nd most
important factor that 69.4% of them put it as 2ndpriority, 5.6 % of them ranked it as
1stpriority and all respondents put it as the first 4 important factor. Job security was
another important factor after benefit, 13.9 % and 41.7% of them put it as the 2nd and
3rdimportant factor respectively whereas more than half of the respondents (52.8%) put
working situation & environment as the first 4 most important factor.
Table 2: The importance of factors for job satisfaction from the view of Security Officers
Ranking
Salary
Benefit
Job security
Working
situation&
environment
1(%)
34.7
27.8
13.9
2(%)
27.8
23.6
34.7
3(%)
13.9
19.4
13.9
4(%)
13.9
9.7
13.9
Total (%)
90.3
80.6
76.4
19.4
4.2
27.8
13.9
65.3
The respondents of security officers expressed that the most important factors for job
satisfaction was salary, 90.3% of them ranked it as first 4 priority, followed by working
situation & environment that 80.6% of them ranked it as first 4 important factor. Benefit
and working situation & environment were also important that 76.4% and 65.3 % ranked
71
it as first 4 important factors respectively.
Table 3: The importance of factors for job satisfaction from the view of Security Guards
Ranking
Salary
Benefit
Job security
Working
situation&
environment
1(%)
41.7
50
0
2(%)
20.8
20.8
37.5
3(%)
12.5
16.7
20.8
4(%)
20.8
0
16.7
Total (%)
95.8
87.5
75
70.8
4.2
8.3
33.3
25
Among the respondents of security guards, 41.7% and 50 % ranked salary and benefit as
the first priority respectively, 95.8 % and 87.5 % of them ranked these 2 factors as the
first 4 important factor respectively. Job security was also another important factor.
37.5% of them ranked it as the second important factor and 75% of them ranked it as the
first 4 most important factor. 70.8% of respondents ranked working situation &
environment was ranked as first 4 priorities.
4.3.4 Services Expectation from residents and its impact on job satisfaction level and
sense of pride
The respondents were asked whether they thought the residents were having higher and
higher expectation on the services provided and what the impact was on workload, job
satisfaction level and sense of pride.
72
4.3.4.1 Services expectation

Chart 60: Whether the residents having high services expectation from the view of property
management professionals in each Building Grade
highly agree
33.3%
33.3%
agree
66.7%
41.7%
50.0%
50.0%
Grade A
acceptable
8.3%
Grade B
16.7%
Grade C
disagree
highly disgree
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
From the graph, it showed that most of the respondents thought that the clients were
having high expectation on the services provided, consisted of 91.7 % in total. Especially
the staffs in Grade A buildings, 100 % agreed with it. In Grade B and C buildings, 91.7 %
& 83.3% of them agreed with it respectively. There was a trend the higher grade of the
buildings was, more staffs thought the client was having higher and higher services
expectation.
Chart 61: Whether the residents having high services expectation from the view of Security Officers
in each Building Grade
highly agree
29.2%
29.2%
agree
12.5%
12.5%
acceptable
58.3%
37.5%
50.0%
45.8%
Grade A
Grade B
25.0%
Grade C
disagree
highly disgree
0.0%
73
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Among the respondents of security officers, 83.3 % of them felt that the residents had
high expectation on the services provided. The higher the building grade was, more staffs
felt about it. The staffs in Grade A, 58.3% and 29.2% of them agreed and highly
agreed respectively. Whereas in Grade B, 37.5 % and 50% of them agreed and
highly agreed with it respectively. There were few respondents in Grade C had that
feeling , 29.2 % and 45.8 % of them agreed and highly agreed respectively.
Chart 62: Whether the residents having high services expectation from the view of Security Guards
in each Building Grade
highly agree
20.8%
50.0%
29.2%
29.2%
agree
45.8%
29.2%
20.8%
acceptable
Grade A
33.3%
Grade B
41.7%
Grade C
disagree
highly disgree
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Among the respondents of security guards, in total 68% of them felt that the clients had
high expectation on the services provided. There was a trend higher building grade was,
more staffs had this mind. 79.2% of Grade A staffs, 66.6 % in Grade B staffs and 58.4 %
of Grade C staffs thought the clients had higher and higher services expectation.
74
4.3.4.2 Workload of the staffs

The study would like to comprehend the workload of the staffs. It is assumed that the
staffs in higher building grade, more value-added services were needed to be provided in
order to meet the higher expectation of the clients. However, there should be more
maintenance works in Grade C buildings as the buildings were older. Data is as follows:
Chart 63: The amount of workload from the view of Property Management Professionals in each
Grade of Buildings
70.8%
80.0%
58.3%
70.0%
54.2%
60.0%
50.0%
40.0%
30.0%
20.0%
41.7%
45.8%
Grade C
29.2%
Grade B
10.0%
0.0%
Grade A
Overall, 58.3 % of the property management professionals felt they had a lot of workload.
It showed that the lower the building grade, more staffs felt they had much workload.70.8
%, 58.3 % and 45.8% of staffs working in Grade C, B and A felt they had too much
workload respectively.
75
Chart 64: The amount of workload from the view of Security Officers in each Grade of Buildings
70.0%
58.3%
66.7%
58.3%
60.0%
41.7%
50.0%
33.3%
40.0%
33.3%
30.0%
20.0%
Grade C
Grade B
8.3%
10.0%
0.0%
Grade A
Overall, 55.6 % of the Security Officers felt they had too much workload. It showed that
most of the security officers in Grade C (58.3%) and Grade B (66.7%) thought that they
had too much workload whereas the case was not the same in Grade A, 58.3 % of them
felt the workload was reasonable.
Chart 65: The amount of workload from the view of Security Guards in each Grade of Buildings
75.0% 75.0%
80.0%
70.0%
60.0%
Grade C
50.0%
50.0%
37.5%
40.0%
30.0%
20.0%
16.7%
16.7%
8.3%
8.3%
Grade B
12.5%
10.0%
0.0%
Grade A
Most of the security guard respondents thought their workload was acceptable (66.7% in
total), only 8.3 % of Grade C, 37.5% of Grade B and 16.7% of Grade A thought they had
76
much workload.
4.3.4.3 Pressure on the jobs

They would be asked whether they felt high pressure when facing the workload.
Table 4: Whether property management Professionals felt high pressure on the workload
Grade C (%)
Grade B(%) Grade A (%) Total (%)
Yes
83.3
75
54.2
70.8
No
16.7
25
45.8
29.2
Total
100
100
100
100
Overall, 70.8% of the property management professional respondents felt high pressure.
The higher building grade the staffs worked in, fewer of them felt high pressure about
their jobs. Around half of them felt great pressure (54.2 %) in Grade A buildings. There
were 75 % and 83.3 % of them felt high pressure in Grade B and Grade C buildings
respectively.
Table 5: Whether Security Officers felt high pressure on the workload

Grade C (%)
Grade B(%)
Grade A (%)
Total (%)
Yes
58.3
66.7
50
58.3
No
41.7
29.2
41.7
37.5
no answer
4.2
8.3
4.2
Total
100
100
100
100
Overalls, more than half of the security officers (58.3 %) felt high pressure. More staffs in
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Grade B felt high pressure (66.7 %) than in Grade C (58.3%) & A (50%).
Table 6: Whether Security Guards felt high pressure on the workload

Grade C (%)
Grade B(%)
Grade A (%)
Total (%)
Yes
33.3
41.7
50
41.7
No
58.4
54.1
50
54.2
no answer
8.3
4.2
4.2
Total
100
100
100
100
Overall, only 41.7% of the respondents felt high pressure about their jobs. The higher the
building grade the security guards worked in, more of them felt great pressure.
4.3.4.4 Reduction of their job satisfaction level due to the workload

The respondents were asked whether their job satisfaction level would be reduced when
facing their job tasks.
Table 7: Whether the Property Management Professionals felt the workload would reduce their job
satisfaction level
Grade C (%)
Grade B(%)
Grade A (%)
Total (%)
Yes
58.3
70.8
50
59.7
No
41.7
29.2
50
40.3
Total
100.0
100
100
100
More than half of the Property Management Professional respondents (59.7%) would
reduce the job satisfaction and the situation was most serious for the staffs working in
Grade B buildings (70.8 %), followed by staffs in Grade C of buildings (58.3 %). In
78
Grade A buildings, half of the respondents felt their job satisfaction was reduced.
Table 8: Whether the Security Officers felt the workload would reduce their job satisfaction level
Grade C (%) Grade B(%) Grade A (%) Total (%)
Yes
54.2
62.5
58.3
58.3
No
45.8
33.3
41.7
40.3
No answer
4.2
1.4
Total
100
100
100
100
More than half of the security officer respondents (58.3 %) felt their job satisfaction level
would be reduced due to the workload. Among the three grading, the situation in the
middle grade (Grade B) of the staffs was the most obvious, 62.5 % of them felt about it.
Table 9: Whether the Security Guards felt the workload would reduce their job satisfaction level
Grade C (%)
Grade B(%) Grade A (%) Total (%)
Yes
33.3
50
58.3
47.2
No
66.7
50
41.7
52.8
Total
100
100
100
100
Among the security guards, only 47.2% of them would reduce their job satisfaction level
because of their workload. Among the three grading, the higher the grading of buildings,
more staffs would reduce their job satisfaction level.
4.3.4.5 Sense of pride

If the respondents expressed the workload they were now facing would not reduce their
job satisfaction, then they would be further asked whether they had sense of pride when
79
completing their job tasks. It is assumed that if the staffs provide value-added services in
higher grade of buildings, they should be equipped with wide variety of knowledge and
had different job tasks. If they could serve the residents well, they might get sense of
pride. It was wondered if they would feel great if working in luxury buildings.
Table 10: Whether the Property Management Professionals felt the job tasks would increase their
sense of pride
Grade C (%)
Grade B(%)
Grade A (%)
Yes
25
33.3
54.5
no
75
66.7
45.5
Total
100
100
100
Total (%)
37.6
62.4
100
62.4 % of them did not have sense of pride. However, for staffs in Grade A buildings,
more than half 54.5% felt sense of pride.
Table 11: Whether the Security Officers felt the job tasks would increase their sense of pride
Grade C (%)
Grade B (%)
Grade A (%) Total (%)
Yes
No
Total
20
28.6
60
36.2
80
71.4
40
63.8
100
100
100
100
63.8% of them did not have sense of pride. However, 60% of the staffs working in Grade
A buildings had sense of pride.
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Table 12: Whether the Security Guards felt the job tasks would increase their sense of pride
Grade C (%)
Grade B (%) Grade A (%)
Total (%)
Yes
7.1
15.4
16.7
13
no
92.9
69.2
66.6
76.3
No answer
15.4
16.7
10.7
Total
100
100
100
100
76.3 % of them did not have sense of pride. Even there were only 7.1% of the staffs in
Grade C had sense of pride. It showed that in higher building grade, more staffs felt sense
of pride.
4.3.5 The impact of Statutory Minimum Wage on job satisfaction

After the implementation of Statutory Minimum Wage, it might have impact on job
satisfaction level. According to the literature review, salary is one of the factors affecting
the job satisfaction level.
Chart 66: Whether the job satisfaction level of Property Management Professionals would be
increased after the implementation of the Statutory Minimum Wage
1.4%
yes
no
98.6%
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Chart 67: Whether the job satisfaction level of Security Officers would be increased after the
implementation of the Statutory Minimum Wage
38.9%
yes
no
61.1%
Chart 68: Whether the job satisfaction level of Security Guards would be increased after the
implementation of the Statutory Minimum Wage
1.4%
yes
37.5%
no
61.1%
no answer
From the survey, among the property management professionals and security officer
respondents, only 1.4% and 38.9% of them believed that the minimum wage would
enhance their job satisfaction. Only for the security guards, more than half of them (61.1
%) had higher job satisfaction through the implementation of the above policy.
4.3.6 Professionalism
Recently, the government is talking about the licensing of the property management
professionals. It is a symbol of professionalism and recognition. It is wondered that if it
could help enhancing the job satisfaction and what the perception of the staffs was
regarding the field, such as whether it is professional or not.
82
Chart 69: Whether licensing would increase the job satisfaction of the professionals in different
building grade
100%
80%
60%
75.0%
66.7%
50.0%
25.0%
33.3%
50.0%
40%
20%
No
0%
Grade C
Grade B
Yes
Gade A
Chart 70: Whether licensing would increase the job satisfaction of the professionals overall
36.1%
yes
no
63.9%
Only 36.1 % of the respondents agreed that licensing could enhance their job satisfaction
level. Only 25 % of staffs in Grade C and 33.3% of staffs in Grade B agreed with it. The
situation was better in Grade A that 50 % of them felt it could help enhancing job
satisfaction.
83
Chart 71: Whether property management field was professional or not from the views of three posts
2.8%
100%
1.4%
5.6%
90%
80%
70%
63.9%
55.6%
33.3%
43.0%
25.0%
60%
50%
40%
30%
20%
69.4%
No answer
10%
No
0%
Yes
Property Management
professionals
Security Officer
Security Guard
From the graph, it showed that only 33.3% and 43 % of the property management
professional and security officer respondents thought property management was a
professional field respectively. However, more than half of the security guard (69.4%)
thought it was professional.
Chart 72: Whether the staffs desired for professionalism
77.8%
80.0%
69.4%
70.0%
60.0%
50.0%
47.2%
50.0%
Yes
40.0%
2.8%
30.0%
30.6%
5.5%
20.0%
16.7%
10.0%
No
No answer
No
No answer
0.0%
Property Management
professionals
Yes
Security officer
Security guard
From the graph, it showed that most of the property management professionals, security
84
officers and security guards also hoped the field could be more professionalism. 77.8 %
and 69.4 % of security guard and security officer respondents hoped for professionalism
respectively whereas 66.7% of property management professionals, which was the fewest
staffs were looking forward to it
4.3.7 Overall satisfaction of the staffs

In this part, the respondents were asked about the overall job satisfaction level about their
recent job.
Chart 73: Overall satisfaction level of Property Management Professionals in different grade of
buildings
highly satisifed
satisifed
16.7%
25.0%
33.3%
50.0%
25.0%
accpectable
16.7%
41.7%
Grade A
Grade B
33.3%
33.3%
dissatisifed
Overall, only 1/4 of property management professionals were satisfied with their
Grade Cjob.
16.7%
highly dissatisifed
36.1% of them felt dissatisfied

8.3%or highly dissatisfied about it.
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Overall, only 25 % of them felt satisfied whereas 36.1 % of them felt either dissatisfied or
highly dissatisfied.
In Grade A, only 16.7 % of them felt dissatisfied and 33.3% of them felt satisfied whereas
in Grade B, half of them felt dissatisfied, 1/4 of them felt satisfied. In Grade C, 41.6 % of
them felt dissatisfied, only 16.7 % of them felt satisfied. It showed there were more staffs
in Grade B felt dissatisfied and the fewer staffs in Grade A felt dissatisfied.
85
Chart 74: Overall satisfaction level of Security Officers in different grade of buildings
highly satisifed
41.7%
16.7%
satisifed
8.3%
33.3%
45.8%
accpectable
58.3%
Grade A
16.7%
Grade B
25.0%
20.8%
dissatisifed
Grade C
8.3%
12.5%
12.5%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
The number of Security Officer Respondents (31.9% of them) felt dissatisfied

outweighed the staffs (22.2%) felt satisfied.
Only in Grade A, the no. of staffs (41.7 %) felt satisfied outweighed the staffs felt
dissatisfied (25%). In Grade B and C, only 16.7 % and 8.3 % of them felt satisfied
respectively. 37.5 % of Grade B and 33.3 % of Grade C felt dissatisfied. It showed there
were more staffs in Grade B felt dissatisfied and the fewer staffs in Grade A felt
dissatisfied,
86
Chart 75: Overall satisfaction level of Security Guards in different grade of buildings
highly satisifed
25.0%
8.3%
satisifed
16.7%
50.0%
41.7%
41.7%
accpectable
25.0%
dissatisifed
Grade A
33.3%
Grade B
25.0%
Grade C
16.7%
16.7%
highly dissatisifed
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
Overall among the respondents of security officers, the unsatisfied staffs (38.9% of them)
outweighed the satisfied one (16.7%).
In Grade A, the no. of staffs (25%) felt satisfied was the same as the no. of them felt
dissatisfied (25%). In Grade B, only 8.3 % of them felt satisfied whereas 33.3 % and 16.7
% of them felt dissatisfied and highly dissatisfied respectively. In Grade C, 16.7 % of
them felt satisfied whereas 25% and 16.7 % of them felt dissatisfied and highly
dissatisfied respectively. It showed there were the more staffs in Grade B felt dissatisfied
and the fewer staffs in Grade A felt dissatisfied.
4.3.8 Improvement of the company

The respondents were asked to express the aspects they thought the company should have
improvement. They could choose more than 1 aspect.
87
Chart 76: Improvement needed from the view of Property Management Professionals
Company culture, admin. & policy
41.7%
Relationship with supervisor
5.6%
Subordinate Relationship
Authority
16.7%
Prospect & Promotion
33.3%
Benefit
13.9%
Salary
83.3%
Working suitation & Environment
69.4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Most of the professional respondents thought that the company should have improvement
in the aspects of salary (83.3%), followed by working situation & environment (69.4 %)
and then company culture, administration & policies (41.7%).
Chart 77: Improvement needed from the view of Security Officers
6.9%

2.8%
1.4%
Authority
2.8%
5.6%
Benefit
84.7%
Salary
65.3%
51.4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Most of the security officer respondents thought the company should improve the
benefits provided to the staffs (84.7%), followed by the salary (65.3 %) and then working
situation & environment (51.4 %).
88
Chart 78: Improvement needed from the view of Security Guards

2.80%
Authority
Benefit
83.30%
Salary
69.40%
63.90%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Most of the security guard respondents concerned the improvement of benefits (83.3%),
followed by the salary (69.4%) and the working situation & environment (63.9%). Only
very few chose relationship with supervisor (2.8 %).
89
4.4 Face to Face interview

15 staffs were interviewed in total. The questions are divided into understanding the
staff turnover & mobility situation, job satisfaction level and the impact of Statutory
Minimum Wage Policy and licensing etc.
4.4.1 Turnover & mobility situation

4.4.1.1 The situation among Property management professionals
Table 13: The situation among Property management professionals
Name
Post
Years of working
Companies worked
experience
for
6
Mr. Au
Senior Property Officer
12
Mr. Fok
Property Officer
25
(will
be
retired
soon)
Ms. Leung
Assistant Property
Officer
Mr. Yim
12
Mr. Mak
Ms. Cheung
Assistant Property
18
Manager
Most of the interviewees expressed that they wanted to change field, however, they
believed that they had no other professional skills or did not know, they had no way
but to stay, such as Mr. Au and Mr. Yim. Therefore, they only changed job within the
property management field before when there was better salary or working
environment. Ms. Leung also thought of changing field and was finding jobs because
of the high pressure.
90
Mr. Fok expressed that in the past, the requests of the clients were more reasonable
and acceptable, time flew, nowadays, the clients expectation were higher and higher.
As a property management professional, more and more value-added services were
provided which might be out of their job duties. He wanted to change field after the
change of expectation, however, he had already worked in this field for a very long
time, it was not really easy for him to leave.
However, some staffs did not plan to change job. Mr. Mak mentioned he was fine for
his job as it was stable and MTR Corporation Limited could provide him with good
benefit. Ms. Cheung also expressed she stayed the field because of job stability and
she foresee the field could be sustainable as there were many buildings in Hong Kong.
4.4.1.2 The situation among Security officers

Table 14: The situation among Security officers
Name
Post
Years of working
Companies worked
experience
for
Mr. Hung
Security Senior Supervisor
18
Ms. Tsang
Security Supervisor
10
Mr. C
Assistant Security Manager
10
Mr. Pang
Security Manager
Mr. Chu
Security Supervisor
Heidi
Resident Service Officer
91
They all expressed that they entered the field because of job stability and they had no
ideas of other fields. Some of them, such as Mr. Chu, Mr. C, entered the field by
introduction from their friends.
The main reason for them to change job was the long working hours. Mr. C expressed
that he worked for 12 hours before. He changed job immediately after he found
another company offering 8.5 working hours per day. The other main reason was the
dull job duties that they did the routine tasks repeatedly every day. Also, some of them
mentioned they left because of the unfair and unreasonable complaints, however, the
company heard the voice from clients only, but not theirs at the same time.
To conclude, most of them wanted to change field, however, they had no ideas of
other field, but to stay.
4.4.1.3 The situation among Security guards

Table 15: The situation among Security guards
Name
Post
Years of working
Companies
experience
worked for
Mr. Tsang
Security guard
More than 10
Ms. So
Security guard
Mr. Chu
Senior security guard
10
92
They all mentioned that they entered the field because of the job stability and had no
ideas of other fields.
They all had the same reasons for changing job. Their satisfaction level was low
because of the dull job tasks, such as keeping on patrol every day. Besides, the long
working hours (12 hours per day) was also another main reason. It was difficult for
them to have work-life balance. No welfare and benefits were provided, such as the
medical welfare etc. When they found other companies had better salary, then they
would change job. They always wanted to change field, but they believed that they
had no skills. They had no way but stay in the field.
4.4.2 Job satisfaction and expectation from the residents

4.4.2.1 The view from Property Management Professionals and Security Officers
All of the interviewees expressed that the high expectation from clients with low
recognition was the main obstacle for gaining high job satisfaction.
Mr. Yim and Ms. Cheung, Mr. Hung etc had worked in different grade of buildings.
They expressed that they got higher job satisfaction level when working in Grade A
building. Although the residents were having higher expectation on the services
provided, their request was usually more reasonable and they concerned about the
macro issue, such as the overall living environment. There were sufficient manpower
93
and high division of labour to perform the tasks. They had higher sense of pride
working there. However, in Grade B building, sometimes clients might have
unreasonable request, such as requesting for domestic flat repair work which was not
staffs duties and the staffs even did not have related technical qualification. They
expressed the main reason was due to the increasing of property price, the clients did
not have a clear concept about the grade of the buildings they were living in, there
was a gap between the expectation and the services the building grade could provide.
For example, helping clients to keep their parcel was practiced in Grade A buildings,
however, it could not be practiced in Grade B & C buildings due to the limited
manpower and no specific room for keeping them.
The clients still urged the staffs
to help them do it.
Mr. Au had worked in Grade B and C buildings. He found the management was
different between 2 grading. Although the residents expectation was higher in Grade
B building comparing to Grade C building, the staffs could have more insight and
innovation in Grade B buildings. It could increase their job satisfaction level if they
could have innovation. For example, in Grade B clubhouse, staffs could think about
different competitions, interest class to the residents, however, in Grade C buildings,
as the building had longer history, everything followed the existing rule and
94
regulation. There was little room for innovation. At the same time, there were usually
fewer staffs in Grade C buildings, staffs had much workload and there was fewer
division of labor that they needed to handle with the administrative work and all tasks
by themselves.
4.4.2.2 The view from Security Guards

The interviewees of security guards expressed that there was no big difference
between working in different grading of buildings as they only concerned the working
hour and the salary the most.
4.4.3 Main obstacle for gaining high job satisfaction

4.4.3.1 The view from Property Management Professionals
Mr. Au, Mr. Yim, Mr. Fok, Ms. Leung and Ms. Cheung expressed that the main reason
for reduction of job satisfaction was due to the unreasonable request and high service
expectation from the residents. Mr. Au mentioned that when the residents were giving
the unprofessional opinions and unreasonable request, as a property management
professional, they should reject residents request and explained to them. However,
some of them would then escalate the case to supervisor or even headquarter. Finally,
they had no way but to follow. It would ruin the image of professionalism. Some of
them mentioned it was difficult for them to make balance between satisfying the
clients and following the rule of Deed of Mutual Covenants.
95
4.4.3.2 The view from Security Officers and Security Guards

Most of them mentioned that the main obstacle for having high job was in lack of
manpower. The turnover and mobility was serious, especially the patrol guard who
worked for 12 hours per day and the night shift of the security officers. When there
was in lack of manpower, some of the staffs needed to work overtime. It was difficult
for them to obtain work life balance. Sometimes, it was difficult for them to find
replacement immediately; however, some positions could not be vacant, such as the
security officers in each tower. It finally increased the burden of the existing staffs.
Same as Professionals, another main obstacle for security officers was the high
expectation of residents. Sometimes, their request was out of their job duties, however,
the residents thought they were the clients and the staffs should make every effort to
serve them. Sometimes, they also needed to handle with the cases that could not be
settled, such as water dripping cases with no idea of original source. However, the
resident would urge you to settle it on the other side.
4.4.4 Method of enhancing the job satisfaction level from managers

4.4.4.1 Views from Security Manager and Supervisor
Mr. Pang, Mr. Hung and Mr. C were asked how they increased staffs job satisfaction
level. Mr. Pang mentioned staffs concerned the holidays and the working hours the
most. He tried to understand different staffs need and try his best to cater to their
96
needs. Mr. Hung mentioned that he would arrange a small team gathering to reward
the staffs. If there were some staffs not doing well, he would try to understand the
reason and helped them. Mr. C expressed that if there were complaints about the
performance of security staffs, they should not just hear the voices from the clients,
but also understood the difficulties and the voice of the security staffs.
4.4.4.2 Views from Property Manager

Ms. Cheung expressed that opportunity could increase staff job satisfaction. Therefore,
she rotated the job duties regularly so that the staffs could have more try and avoided
feeling dull. Besides, recognition was important. When subordinates received
commendation, the company should reward the concerned staffs. She also
recommended the capable staffs for promotion.
4.4.5 Impact of Statutory Minimum Wage

Most of the interviewees expressed that Statutory Minimum Wage did not have a big
positive impact on job satisfaction level.
4.4.5.1 Views from Property Management Professionals

Most of the property management professional interviewees even thought that it
reduced the job satisfaction level. As the contractor service contract prices of security,
clubhouse and cleaning would be increased, the management fee was then increased.
Then residents service expectation would be higher afterward. However, property
97
management professionals were not the group got benefits from this policy but had
more workload as residents expected more. Therefore, it would even discourage them
to work in the field.
4.4.5.2 Views from Security staffs

Most of them mentioned that although their salary had increased, the clients would
have higher expectation and the service provided. Even if the security guards, they
also expressed that it did not help enhancing their job satisfaction level a lot as after
the policy. Although their salaries were increased, the situation of in lack of
manpower still occurs or even worse due to the cut of the manpower.
4.4.6 Licensing
All the interviewees of property management professionals did not think licensing
helped enhancing their job satisfaction level. Some even thought it would bring the
burden to them. They had worked in this field for many years and were not young
anymore, if licensing, they needed to pick up studying and paid for the extra study fee
to obtain the license. After licensing, the residents did not only complain to
headquarter of the company, but also to the Property Management Associations which
would further increase staffs pressure. There were a few staffs felt that there was no
difference whether licensing or not. People would not think after licensing, property
management would be more professionalism.
98
4.4.7 Summary and Discussion for Data analysis

4.4.7.1 Turnover & mobility situation
In the survey, it was found that the situation is the most serious for the post of security
guards. 47.2% of them have changed companies for 4 or more times. For security
officers and property management professionals, 41.7 % and 38.9 % of them have
changed job for 4 times or more. However, for the property management
professionals, most of them did not consider of changing job at this moment whereas
the security officers and security guards did. If these 3 posts of staffs considered of
changing job, most of them would prefer leaving the field at the same time, especially
the security staffs
The staffs considered of leaving the field mainly because of working situation &
environment and salary. And for security staffs, benefit provided by company was
also a reason for desire of leaving. For Professionals, recognition, prospect, authority
& responsibilities were also the reasons. These 3 posts of staffs stayed because of
stability, colleagues relationship & relationship with supervisor.
The interviews further explained above situations. Most of the staffs wanted to leave
the field, however, they had no ideas of other field and thought they had no other
professional skills, they still stay. Therefore, most of them mentioned they considered
99
of changing job, finally, they still were in this field even if changing job and even they
were not really satisfied with the field. This matched with the previous research
mentioned in literature review, mobility within the field was high whereas leaving the
field was a not must.
For the property management professionals, they chose to stay in the company as they
believed that MTR Corporation Limited provided better benefits than other property
management companies and reasonable salary if they did not change field.
4.4.7.2 Satisfaction level

For the 3 posts, % of staffs felt dissatisfied outweighed the % of staffs felt satisfied in
the aspect of working situation & environment, salary, prospect, recognition and
authority & responsibility. One difference was that for security staffs, most of them
were dissatisfied with the benefits whereas the property management professionals
were satisfied with it.
Among the 3 posts, more professionals were dissatisfied with the recognition and
authority & responsibility than other 2 posts. Security Officers were comparatively
dissatisfied in these 2 aspects the least. More guards were dissatisfied with the
100
working situation & environment and prospect than other 2 posts. Security officers
were the group comparatively less dissatisfied in these 2 aspects. Besides, it was
interesting that more security officers and professionals were dissatisfied with the
salary than the guards did even though the guards should have lower salary.
The interview further explained the situations. Most of the interviewees of security
officers and property management professionals believed that the main obstacle for
attaining the job satisfaction was the request from the residents. It matched with the
survey that they were not satisfied with the working situation & environment.
The residents did not appreciate what they have done that they thought they had paid
the management fee and it was their duties, it lead to their low job satisfaction in
the aspect of recognition as clients would take everything for granted. Professionals
were the group usually handled with more complaint cases and the frontline just
followed their guideline Therefore, it matched with the survey that professionals felt
dissatisfied with the recognition the most among the 3 posts.
For the security staffs, their main concern was the working hours and annual
leave, some of them needed to work for 12 hours per day and only had 30-45
101
minutes for meal and wore uncomfortable uniform during patrol. It could explain the
guards were not the group dissatisfied with the working situation & environment the
most. They also did not have much medical benefits, 7 days annual leave which lead
to low satisfaction level in benefit.
4.4.7.3 Expectation from residents

Most of the professionals and security officers found they had much workload and
reduced their job satisfaction level. Most of them felt high pressure because of the
workload, except security guards.
It showed that there was higher residents expectation in Grade A buildings, followed
by Grade B and then Grade C. However, most of Grade C staff felt much workload,
the least in Grade A for professionals. It might be explained by the less manpower
provided in lower Grade. For security staffs, more staffs in Grade B felt much
workload. Among the 3 posts, more professionals thought they had much workload
than security officers and then guards.
The pressure in Grade C was the highest, Grade A was the lowest among the
professional respondents. For security officers, the pressure was the highest in Grade
102
B, then C and A. For guards, the highest pressure was in Grade A. For these 3 posts,
the higher grade the staffs worked in, more of them had sense of pride.
In the survey, the overall satisfaction level of the staffs was the highest in Grade A
building, followed by Grade B and then Grade C, except security guards. For security
guards, the no. of staffs felt satisfied in Grade C was more than that in Grade B.
Interviewees expressed the difference of the job duties and the residents expectation
in different grade of building. The staffs in Grade C had fewer manpower and need to
handle with different tasks and much administrative work. And more maintenance
works were needed to be handled with. For Grade B building, there was a gap
between the services could be provided in Grade B and the clients expectation. For
Grade A buildings, though there was much higher expectation on the services, these
were more reasonable and sufficient manpower. It showed that more services
provided and higher service expectation of clients in Grade A did not mean the staffs
felt pressure or bad, they might had higher sense of pride if they could complete the
tasks.
103
4.4.7.4 Statutory Minimum Wage

In the survey, most of professionals and the security officers did not feel the policy
help enhancing their job satisfaction level whereas more than half of the security
guards did.
The interview could further explain the above survey result. The policy would lead to
the increasing of management fee due to the increase contract prices. Then the clients
would expect higher services. However, for property management professionals, their
salary did not have difference but they needed to provide better services. For security
officers, they might have little increment on salary, however, their workload increased
due to the cut of manpower. Only the group of security guards benefits the most.
4.4.7.5 Licensing
From both interview and survey, most of the professionals did not think licensing can
help enhancing job satisfaction level even if this was the symbol of professionalism.
From the interviews, the professionals expressed that it would bring them burden on
studying to attain the qualification and further increase their pressure rather than job
satisfaction level. If licensing, it would further reduce the no. of people entering the
field.
104
4.4.7.6 Professionalism
In the survey, most of the property management professionals and security officers did
not think the field was professional whereas most of the security guards did. And most
of these three posts of staffs also hoped for professionalism.
From the interview, it further explained the situation. Most of them believed that
although they needed to have wide range of job duties, everyone can also do this job.
Also, the residents always challenged what they did and some even taught them what
to do and asked the staffs to follow which discouraged them.
Chapter 5: Conclusion & Recommendation

5.1 Conclusion
Overall, the no. of staffs felt dissatisfaction outweighed the no. of staffs felt
satisfaction in these 3 posts and the security staffs were the serious group. 38.9 % of
guards were dissatisfied, only 16.7 % of them felt satisfied. There were also about 1.4
times more of both the dissatisfied property management professionals and
dissatisfied security officers comparing with satisfied one. The % of dissatisfied
security officers was more than the % of satisfied professionals. It showed the
situation was the most serious in security guards, followed by professionals and then
105
security officer.
Three posts of the staffs also ranked salary, benefit, job security and then working
situation & environment as the most important factor in this study. However, most of
the staffs were not satisfied with working situation & environment, salary, prospect,
authority & responsibility. For security staffs, they at the same time were not satisfied
with the benefit the most. These were the reasons for their desire of leaving. These
identified factors should be improved.
Among the 3 building grade, there was the same trend for these 3 posts. More
respondents in Grade B buildings felt dissatisfied followed by grade C buildings. In
Grade A, there were the fewest staffs feeling dissatisfied. It might be explained by that
the service expectation of Grade B clients were beyond the services could be provided
by the standard of Grade B due to the limited resources.
The main obstacle for job satisfaction was the high expectation from clients, the
company should provide a good communication platform for the staffs and the clients
to let them maintain a good relationship. After the improvement, they would get
higher job satisfaction level, and turnover & mobility would decrease. Then, the staffs
106
would provide higher quality of services. There will be high client satisfaction and the
number of complaints would decrease. It is just a cycle. Fewer complaints will lead to
higher job satisfaction level and then lower staff mobility.
5.2 Future Research Direction

Though the present study is using mixed research method, including both quantitative
and qualitative method, there is still sampling bias as one of the limitation. It is
suggested a large-scale survey on staffs job satisfaction level should be conducted by
the Human Resources Branch of the Department. Because of the sufficient resources
in research planning and data analysis of the Department, a more comprehensive
phenomenon might be found. Besides, it was found that the main obstacle for
attaining high job satisfaction level was the high and unreasonable expectation from
clients. The administration might consider conducting another survey with the main
focus on this.
5.3 Recommendation
The main objective of this study is to investigate the staffs job satisfaction level and
possible factors affecting the job satisfaction of property management professionals,
security officers and security guards and provide recommendation to improve them.
107
Below were some recommendations for enhancing the job satisfaction level of staffs.
5.3.1 Recognition
5.3.1.1 Commendation cards
Recognition is correlated to the appreciation. The company could stress more on
commendation, like placing the commendation cards in the tower lobbies,
management offices where is easily to be reached. Besides, the management office
can make a commendation board near the counter in office to post up the
commendation cards. It can help appreciating staff effort and let every client to know
about it. In addition, the company can also create a website sharing to share the
commendation cards with other buildings to increase their sense of belongings.
5.3.1.2 Best Staff Election

Company is suggested to hold a Best Staff Election to appreciate the staffs who do
well. The company can also let the clients to participate and vote for the staffs they
are satisfied with their performance. This scheme can cultivate the residents with a
sense of appreciation. It can be a means to strengthen the relationship and the
communication between the residents and the staffs, and between the management
team and the frontline staffs and let the frontline staffs feel their effort is being seen.
108
5.3.1.3Best Property Management Practitioner Competition

The competition and the best staff election should not be confined in one company.
For example, there is a Best Property Management Professional Competition for the
whole property management field. The company should encourage their staffs to
participate in it.
5.3.2 Promotion
Promotion is recognition of good performance. The company can give the staffs a
clearing understanding of the promotion career path. Company should promote the
internal staffs first if there is vacancy rather than looking for recruitment from outside.
The manager can also recommend their capable staffs for promotion. It can help the
staffs knowing that they have a bright promotion opportunity if they have ability.
5.3.3 Working situation &environment

5.3.3.1 Enhancing the communication between residents and staffs
Due to the gap between the services provided and the service expectation from clients,
company could enhance the communication with the clients and let them comprehend
the job duties and role of the staffs through different communication platforms, such
as newsletter, the estate portal. The company can mention what they have done to let
109
them know staffs efforts. Also, the company could let clients understand the building
grade they were living in and the services could be provided to what extent. Besides,
company can provide a clear guideline for the staffs to follow to let them understand
about their role.
5.3.3.2 Hearing the voice from staffs

The company should also hear the voice from their staffs when they got complaints,
but not only the voice from clients and then punish their staffs. Also, the company
should understand staffs difficulties on completing the job tasks and provide suitable
help. Indeed, the company should make a balance between the request or opinions
from client and the principle of the company to maintain the professionalism of the
field.
5.3.3.3 Working hour, meal hour & uniform

For security staffs, the working hours of some companies are 12 hours per day. It is
really difficult for them to have work-life balance. Companies, maybe the security
companies should think about setting the working hours of the staffs as 8 to 9 hours
per day. Furthermore, some security companies only provide the staffs with 45
minutes for meal, even they can only have meal in the workplace, such as security
110
control room as they may suddenly have cases to follow. It is understandable that it is
difficult to find a replacement as all of them also have a fixed position and some
position cannot be vacant, however, it affects the health of the staffs in the long run.
Staffs are the capital of a company. The company should set 1 hour meal hour for
employee. They should employ some staffs for mobility to replace the position when
the staffs are out for meal. If it was not easy to find replacement in a short time, they
should have better manpower arrangement. For example, patrol guard could replace
some fix positions and no patrol in the lunch hour.
The company should provide security staffs with better material of the uniform,
especially guards. Also, they could swap their duties regularly. It not only can let them
feel the job more interesting, but also let them feel more comfortable that do not need
to patrol for a whole day.
5.3.4 Benefits
From the survey, it was found that most of the security staffs were not satisfied with
the benefits, and most of them set it as high priority for importance of factors for job
satisfaction. The companies are suggested to provide better medical welfare. Security
staffs are providing security services. Company should pay more effort on ensuring
their safety, medical and some insurance welfare should be provided. Besides, their
111
annual leaves are suggested to be increased from 7 days to 12 days per year.
5.3. 5 Division of Labor

Especially for the property management professionals, the age range was larger
shown in the data findings. The supervisors should divide the job tasks according to
their advantages. For example, for the elder staffs, they are usually with worse
computer skills but more experience of handling complicated cases. For younger
staffs, they should equip themselves with better computer skills and could handle with
administrative work better.
5.3.6 Things to improve of different building grades

For grade C building, the staffs need to do everything by themselves. Their main
pressure is from the workload. It might be understandable that less resources support
in Grade C building, the company can have better division of labor to arrange the job
tasks according to their strengths.
For Grade B building, the main problem is the gap between the services could be
provided in Grade B buildings and the expectation from clients. The company could
enhance the communication with the clients to let them know what the staffs have
112
done and let them understand what the role of the staffs was.
5.3.7 Licensing
From the survey result, it showed that licensing did not really enhance their job
satisfaction level. First of all, company should provide more support to the staffs, such
as study sponsorship and hold some talk to let them have more understanding about
licensing. It is because for some experienced staffs, they have already worked in the
field for many years, it might be difficult for them to pick up study. Besides, we not
only let the staffs understand about licensing, but also let the client to comprehend
about it which can increase their view of professionalism.
5.3.8 Statutory Minimum Wage

Most of the staffs did not find job satisfaction enhancing after the implementation of
the Statutory Minimum Wage. The company should explain to the clients and ensure
the manpower even if the salary is added in order not to increase the burden of the
staffs. Secondly, the company should communicate well with clients and let them
have a clear understanding about the statutory minimum wage and the reason of
increasing the contractor services price.
113
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Appendix 1
() :
Property Management /Eminence/ Premier/ Premier
Plus
10
1 :
1. ?
______
2. ? ( 5 )

3. ? (
5 )

4. ?
1
___________
5. ?
1
118
___________
6. ?
__________________
7.
(1 11 )
___________
119
8.
?
9. ()?
10. ? ( 12 )
11. ?
12. ?
13. ?
14. ?
15. ?
16. ?
17. ?
18. /?
_________________________________
120
19. ?

___________
20. :
__________________________________
2 :
: /
: 21 / 21-30/ 31-40 / 41-50/ 51-60 / 61
: / / / /
: / /
: 0-2 / 2.5-5 / 5.5-10 / 10
/: $10,000 / $10,001 $15,000 / $15,001-$20,000/
$20,001-$25,000 / $25,001-$30,000 / $30,001
---121
() :
Property Management/ Eminence/ Premier/ Premier
Plus
Appendix 2
10
1 :
4. ?
______
5. ? ( 5 )
6. ? (
5 )
9. ? (
1 )
___________
10. ? (
1 )
122
___________
11. ?
______________
12.
(1 11 )
___________
123
13.
?
9. ()?
11. ? ( 12 )
11. ?
12. ?
13. ?
14. ?
15. ?
16. ?
17. /?
_________________________________
18. ?

124
___________
19. :
__________________________________
2 :
: /
: 21 / 21-30 / 31-40 / 41-50 / 51-60 / 61
: / / / /
: / / /
/
/: $10,000 / $10,001 $15,000 / $15,001-$20,000
$20,001-$25,000 / $25,001-$30,000 / $30,001
---125
Appendix 3
1. ?
2. ?
3. ?
4. ?
5. ?
1. ?
2. ?
3. ?
1. ? ?
2. ?
? ?
3. ?
4. ?

5. ?
126

1. ?
2. ?
3. ?
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127
Appendix 4
//
6. ?
7. ?
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128

4. ?
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129
Appendix 5
288/514
30

(
:6625 8316)
(2241-5267)
-----------------------------------------------------------------------------------------------------------------------
** /
** / .
(** )
130
Appendix 6
286/514 amended
Informed Consent Form for Adult
[Property Management: To study the job satisfaction of the property management
professionals and the security staffs in residential buildings]
You are invited to participate in a research study conducted Ms. Tsang Wai I, Gloria
in the Dr. Yeung Sum at the University of Hong Kong.
PURPOSE OF THE STUDY
This study aims to understand the job satisfaction level of the staffs working in
residential buildings
PROCEDURES
You will be invited to have an around 30 minutes face to face interview to share your
perception of the property management field and your job satisfaction level. All the
conversation will be marked in written format and no video-recorded or
audio-recorded.
POTENTIAL RISKS / DISCOMFORTS AND THEIR MINIMIZATION
This procedure has no known risks. You may feel upset or discomfort when sharing
your experience. However, you have a right to choose not to answer for the
questions that make you feel uncomfortable.
COMPENSATION FOR PARTICIPATION
There is no compensation.
POTENTIAL BENEFITS
There are no immediate benefits to you. However, the research project may provide
valuable information and recommendation on enhancing the job satisfaction level of
the property management staffs.
CONFIDENTIALITY
We promise you that all the information is restricted confidentiality and the
information we obtained in the study will be only used for research purpose only.
Your personal information will not be disclosed. There is no video-recorded or
131
audio-recorded as well.
PARTICIPATION AND WITHDRAWAL
Your participation is voluntary. This means that you can choose to stop at any time
without negative consequences.
QUESTIONS AND CONCERNS
If you have any questions or concerns about the research, please feel free to contact
[Title & Name of the Principal Investigator] at HKU, [Office address, telephone
number, and
email address of the P.I.]. If you have questions about your rights as a research
participant, contact the Human Research Ethics Committee for Non-Clinical Faculties,
HKU (2241-5267).
SIGNATURE
I _________________________________ (Name of Participant)
understand the procedures described above and agree to participate in this study.
I ** agree / do not agree to the [video-recording / audio-recording] during the

procedure. [Please delete this sentence if the process does not involve
video-recording and audio-recording.]
I ** wish / do not wish to be identified. (if the procedure will involve personal
interview)
(** Please delete as appropriate.)
Signature of Participant Date

Date of Preparation: [Date]
HRECNCF Approval Expiration date:
HRECNCF Reference Number: [The reference number is indicated in the letter of
approval for ethical clearance issued by the Human Research Ethics Committee for
Non-Clinical Faculties (HRECNCF).]
132

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Property Management: To study the job satisfaction of the Property

Tsang Wai I, Gloria

Submitted in partial fulfillment of the requirements for the degree of Master of

1.2 The significance of the study

Chapter 2: Literature Review

2.2 Definition & Meaning of Property Management

2.3 The change of the responsibilities and duties

2.4 Definition & Meaning of job satisfaction

2.5 The importance of job satisfaction

2.5.3 Customer satisfaction

2.7 Motivation and Job satisfaction

2.8 Factors and theories of job satisfaction

2.8.1 Five principal facets of job satisfaction

2.8.2 Shared value

2.8.2 Rewards for Job performance

2.8.3 Herzberg Two Factor Theory

2.8.4 Hackman and Oldhams Job Characteristics Model

2.9 Value-added services and high expectation of clients

2.10 The implementation of Statutory Minimum Wage

2.10.1 Positive impacts

2.10.2 Negative impacts

2.12 Factors will be studied in this study

2.13 Conceptual framework

2.14 Goal & Objectives

2.15 Research Questions

3.2 The scope of the study

3.3 Reason for choosing MTR Corporation Limited

3.4 Research Method and sampling

3. 4.1 Quantitative Research

3.4.1.2 Pilot test

3. 4.1.3 The design of the questionnaires

3. 4.2 Qualitative research

3. 4.2.1 Interview guide

3. 4.2.2 Interview record

3.5 Limitation of the study

Chapter 4: Findings and Analysis

4.2 Background Information of the respondents

4.2.2 Age range

4.2.3 Educational Qualification

4.2.4 Professional Qualification

4.2.5 Working Experience

4.3 Analysis of the questionnaires survey findings

4.3.1.4 Reasons for the desire of leaving Property Management field

4.3.1.5 Reasons for staying in the field

4.3.2 Satisfaction level in each aspect

4.3.2.1 Satisfaction level in each aspect of Property Management Professionals

4.3.2.2 Satisfaction level in each aspect of Security Officers

4.3.2.3 Satisfaction level in each aspect of Security Guards

4.3.4.2 Workload of the staffs

4.3.4.3 Pressure on the jobs

4.3.4.4 Reduction their job satisfaction level due to the workload

4.3.4.5 Sense of pride

4.3.5 The impact of Statutory Minimum Wage on job satisfaction

4.3.7 Overall satisfaction of the staffs