ASSESSMENT OF FACTORS THAT AFFECT JOB

SATISFACTION (IN CASE OF DEBREBIRHAN UNVIERSITY ADMINSTIRATION

AND STUDENT SURVICES STAFF)

A RESEARCH PROPOSAL SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR MBA.

PREPARED BY
Saleamlak Afire Tessema ID.NO- BUD 1109908

COLLEGE OF BUSINECE AND ECONOMICS MBA PROGRAM

BAHIRDAR UNIVERSTY

MARCH, 2017
ii
TABLE OF CONTENT
Contents Pages
Table of Contents..........................................................................................................i
INTRODUCTION
CHAPTER ONE
1.1. Background of the Organization............................................................................1
1.2. Backgrounds of the Study......................................................................................2
1.3. Statement of the Problem.......................................................................................3
1.4. Objectives of the Study..........................................................................................4
1.4.1 General Objective....................................................................................4
1.4.2 Specific Objective................................................................................................4
1.5. Significance of the Study.......................................................................................5
1.6. Scope and Limitation of the Study.........................................................................5
CHAPTER
TWO…………………………………………………………………………………8
2.LITERATURE
REVIEW…………………………………………………………………………. 8
2.1
Introduction……………………………………………………………………………..8

2.2 Job satisfaction……………………………………………………….………….8

2.3 Theoretical Review…………………………………………………………..9

2.4 Consequence of job satisfaction……………………………………………10

2.5 Determinants of job satisfaction………………………………………………..11
2.5.1 Factors that lead to job satisfaction:………………………………………….11

2.6 Measure of job satisfaction………………………………………………….12

2.7 Faceted vs. overall satisfaction……………………………………………….12

2.8 Job satisfaction and its effects………………………………………………13

2.9 Employee dissatisfaction……………………………………………………….14
2.10 Factors affecting job satisfaction…………………………………………………
15

CHAPTER THREE……………………………………………………………16

1. METHODOLOGY…………………………………………………………….16

3.3.1 Study Area and Population

………………………………………………………….16

3.2. Source of Data………………………………………………………………………16

1
3.3 Methods of Data
Collection…………………………………………………………..16
3.4. Sampling Techniques and Sample Size………………………………………….17
3.4.1 Sampling Techniques
……………………………………………………………………..17

3.4.2 Sampling
Size…………………………………………………………………………17

3.5. Data Analysis………………………………………………………………………….17

3.6. Budget and time Schedule………………………………………………………….17

3.6.1 Budget plan……………………………………………………………………17

3.6.2 Time
schedule………………………………………………………………………..19

References ……………………………………………………………………20

2
CHAPTER ONE

1. INTRODUCTION

1.1 Organizational Background

Debrebirhan University which is a 10 year young university was established in the 600
years old historical town Debrebirhan a town situated in north Shoa zone Amhara region.
It is 130 km away from Addis Ababa in the north. There after the construction of the
university was started on a total land area of 102 Hectares which was given by the city
administration of Debirebirhan town. The initial intake capacity of the university in
September 1999 E.C was not beyond 725 students who joined into 5 departments with 68
instructors and 7 administrative staffs.but now (after 9 ) the enrolment has significantly
increased to above 20000 regular, extension and summer students who joined into 41
departments/programs under 10 colleges, 2 institutes and on 23 post graduate programs.

1.2 Background of the Study

In developing countries, large segments of the population are deprived of getting a good
job to satisfy their needs. Satisfaction can be classified as a "person's feelings of pleasure
or disappointment resulting a product's perceived performance (or outcome) in relation to
his or her expectations” cranny et al. study (cited in Tanjeen, 2012) in order to evaluate
employee's work performance, the manager must consider employee job satisfaction
because employee job satisfaction is related to employee service quality and employee
work performance.

The term 'job satisfaction’ therefore refers to the favorableness with which employees
view their work and the term 'job dissatisfaction' to the unfavourableness with which they
take their work (Qasim, Cheema &Syed, 2012).various theories like Maslow’s need
hierarchy theory, Herzberg’s motivation- hygiene theory, and vroom's expectancy model
have been extended to describe the factors responsible for the job satisfaction of the
employees in the organization. According to kreintker &kinicki,(1992) at the individual
level satisfaction and productivity are slightly related. However stated that when
satisfaction and productivity data are gathered for the organization at whole, rather than
at the individual level, it is found that organization with more satisfied workers tend to be
more effective than organizations with fewer satisfied employees. They concluded that
happy organizations are more productive.

Many researchers have studied the importance of enhancing job satisfaction and it is
discussed in different literatures. The effect of job satisfaction is linked with vital
organizational elements.

The most important effect of job satisfactions includes its effect on absenteeism, turnover,
organizational citizenship behaviour (OCB), organizational commitment, and

3
productivity. Job satisfaction refers to a collection of feelings that an individual holds
towards his or her job. A person with a high level of job satisfaction holds a positive
feeling about the job, while a person who is dissatisfied with his/her job holds a negative
feeling about the job. Spector’sstudy1977 (as cited in Mosammod and Nurul, 2011)

4
1.2 Statement of the problem

To ensure the achievement of firm goals, the organization creates an atmosphere of

commitment and cooperation for its employees through policies that facilitate employee
satisfaction. Satisfaction of human resource finds close links to highly motivated
employees. Motivated employees then develop loyalty or commitment to the firm
resulting to greater productivity and lower turnover rates.

However, it was found that satisfied employees exert high performance than dissatisfied
employees. A person with high level of job satisfaction holds positive attitude towards the
job while a person who is dissatisfied with his or her job holds negative attitude about the
job Spector (1997) study as cited in(Mosammod and Nurul, 2011). Satisfied employees
tend to be committed. on the other hand, dissatisfied employees show absenteeism,
soldiering (deliberately working at slow pace), turn over, etc. to ensure proper utilization
of human resource available in the organization, researchers continue research to identify
factors and their relative importance for shaping job satisfaction of employees.

According to the pay let study some factors that affect the job satisfaction of
administration and student services staff employees.so that the employees how much
satisfied in working condition, according to different meetings the employees say that
the compensation practice of the university was not satisfaction, the career advancement
of the employees was law, turn over of the employees were as high and the decision
making style of the university is not satisfied for the employees. then the researchers are
to see the gape between the above problems and job satisfaction. and also see what is the
factors that affect job satisfaction in the case of Debra Behan University administration
and student services staffs.

The major questions to be addressed in this study are:-

 Are the administration and student survice staffs satisfied with of
physical working condition of the university

 Are the administration and student survice staff satisfayed with of

compensation practice of the university
 Are the administration and student survice staffs satisfied with of
decision making style of university
 Are the administration and student services staff employees turn
over to the other organzation

1.4 Objective of the Study

1.4.1 General Objective

2. The general objective of the study is to assess the factors affecting job satisfaction
in Debre Birhan University administration and student survice staffs.

5
1.4.2 Specific Objective
 To evaluate the satisfaction of employees in working condition of the university.
 To assess the cmponsation practies of the university.
 To identify the satisfaction of employees in career advancement.
 To identify the satisfaction of employees for the desation making style of the
university management.
 To find why the employees are turn over from the university to the other
organization.

6
`1.5 Significance of the Study
Important of the study is offer a valuable opportunities to focus on work activities and
goals to identify and correct existence problems and to encourage better current and
future satisfaction of job. Managers need to determine the extent to which the advantage
and disadvantages apply to the decision making situations (Stephen, 1998).

In conducting this study, there are different bodies who will benefited such as:
1. For organizations:- After conducting this research the organization will be benefices
that the manager see identified problems and recommended solution of the study and
he/she will take the corrective action in the way and function of the decision making.
2. For researcher:- Beneficiary on getting knowledge about the study and experience on
conducting such assessment to get satisfaction that when the study was the solution
for problem to practice the theoretical part with in addition practice in the real world.
3. For other researcher:- He/she can take this study as a reference for conducting other
similar assessment.

1.6 Scope and Delimitation of the Study

The scope of the study is to identifying factors that affect the job satisfaction of
employees in the case of Debre Birhan University administration and student survice
staffs.

7
CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This literature review is aimed at providing more inclusive theoretical concepts on factors
affecting job satisfaction. The literature review section discuss about job satisfaction.
Under this sub section issues like theories of job satisfaction, determinants job
satisfaction, measurement of job satisfaction, and the effects of job satisfaction is
addressed.

2.2 Job satisfaction

Job satisfaction is concerning one's thoughts or state-of-mind regarding the nature of their
work. job satisfaction can be influenced by a variety of factors, for example pay practice,
quality of one's relationship with their supervisor, quality of the physical environment in
which they work (Tanjeen, 2011).
An attitude of great interest to managers and team leaders is job satisfaction. Job
satisfaction reflects the extent to which individuals find fulfilment in their work. Job
satisfaction is an affective or emotional response towards various facets of one’s job. In
other words, job satisfaction involves a person’s positive or negative feelings about his or
her job (Lisa& Timothy, 2004).
The most used definition of job satisfaction in organizational research is that of Locke
(1980), who described job satisfaction as “a pleasurable or positive emotional state
resulting from the apprasa1of one's job or job xperiences.”Locke developed three
important dimensions of job satisfaction.
They are as follows:
· Job satisfaction is an emotional response to a job situation. As such, it cannot be seen; it
can
only be inferred.
· Job satisfaction is often determined by how well outcomes meet or exceed expectations.
For example, if organizational participants feel that they are working much harder than
other is in the department but are receiving fewer rewards, they will probably have a
negative attitude toward the work, the boss, and/or co-workers and they will be
dissatisfied. On the other hand, if they feel that they are being treated very well and are
being paid equitably, they are likely to have a positive attitude toward the job, and then
they will be job satisfied.
· Job satisfaction represents several related attitudes
Sowmya1 & Panchanatham,(2011) defined job satisfaction as how much employee’s like
or dislikes their work and the extent to which their expectations concerning work have
been fulfilled. Understanding job satisfaction is critical to the success of an organization
and continues to be a major topic of research interest.

8
Job satisfaction refers to a collection of opinions that an individual holds towards his or
her job. A person with a high level of job satisfaction holds a positive feeling about the
job, while a person who is dissatisfied with his/her job holds a negative feeling about the
job (Langton & Robbins, 2006).
Job satisfaction is simply how people impression about their jobs. it is the extent to which
people like (satisfaction) or dislike (dissatisfaction) their jobs, it can also be a reflection
of good treatment and an indicator of emotional well-being
Many researchers have studied the importance of enhancing job satisfaction and it is
discussed in different literatures. The effect of job satisfaction is linked with vital
organizational elements. The most important effect of job satisfactions includes its effect
on absenteeism, turnover, organizational citizenship behaviour (OCB), organizational
commitment, and productivity.
(Langton & Robbins, 2006) states that there is consistent negative relationship between
job satisfaction and absenteeism, but the correlation is moderate. Absenteeism caused by
low job satisfaction is consistent with both the involuntary and voluntary absence.

2.3 Theoretical Review

A. Herzberg and Job satisfaction

According to (Qasim, Cheema & Syed, 2012) provided that Herzberg’s’ two factor theory
of job satisfaction describes that different factors combine to create job satisfaction and
dissatisfaction among employee. Herzberg identified the factors as either motivators or
hygiene factors. Motivators promote job satisfaction.
They include achievement, responsibility, the work itself, recognition, and
advancement/promotion.
Herzberg’s motivation-hygiene theory refers to the relationship between job satisfaction
and job dissatisfaction that are affected by motivators and/or hygiene factors. Herzberg
states that motivation factors can create high levels of job satisfaction, although the lack
of these factors does not guarantee job dissatisfaction.

Hygiene factors do not directly lead to job satisfaction however; their absence may lead
to job dissatisfaction (Qasim, Cheema & Syed, 2012). They consist of; organizational
policies,supervision and leadership, pay or salary, work conditions, and communication
with supervisors/work partners.
Therefore, employers should seek ways of eliminating dissatisfaction resulting from
hygiene factors and focus on improving the motivators in the work environment to
increase job satisfaction (Qasim, Cheema & Syed, 2012).

I. Motivator factors
As it is described above Herzberg’s motivator factors include the work itself,
recognition,advancement, and responsibility. These factors are related to an individual’s
positive feelings about the job and to the content of the job itself.
According to (Qasim,Cheema& Syed, 2012) these positive feelings, in turn, are
associated with the individual’s experiences of achievement, recognition, and
responsibility. As a result, motivators are referred as intrinsic factors; hence, they reflect

9
lasting rather than temporary achievement in the work setting. Intrinsic factors are
directly related to the job and are largely internal to the individual (Qasim,Cheema&
Syed, 2012).

ii. Hygiene factors

Herzberg’s’ hygiene factors as described above include company policy and
administration, technical supervision, salary, fringe benefits, working conditions, job
security, and interpersonal relations.
(Qasim,Cheema& syed,2012) stated that hygiene factors are extrinsic factors or factors
external to the job because of hygiene factors are associated with an individual’s negative
feelings about the job and are related to the environment in which the job is performed.
They serve as rewards for high performance only if the organization recognizes high
performance.

B. Locke’s theory on job satisfaction

According to Tietjen & Myers(1998) Locke’s composite theory of job satisfaction is
founded from the many other concepts which Locke has developed through study and
research on related topics such as goal setting and employee performance. Initially
Locke’s job satisfaction theory is developed by criticizing Herzberg’s’ theory of job
satisfaction. After criticizing Herzberg’s’ work, Locke continued with his theory on
values, agent/event factors, and finally an adjusted view of job satisfaction.
The two basic points in which Locke’s criticize Herzberg’s two-factor theory are
summarized in brief as follows; the first is that job satisfaction and dissatisfaction result
from different causes.
The second point is that two-factor theory is parallel to the dual theory of man’s
needs,which states that physical needs (like those of animals) work in conjunction with
hygiene factors, and psychological needs or growth needs (unique to humans) work
alongside motivators. (Tietjen & Myers,1998).the point of Locke’s criticisms is the
concept of mindbody dichotomy, unidirectional operation of needs, lack of parallel
between man’s needs and the motivation and hygiene factors, incident classification
system, defensiveness, the use of frequency data and denial of individual differences.
Tietjen & Myers (1998) added that, by distinguishing values from needs, he also argue
that they have more in common with goals. Both values and goals have content and
intensity characteristics. The content characteristics answer the question of what is
valued, and the intensity characteristics answer how much is valued. With regard to
finding satisfaction in one’s job, the employee who performs adequately on the job is the
individual who decides to pursue his or her values.
As values are a point at which Locke’s theory of job satisfaction begins to separate from
the theory of Herzberg, so too are agent and event factors a source of divergence between
the two theorists.
2.4 Consequence of job satisfaction

The concern of management is the outcome of job satisfaction. If an employee is satisfied

or dissatisfied, what is the effect? There is enough evidence that job satisfaction or
dissatisfaction have positive or negative effect on employees. (Locke, 1980).

10
The following evidence stated by Arnold and Feldman (1996) cited in
Maniram(2007)will briefly discus the outcomes of job satisfaction/dissatisfaction.

 Productivity

The saying of “happy worker is productive worker” is not actually true. It’s actually the
reverse that productivity is more likely to lead to satisfaction (Arnold and Feldman,
(1996) in Maniram(2007).

 Turnover
According to Mcshane and Glinow that is cited in Maniram (2007) the main cause of
turnover is job satisfaction. Job satisfaction that drives employees to leave their existing
job has a greater effect on turnover than incentives.

 Absenteeism

According to Robbins (2005) there is a negative relationship between satisfaction and

absenteeism. Workers who experience low satisfaction tend to be absent more. High rate
of absenteeism will result in huge financial crises for management.

2.5 Determinants of job satisfaction

The following are some of the major determinants of job satisfaction – mentally
challenging work, equitable rewards, supportive working conditions, supportive fellow
employees, personality-job fit, company policies, and programs (Maniram, 2007).

2.5.1 Factors that lead to job satisfaction:

(Maniram, 2007,p 22), stated that factors such as conducive working environment,
mentally challenging work, equitable rewards, supportive working conditions, supportive
colleagues, the personality-job fit etc. are important factors which will enhance the level
of job satisfaction. These factors are described as follows.
 Mentally challenging jobs: employees tend to prefer jobs that give them
opportunities to use their skills and abilities and offer a variety of tasks, freedom
on how well they are doing. Jobs that have too little challenge create boredom.
 Equitable rewards: employees who perceive that promotion decisions are made in
a fair and just manner are likely to experience satisfaction from their jobs
(Maniram, 2007).
Furthermore, when pay is seen as fair and based on job demands, individual skill level
and the prevailing market pay standards, job satisfaction is likely to result. Promotion
provides opportunities for personal growth, more responsibilities and increased social
status.
 Supportive working conditions: according to (Maniram, 2007) most employees
prefer working relatively close to home, in clean and relatively modern facilities
and with adequate, safe and well-maintained tools and equipment.
This is because comfortable working conditions such as temperature, light and other
environmental factors facilitate to enhance satisfaction level of the employees.

11
  Supportive fellow employees: Employee’s satisfaction is increased when the
immediate supervisor understands and friendly, offers praise for good
performance, listens to the employee’s opinions and shows a personal interest in
them (Maniram, 2007).
 Personality-job fit :(Maniram, 2007) provided that high agreement between an
employee’s personality and occupation results in more satisfaction. people with
personality type are congruent (Maniram, 2007).

2.6 Measure of job satisfaction

A popular measure of job satisfaction used by organizations is measures of the five facets
of job satisfaction: pay, security, social, supervisory, and growth satisfaction. The sources
of job satisfaction and dissatisfaction vary from person to person Aziri ,(2011).
As it has been reviewed above from different literatures (Qasim, Cheema &Syed 2012)
summed up the important sources of satisfaction for many employees include the
challenge of the job, the interest that the work holds for them, the physical activity
required, the working conditions, rewards available from the organization, the nature of
co-worker’s, and the like.
In most of recent researches, job satisfaction is measured by using scientific research
methods such as the questionnaire. According to Aziri ,(2011), Minnesota satisfaction
questionnaire and job description index are described as the most commonly used
techniques for measuring job satisfaction.
The Minnesota satisfaction questionnaire measures twenty features of work, which can
easily be responded by respondents in a paper-pencil type of a questionnaire. The
Minnesota satisfaction questionnaire can be implemented both individually and in-group.
It is estimated that responding to this questionnaire usually takes between 15-20 minutes
(Aziri , 2011).

2.7 Faceted vs. overall satisfaction

Spector’s study as cited (Qasim, Cheema & Syed, 2012) says job satisfaction should be
typically measured in degrees and examined from multiple viewpoints using multiple
constructs or categories.
For instance, one can be satisfied with certain elements of a job, feel neutral about some,
and be dissatisfied with others. Elements of a job can also have differing degrees of
importance, which can cause those elements to be weighted differently in assessing
overall job satisfaction. Some employees may be satisfied with few aspects of their work
but dissatisfied with all other aspects.
Likewise, Arnold and Feldman ‘study as stated in (Qasim, Cheema &Syed, 2012)says
that there are a variety of factors that make people feel positive or negative about their
job simultaneously. "I love my work but hate my boss" or "this place pays lousy, but the
people I work with are great" - are the examples that represent different attitudes towards
separate facets of workers' jobs.
Overall satisfaction focuses on the individual's general internal state of satisfaction or
dissatisfaction. Positive internal state is created by positive experiences in terms of
friendly colleagues, good remuneration, compassionate supervisors and attractive jobs.

12
Negative internal state is created by negative experiences emanating from low pay, less
than stimulating jobs and criticism. Therefore, overall satisfaction or dissatisfaction is a
holistic feeling that is dependent on the frequency and intensity of positive and negative.

2.8 Job satisfaction and its effects

Many researchers have studied the importance of enhancing job satisfaction and it is
discussed in different literatures. The effect of job satisfaction is linked with vital
organizational elements. The most important effect of job satisfactions includes its effect
on absenteeism, turnover, organizational citizenship behaviour (OCB), and customer
satisfaction.

A. Job satisfaction and absenteeism

Robbins (2005), states that there is consistent negative relationship between job
satisfaction and absenteeism, but the correlation is moderate. Absenteeism caused by low
job satisfaction is consistent with both the involuntary and voluntary absence schools.

B. Job satisfaction and turnover

According to Locke (1980), there is a moderate negative relationship between job
satisfaction and turnover. he also emphasized the importance of job satisfaction by in
relation to turnover by considering that the effect of turnover can go as to level of very
costly and also disrupting the organizations continuity.

C. Job satisfaction and productivity

Locke (1980) suggests that the link between an individual’s job satisfaction and his or her
productivity is very slightly positive. It turns out the productivity can be affected as much
by external conditions as it is by job satisfaction. The relationship between job
satisfaction and productivity is stronger when the employee’s behaviour is not controlled
by outside factors.
An employee’s productivity on machine-paced jobs, for instance, will be much more
influenced by the speed of the machine than by his or her level of satisfaction. The
evidence also shows that the satisfaction-productivity correlation is stronger for higher-
level employees.
.
According to Robbins (2005) at the individual level satisfaction and productivity are
slightly related. However stated that when satisfaction and productivity data are gathered
for the organization at whole, rather than at the individual level, it is found that
organization with more satisfied workers tend to be more effective than organizations
with fewer satisfied employees. They concluded that happy organizations are more
productive.

D. Job satisfaction and organizational citizenship behaviour

Langton & Robbins (2006) defined organizational citizenship behaviour (OCB) as
discretionary behaviour that is not part of an employee’s formal job requirements and is

13
not usually rewarded, but that nevertheless promotes the effective functioning of the
organization.
According to Robbins (2005), satisfied employees would seem more likely to talk
positively about the organization, help other, and go beyond the normal expectations in
their job. In addition to this satisfied employees are expected to go beyond the call of the
duty in order to reciprocate their positive experience. Examples of such behaviour
include helping colleagues with their workloads, taking only limited breaks, and alerting
others to work-related problems.

E. Job satisfaction and customer satisfaction

Langton & Robbins (2006) stated that in service organizations the way that front-line
employees deal with customers, customer retention, and defection are highly determined
by satisfied employees.
Accordingly, if employees are satisfied then they are more likely to be friendly, upbeat,
and responsive which customers appreciate. Because satisfied employees are less prone
to turnover, customers are more likely to encounter familiar faces and receive
experienced service. These qualities build customer satisfaction and loyalty (Langton &
Robbins, 2006).

2.9 Employee dissatisfaction

Langton & Robbins (2006) provided that the tendency dissatisfied employees are more
likely to miss work, however the correlation is moderate. Dissatisfied medical employees
are also more likely to quit their jobs, and the correlation is stronger than for absenteeism.
However, a person’s general disposition toward life moderates the job satisfaction-
turnover relationship.
According to Robbins (2005) employees, express dissatisfaction by displaying four types
of behaviour result. The first behaviour is to exit. Exit is a behaviour which is direct to
actively attempting to leave the organization, including looking for a new position as well
as resigning. This is a destructive action from the point of view of the organization. The
second behaviour is voice.
Voice is a behaviour, which is described by actively, and constructively trying to improve
conditions, including suggesting improvements, discussing problems with superiors, and
some forms of union activity (Langton & Robbins (2006).
Loyalty is another part of change in behaviour that employees can show. According to
Robbins (2005) employees will passively but optimistically wait for conditions to
improve, including speaking up for the organization in the face of external criticism and
trusting the organization and its management to do the right thing.
Finally neglect which is passively allowing conditions to worsen, including chronic
absenteeism or lateness, reduced effort, and increased error rate is another way of
determining dissatisfaction by employees.

2.10 Factors affecting job satisfaction

 Working condition: According to Arnold and Feldman (1996) factors such as
working hours, temperature, ventilation, noise, hygiene, lighting, and resources

14
 are all part of working conditions. Negative performance will be provoked by
poor working conditions since employees job demand mentally and physically
tranquillity. Moreover, they (ibid) warned that if working conditions are two
extreme ends i.e. either too favourable or too extreme, this could be taken for
granted or ignored by most employees. Furthermore, when employees feel that
management does not appreciate or acknowledge their efforts or work done they
may use poor working conditions as an excuse to get back at management.
 Autonomy: autonomy refers to the degree of freedom that workers have in their
work. It means the level of control employees have timing and scheduling their
work activities. Mahamuda &Nurul.(2011).
 Job security: job security is another very important factor that may affect
employee job satisfaction. Employees will often feel more secure if they believe
they will not get fired. Mahamuda &Nurul.(2011).
 Relationship with co-workers: every employee seeks to be treated with respect by
those they work with. If employees are in touch with supportive colleagues or
peer, they can do their performance in a better and comfortable way. Mahamuda
&Nurul (2011).
 Relationship with superior: employees need to know their superior's door is
always open for them to discuss any issues to do their jobs effectively. Mahamuda
&Nurul (2011).
 Salary: one of the most important factors that affect job satisfaction is salary.
Companies need to have an instrument in place to assess employee performance
and provide salary increases. Prospect to earn special incentives, such as bonuses,
extra paid time off or vacations also bring stimulation and higher job satisfaction.
There is no doubt that monetary rewards play a very influential role in
determining job satisfaction. Pay is one of the fundamental components of job
satisfaction since it has a powerful effect in determining job satisfaction.
Individuals have infinite needs and money provides the means to satisfy these needs.
However, there is no such empirical evidence that asserts that pay alone improves worker
satisfaction or reduces dissatisfaction, Arnold and Feldman in (Qasim, Cheema &Syed
2012).
 Career advancement or growth: If employees see a path available
to move up the position in the company they would be more
satisfied with their existing job. Organization can persuade
employees to learn sophisticated skills or to demonstrate them
what they need to in order to be on a path to progression inside the
organization. Mahamuda &Nurul (2011).

15
CHAPTER THREE

1. METHODOLOGY
Methodology is the basic part of nay scientific research because of it gives detail about
the data (materials). Methods of data collection and sample size are useful to carry out
research activities.

3.1 Study Area and Population

In order to achieve aim or desired objective the target groups of the study will be
conducted at Debre Berhan University administration and student survice staffs.

3.2. Source of Data

 Primary Sources
The primary data will be collected through distributing both questionnaire and interview
method of data collection. Interview will (would)be used (use) to collect data from
managers and questionnaires will be used to collect data from employees.

 Secondary Sources
Secondary source of data will (would) be gathered and recorded by the organization and
other researchers prior to the current need of the study.

3.3 Methods of Data Collection

In the study both primary and secondary data collection methods will be used principally,
self-administered questionnaires are proposed tool for the primary data collection. The
questionnaires will include closed ended questions that provides alternatives to choose.
The researcher will also use secondary data from books, newspaper, magazines,
employees handouts of the organization to get accurate data.

16
3.4. Sampling Techniques and Sample Size

3.4.1 Sampling Techniques

Selecting a sample is a fundamental element of the study. Simple random sampling will
be our choice for taking the sample on the grounds that every single observation
of the sample has non-zero chance of being actually included in the sample, and
so that bias will be eliminated at the outset. The selection of any unit will not
affect the selection of any other.

3.4.2 Sampling Size,

The total target population will be 367 and from this sample size of 79 respondants will
be drawn representing. From 367 emplyees 100 respondant will be select then from 22
HRM directorat 6 will be selected,from 28 emplyees 8 will be selected finance
directorates ,from 77 employees procurement and property directorat 21 will be selectd,
from 54 emplyees compound service directoret 15 will be selectd, from 186 employees
student service directoret 50 will be selected. All samples will be selected by using
proportional sampling determination respectively. The researcher adopted simple random
sample which aimed at achieving desired randomly selection (lottery method) of the
population, simple random sampling is a method of sampling that involves the random
selection of the population.

Sample size was determined using a simplified formula provided by Yamane (1967),of
90% confidence level and 10% margin of error.
n
=N/1+N(e)2
n=367/1+367(0.1)2
367/3.67=100

where, n=sample size

N = population
e=level of precision(margin error)
.

3.5. Data Analysis

The collected data will be analyzed using descriptive data analysis methods. This method
will help to describe, summarize and present quantitative that will be presented in graph,
table and etc.

3.6. Budget and time Schedule

3.6.1 Budget plan:

The estimated research cost 800 which may be covered by the researcher,
The cost is allocated in different category of expense:

No Categories Amount
1 - Stationery cost 400.00

17
 - Secretaries and typing cost
- Biding cost
- Data collection expense
- Questionnaires
2 300.00
- Telephone
- Traveling
3 - Miscellaneous expense 100.00
Total Cost 800.00

18
3.6.2 Time schedule

2017
Activities Feb Mar Apr May Jun

Preparation of proposal

Proposal correction

Proposal submission

Data collection based on prepared

question arias interviews and also filed
observation

Data processing

Writing the report

Editing

Preparation of final paper

19
References

Bibliography
Ahmed Imran hunjra1, Muhammad Irfan Chani, Sher Aslam, Muhammad Azamand and
Kashif Ur-rehman.(2010).Factors affecting job satisfaction of employees in pakistani
banking sector,African journal of business management vol. 4(10), pp. 2157-2163,18
august, 2010available online at http://www.academic journals.org/ajbm

A. H. Maslow. (1943).A theory of human motivation originally published in

psychological review, 50, 370-396.

Alam Sageer,Dr. Sameena Rafat and Ms. Puja Agarwal.(2012).Identification of variables

affecting employee satisfaction and their impact on the organization. iosr journal of
business and management (Iosr-jbm) issn: 2278-487x. 5, 32-39.www.iosrjournals.org

TG banking and finance consulting plc. (2015), Employees satisfaction survey report p.5

Armstrong’s. (2010). Essential human resource management practice.

Avneet kaur.(2013).Maslow’s need hierarchy theory: applications and criticisms.global

journal of management and business studies. issn 2248-9878 volume 3, number 10
(2013), pp. 1061-1064 © research india publications
http://www.ripublication.com/gjmbs.htm

Aziri b. (2011).job satisfaction, a literature review management research and practice.3,

77-86

Ethica Tanjeen. (2013).A study on factors affecting job satisfaction of telecommunication

industries in bangladesh.iosr journal of business and management (iosr-jbm),e-issn: 278-
487x.volume 8, issue 6 (mar. - apr. 2013), pp 80-86 www.iosrjournals.org

E. Alocke. (1980) the nature and causes of job satisfaction.m.d dunnette (ed.), handbook
of industrial and organizational psychology, chicago, rand mcnally. pp.1297-1349

20
Dr.Farzand Ali Jan. (2010).Evidence from the workplace employment relations survey
leeds university business school.

K. R. Sowmya1 and n. Panchanatham.(2011). Factors influencing job satisfaction of

banking sector employees in Chennai. India journal of law and conflict resolution,
3(5), 76-79 available online at http://www.academicjournals.org/jlcrissn2006-
9804academicjournals

Nelson H. Noell.(1976).Herzberg’s two-factor theory of job satisfaction. defence systems

management school fort belvoir, virginia.

Lise M. Saari and Ttimothy A. Judge.(2004),Employee attitudes and job satisfaction vol.
43, no. 4, pp. 395–407, www.interscience.wiley.com).doi: 10.1002/hrm.20032

Melanie E. Ward Peter J. Sloane, (1999).Job satisfaction within the scottish academic
profession.

Mosammod Mahamuda Parvin& MM Nurul kabir. (2011).Factors affecting employee job

satisfaction of pharmaceutical sector .Australian journal of business and
management research, vol.1 no.9 [113-123]

Masud Ibn Rahman and Rumana Parveen.(2010).Job satisfaction: a study among public
and private university teachers of Bangladesh. http://ssrn.com/abstract=1155303

Mark Saunders, Philip Lewis and Adrian Thornhill. (2009). Research methods for
business, fifth edition

Mark A. Tietjen and Robert M. Myers. (1998), Motivation and job satisfaction, palm
beach Atlantic college, west palm beach, florida,mcb university press,usa.

Nasir Mehmood,Sobia Irum,Kamran Ahmed and Afshan sultana, (2012).A study of

factors affecting job satisfaction (evidence from Pakistan).interdisciplinary journal
of contemporary research in business. vol 4, no 6. ijcrb.webs.com

Nancy Langton, Stephen P. Robbins.(2006). Fundamentals of organizational behavior,

Pearson education Canada

Philip Kotler, Kevin Lanekeller. (2012).marketing management, prentice hall

R Maniram.(2007).An investigation into the factors affecting job satisfaction at the

kwazulu natal further education and training college – swinton campus.

Ryan E. and Marvin Peterson.(2007).Examining Herzberg’s theory: improving job

satisfaction among non-academic employees at a university research in higher
education, 48, no. 2, march 2007 (2006) doi: 10.1007/s11162-006-9042-3

Robert Kreintner and Angelo Kinicki.(1992). Organizational behaviour2nd edition,

Pearson prentice hall

21
Dr Raj Kamal.(2008). A study of job satisfaction of bank officers prajnan.xxxvii, 3,

Samina Qasim ,Farooq-E-Azam Cheema and Nadeem A. Syed.(2012).Exploring factors

affecting employees' job satisfaction at work .journal of management and social
sciences.vol. 8, no. 1, 31-39

Sobia Irum.(2012).A study of factors affecting job satisfaction (evidence from

pakistan).interdisciplinary journal of contemporary research in business institute of
interdisciplinary business research, 4,6 .

Saifuddin Khan Saif, Dr. Allah Nawaz, Dr. Farzand Ali Jan, and Muhammad Imran
khan.(2012).Synthesizing the theories of job-satisfaction across the cultural/attitudinal
detentions. iinterdisciplinaryjournalofcontemporaryresearchinbusiness.vol3, no9

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11thedition, pearson prentice hall

22
QUESTIONNAIRE

DEBREBIRHAN UNIVERSITY B.A DEGREE MANAGEMENT

PROGRAM QUESTIONNAIRE TO BE FILLED BY EMPLOYEES OF
DEBREBIRHAN UNIVERSITY ADMINSTIRATION STAFF

Dear sir/madam, this is a research work on factors affecting job satisfaction of employees
on Debrebirhan university administration and student survice staff. your participation
is very important part of this research. Thus, we politely request you to spare some time
to fill up this questionnaire genuinely. we would like to thank you in advance for your
cooperation.

Purpose
The primary purpose of this study is for the fulfillment B.A degree in business
administration. There by the research intends to identify the effect of identified factors on
job satisfaction.

General instruction
1. No need of writing your name
2. For part one, write the correct answer in the box by saying (√)
3. For part two, choose your own answer and circle the letter
4. For part three, write the answer by your own explanation shortly

SectionI– Background information

Please indicate your choice by putting a thick mark (√) among the given alternatives

1. please mention your age

1. Below 20 2. 20-30 3. 31-40 4. 41-50 5. above 51

2. sex:
1. Male 2. Female

3. How many years of experience do you have in your current organization?

1. Less than 2 years 2. 2 - 5 years more than 15 years
3. 6- 10 years 4. 11-15 years

4. What is your educational qualification?

1. Below level IV diploma 2. level iv diploma 3. master’s
degree 4.Bachelor degree 5.above master’s degree

5. Monthly salary level (in birr)

1. Less than 1000 2. 1001-2000 3.2001-3001
4. 3001-4000 5.4001-5000 6. greater than 5000

23
 Section II

Put (√) on the item that suits you as best alternative

Working condition related measures

v.diss
dissatisfi neithe satisfie v.satisfie
atisfie
No Questions ed r d d
d

1 Availability of conducive working

environment for employees

2 Availability of individual personal space

3 Reasonability of the work load
4 Availability of working materials
Freedom or autonomy related measures
5 The chance to work alone on the job
6 The freedom to use your own judgment
Job security related measures

7 The way your job provides for steady

employment

8 The extent to which the company policy

supports job security

Relationship with co-workers related measures

9 The way your co-workers get along with

each other

10 The extent to which how members of your

work group solve problems

11 Your work group works well together

12 Work is fairly distributed in your work
group

13 How you fell open and honest to talk with

members of your work group

Relationship with superior related measures

24
14 The way your boss handles his/her workers
15 The competency of your supervisor in
making decision

16 The relationship that you have with

supervisors

17 Availability of your manager when you

need advice

18 The help you get from your manager to

improve yourself

19 The treatment you get from your manager

Benefit and compensation related measures

20 Your pay and the amount of work you do

21 The praise you get for doing a good job
22 The feeling of accomplishment you get from
the job

23 The recreational activities provided by the

company

24 Company maintains a competitive pay and

benefits package

25 The extent to which the company policy

helps attract and retain high performing
employees

26 What do you feel about the pay you get

27 The companies clear policies related to
salaries, raises and bonuses

Career advancement and growth related measures

28 The chance for advancement on this job

29 Availability of organizational steps for
employees growth such as trainings

30 Participation in decision making

31 The chance to be somebody in the
community

32 Availability of adequate technical trainings

25
 as per your job

33 Availability of the chance to growing as a

professional in this company

34 How your work at the company is making

you develop your skills and knowledge

35 The opportunity to establish a clear career

path with company

36 The opportunity you have for growth and

learning

Thank you

26