Advanced Leadership and Management Program

(ALMP)
Series 59 No. 3/2018

INDIVIDUAL PROJECT PAPER

JOB SATISFACTION
IN
JABATAN PENILAIAN DAN PERKHIDMATAN
HARTA MALAYSIA (JPPH)

Sr NIK ZAINAL ALAM BIN HASAN, CQS

JABATAN KERJA RAYA MALAYSIA
 JOB SATISFACTION IN JABATAN PENILAIAN
DAN PERKHIDMATAN HARTA MALAYSIA (JPPH)

TABLE OF CONTENT:

No. Description Page No

1. Executive Summary ii
2. Chapter 1: Introduction 1
3. Chapter 2: Research Methodology and Data 9
Collection
4. Chapter 3: Analytical and Critical Analysis 12
of Research Findings
5. Chapter 4: Recommendations and 18
Conclusion
6. References 25
7. Questionnaire on Job Satisfaction Among 27
Valuation Officer in Jabatan Penilaian Dan
Perkhidmatan Harta Malaysia, (JPPH)

JOB SATISFACTION IN JPPH i

 JOB SATISFACTION IN JABATAN PENILAIAN
DAN PERKHIDMATAN HARTA MALAYSIA (JPPH)

EXECUTIVE SUMMARY

Job satisfaction is known as the most researched area in the scope of

Human Resource Development. It is the positive or negative feelings
a person has towards his or her job (Schultz & Schultz, 2010). Some
loves what they do, whilst most work as an exchange of time for
money. Job satisfaction takes it to the next level. When a person is
satisfy with his job, his work performance will increase. Employee
satisfaction affects the Vision, Mission of any organization and its
Client’s Charter.

To determine job satisfaction, an organization should conduct

an employee satisfaction survey. Results are used to identify areas
where employees are most and least satisfied. Results also assist in
outlining organization’s best practice leading to the enhancement of
public service delivery.

JOB SATISFACTION IN JPPH ii

CHAPTER 1: INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Job satisfaction has an impact towards the well-being of
individuals even after they have retired from work (Wang, 2003). It is
commonly accepted that life satisfaction is positively related with job
satisfaction.

In preparing this project paper, it is hoped that the study could:

 benefit policy makers for improvement and improvisation of

scope of services;
 benefit valuation officers to increase efficiency and quality of
service; and
 provide clarification and justification to those who are affected by
it.

The aim of this study is to investigate the level of job satisfaction among
officers of JPPH. Multiple theoretical frameworks are applied as
theoretical guide. The researcher studies on the implications of
personal attributes, job characteristics and organizational variable.
Responses are gathered from questionnaire survey from officers in
JPPH. It was later, further generated through descriptive analysis
adopting the Likert Scale and analyzed using the application of
Statistical Package for Social Science (SPSS).

JOB SATISFACTION IN JPPH 1

JPPH began as the Valuation Division on June 1, 1957. Currently it
has staff strength of 2,101 of which 260 are Registered Valuers. The
functions and activities of JPPH have expanded to cover many areas
of expertise relevant and related to the real estate industry. JPPH is:

 an advisor to the government relating to property such as

valuation, consultancy and property services;
 a consultant to the government in providing property consultancy
services with regard to feasibility studies, property management
and estate agency;
 assisting the Ministry of Finance in the implementation of policies
in relation to property;
 collecting, publishing and disseminating property information;
and
 carrying out research and development in the field of real estate.

1.2 PROBLEM STATEMENT

In the area of human resource development, it has been

generally said that work accomplishment factors are associated with
intellectual and mental alertness. Having said that, however, the role
of dominant factors that influence job satisfaction such as motivation
at workplace and performance can't just be brush off.

In Malaysia, enhancement of public service delivery has always been

JOB SATISFACTION IN JPPH 2

an important agenda. The government machinery needs to be
continuously improved through strengthening governance,
streamlining administrative process and measuring performance. This
is to enable objective measurement of the efficiency and effectiveness
of public services.

The development of dissatisfaction towards job would affect the quality

of Malaysia’s production. Existence of analysis on the factors that
affect the level of job satisfaction need to be studied to encourage civil
servants to compete or show a sense of encouragement to perform
their duties. Understanding the level of satisfaction will help strategies
productivity and prohibit from having low performance individuals.

In the U.S, a study conducted by The Conference Board, a global,

independent business membership and research association
headquartered in New York City reveals that more than half (51%) of
U.S. employees are experiencing greater job satisfaction today than
ever before (Small Business Trends, 2018). This study highlighted that
employees are looking at the people at work, followed by commute to
work; interest in work; supervisor; and physical environment when
gauging job suitability. “To attract and retain the most productive
employees in today’s labor market, companies must make a bigger
commitment to addressing the factors [that contribute to job
satisfaction] within their control,” Rebecca L. Ray, Executive Vice
President at The Conference Board and a co-author of the report, says

JOB SATISFACTION IN JPPH 3

in a statement. “Among other steps, that entails addressing the job
components with which employees are least satisfied, including job
training, the performance review process, and promotion policy.”

1.3 RESEARCH QUESTIONS

This study will attempt to answer these questions:

i. What are the levels of job satisfaction among

valuation officers in JPPH?
ii. What are the dominant factors that relates to job
satisfaction among valuation officers in JPPH?

1.4. RESEARCH OBJECTIVE

The specific objectives include:

i. To determine the different levels of job satisfaction.

ii. To identify the dominant factors that relates to job
satisfaction.

1.5 CONCEPTUAL FRAMEWORK

There is no gold standard that indicates which job aspect should
be taken into account when job satisfaction is measured (Locke, 1976;

JOB SATISFACTION IN JPPH 4

Hackman, 1975). This study proposed a multiple theoretical framework
i.e. the Ishikawa Fishbone Diagram, Maslow’s hierarchy of needs
theory and Two-factor theory.

1.6 STUDY CONTRIBUTION

It is hoped that this study helps to develop and create an insight
to policy makers and valuation officers. Following are the significant of
this study to policy makers and valuation officers specifically:-.

1.6.1 Contribution to Policy Makers

Helps in giving direction for a better understanding on
their employees. Identify strength and weaknesses
relating to workplace or other external factors
in order to enhance service delivery.

1.6.2 Contribution to Valuation officers

Platform for valuation officers to understand
themselves better, as it provides an insight in
identifying factors contributing to low productivity.
Simultaneously, they will be able to understand the
strengths and weaknesses of their individual
characteristics, which will be a good hint for them to
find effective ways to develop good qualities that an
employee should posses.

JOB SATISFACTION IN JPPH 5

1.7 DEFINITIONAL OF THE OPERATIONAL TERMS

1.7.1 Job Satisfaction

The most common definition of job satisfaction in an

organizational research is "a pleasurable or positive
emotional state resulting from the appraisal of one's
job or job experiences" (Locke, p. 1304,1976).
Holding on to that, Hulin and Judge (2003)
noted that job satisfaction includes
multidimensional psychological feedbacks to one's
job, and that such responses have cognitive
(evaluative), affective (or emotional), and behavioral
components.

1.8 THEORETICAL FRAMEWORK

The conceptual framework of this project paper can be described

in Fig. 1 – Ishikawa Fishbone Diagram as follows:

JOB SATISFACTION IN JPPH 6

 Fig. 1 – Ishikawa Fishbone Diagram

1.8.1 Maslow Hierarchy of Need

This theory believes that individual is concerned first

and foremost with satisfying his need for food, water,
shelter and other bodily needs. After all the basic
biological needs are met, concern turned to having
safety needs. The safety need comprise of security
and protection from physical and emotional harm.
Maslow (1943) has emphasized that job satisfaction
is the most important human needs, which must be
met in order to achieve self-satisfaction.

1.8.2 Herzberg Two Factor Theory

JOB SATISFACTION IN JPPH 7

Herzberg Two Factor Theory also known as
Herzberg's Motivation-Hygiene Theory and Dual-
Factor theory states that there are certain factors in
the workplace that cause job satisfaction, while a
separate set of factors cause dissatisfaction
(Wikipedia).

JOB SATISFACTION IN JPPH 8

CHAPTER 2: RESEARCH METHODOLOGY AND DATA
COLLECTION

2.1 INTRODUCTION
The aim of this project paper is to study level of job satisfaction
and dominant factors that relates to job satisfaction among valuation
officers in JPPH. This chapter presents the method of research used
by the researcher, the population, survey instrument, collection of data
and the statistical treatment applied. The study uses a descriptive
design survey adopting the Likert Scale to collect detailed and
factual information that describes the existing situation. The survey
was distributed to valuation officers in JPPH.

2.2 RESEARCH DESIGN

2.2.1 Descriptive Research

Quantitative descriptive research was used as it
describes market characteristics as well as its
functions. It specifies the characteristics and data
on population studied. Decision to adopt quantitative
descriptive research was made as it applies prior
formulation and concept of specific hypotheses with
a pre-plan and structured design. Secondary data are
used, such as organizational record, research
studies and reports together with academic journals

JOB SATISFACTION IN JPPH 9

 and articles source from the internet.

2.3 SAMPLE AND SAMPLING INSTRUMENT

2.3.1 Population
The research population in this study are
respondents and subjects who are valuation officers,
Grade 41 and above. The sample of population was
selected because they fulfilled the criteria of
employment in the workplace studied upon.

2.3.2 Sample Size

The sample size of the population chosen to
participate in this study is valuation officers in JPPH
consisting of those in Grade 41, Grade 44, Grade 48,
Grade 52, Grade 54 and JUSA respectively)

2.3.3. Sampling Technique

A non-probability sampling was adopted for this
research by using the purposive sampling technique.

2.3.4 Study Instrument: Descriptive Analysis

Aims to summaries a sample. Measures of central
tendency include the mean and median. Measures of
variability include the standard deviation (or
variance), maximum and minimum values of

JOB SATISFACTION IN JPPH 10

 variables, kurtosis and skewness.

2.4 RESEARCH METHOD

2.4.1 Data Collections

A questionnaire labelled job satisfaction among
Valuation Officer in JPPH Malaysia was used for
data collection. Questionnaire was specifically
designed to accomplish the objective of the study.
The first section consists information such as
designation, grade and length of service. The second
section consists of questions that measures job
satisfaction. It is a 5-point Likert Scale marked: Very
Dissatisfied, Dissatisfied, Neutral, Satisfied and Very
Satisfied.

2.4.2 Data Analysis

Information and data gathered from the respondents
was analyzed using the Statistical Package for Social
Science (SPSS) software. The SPSS allow users to
obtain an accurate view of people’s attitude,
preferences and opinions.

CHAPTER 3: ANALYTICAL AND CRITICAL ANALYSIS OF

RESEARCH FINDINGS

JOB SATISFACTION IN JPPH 11

 In this chapter, the survey was conducted among valuation
officers in JPPH Malaysia. Results are presented in respect of the
relationship between job satisfaction in connection with certain
components which are job description, leadership, career
advancement, benefit, communication, facilities and technology.

3.1 INTRODUCTION
The following objectives have been identified:
• To determine the different levels of job satisfaction; and
• To identify the dominant factors that relates to job
satisfaction.

3.2 FREQUENCY ANALYSIS

The samples involved in this study were valuation officer from
JPPH Malaysia. There were 49 respondents whereby the
majority of the respondents were from the Grade 44 that is 10
respondents (20.4 percent) whereas the lowest percentage was
from the Grade JUSA that is 1 respondent (2.0 percent). Majority
of the respondents are reported to have 11-15 years of working
experience i.e., 26.5 percent.

3.3 DESCRIPTIVE ANALYSIS

In this analysis, frequency is used to explain the result of the
data. Frequency refers to the number of times the observation
occurs in the data. The distribution of a variable is the pattern of

JOB SATISFACTION IN JPPH 12

frequencies of the observation. Frequency distributions are
portrayed as either in frequency tables, histograms or polygons.

A frequency distribution table is an arrangement of the values

that one or more variables take in a sample. Each entry in the
table contains the frequency or count of the occurrences of
values within a particular group or interval and through this way,
the table summarizes the distribution of values in the sample. An
example is shown in Table 1 below:

No. Degree of Frequency

agreement
1. Strongly agree 20
2. Agree 30
3. Neutral 20
4. Disagree 15
5. Strongly disagree 15

Table 1: Summary of Distribution of Value

JOB SATISFACTION IN JPPH 13

3.3.1 Descriptive Analysis on Job Description

The first component consists of three questions with

regards to suitability of tasks, employees’
enthusiasm in carrying out task and degree of
workload. The highest frequency recorded among
the three questions was 32 (65.3 percent) for
Question No. 2 whereby these respondents are
satisfied in being enthusiastic and capable of
carrying out duties provided. It was recorded that for
Question No. 3, there was 1 respondent (2.0
percent) who was very dissatisfied regarding
workload with ability and position held.

3.3.2 Descriptive Analysis on Leadership

The second component of the survey consists of five
questions in relation to the leadership of supervisor
in delegating tasks and communication with
subordinates. Based on the data, majority of
respondents are most satisfied with supervisor giving
clear and understandable instructions as lay out in
Question No. 2 with the frequency of satisfaction
which is 32 (65.3 percent).

3.3.3 Descriptive Analysis on Career Advancement

Being the third component, Career Advancement
has five questions as well. As can be extracted from

JOB SATISFACTION IN JPPH 14

 the data, Question No. 3, 4 and 5 bear similar
frequency score of satisfaction whereby 29 out of 49
respondents (59.2 percent) are satisfied with these
questions. Questions 3, 4 and 5 are related to
appraisal of fair performance, opportunity given to
perform different task in highlighting self-
performance and opportunity given to excel in the
public sector respectively.

3.3.4 Descriptive Analysis on Benefit

The fourth component includes three questions with
highest frequency of satisfaction of 31 (63.3 percent)
for Question No. 2 in relation to organization
providing good employee benefits. This shows that
31 out of 49 respondents are satisfied with the
benefits given by JPPH.

3.3.5 Descriptive Analysis on Communication

A component of Communication was included in the
survey with five questions asked. The highest
frequency is 34 out of 49 respondents (69.4 percent)
are satisfied with Question No. 3 which is related to
having a good relationship with the supervisor.

JOB SATISFACTION IN JPPH 15

 3.3.6 Descriptive Analysis on Facilities
The sixth component is related to Facilities
comprising of five questions. The respondents of the
survey are most satisfied with work space/meeting
rooms and prayer room provided as outlined in
Question 1 and 4 respectively. Both questions
resulted in the same frequency of satisfaction which
is 28 (57.1 percent).

3.3.7 Descriptive Analysis on Technology

As part of the initiative towards enhancement of
productivity, Technology related questions were
designed in the last component of the survey to
gauge employees’ job satisfaction. Question No. 2
recorded the highest frequency of satisfaction with
score of 27 (55.1 percent) whereby the question is on
software automation.

3.4 CONCLUSION
At the end of the survey, a general indication of the respondents
towards the organization was included and the result recorded
was 34 out of 49 respondents (69.4 percent) were satisfied with
the organization in regards of all the components outlined. 8
respondents (16.3 percent) were very satisfied, 5 respondents
(10.2 percent) were neutral on the matter while only 1 respondent

JOB SATISFACTION IN JPPH 16

(2.0 percent) were very dissatisfied. Based on the result of each
component, it can be concluded that respondents are satisfied
with the organization.

JOB SATISFACTION IN JPPH 17

CHAPTER 4: RECOMMENDATIONS AND CONCLUSION

4.1 INTRODUCTION

Job satisfaction is a complex variable and influenced by

situational factors of the job as well as the dispositional characteristics
of the individual (Sharma & Ghosh, 2006). It can be captured by either
a one-dimensional concept of global job satisfaction or a multi-faceted
construct capturing different aspects of job satisfaction that can vary
independently.

The result of this study has strengthened the findings of Herzberg’s

Two Factor Theory. Herzberg suggested that job satisfaction is
influenced by Hygiene Factors such as working conditions, coworker
relations, policies and rules, supervisor quality and salary. The second
influencing factor is the Motivator Factor, which includes achievement,
recognition, responsibility, work itself, advancement and personal
growth. This too is proven by the results where respondents agreed
that employer recognize their strong job performance.

4.2 RECOMMENDATION

4.2.1 Job Satisfaction and Technology: (55.1%)

This THREAT is alarming and must be addressed.
With an over the fence satisfaction among officers,
administrators of JPPH should bid for more budget

JOB SATISFACTION IN JPPH 18

 from the Ministry of Finance to enhance it’s IT
infrastructure. In the Digital World era, it is suggested
that JPPH considers all communication by intranet.
The office concept on its daily working operation
could be totally paperless whilst data are all keep on
google cloud.

4.2.2 Job Satisfaction and Other Facilities: (57.1%)

One important factor to be kept in mind by the
administrators is to ensure the work environment and
the surroundings are in optimal conditions so that
development can be achieved by the workers
themselves quickly (Mahmood Nazar, 1997).
According to the study of McMurray, Scott and Pace
(2004) in a study of Bhola (2015), environment has a
positive relationship with job satisfaction as it will
depict that workers concern about their working
environment. To address this WEAKNESS, JPPH
may consider providing an add ons facilities like
gymnasium, day care centre, clinic, dental and other
medical treatment provided within the premise.

4.2.3 Job Satisfaction and Career Advancement:

(59.2%)
Believe it or not, the number 1 contributor to voluntary
turnover is lack of developmental opportunities.

JOB SATISFACTION IN JPPH 19

Personal and professional development is a crucial
component for job satisfaction and motivation. To
increase job satisfaction, JPPH has to make sure that
each employee has an OPPORTUNITY to be trained.
Training, can come in many forms.

On-the-job (OTJ) learning is the most effective way

for employees and leaders to develop their skills and
competence, particularly when it is supports the
organization and established as a formal
process. OTJ development often includes the use of
challenging stretch assignments that places
employees at the edge of their comfort zone where
they will have to leverage their strengths or even
develop new ones.

Mentoring is also an effective way for employees to

not only become socialized in the organization but
also to gain the kind of organizational knowledge that
only a more senior and established employee can
provide. Mentoring provides three major functions
for proteges: social support, development, and role
modeling (Allen, Eby, Poteet, & Lentz, 2004).
It is further suggested that in order to be promoted as
officers of Grade 48, JPPH may imposed a policy that
one has to be registered as a Registered Valuer with

JOB SATISFACTION IN JPPH 20

 the Board of Valuers, Appraisers, Estate Agents and
Property Managers, Malaysia and has obtained the
prefix Sr awarded by The Royal Institution of
Surveyors, Malaysia.

4.2.4 Job Satisfaction and Benefit: (63.3%)

Employer do recognize the sacrifice rendered by
employees towards the organization. As part of
appreciation, employees were offered benefits such
as attending extra classes, trainings or seminars
either it relates to the work environment or for them
to learn any new knowledge.

In reality, benefits are rendered to employees who

are loyal to the organization. Cranny, Smith, Stone
(1992) said, the idea of loyalty in the job will assist
people to attribute and feel the sense of freedom and
flexibility in their work. Loyalty can be in the form of
serving the organization for a long period of time. It
shows that there is a distinction commitment to the
organization through the entire period of service as
said by Razali (2010).

Here are some proposals addressing this

OPPORTUNITY for improvement:

JOB SATISFACTION IN JPPH 21

  Putting up a Special Paper to Public Service
Departments recommending for incentive
payment for critical services similar to those in
Engineering Services Scheme for all Registered
Valuers;
 Giving additional 5% marks in their “Laporan
Penilaian Prestasi Tahunan” (LNPT) for those
registered as Registered Valuers;
 Appoint only Registered Valuers as Subject
Matter Expert; and
 Special mention at Departmental “Hari Inovasi
Tahunan” for newly appointed Registered
Valuers

4.2.5 Job Satisfaction, Job Description and

Leadership: (65.3%)
Supervision refers to the fairness and competence
during supervision. It relates to the art of leadership.
The concept of supervision has a strong relationship
in literary study of job satisfaction. Leadership is a
contributing factor to motivation and indirectly will
have an impact towards job satisfaction among
employees. Supervisors’ or the managements’
behavior will contribute to the level of motivation
among employee. According to Fiedler (1967), the
effectiveness of a group is dependent on leadership.

JOB SATISFACTION IN JPPH 22

 This study reveals that JPPH has a fairly good spread
of Job Description and satisfactory feedback on
leadership. Hence, sustainability is essential in order
to remain relevant. It suggested that this component
be studied upon during the review of JPPH’s
SHORT/LONG TERM STRATEGIC PLANNING and
that a detail SWOT analysis be carried out for that
purpose.

4.2.6 Job Satisfaction and Communication: (69.4%)

The STRENGTH of JPPH’s employees satisfaction
lies in its’ line of communication. Employee
satisfaction is positively affected when organizations
provide clear communication to employees. Results
of this study reveals that JPPH has provide a great
forum for top-down communications, and also
provide other distinct advantages. JPPH has also
provided a space for employees from different
functional departments or teams to interact, which
may lead to increased knowledge and information
sharing and cross-functional networking. As a
measure to sustain its’ way of communication, JPPH
has to ensure that high-level messages are heard in
the same way by all employees.

JOB SATISFACTION IN JPPH 23

4.3 CONCLUSION

The important factors that had been discussed above is in line

with the result of the survey and should be observed closely by
administrators in order to have a better work performance. In a
nutshell, there are different levels of job satisfaction amongst valuation
officers in JPPH; and the dominant factors that relates to job
satisfaction among valuation officers in JPPH are identified as item 4.2
stated above.

REFERENCES

Allen, T.D., Eby, L.T., Poteet, M.L., Lentz, E., & Lima, L. (2004). Carrer
benefits associated with mentoring for proteges: A meta-analysis.

JOB SATISFACTION IN JPPH 24

Journal of Applied Psychology, 89, 127-136.

Bhola Sarang S.Shravasti Raju R. (2015). Study on Working

Environment and Job Satisfaction of Employees in respect to Service
Sector: An Analysis. Review of Research, Vol.4, 1-3.

Cranny, C.J., Smith, P.C., Stone, E.F. (1992), Job Satisfaction: How
People Feel About Their Jobs and How It Affects Their Performance,
Lexington Books, Lexington, MA.

Hulin, C.L. & Judge T.A. (2003). Job attitudes. In W.C. Borman, D.R.
Ilgen, & R. J.Klimoski (Eds), Handbook Of Psychology: Industrial And
Organizational Psychology (pp.255-276). Hoboken, NJ: Wiley.

Locke, E.A (1976). The Nature and Causes of Job Satisfaction. In M.D.
Dunnette (Ed.) Handbook of Industrial and Organisational Psychology
(pp.1297-1349). Chicago: Rand-McNally.

Mahmood Nazar Mohamed et.al. (1997). Etika kerja di kalangan

kakitangan sektor awam. Unpublished report, Universiti Utara
Malaysia, Kedah.

Maslow, A. (1943. A Theory of Human Motivation. Psychological

Review, 50, 370-396.

McMurray, A.J., Pace R.W., & Scott, D. (2004). The relationship

JOB SATISFACTION IN JPPH 25

between an organizational climate in manufacturing. Journal of
organizational commitment, 5(4), 1-13

Razali, M., Zarina, M., Amira, N. & Diyana, M.S. (2010). Learning
Organization Practices and Job Satisfaction among Academicians at
Public University. International Journal of Social Science and
Humanity, Vol. 3(6), 518-522.

Schultz, D., & Schultz, S.E. (2010). Psychology and Work Today (10th
ed.). Upper Saddle River, NJ: Pearson Prentice Hall.

Sharma, M. & Ghosh, A. (2006), “Perception of Organizational Climate

and Job Satisfaction in Nursing Staff Personnel”, Indian Journal of
Social Work, 67(3): 263-74.

Wang, H.M and Feng, W.W. (2003), “Review on employee job

satisfaction”, Commercial Research, China, Vol. 9, pp. 43-5.

Jabatan Penilaian dan Perkhidmatan Harta Malaysia official website:

https://www.jpph.gov.my/index2.html

QUESTIONNAIRE ON JOB SATISFACTION AMONG VALUATION OFFICER IN

JABATAN PENILAIAN DAN PERKHIDMATAN HARTA MALAYSIA, (JPPH)

JOB SATISFACTION IN JPPH 26

Please answer the following questions in the space provided in accordance with the instructions
given and tick (√) for the answer chosen.

PART A: RESPONDENT’S PROFILE

1. Organisation: JABATAN PENILAIAN DAN PERKHIDMATAN HARTA MALAYSIA

2. Designation: Valuation Officer

3. Grade: ☐☐☐☐

4. Length of Service: ☐☐ years

For the following statements, please indicate your level of satisfaction on a scale of 1 to 5 Kindly mark (√)

PART B: FACTORS INFLUENCING JOB SATISFACTION

in the appropriate box.

VERY VERY SATISFIED

DISSATISFIED

1 2 3 4 5

NO. DESCRIPTION LEVEL OF SATISFACTION

1 2 3 4 5

JOB DESCRIPTION

1. Tasks are suitable and carried out with enthusiasm

2. Always enthusiastic and capable of carrying out the

duties provided

3. Workload commensurate with ability and position held

JOB SATISFACTION IN JPPH 27

NO. DESCRIPTION LEVEL OF SATISFACTION
1 2 3 4 5

LEADERSHIP (The above scale applies)

1. Delegation of task are fair

2. Instructions are clear and easy to understand

3. Supervisor has given feedback and suggestions to

enquiries

4. Supervisor is a good listener and encourage staff

5. Supervisor has good decision-making skills

CAREER ADVANCEMENT (The above scale applies)

1. Opportunity to attend suitable trainings for self-

improvement

2. Opportunity to apply what is learned after training

3. Fair performance appraisal

4. The opportunity to perform different task from time to
time to highlight performance of self

5. Opportunity to excel in the public sector

BENEFIT (The above scale applies)

1. The supervisor recognised and appreciate outstanding

performance

2. The organization provides good employee benefits

3. Incentive and other recognition is based on the
achievement of individual performance and excellence

COMMUNICATION (The above scale applies)

1. Understanding of Vision & Mission

2. Regular meetings with supervisor & co-workers

3. Good relationship with supervisor

4. Good relationship among colleagues

5. Assistance and encouragement among colleagues

6. Programs are organised to cultivate the spirit of
teamwork and relationship with employees

JOB SATISFACTION IN JPPH 28

NO. DESCRIPTION LEVEL OF SATISFACTION
1 2 3 4 5

FACILITIES (The above scale applies)

1. Work space/meeting rooms

2. Pantry

3. Toilet

4. Prayer room

5. Air conditioning system

TECHNOLOGY (The above scale applies)

1. Office equipment (computer, telephone, printer and

photocopier)

2. Software automation

IN GENERAL, KINDLY INDICATE YOUR LEVEL OF

SATISFACTION WORKING WITH THIS ORGANISATION

THIS QUESTIONNAIRE IS DESIGNED TO OBTAIN THE VIEWS OF EMPLOYEES IN

JPPH. THE OUTCOME WILL ASSIST OFFICER IN ADVANCED LEADERSHIP &
MANAGEMENT PROGRAMME (ALMP) COURSE TO CARRY OUT HIS RESEARCH. ALL
INFORMATION WILL BE TREATED WITH HIGH LEVEL OF CONFIDENTIALITY.
NAMES AND CONTACTS OF RESPONDENTS WILL NOT BE DISCLOSED.

THANK YOU FOR YOUR TIME.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

JOB SATISFACTION IN JPPH 29