6240, ANALYSIS OF THE JOB SATISFACTION OF THE CITY DIRECTORATES OF YOUTH AND SPORTS PERSONNEL ALi AYCAN SEPTEMBER, 1998ANALYSIS OF THE JOB SATISFACTION OF THE CITY DIRECTORATES OF YOUTH AND SPORTS PERSONNEL By ALI AYCAN ADVISOR Assoc. Prof. Dr. Gazanfer DOGU THESIS SUBMITTED TO THE GRADUATE SCHOOL OF SOCIAL SCIENCE OF THE ABANT IZZET BAYSAL UNIVERSITY IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE MASTER OF SCIENCE DEGREE IN THE DEPARTMENT OF PHYSICAL EDUCATION AND SPORT BOLU SEPTEMBER, 1998Approval of Graduate School of Social Sciences —S Prof.Dr. Halil i ULKER Director I certify that this thesis satisfies all the requirements as a thesis for degree of Master Science. Sa Assoc.Prof.Dr. Gazanfer DOGU Head of Department This is to certify that we have read this thesis and that in our opinion itis fully adequate, in scope and quality as a thesis for the degree of Master of Science in Physical Education and Sport SS Assoc.Prof-Dr. Gazanfer DOGU Advisor Examining Committee Members Assoc.Prof.Dr. Erdal ZORBA Assist,Prof.Dr. Nevzat MIRZEOGLU.TO MY FAMILYTABLE OF CONTENTS ABSTRACT OZET ACKNOWLEDGEMENTS LIST OF TABLE CHAPTER | INTRODUCTION 1.1. Statement of Problem 1.2. Sub-problems of the Study 1.3. Assumptions 1.4. Limitations 1.5. Significance of the Study CHAPTER II REVIEW OF LITERATURE 2.1. Theories that are Related with Motivation 2.2. Content Theories 2.2.1. Needs Hierarchy Theory 2.2.2. ERG Theory 2.2.3. Achievement Motivation Theory ...... 2.2.4, Motivator - Hygiene Theory 2.3. Process Theories 2.3.1. Expectancy Theory ..2.3.2. Equity Theory ........... 2.3.3. Goal - Setting Theory 2.3.4, Reinforcement Theory ... 2.4. Influences On Job Satisfaction 2.4.1, Pay 2.4.2. The Work Itself 2.4.3. Promotions 2.4.4. Supervisions 2.4.5. Work Group 2.4.6. Working Conditions 2.5. Outcomes of Job Satisfaction 2.5.1. Satisfaction and Productivity 2.5.2, Satisfaction and Turnover 2.5.3. Satisfaction and Absenteeism 2.5.4. Other Effect of Job Satisfaction CHAPTER Ill METHODOLOGY 3.1. Method of Study 3.2. Selection of the Subjects ... 3.3. Collection of the Data 3.4. Instrument 3.5. Analysis of the Data 27 27 27 28 29 30 30 30 3 32CHAPTER IV DISCUSSION AND RECOMMENDATION 4.1, Discussion 4.2. Recommendation REFERENCES APPEDICES Appendix 1 Appendix 2 Appendix 3 52 55 56 60 61 62 63ABSTRACT ANALYSIS THE JOB SATISFACTION LEVEL OF THE PERSONNEL WHO ARE WORKING AT CITY DIRECTORATES OF YOUTH AND SPORTS AYCAN, ALI M.S. in Sports Administrative of Sciences Advisor: Assoc. Prof. Dr. Gazanfer DOGU September, 1998, Pages: 68 The purpose of this study was to analyze the job satisfaction level of the personnel who were working at City Directorates" of Youth and Sports. The sample used consisted of 105 personnel. Subjects were from City Directorates of Youth and Sports of Bolu, Kastamonu, Sakarya and Zonguldak. Job Satisfaction Scale (JSS), developed by Cetinkanat, was used to collect the data. SPSS-PC, statistical analysis program, was used to evaluate the data: T- Test, One-Way Anova and Tukey-B Tests were used to evaluate the mean differences among the groups of sex, age, salary, education level, working year, status and city variables. It was concluded that there were no significant differences among the groups of sex, salary, education level and status (P > 0.05). But, there were ivsignificant differences among the group of age at the dimensions of Work Opportunity and Development & Promotion Opportunity, the group of working year at the dimensions of Pay & Personnel Opportunity and the group of city at the dimensions of Work Opportunity, Development & Promotion Opportunity and Physical Environment (P< 0.05). Key Word: Job SatisfactionOZET GENCLIK VE SPOR iL MUDURLUKLERINDE GALISAN PERSONELIN I$ DOYUM DUZEYLERININ ANALIZI AYCAN, ALI Yiiksek Lisans Tezi, Spor Y6netimi Bilimleri Anabilim Dali Danigman: Dog.Dr.Gazanfer DOGU Eylal, 1998, 68 Sayfa. Bu arastirmanin amaci, Genglik ve Spor i! Madurldklerinde galigan personelin ig doyum dizeylerinin analiz etmekti. Ornekiem 105 personeiden olugmaktadir. Denekler Bolu, Kastamonu, Sakarya ve Zonguldak II Madurldklerinden segilmistir. Veri toplama araci olarak Cetinkanat’n gelistirdigi ig Doyum-Oigedi kullanilmistir: Datalarin degeriendirilmesinde SPSS-PC istatistis program: kullanilmigtir. Aragtirmanin degiskenleri olan cinsiyet, yas, maag, egitim seviyesi, caligma yil, gérevi ve gehir gruplarinin aralarindakt farkliligin degerlendirilmesinde T- Testi, One-Way Anova ve Tukey-B Test'l kullanilmigtir. Sonug olarak, cinsiyet, maas, egitim seviyesi ve gdrev gruplart arasinda anlamli bir fark bulunmamistir (P>0.05). Fakat, yas gruplari arasinda, Galigma Olanaklari ve Geligme & Yikselme Olanaklarr alt boyutlarinda , galigma yili grupiari arasinda Ucret & Personel Olanaklari alt boyutunda, sehir gruplar’ arasinda Galisma Olanaklan, Geligme ve viYukselme olanaklari ve Fiziksel Cevre alt boyutlarinda anlamli fark bulunmustur. Anahtar Kelime: ls DoyumuACKNOWLEDGEMENTS 1am greatly indebted to my advisor Assoc. Prof. Dr. Gazanfer DOGU for his quidance and invaluable contributions at all phases of this study. Assist. Prof. Dr. Nevzat MIRZEOGLU was extremely valuable in performing this study. | would like to thank Hakki GOKNAZ, and Kaya YILDIZ for their suggestions in statistical analyses of data. | am grateful to Nurten AKBAS and Girhan CETIN for their assistance in writing up this thesis. | wish to express my thanks to Bekir YUKTASIR, Yasemin BELCE and Esma BITI$ for their help and encouragement in completion of this study. | am also thankful to all the academic staff of School of Physical Education and Sport of Abant izzet Baysal University for their encouragement and contributions in conducting this study. viiiLIST OF TABLES Page Table : 1. The Dimensions of Job Satisfaction and Number of Items. veceecee tence 32 Table : 2. The Frequency Distribution of Subjects 34 Table : 3. T-Test Results of Sex Groups in Each Dimensions of Job Satisfaction pesos eeneeenneee 35 Table : 4 Means of Age Groups for the Dimensions of Job Satisfaction 36 Table : 5. Analysis of Variance Summary of Age Groups ai 37 Table : 6. Tukey-B Test for Age Groups 38 Table : 7. Means of Salary Groups for the Dimensions of Job Satisfaction 39 Table : 8. Analysis of Variance Summary of Salary Groups 40 Table : 9. Means of Education Groups for the Dimensions of Job Satisfaction vee 41 Table : 10. Analysis of Variance Summary of Education Groups mepcpone Table 11. Means of Working Year Groups for the Dimensions of Job Satisfaction ......-.seserees 43 ixTable : Table Table : Table Table : Table : Table : Table : 12, Analysis of Variance Summary of Working Year Groups 13, Tukey-B Test for Working Groups Year 14. Means of Status Groups for the Dimensions of Job Satisfaction 15. Analysis of Variance Sumi Status Groups 16. Means of City Groups for mary of the Dimensions of Job Satisfaction 17. Analysis of Variance Summary of City Groups 18. Tukey-B Test for City Groups 19. Job Satisfaction Scores of Groups in All Dimensions (Min. Scores Highlighted). and Max. 47 48 49 50.CHAPTER | INTRODUCTION People are the chief resources used by a manager; he depends on their actions to achieve results. Consequently, it is important for to understand why people behave as they do. Formal organization is one means of guiding the behavior of people. But if we are to understand fully how an organization works, we have to appreciate the full range of influences, formal and otherwise, on the behavior of organizational members. Both personnel drives and group pressure spur action. The term “needs” is sometimes used to refer only to essential requirements for survival. Here, however , we shall follow the practice of psychologist and adopt a much broader meaning. Need include both what a person must have and what he merely wants. Needs vary widely among individuals, but this variation is largely a matter of degree and of different ways of satisfying needs. There is enough similarity in the basic aspiration of most people so that we can talk of general human needs. Many classification of needs have been made. We shall confine our attention to those that can be satisfied to a significant degree by working in a business enterprise, for these are the needs a manager may be able to do something about. Drawing on A. H. Maslow’ classic analysis, these job-related wants include; physical needs, security needs, social needs, and self-expression needs ( Newman and Warren, 1977, pp: 135-136 ). There is no shortage of motivation theories and tactics that managers use to motivate employees. However, we can group the theories into two general categories: content and process theories. Content theories focus on the factor within a person that drive, sustain, or stop behavior. Among the most widely recognized content theories of motivation are those of Maslow, Alderfer, McClelland, and Herzberg, which attempt to determine the specific needs that motivate people. Process theories provide a description and analysis of how behavior is driven, sustained, or stopped. Expectancy and equity theories of motivation are two of the most important process theories ( Hellriegel et. All., 1998, pp: 174,199). In our discussion of human needs, we have concentrated on those desires that can be met, at least to some degree, by working at a job. Such ‘satisfactions, however, may arise either directly from the work itself or reward for work. This distinction has an important bearing on how a manager seeks to motivate his subordinates. Work itself can be satisfying. A sense of achievement, for instance, arises from’doing a job well. When a person performs an assigned task and at the same time satisfies his basic needs, we say he enjoys “direct,” or “on- the-job,” satisfaction. In such case, it is the work itself and the normal relations with other people at work that provide satisfying experiences.In contrast, there may be rewards for work that are not generated as an aspect of work activity. Familiar forms of this kind of rewards are pay, vacations, and pensions. Let us note that the satisfaction that arise from such rewards take place outside the management system or work situation, and mostly outside the company. Work is simply a means of obtaining satisfaction at a later time and place. We shall refer to these as “indirect,” or “off-the-job,” satisfaction (Newman and Warren,1977, p: 142 ) When these distinction are applied to the human needs defined early, we may understand the importance of job satisfaction in the human life. Locke gives a comprehensive definition of job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.” Job satisfaction is a result of employees perception of how well their job provides those things which are viewed as important. It is generally recognized in the organizational behavior field that job satisfaction is the most important and frequently studied attitude ( Luthans, 1987, p:176). Job satisfaction typically refers to the attitudes of a single employee. Although assessments of individual satisfaction can be averaged across all members of a work unit, the general term used to describe over all group satisfaction is morale. Group morale is especially important to monitor since individuals often take their social cues from their work associates and adapt their own attitudes to conform with those of the group. Job satisfaction can be viewed as an overall attitude, or it can apply to the various parts of an individual's job. If it is viewed only as an overall attitude, however, managers may miss seeing some key hidden exceptionsas they assess an employee's overall satisfaction. Job satisfaction studies, therefore, often focus on the various parts that are believed to be important, since these predispose an employee to behave in certain ways. Since job satisfaction is best viewed as being multidimensional, managers are cautioned not to allow an employee’s high satisfaction on one element to offset high dissatisfaction on another by arithmetically blending both feelings into an average rating. Attitudes are generally acquired over a long period of time. Similarly, job satisfaction or dissatisfaction emerges as an employee gains more and more information about the workplace. Nevertheless, job satisfaction is dynamic, for it can decline even more quickly than it develops. Managers cannot establish the conditions leading to high satisfaction now and later neglect it, for employee needs may fluctuate suddenly. Managers need to pay attention to employee attitudes week after week, month after month, year after year ( Newsrtom and Davis, 1993, pp: 195-196 ). There are three important dimensions to job satisfaction. First, job satisfaction is an emotional response to a job situation. As such, it cannot be seen; it can only be inferred. Second, 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 others in the departments but, are receiving fewer rewards, they will probably have a negative attitude toward the work, the boss, and/or co- workers. They will be dissatisfied. On the other hand, if they feel they are being treated very well and are being paid equitably, they are likely to havea positive attitude toward the job. They will be job- satisfied. Third, job satisfaction represent several related attitudes. Smith, Kendal, and Hulin have suggested that there are five job dimensions that represent the most important characteristic of a job about which people have affective responses. These are: . Work itself—the extent to which the job: provides the individual with interesting task, opportunities for learning, and the chance to accept responsibility. N Pay—the amount financial remuneration that is received and the degree to which this is viewed as equitable vis-a-vis others in the organization 2 Promotion opportunities —the chances for advancement in the hierarchy * Supervision—the abilities of the superior to provide technical assistance and behavioral support a Co-workers—to degree to which fellow workers are technically proficient and socially supportive If job satisfaction is high, will the employees perform better than and the organization be more effective? If job satisfaction is low, will there be performance problems and ineffectiveness? This question has been asked by both researchers and practitioners through the years. There are no simple answers. In examining the outcomes of job satisfaction, it is important to break down the analysis into a series of specific sub topics. Productivity, tumover, absenteeism and other effects (Luthans, 1987, pp: 176-177, 186- 187 )Management needs an employee job satisfaction in order to make sound decisions, both in preventing and solving employee problems. The types of benefits are discussed that management can gain the conditions under which a study of job satisfaction will be most likely to succeed. A typical method used is a job satisfaction survey, also known as a morale, opinion, attitude, or quality-of-work-life survey. A job satisfaction survey is a procedure by which employees report their feelings toward their jobs and work environment. Individual responses are then combined and analyzed. If job satisfaction studies are properly planned and administered, they will usually produce a number of important benefits, both general and specific, One benefit of attitude studies is that they give management an indication of general levels of satisfaction in a company. Surveys also indicate the specific areas of satisfaction or dissatisfaction (as with employee services) and the particular groups of employees (as in the marketing department or among those approaching retirement). In other words, @ survey tells how employees feel about their jobs, what parts of their jobs these feelings are focused on, which department are particularly affected, and whose feelings are involved (for example, supervisors, employees, or staff specialist). The survey is a powerful diagnostic instrument for assessing broad employee problems. Surveys have many other benefits as well. The flow of communication in all directions is improved as people plan the survey, take it, and discussits result. Surveys can serve as a safety valve, or emotional release, for people to get things off their chests and later feel better about things. Training needs can be identified, since employees can report how well they feel their supervisor performs certain parts of job, such as delegating work and giving adequate instructions. Survey can also help managers plan and monitor new programs. By getting feedback on proposed changes in advance and then conducting a follow-up-survey to evaluate the actual response. The following example illustrates the multiple payoffs from attitude surveys. Aaron Goldberg had strong feelings about how management could improve its ways of working with people. He felt that some changes were needed. For more than a year he had been waiting for the right opportunity to express his viewpoints, but the opportunity never seemed to develop. His ideas were bottled up within him, and he was beginning to feel agitated. At about this time management distributed a job satisfaction survey that included generous space for employee comments. Aaron filled out the comments pages and felt much better because finally he had a chance to give management his ideas. The firm gained both useful ideas and a more satisfied employee ( Newstrom and Davis, 1993. Pp: 203-204 ). Therefore, the purpose of this study was to determine the factors that affects job satisfaction. Thus, it can be possible that the job satisfaction level of administrative and personnel working at the City Directorates of Youth and Sports can be increased so, it can carry out the organizational goals effectively.4.4. STATEMENT OF PROBLEM The purpose of this study is to determine the job satisfaction level of the personnel working at City Directorates of Youth and Sports. 4.2. SUB-PROBLEMS - Are there any differences of the job satisfaction level among different groups of age, sex, salary, education level, working year and status. - Are there any differences among the job satisfaction level of personnel of CDYSs. 4.3. ASSUMPTIONS It is assumed that the questionnaire was suitable for measuring the job satisfaction level of the personnel at CDYSs It is assumed that the personnel, who participated in the study, answered the questionnaire sincerely and truthfully. 1.4, LIMITATIONS This study was limited with CDYSs of BOLU, KASTAMONU, SAKARYA and ZONGULDAK. This study was limited with the personnel on duty at the time this study was done. The personnel working at the towns of the cities was not part of this, study.SIGNIFICANCE OF THE STUDY There are two reasons why it is important to understand job ‘satisfaction and the factors that affect it. First, from organization’s point of view, satisfaction can influence number of important job behaviors, including tardiness, absenteeism, and turnover. These behaviors can have serious consequences for the overall effectiveness of the organization and its ability to survive. Second, we should also try to understand the nature and causes of the job satisfaction simply because satisfaction is an important job outcome for the individual employee. Job satisfaction is one important individual-ievel output. Thus, we should strive to understand the factor that affect job satisfaction both because satisfaction is a system output that is of importance to individual's and because it is one factor that can affect other group and organizational-level output. (Mitchell and Larson 1987 pp: 136- 137). Therefore, this study wil be useful in increasing the jobs satisfaction level of the persons who work at CDYSs. Thus, it will contribute to organizational effectiveness of CDYSs.CHAPTER Il REVIEW OF LITERATURE In this study, the review of the literature was sperated into three parts. First, theories that are related motivation. Second, influences on job satisfaction. Third, outcomes of job satisfaction. 2.1. THEORIES THAT ARE RELATED WITH MOTIVATION Motivation represents the forces acting on or within a person that cause the person to behave in a specific, goal-directed manner. Employee motivation affects productivity, so one of management's job is to channel employee motivation effectively to achieve organizational goals. The motivational process begin with identifying a person's needs. Needs are deficiencies that a person experiences at any particular time. Theories can be grouped into two general categories: content and process theories. 2.2. CONTENT THEORIES Content theories of motivation try to explain the factor within a person that energize, direct, and stop behavior, that is, the specific factor motivate people. Four widely recognized content theories of motivation are Maslows needs hierarchy, Alderfer’s ERG theory. McMclelland’s achievement theory, and Herzberg’s two-factor theory.2 Needs Hierarchy Theory Abraham Maslow suggested that people have a complex set of exceptionally strong needs, which can be arranged in a hierarchy are the following basic assumptions. A satisfied need does not motivate. However, when one need is satisfied, another need emerges to take it's place, so people are always striving to satisfy some need. lm The needs network most people is complex, with several needs affecting the behavior of each person at any one time ™ In general, lower level needs must be satisfy before higher level needs are activated sufficiently to drive behavior. mt There are more ways to satisfy higher level than lower level needs This theory states that a person has five primary types of needs: physiological, security, affiliation, esteem, and self-actualization. 2.2.2. ERG Theory Clay Alderfer agrees with Maslow that individuals have a hierarchy of need. Instead of the five categories of needs suggested by Maslow, however, Alderfer’s ERG theory holds that the individual has three sets of basic needs: existence, relatedness, and growth. Alderfer describes them in the following manner. ™ Existence needs, or material needs, are satisfied by food, air, water, pay, fringe benefits, and working conditions.™ Relatedness needs are met by establishing and maintaining interpersonal relationship with co-workers, superiors, subordinates, friends, and family ™ Growth needs are expressed by an individual's attempt to find opportunities for unique personal development by making creative or productive contributions at work. 2.2.3. Achievement Motivation Theory David McClelland proposed a theory of motivation that he believes is rooted in culture. He stated that we all have three particularly important needs: for achievement, affiliation, and power. When a need is strong in a person, its effect will be to motivate that person to act to satisfy the need. Individuals who process a strong power motive take action that affects the actions of others and has a strong emotional impact on them. That is , these individual are concerned with providing status rewards to their followers. Individuals who have a strong affiliation motive tend to establish, maintain, and restore close personal relationship with others. McClelland’s research focused mainly on ways that mangers can developed subordinates’ desire to achieve. Individuals who have a strong achievement motive exhibit long-term involvement, competitions against some standart of excellence, and unique accomplishment.2. Motivator-Hygiene Theory The motivator-hygiene theory is one of the most controversial theories of motivation because of two unique features. First, the theory stresses that some job factors lead to satisfaction, whereas other may prevent dissatisfaction but not be sources of satisfaction. Second, it states that job satisfaction and dissatisfaction do not exist on a single continuum. The first set of factors, motivator factors, includes the work itself, recognition, advancement, and responsibility. These factor are associated with an individual's positive feelings about the job and are related to the content of the job itself. The second sets of factors, hygiene factors, include company policy and administration, technical supervision, salary, working conditions, and interpersonal relations. These factors are associated with an individuals negative feelings about the job and are related to the context or environment in which the job is performed. 2.3. PROCESS THEORIES Process theories try to describe and analyze how personal factors ( internal to the person ) interact to produce certain kinds of behavior. The four best known process theories of motivation are expectancy, reinforcement, equity, and goal- setting.2.3.1.Expectancy Theory * Expectancy theory states that people are motivated to work when they believe that they can get what they want from their jobs. Such results might include satisfaction of safety needs, the excitement of doing a challenging task, or the ability to set and achieve challenging goals. A basic premise of ‘expectancy theory is that employees are rational people who think about what they have to do earn rewards-and how much the rewards mean to them-before they perform their jabs. 2.3.2. Equity Theor Equity theory focused on an individual’s feelings of how fairly he or she is treated in comparison with others. The theory is based on two major assumptions. The first is that individuals evaluate their interpersonal relationship just as they would evaluate the buying or selling of a home , shares of stock, or a car. The theory views interpersonal relationship as exchanges in which individuals make contributions and expect certain results. They compare their situation which those of others to determine equity in a situation. How people view an exchange is influenced by what happens to them in comparison to what happens to the others involved (such as Co-workers, relatives, and neighbors ) ( Hellriegel, 1995, pp: 170,172,174,179, 183, 187,188 ).In the late 1960s Edwin Locke proposed that intention to work toward a goal are a major source of work motivation That is, goals tell an employee what needs to be done and how much effort will need to be expended. The evidence strongly supports the value of goals. More to the point, we can say the specific goals increase performance; that difficult goals, when accepted, result in higher performance than the easy goals; and that feedback leads to higher performance than does nonfeedback 3.4. Reinforcement The In reinforcement theory, we have a behavioristic approach, which are reinforcement conditions behavior. The two are clearly at odds philosophically. Reinforcement theorists see behavior as being environmentally caused. You need not be concerned, they would argue, with internal cognitive events; what controls behavior are reinforces-any consequence that, when immediately following a response, increases the probability that the behavior will be repeated. Reinforcement theory ignores the inner state of individuals and concentrates solely on what happens to a person when he or she takes some action. Because it does not concern itself with what initiates behavior, it is not, strictly speaking, a theory of motivation. But it does provide a powerful means of analysis of what controls behavior, and it is for this reason that it is typically considered in discussions of motivation ( Robbins, 1996, pp: 224,225,226 ).2.4, INFLUENCES ON JOB SATISFACTION There are a number of factors that influence job satisfaction. The major ones can be summarized by recalling the dimensions identified earlier: pay the work itself, promotions, supervision, the work group, and working conditions. 2.4.1.Pay. Wages are a significant in job satisfaction. Money not only helps people attain their basic needs but is instrumental in providing upper-level need satisfaction. Employees often see pay as a reflection of how management views their contribution to the organization. Fringe benefits are also important, they are not as influential. One reason undoubtedly is that most employees do not even know how much they are receiving in benefits. Moreover, most tend to undervalue these benefits because they cannot see their practical value. Chapters in the next part of the book will examine pay as a reinforcer. 2. The Work Itself. The content of the work itself is another major source of satisfaction. For example, research related to the job characteristics approach to job design shows that feedback from the job itself and autonomy are two of the major job-related motivational factors. The survey reported in the Application Example echoes these findings. Some of the most important ingredients of a satisfying job uncovered by this survey included interesting and challengingwork, work that is not boring, and a job that provides status 2. mot Promotional opportunities seem to have a varying effect on job satisfaction. This is because promotions take a number of different forms and have a variety of accompanying rewards. For example, individuals who are promoted on the basis of seniority often experience job satisfaction but not as much as those who are promoted on the basis of performance. Additionally, a promotion with a 10 percent salary raise is typically not as satisfying as one with a 20 percent salary raise. This helps explain why executive promotions may be more satisfying than promotions that occure at the lower levels of organizations 2.4.4. Supervisions. Supervisions is another moderately important source of job satisfaction For now, however, it can be said that here seem to be two dimensions of supervisory style that effect job satisfaction. One is employee- centeredness. This is measured by the degree to which a supervisor takes a personnel interest in the employee's warfare. It commonly manifested in ways such as checking to see how well the subordinate is doing, providing advice and assistance to the individual, and communicating with the worker on a personal as well as an official level.The other dimensions is participation or influence, as illustrated by managers who allow their people to participate in decisions that affect their own jobs. In most cases this approach leads to higher job satisfactions. 2.4.5. Work Group. The nature of the work group will have an effect on job satisfaction. Friendly, co-operative co-workers are a modest source of job satisfaction to individual employees. The work group serves as a source of support, comfort, advice, and assistance to the individual worker. A ‘good’ work group makes the job more enjoyable. However, this factor is not essential to job satisfaction. On the other hand, if the reverse conditions exist —- the people are difficult to get along with — this may have a negative effect on job satisfaction. For example, many women have low job satisfaction because they feel they are subject to male stereotyping that hinders their chances for promotion. This stereotyping seems to exist even among well-educated managers. 2. Working Conditions. Working conditions are another factor that have a modest effect on job satisfaction. If the .working conditions are good (clean, attractive surroundings, for instance), the personnel will find it easier to carry out their jobs. If the working conditions are poor (hot, noisy surroundings, for example), personnel will find it more difficult to get things done. In other words, the effect of working conditions on job satisfaction is similar to that ofthe work group. If things are good, there will not be a job satisfaction problem; If things are poor, there will be. Poulin (1995, p:1) examined on job satisfaction of 318 social work supervisors and administrators. The findings indicated that supervisors and administrators were well satisfied with their jobs. Administrators, however, had significantly higher job satisfaction than supervisors. Regression analyses showed that the organizational, job task, and personal predictors of supervisors and administrators job satisfaction were different. Itzhaky (1995, p:1) examined job satisfaction among non-professional women workers in welfare service organizations. Non-professional women workers were in a special position in this regard on two counts: first, they were residents of the neighbourhoods in which they work; and, second, they generally had no previous work experience. In this study, variables identified in earlier research in the field were used in order to determine the effects of background characteristics, crganizational factors, and role components on job satisfaction. The results of the present study supported the view that role conflict and role ambiguity exert a negative impact on job satisfaction. Watson et.all. , (1996, p:567) investigated the relationship between job satisfaction levels and the remuneration of non-owner managers employed by a sample of 97 UK small and medium sized enterprises. The main empirical findings were that relative remuneration levels appear to be largely explained by differences in human capital and job/firm characteristics and that job satisfaction was positively related to deviations from these estimated comparison-income levels. Moreover, the equity theory expectation that individuals with the leastprospect of redressing payment inequities would have the greatest incentives to respond to payment inequities by cognitive adjustment was also supported. The results indicate that job satisfaction levels for individuals expecting to remain in their current post were not significantly affected by current payment inequities. For those managers who expect to move firms, the amount of payment inequity had a significantly positive effect upon their job satisfaction. Clarck (1996, p:189) studied of 5000 British employees to investigate the relationship between three measures of job satisfaction and a wide range of individual and job characteristics. Notably, men, workers in their thirties, the well- educated, those working longer hours and workers in larger establishments had lower levels of job satisfaction. Molassiotis and Haberman (1996, p:360) examined incidence of burnout syndrome, psychopathology, and job satisfaction in bone marrow transplant nurses, in relation to existence of an informal psychosocial support programme for staff needs. Forty nurses participated in the study completing four standardised measures related to burnout, anxiety, depression, satisfaction with aspects of their job, and social support. Results indicated that burnout among these nurses was low, and high personal accomplishment from working with marrow transplant. patients was the response of the majority. Job satisfaction was also found to be high, with outpatient nurses scoring significantly higher than inpatient nurses in most aspects of job satisfaction. Koening and et. all. (1996, p:295) investigated the relationship between the job turnover and job satisfaction of ARL university library directors relative to faculty status. The findings were that there did, in fact, seem to be a positive 20relationship between job satisfaction and faculty status. The provision of staff release time to pursue scholarly endeavors was correlated positively with the directors’ reported job satisfaction, whereas "hollow faculty status," defined as nominal faculty status but without the provision of release time, was correlated negatively (both significant at the .05 level). Job tumover by itself was quite unrelated to the issue of faculty status. Griffin (1996, p:142) made an investigation on a sample of 200 adults with mild mental retardation was assessed on overall job satisfaction and self-esteem using the Vocational Program Evaluation Profile and the Coppersmith Self-esteem Inventory. The subjects worked either in a sheltered workshop or in a supported employment setting. Results indicated that there was a significant relationship between self-esteem and job satisfaction for both groups of subjects. In addition, subjects who worked in supported employment reported significantly higher levels of job satisfaction. There was also an interaction between place of residence and place of employment when looking at self-esteem; those who lived in a semi- independent home and worked in supported employment employed reported the highest levels of self-esteem. Blackbranch (1996, p:247)) examined the extent to which teachers were satisfied with their profession, while identifying the components and factors most likely to induce satisfaction in the teaching workplace. Specifically, teachers in secondary schools in a large urban board of education were surveyed on issues regarding job satisfaction and their work situation. The strongest relationship reported was between satisfaction and the consequences of teaching, the most important factors specifically relating to federation/union, remuneration, and acareer development. Conversely, teachers were most "dissatisfied" with student and parent involvement in the educational process. Knoop (1995, p:643) investigated the relationships among a cluster of attitudes toward work and job using a sample of 171 nurses. The hypothesis was that involvement in work and job, commitment to the employing organization, and satisfaction with the job (overall, and with specific facets of the job) would be significantly correlated. The results showed that involvement was not related to overall satisfaction but only to two specific facets, satisfaction with work and promotion opportunities. In contrast, the degree of relationship between overall and various facets of satisfaction and commitment and between involvement and commitment was moderately high. Babin and Boles (1995, p:57) addressed key aspects of a retail employee's work environment, or ‘climate,’ and how these perceptions influence work-related outcomes. Specifically, a causal modeling approach tests relationships among front-line service providers. Results suggested that employee perceptions of co- worker involvement and supervisory support can reduce stress and increase job satisfaction. Other results indicated a positive relationship between role conflict and job performance, a positive relationship between job performance and job satisfaction, and that job performance mediated effects of role stress on satisfaction. Hall (1995, p:121) compared men and women public defense attorneys regarding work values, career orientations, perceptions of work, and correlates of job satisfaction. The findings indicated that men and women defense lawyers shared similar work values, career orientations, and perceptions of work. Both 2genders were relatively satisfied with their work because they valued the most positive aspects of their jobs. However, perceptions of peer support and job prestige correlated with the job satisfaction of men, while promotional opportunities and workloads correlated with job satisfaction of women. These differences were unrelated to marital status. Burke (1996, p:1231) examined sources and levels of job satisfaction among employees of a large professional services firm. Data were collected from 829 women and 766 men using anonymously completed questionnaires The sample reported being only moderately satisfied. The men, mho were at significantly higher organizational levels than the women, reported significantly greater job satisfaction. When hierarchical level was controlled, these differences disappeared. Women and men at higher organizational levels were more satisfied than those at lower levels. Leavitt (1996, p:333)focused on the unexpected relationship between high pay and low job satisfaction in one public sector agency. The results of an Employee Opinion Survey of agency employees were examined in light of the agency's position as a community pay leader. The author concluded that high pay would not alleviate problems of low employee job satisfaction. The use of career anchors was suggested as a means to increase employee job satisfaction and to maintain acceptable turnover levels even in the absence of high pay. Leckie and Brett (1997, p:31) investigated the job satisfaction of Canadian university librarians, using a replication of a 1993 American study to facilitate intermational comparisons. A survey was sent to all university librarians in Canada, resulting in 738 usable responses. Data analysis concentrated on Bcomparisons between faculty» and non-faculty-status librarians, and administrative and non-administrative librarians. Although faculty/academic-status librarians were significantly more satisfied with their involvement in university affairs and promotion and tenure processes, they were not more satisfied with other dimensions of their work, such as workload and salary. Administrative librarians, on the other hand, were significantly more satisfied with most of the major aspects of work being measured, and perceived themselves to be much more involved in library planning and university affairs than did non-administrative librarians. Morrison and et. all., (1997, p:27) explored the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center Results: Both transformational and transactional leadership were positively related to job satisfaction, as was empowerment. Differences in the contributions of empowerment and leadership style in predicting job satisfaction for licensed and unlicensed workers was evident. Conclusion: Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors. Scandura and Lankau (1997, p:377) examined relationships of gender, family responsibility, and flexible work hours to organizational commitment and job satisfaction among 160 matched male and female managers in a cross- organizational study. Results revealed that women who perceived Their organizations offered flexible work hours reported higher levels of organizationalcommitment and job satisfaction than women who did not. Also, flexible work hours were related to higher organizational commitment and job satisfaction for those having family responsibilities. Mwamwenda (1997, p:521)examined teachers’ marital status and their job satisfaction in Transkei secondary schools. The 58 married teachers experienced more job satisfaction than the 63 unmarried teachers. Lacy and Sheehan (1997, p:305) examined aspects of academics’ satisfaction with their job across the eight nations (Australia, Germany, Hong Kong, Israel, Mexico, Sweden, UK, USA). Interesting patterns emerged across countries reflecting differences in the international academic climate. The study also explored patterns of job satisfaction and dissatisfaction more closely for the Australian data, and examined the impact of context elements, including working climate and atmosphere, on general levels of job satisfaction. Results indicated that factors related to the environment in which academics work, inciuding university atmosphere, morale, sense of community, and relationships with colleagues, are the greatest predictors of job satisfaction. Geyer and Daly (1998, p:417) examined the employee age/job satisfaction Telationship in facility relocation settings. In a sample of 172 relocated workers, one of two relocation consequences was found to be negatively associated with job satisfaction. Chiu (1998, p:521) analyzed the 326 lawyers in the 1990 National Survey of lawyers’ Career Satisfaction. Of the women, 9% were minorities, and of the men, 3%. It is found that women have significantly lower job satisfaction. Women's lower job satisfaction is due primarily to their lack of influence and promotional 28opportunity. The results support the assertion that professional women have the same expectations as professional men, not lower; but because of inequality in opportunity, the women have lower job satisfaction Mwamwenda (1998, p:139)examined the extent to which years of reaching experience may be related to self-reported job satisfaction in groups of men and women, who had less than eight years of teaching secondary school or who had more than eight years. 62 teachers with longer teaching experience (M age = 39.0 yr., SD = 3.9) rated their job satisfaction higher than those who had less experience (M age = 37.4 yr., SD = 5.9). 53% of teachers rated security high and 35% as average, so most felt secure in their work. Mason (1994, p:143) investigated the possible existence of gender differences in job satisfaction. A sample of over 13.000 U.S employees from approximately 130 organizations and divisions across a variety of industries were tested. The results indicated that U.S women and men in management apparently did not differ from one another in their source of satisfaction at work. Schwab (1977, 212,218) investigated in sample of female (n=177) and male (n=96) blue-collar operatives the relationship between age and employee satisfaction with intrinsic and extrinsic outcomes. It was found that age was consistently related to satisfaction with the work itself. 262.5. OUTCOMES OF JOB SATISFACTION Productivit Are satisfied workers more productive than their less-satisfied counterparts? This “satisfaction-performance controversy” has raged over the years. Although most people assume a positive relationship, the preponderance of research evidence indicates that there is no strong linkage between satisfaction and productivity Satisfied workers will not necessarily be the highest producers. There are many possible mediating variables, the most important of which seems to be rewards. If people receive rewards they feel are equitable, they will be satisfied and this is likely to result in greater performance effort. Also, there will is considerable debate whether ‘satisfaction leads to performance or performance leads to satisfaction. 2.5.2. Satisfaction and Turnover. Does high employee job satisfaction result in low turnover? Unlike that between satisfaction and productivity, research has uncovered a moderate relationship between satisfaction and tumover. High job satisfaction will not, in and of itself, keep turnover low, but it does seem to help. On the other hand, if there is considerable job dissatisfaction, there is likely to be high turnover. One group researchers found that for women eighteen to twenty-five, satisfaction was an excellent predictor of whether or not they changed jobs. On the other hand, as job tenure (length of time on 27the job) increased, there was less likelihood of their leaving. Tenure has also been found to lessen the effects of dissatisfaction among male employees. There are other factors, such as commitment to the organization , that play a role in this relationship between satisfaction and turnover. Some people cannot see themselves working anywhere else , so they remain regardless of how dissatisfied theft feel. Another factor is the general economy. When things in the economy are going well and there is little unemployment, typically there will be an increase in turnover because people will begin looking for better opportunities with other organization Even if they are satisfied, many people are willing to leave if the opportunities elsewhere promise to be better. On the other hand, if jobs are tough to get, dissatisfied employees will stay where they are. On an overall basis, however. It is accurate to say that job satisfaction is important in employee turnover. Although absolutely no turnover is not necessarily beneficial to the organization, a low turnover rate is usually desirable because of training cost and the drawbacks of inexperience. 2.5.3. Satisfaction and Absenteeism. Research has pretty well demonstrated an inverse relationship and absenteeism. When satisfaction is high, absenteeism tends to be low, when Satisfaction is low, absenteeism tends to be high. However, similar to the other relationship with satisfaction, there are moderating variables such as the degree to which people fell that their jobs are important. For example, research among state government employees found that those who believed that their work was important had lower absenteeism than did those who did 28not feel this way. Additionally, it is important to remember that while high job satisfaction will not necessarily result in low absenteeism, low job satisfaction is likely to bring about high absenteeism. 2. Other Effect Of Job Satisfactio! In addition to the above, there are a number of other effects brought about by high job satisfaction. Research reports that highly satisfied employees tend to have better mental and physical health, learn new job- related tasks more quickly, have fewer on-the-job accident, and file fewer grievances. From an overall standpoint, then, most organizational behavior researchers as well as practicing managers would argue that job satisfaction is important to an organization. Some critics have argued, however, that this is pure conjecture because there is so much we do not know about the positive effects of satisfaction. On the other hand, when job satisfaction is low, there seem to be negative effects on the organization that have been documented. So if only from the standpoint of viewing job satisfaction as a minimum requirement or point of departure, it is of value to the organization's overall health and effectiveness and is deserving of study and application in the field of organizational behavior ( Luthans, 1987. pp: 184-187 ) 29CHAPTER III METHODOLOGY 3.1, METHOD OF THE STUDY In this study, Questionnaire Survey Method was used for analysing the job satisfaction level of personnel who were working at City Directorate of Youth and Sports of Bolu, Kastamonu, Sakarya, and Zonguldak. 3.2, SELECTION OF THE SUBJECTS The personnel who were working at City Directorate of Youth and Sports of BOLU, KASTAMONU, SAKARYA and ZONGULDAK, were taken part in this study. The number of the subjects who answered the questionnaire at the City Directorate of Youth and Sports of Bolu, Kastamonu, Sakarya, and Zonguldak were 24, 34, 17 and 30 respectfully. The table 2 shows the frequency distribution of the subjects who were taken part in this study. 3.3. COLLECTION OF THE DATA The Job Satisfaction Scale (JSS), developed by Assoc. Prof. Dr. Canan (Paknadel) Cetinkanat, was used as data collection tool and given to the subjects who were on duty at the time the study was done. Researcher visited the City Directors of Youth and Sports of Bolu, Kastamonu, Sakarya and Zonguldak. During his visit he explained the purpose of this study and requested their cooperation. Then, JSSs in enough numbers were given to 30the City Directors of Youth and Sports to have all of their personnel to fill-out and retum them back to the researcher by mail as soon as possible. Questionnaires were returned back in 10 days. Before evaluating the data, the answered questionnaires were controlled and 105 out of 108 returned questionnaires were used for this study. 3.4, INSTRUMENT The JSS which was proved to be valid and reliable, consisted of three parts. These were, personal information, perception, and expectation. First part was composed of 7 items, second part 32, and third part 32 items. But in fact, every part was evaluated in a different sense. This was done according to the answers. For instance ,at the second part the answers were as ; Absolutely agree (4 Pts), Agree (3 Pts), Do not agree (2 Pts), Absolutely do not agree (1 Pts) .At the third part, the answers were as, Very important (4 Pts), important (3 Pts), not important (2 Pts), hasn't got any value (1 Pts). The difference between expectation and perception determined job satisfaction. the JSS which was developed by Canan (Paknadel) Cetinkanat (1995), determined 6 dimensions of job satisfaction and their item numbers were given at the table 1. 31Table 1: The Dimensions of Job Satisfaction and Number of Items The Dimensions of Alpha Score Job Satisfaction The Number of Items of Cronbach 1: Management Style 6-11-13-14-18-19-22-23-27-29 . 8877 2: Work Opportunity 24-25-26-30-31-32 - 6678 3: Development &Promotion Opportunity 1-4-5-8-28 . 7820 4: Work Group. 9-12-15-16-17-20-21 6836 5: Physical Environment 3-2 . 7844 6: Pay & Personnel Opportunity 10-7 . 8759 3.5. ANALYSIS OF THE DATA The statistical analysis was accomplished by using statistical package for the social science ( SPSS for Windows ). The frequency distrubution was used to find out percentages of groups in each city 32T- test was used to find out if there was a difference on job satisfaction between two sexes. One way ANOVA test was used to compare the differences among the means of groups. And Tukey-B test was used to find out which groups means were significantly different from each other.CHAPTER III RESULTS Table 2: The Frequency Distribution of Subjects City Bolu [Kastamonu|Sakarya |ZonguldakjTotal \Variables [Groups | N] %|N] % |N]%|N] %| N] % Sex Male | 18] 75 | 26] 765] 15 |882| 23] 767) €2 |7et Female | 6 | 25 | 8 | 235] 2 |11,8] 7 | 23,3] 23 j2i9| Age 20-30 | 4] 167) 3] 88} 1|59] 3 | 10 | 11 jios (year) [34-40 [12] 50 | 20 | 588] 11 [64,7] 19 [63,3] 62 | 59 41-50 | 7 |292| 10| 29.4] 5 |29,4] 8 | 267] 30 286 eie0 | 1)42])1)29}0]0]}0;0]2 \19 Salary (30-50 | 7 [29,2 7 [29 [1 (593 | 40 | 42 [114] (Million [54-70 | 13 |54,2| 28 | 62,4 [73 [765] 21 | 70 | 75 |71.4] 71-90 | 3 [125] 3 [88] 1 59] 4 [133] 11 |105 lito | 4) 42, 1]/29}0)011) 33] 3 [29 Aitup [ol] o | 1] 29|2\118\ 1/33 4 [38 Education|Elem. S[ 4 [167] 3 [ 88/17 [59/7|33| 9 (86 Secon] 2 | 83| 9 | 265| 8 |47,1/ 9 | 30 | 28 |267 High. S| 8 [33,3] 16 | 47,1] 5 [29.4] 16 [53.3] 45 [42,9 Universi( 10 [41,7| 6 | 17.6( 3 [17.6| 4 [13.3] 23 |27.9) Working (1-5 o}o};7{[a2ofojo}2)é67| 3 {29 Year [610 | 5 [208] 4 | 118] 3 |17,6| 7 [23,3] 19 [18.1 1115 [12] 50 | 17] 50 | 12/706] 16 63.3] 67 [64,3] 1620 | 2] 83] 7 |206/1|/59| 2/67] 12/114) ai-up | 5 [208] 5 | 147/71 [59 | 3] 10 | 14 [133 Status |Director| 0} 0 | 7] 29/1/5917] 33] 3 [29 lAsstDi.| 2] 83) 2)/59/o0]o0]7]3a3/ 5 |48 hier [2 a3] 7] 29/3 |176| 7 [aa] 7 fe7 FacMan| 0 | 0] 1] 29)1)/59] 3] 10] 5 [48 stat | 14 [58,3] 12 | 35,3] 2 |17,8) 14 | 46,7] 42 | 40 Coach [2] 833] 88]1/59]/3| 10] 9 jae Guard | 3 | 12,5) 14] 41,2] 7 |41.2) 4 [13,3] 28 |267 Servant} 1 [42] 0] 0 [2/418] 3 | 10] 6 [57 34Table 3: T - Test Results Of Sex Groups In Each Dimensions Of Job Satisfaction DIMENSIONS | Manag. | Work |Dev-Prom) Work Physical |Pay-Per Style | Opport.| Opport. | Group | Environ. | Opport. Female [Mean . 5696 (1.0290) .7043 | .3540 | . 7826 | 1.3913 (N: 23 )|S.D. . 381 . 486 - 546 . 210 809 811 Male [Mean] .6183] .9878| .6293 | 5488] . 8232 | 1. 2439 ( N: 82) |S.0. . 492 . 635 631 . 501 113 .791 |T-Value .44 29 . 52 41.81 . 23 79 DF = 103 As seen at the table 3, there were no significant differences at the dimensions of job satisfaction. But, the dimensions of job satisfaction showed some differences. The female group had higher job satisfaction level at the dimensions of Management Style, Work Group and Physical Environment than the male group. Controversy, the male group had higher job satisfaction level at the dimension of Work Opportunity, Development & Promotion Opportunity and Pay & Personnel Opportunity than the female group. But, differences between the means _of these dimensions were not ‘significant enough at 0.05 level.Table 4: Means Of Age Groups For The Dimensions Of Job Satisfaction IDIMENSIONS =| Manag. | Work [Dev-Prom} Work —_|Physical |Pay-Pers| Style | Opport. | Opport. | Group | Environ.| Opport \Age 20-30| . 6636} 1.1818 | 1.3455 | . 3506 | 1. 1818 | 1. 4545 |Groups |31-40) .6355] 1.0457 -5710 | . 5783 8790 | 1. 2661 ( Years) |41-50) . 5533 8778 | . 5800 4238 | . 5833 | 1. 2833 51-60} . 2500} . 2500 . 1000 | . 3571 2500 5000 The table 4 shows the means of each age group at the dimensions of job satisfaction. It is seen as an important point that the age group of 51-60 had higher job satisfaction level at the dimensions of Management Style (X = .2500), Work Opportunity(¥ = .2500), Development & Promotion Opportunity (X = .1000), Physical Environment (X = .2500) and Pay & Personnel (X = .5000) than the other age groups. Especially, there was a biggest difference between 20-30 and 50-60 group's means. Although there wasn't a big difference at the dimension of Work Group, (X= 3506) the age group of 20-30 had higher job satisfaction level than the other groups. 36TABLE 5 : Analysis Of Variance Summary Of Age Groups IDIMENSIONS Manage} Work = |Dev-Prm | Work —_|Physical |Pay-Prs Style | Opport. | Opport. | Group |Environ. | Opport. Mean Btw-grp | .1423| . 6884 | 2. 1525 2790 |1.3276| . 5209 Square |Wth-grp} . 2217 3547 | .3212} . 2095) . 5113] . 6329 IF value 6419 | 1. 9409 | 6. 7011 /'1. 3313/2. 5963] . 8280 Probability 6898 [1.1278"*| 0004 | 1. 2684/ 0565 . 4842 N =105 D.F=Between groups 3 Within groups 104 Total 104 * Significance at the 0.05 level As it is seen at the table 5, there were significant differences between the means of Work Opportunity and Development & Promotion Opportunity dimensions of job satisfaction (P < 0.05). It is seen at the table 6 that the pairs of groups significantly differ at the 0.05 level. 37TABLE 6 - Tukey-B Test For Age Groups ** Denotes Pairs of groups significantly different at the .0.5 level DIMENSIONS [Mean [Age group 1 1. 1818 {1 (20-30) 2 [Work Opportunity | 1. 0457 2 (31-40) 3 -8778 (3 ( 41-50) 2500 _|4( 51-60) |™ 7.3455 [1 (20-30) Development & 710 [2 (81-40) [Promotion 78800 [3 (41-50) Opportunity - 1000 -‘|4(81-60) |* There were significant difference between the means of age group of 20-30 (X = 1.1818) and age group of 51-60 (X = .2500) at the dimension of Work Opportunity. There were also significant difference between the means of age group of 20-30 (X = 1.3455) and age group of 51-60 (X = .10000) at the dimension of Development & Promotion Opportunity.Table 7 : Means Of Salary Groups For The Dimensions Of Job Satisfaction DIMENSIONS |Manag. [Work |Dev-Prom|Work _ [Physical |Pay-Per Style | Opport. | Opport. | Group | Environ. | Opport. ISALARY|30-60 | .7750| 1.0417 | 1.0833 | . 3214] 1. 1250 | 1. 4167 GROUP |51-70 | .5813| 9800 |. 6267 | 5314] . 7800] . 3133 (Miltion) [74-90 |~. 6909] 1.1818 | . 4364 | 5974) S545 | 9545 91-470] . 5000] .7222 | . 6000 { .3333/ . 8333 | 7. 3333 40-up| .4500{ .8750 | .3000 | 4643] . 1250 | 1. 0000 The table 7 shows the means of each salary group at the dimensions of job satisfaction. General evaluation of this table is that the salary groups of 110-up had higher job satisfaction level at the dimension of Management Style (X = .4500), Development & Promotion Opportunity (X = .3000) and Physical Environment (X =. 1250 ) than the other groups. Although the salary group of 30-50 had higher job satisfaction level at the dimension of Work Opportunity (X = .0417) and Work Group (X = .3214), the salary group of 51-70 had higher job satisfaction level at the dimension of Pay & Personnel Opportunity (X = .3133) than the other groups.TABLE 8: Analysis Of Variance Summary Of Salary Groups DIMENSIONS Manag. | Work |Dev-Pro]Work _ |Physical|Pay-Per Style | Opport. | Opport. | Group Environ. | Opport. Mean pee . 1496]. 1768] . 8229. 1614. 8412]. 4483 Square [wha -2222| 3718] . 3861] .2136] . 5226] . 6370 F value 6735| . 4756/2. 3111] . 7558/1 6094] . 7038 Probability -6119| .7535| .0629| . 5565] . 1778| . 5912 N = 105 D:F = Between groups 4 Within groups Total ™ Significance at the 0.05 level 104 According to the results given at the table 8, there were no significant difference among the groups at the dimensions of Management Style, Work Opportunity, Development & Promotion Opportunity, Work Group, Physical Environment and Pay & Personnel Opportunity at the 0.05 significance level (P > 0.05).Table 9: Means Of Education Groups For The Dimensions Of Job Satisfaction DIMENSIONS IManag. | Work |De-Prom | Work |Physical|/Pay-Per Style | Opport.| Opport. | Group |Environ.| Opport. Elem.Sch| .5778| .7407| .5111 | . 3968/1. 0000/1. 0000 lEducat. |Secon.Sc} . 5571 9940} . 5786 6071] .6786) 1.0714 [Groups |High.Sch} . 6400} . 9519 6533, 5492] . 8000] 1. 3222 University} . 6174/1. 1884} . 7652 3416} . 9348/1. 5435 Table 9 shows the means of each education group at the dimensions of job satisfaction. It is seen that the elementary school graduated group had higher job satisfaction level at the dimension of Work Opportunity (X = 7407), Development & Promotion Opportunity (X = .5111) and Pay & Personnel Opportunity (X = 1.0000) than the other groups. Although the secondary school graduated group had higher job satisfaction level at the dimension of Management Style (X = .5571) and Physical Environment (X° = .6786), the education group of university had higher job satisfaction level at the dimension of Work Group (X = .3416) than the other groups. 4TABLE 10: Analysis Of Variance Summary Of Education Groups DIMENSIONS | Manag.| Work |Dev-prom] Work _[PhysicalPay-Per Syle | Opport.| Opport | Group Environ, | Opport. Mean Betw-gr| .0429| .5085| .2086| .3644| . 3898/1. 1997 [Square |With-gr} .2246| .3600) .3790 | . 2096} . 5392} . 6128 IF value 4911/1. 4125] . 5456 | 1.7705 | . 7228] 1. 9577 Probability 9023] . 2435) . 6522 1576 | .5406| . 1251 N =105 D:F = Between groups 3 Within groups 101 Total 104 “* Significance at the 0.05 level As it is seen at the table 10, there were no significant difference among groups at the dimensions of Management Style, Work Opportunity, Development & Promotion Opportunity, Work Group, Physical Environment and Pay & Personnel Opportunity at the 0.05 significance level (P > 0.05). 2Table 11: Means Of Working Year Groups For The Dimensions Of Job Satisfaction DIMENSIONS Manag. | Work |Dev-Prom| Work |Physical |Pay-Per Style | Opport. | Opport. | Group. |Environ. | Opport. |Working | 1-5 . 1667 |1. 3333 4667 5238 | . 6667 | . 3333 | Year 6-10 - 6684 |1. 0088 | . 9684 4135 |1. 2368 |1. 6842 11-15 | .6175 |1.0439 | . 5930 . 5940 | . 7544 |1. 2632 16-20 | .6250 | .8750 | . 4833 4048 | . 6667 [1.3750 21-up | .5643 | .8214 | . 6000 . 3571 | .6429 | . 8929 The table 11 shows the means of each working year group at the dimensions of job satisfaction. According to the results of this table. the group of working year of 1-5 had the higher level of job satisfaction at the dimension of Management Style (X = .1667), Development & Promotion Opportunity (X = .4687) and Pay & Personnel Opportunity (= .3333) than the other groups. The working group of 21-up had higher job satisfaction level at the dimension of Work Group (X = .3571) and Physical Environment (X = 6429) than the other groups. BTABLE 12: Analysis Of Variance Summary Of Working Year Groups DIMENSIONS Manag. | Work |Dev-Prom) Work /Physical|Pay-Per Style | Opport.| Opport. | Group |Environ.| Opport. Mean Brw-grp | . 1723 | . 2693 | .6447 . 2595 |1. 0838 |2. 0035 Square |Wth-grp} . 2212 | . 3681 3632 . 2096 | .5129 | . 5748 F value . 7786 | .7317 |1.7751 |. 2377 |2. 1130 |3. 4858 Probability . 5416 | 5724 | . 1398 .2998 | . 0847 | .0104**) N =105 D:F = Between groups 4 Within groups 100 Total 104 ™ Significance at the 0.05 level As it is seen at the table 12, there were significant difference between the means of Pay & Personnel Opportunity dimension of job satisfaction (P < 0.05) It is seen at the table 13 the pairs of groups significantly differ at the 0.05 level.TABLE 13 - Tukey-B Test For Working Year Groups DIMENSIONS IMean |Working 1 Year Pay & Personnel | . 3333 |1(1-5) 2 lOpportunity 4.6842 [2(6-40) |* 3 4.2632 [3 (11-15) |* 4 1.3760 |4(16-20) | 8929 [5 (21-up ) | * Denotes Pairs of groups significantly different at the .0.5 level There were significant difference between means of working year group of 1-5 (X = .3333) and theworking year group of 6-10 (X = 1.6842), 11-15 (X = 1.2632), 16-20 (¥ = 1.3750) at the Pay & Personnel Opportunity dimension of job satisfaction. 45TABLE 14: Means Of Status Groups For The Dimensions Of Job Satisfaction DIMENSIONS Manag. |Work |Dev-Prom] Work [Physical ]Pay-Per] Style {Opport. |Opport. | Goup Environ. |Opport. Director | .5000| .66e7| . 1333 4762 |. 1667 |. 6667 Status |Asst Direct} . 4000/7333] . 4000 |. 3429 |. 6000] . 9000 Chief - 6143/1. 5000| . 6857 |. 4898 |. 2143 |1. 7143) FacilityMan| . 7000/1. 2000] .5200 | .7443 |. 7000 | 7. 5000 Staff - 6333] 1.0675]. 7714 | . 5000 | . 9524] 1. 3929 Coach 6111] .9444| 6667 |. 3810 |. 7222 |1. 3333) Guard 6143] . 9048} .6143 | .6173 | . 89291. 1429 Servant | .5333[ .6389| .4000| .2143| .9167| . 9167 The table 14 shows the means of each status group at the dimensions of job satisfaction. It is seen that, the status group of directors had higher job satisfaction level at the dimension of Development & Promotion Opportunity (X = 1333), Physical Environment (X = .1667) and Pay & Personnel Opportunity (X = .6667) than the other groups. Although the status group of servants had high job satisfaction level at the dimension of Work Opportunity (X = 6389) and work group (X = .2143), the status group of asst. Directors had the higher job satisfaction level at the dimension of Management style than the other groups.TABLE 15: Analysis Of Variance Summary Of Status Groups. DIMENSIONS. Manag. | Work |Dev-Prom] Work Physical|Pay-Per Style | Opport.| Opport. | Group Environ. Opport. Mean Btw-grp| . 0508) .5562| . 3196 1935 | .7409| . 7558 Square |Wth-grp} . 2315) . 3505 3780 | . 2129 5200} . 6206 F value 2193/ 1.5869] .8456 | . 9091 |1. 4247/1. 2178 Probability - 9801 1483} .5524) . 5029 2042| . 3004 N =105 D:F = Between groups 7 Within groups 97 Total 104 “* Significance at the 0.05 level According to the results of the table 15, there were no significant difference among groups at the dimension of Management Style, Work Opportunity, Development & Promotion Opportunity, Work Group, Physical Environment and Pay & Personnel Opportunity at the 0.05 significance level (P 30.05). 47Table 16: Means Of City Group For The Dimensions Of Job Satisfaction [DIMENSIONS —[Manag. [Work |Dev-Prom] Work [Physical |Pay-Per Style | Opport. | Opport. | Group |Environ. | Opport Bolu 7083 | 1. 0556 8833 4464 | 1. 2500 | 1. 5208 ICITY |Kastamonu} . 4500 6569} .4059 | . 3529] . 5735/1. 0000 \Sakarya 7588. | 1. 3235 8353 6723! . 7059] 1. 5888 [Zonguidak | .6200 | 1.1500 | .6200 | .6333]/ . 8000| 1. 2333 The table 16 shows the means of each city group at the dimensions of job satisfaction. It can be seen as an important point that the city group of Kastamonu had highest job satisfaction level at the dimensions of Management Style (X = .4500), Work Opportunity (X = .6569), Development & Promotion Opportunity (X= .4059), Work Group ( X = .3529), Physical Environment (X = .5735) and Pay & Personnel Opportunity (X = 1.000).TABLE 17: Analysis Of Variance Summary Of City Groups DIMENSIONS Manag. | Work |Dev-Pro| Work = |Physical|Pay-Per Style | Opport.} Opport.} Group {Environ | Opport. Mean Btw-grp | . 4938] 2. 1769/ 1.3139] . 6127) 2. 2443) 1.8143 ‘Square Wth-grp |. 2112 3105) . 3461 1996} . 4841 $945 IF value 2. 3379 | 7.0117) 3. 7959 | 3. 0691 | 4. 8359 | 3.0517 Probability . 0781 | .0002 **) .0126 **) . 0313] .0004**} . 0320 N =105 D:F = Between groups 3 Within groups 101 Total 104 ™ Significance at the 0.05 level As seen at the table 17, there were significant differences between the means of Work Opportunity, Development & Promotion Opportunity and Physical Environment dimensions of job satisfaction. It can be seen at the table 18 the pairs of groups significantly differ at the 0.05 level (P < 0.05) 49TABLE 18 - Tukey-B Test For City Groups IDIMENSIONS Mean City group 1 ‘40856 T(Boluy | 2 Work Opportunity |. 6569" |2(Kastamonu |* 3 13235 (3( Sakarya i 4.1500 |4(Zonguldak) = 78833 |1( Bolu) Dev & Prom. . 4059 |2(Kastamonu)|** Opportunity 8353 (3( Sakaryad = ~6200 |4(Zonguldak) 1, 2500 |1( Bolu) Physical 6735 _|2(Kastamonu)|* Environment 7059 |3( Sakarya) _|* 1000 /4(Zonguldak) * Denotes pairs of groups significantly different at the .0.5 level The mean of the city group of Kastamonu (X= .6569) significantly different than the means of city group of Bolu (= 1.0556), the city group of Sakarya (XY = 1.3235) and the city group of Zonguldak (X = 1.1500) at the dimension of Working Opportunity. The mean of the city group of Kastamonu (X = .4059) were also significantly different than the means of the city 50group of Bolu (X = .8833) and the city group of Sakarya (X = .8353) at the dimension of Development & Promotion Opportunity. Finally, the mean of the city group of Kastamonu (X = .5735) significantly differ than the means of the city group of Bolu (X = 1.2600) and the city group of Sakarya (= .7059) at the dimension of Physical Environment. 31CHAPTER IV DISCUSSION AND RECOMMENDATION 4.1. DISCUSSION In this study, significant difference was not found between the female and male groups at all six dimensions of job satisfaction at the 0.05 significance level (see table 3). This might be due to the fact that two groups work in the same condition and they have limited advancement opportunity in their statues. Because, lately government employees in Turkey are promoted only through their political connections. So, it result in no competition at working environment between female and male personnel. Chiu (1998, p:521) found that women Lawyers have significantly lower job satisfaction due to their lack of influence and promotional opportunity. He also stated that results support the assertion that professional women have the same expectations as professional man, not lower; but because of inequality in opportunity, the women have lower job satisfaction. Mason (1994, p:143) indicated that U.S women and men in management apparently did not differ from one another in their sources of ‘satisfaction at work. There were signifiéant differences between the age group of 51-60 and the age group of 20-30 at the dimension of Work Opportunity and Development & Promotion Opportunity at the 0.05 significance level (see table 6) in which 51-60 age group had higher mean of job satisfaction in both dimensions. It can be thought about this result that at the dimension of work opportunity , the age group of 51-60 have higher job satisfaction since 32they are respected for their age and receive priority in many things at work There was also significant difference at the dimension of Development & Promotion Opportunity between the same age groups. It can be said that the age group of 51-60 have less development & promotion expectation so for being developed and promoted they do not feel any anxiety which is an important factor lowering job satisfaction level. Similarly, Schwab (1977, p:218 ) at his study of "Age and Satisfaction with Dimensions of Work" concluded that age was consistently related to satisfaction with the work itself. Among salary groups, ( see table 8 ) this study showed that there were no significant differences at the dimensions of job satisfaction. ( P> 0.05 ). It can be thought that generally government employees at all salary groups have no good feelings about their salary in our country. Job satisfaction level of personnel won't be high unless their needs are removed. However, only pay is not sufficient to remove their all needs at work. Leavitt (1996) concluded that high pay would not alleviate problems of low employee job satisfaction. Even though, there were no significant differences ( P> 0.05 ) among education groups in their job satisfactions ( see table 10), university educated group had lower level job satisfaction at Work Opportunity, Development & Promotion Opportunity and Pay & Personnel dimensions. This was a normal result, because, expectation of people is directly correlated with their education level. Clarck (1996, p189) at his study found that men, the well educated, those working longer hours had lower levels of job satisfaction. 33In this study, There were significant differences ( P < 0.05) between the mean of the working year group of 1-5 and the 6-10, 11-15, 16-20 working year groups at the dimension of Pay & Personnel ( see table 13). It can be said that more working years and more experience bring workers more expectations about pay. Because, with years they usually are given more responsibility and end up working harder so, they may deserve much more pays but their salaries don't increase enough. This causes lower motivation and then lower job satisfaction among groups with higher year of experience. However, Mwamwenda ( 1998, p:139 ) found that teacher with longer teaching experience have higher job satisfaction than those who had less experience, ‘Among statue groups’ means of job satisfactions, there were no significant differences ( P> 0.05 ) at all six dimensions ( see table 15). Directors had higher job satisfaction at all dimensions except Work Group due to the fact that at Turkish bureaucracy, directors do not establish relationship on personal basis with their subordinates. Paulin (1995) in her ‘study found that even though they both were well satisfied with their jobs, administrators had significantly higher job satisfactions than supervisors. According to Leavitt (1996, p:333), the use of career anchors is a means to increase employee job satisfaction and to maintain acceptable turnover levels even in the absence of high pay. Results shown at the table 18 proves that Kastamonu is the best city for the employees because, they have highest job satisfaction level than the other three cities. Mean of job satisfaction level of Kastamonu’s employees 34was significantly different ( P < 0.05 ) than the other three cities at the dimensions of Work Opportunity, Development & Promotion Opportunity and Physical Environment. According to the researcher's opinion, developed during his visits to the cities for this study, city of Kastamonu had best administrator building, had director with longest year of experience in this organization and had most variety of recreational sport facilities available for staff. These may have been the cause of these results.Table 19: Job SatisfactionScores of Groups in All Dimensions Min. and. Max. Scores Highlighted) Dev&Pro| (3540. |.7826 |1.3913 Work [Physical] Pay&Per. Group |Environ. [8232 [1.2439 1.4545 6355 |1.0457_|°5710° 5783 |.8790 {1.2661 1.2883 5000 56The table 19 shows the general view about job satisfaction level of personnel who are working at the CDYSs of Bolu, Kastamonu, Sakarya and Zonguldak. According to the means of the each dimensions of job satisfaction, it can be said that Pay & Personnel Opportunity is the main source of job dissatisfaction of personnel. But, the salary group of 51-70, 71- 90, working year group of 1-5 and status group of director have high job satisfaction at the dimension Work Opportunity. The causes of this result could be because of priority of their expectations. The salary group of 51-70 and 71-90 generally are at the status group of ordinary employees and they have low desires to move up in status of work. The big part of the CDYSs personnel is consisted of these groups so they have to share limited opportunity of CDYSs ail together. Therefore, this group feel high job satisfaction at the dimension of Work Opportunity, ‘The working year group of 1-5 had-also high job dissatisfaction at the dimension of Work Opportunity. It can be thought that inexperienced or new personnel expect better work opportunity from their job (For Example; a room, a computer, equipment) because of their enthusiasm of first years at work. But CDYSs have not enough opportunity meet their needs so they feel job dissatisfaction at the dimension of Work Opportunity. Directors had high job dissatisfaction at the dimension of Work Opportunity as well as Pay & Personnel Opportunity. This may be due to the bureaucratic barriers they face to put into action of their thoughts. 37When this table generally evaluated, the dimension of Work Group is the major source of job satisfaction of the CDYSs personnel. But, the age group of 31-40 and 51-60 had high job satisfaction at the dimension of Development & Promotion Opportunity. It can be said that the age group 31- 40 is consisted of dynamic and experienced personnel. This group have more chance to be developed and promoted than other age groups: The age group of 51-60 is older personnel and they think of their retirement so they don't have any expectation about Development & Promotion Opportunity so, having not any anxiety, can be the reason for feeling high job satisfaction at that dimension. Although the salary group of 71-90 had high job satisfaction at the dimension of Development & Promotion Opportunity, the salary group of 110-up had high job satisfaction at the dimension of Physicat Environment. This result can be possible, because the salary group of 71-90 consist of ‘experienced, educated and young personnel so they can: hope to’ being developed and promoted. The salary group of 110-up consist of personnel with high status and hight education level. Therefore, they carr have good physical environment in their working condition. However the education groups of Elementary School, High School and University had high job satisfaction at the dimension of Work Group, the group of Secondary Schoo! had high job satisfaction at the dimension of Management Style. It can be said that this group think of theirself not to have cognitive capacity to evaluate the management style so, they can feel yery 38relax about this dimension. This can be reason that they had high job satisfaction of the education group of Secondary School at the dimension of Management Style. The working year group 1-5 at the dimension of Management Style and the working year group 11-15 at the dimension of Development & Promotion Opportunity had high job satisfaction than the other dimensions. It can be thought that the working year group of 1-5 had less expectation about management style because of their inexperienced situation so they can have high job satisfaction at that dimension. The working year group 11-15 can gain experiences through the years and have chance to being developed and promoted. Because of this reason they had high job satisfaction at that dimension. ‘Among the statue groups Directors, Facility Managers and Guards had high job satisfaction at the dimension of Development & Promotion Opportunity than the other dimensions. It cart be said that Directors and Facility Managers can be pleasant for their statues and they can not have any expectations for being developed and promoted so they car have high job satisfaction at that dimension. That reason also car be valid for status group of Guards. Because, they don’t have more chance to developed and promoted at the CDYSs. This. fact can create a reason for being relaxed at that dimension so they can have high job satisfaction at that dimension. Although the personnel of Bolu, Kastamonu and Sakarya had high job satisfaction at the dimension of Work Group, the personnel of Zonguldak had high job satisfaction at the dimension of Management Style and 59Development & Promotion Opportunity. The causes of this reason could be because of the personality of the Director who is ar academician: Director can have good relationship between personnel so the personnel can have no problem about management style of their Director and-feel that they have chance to be developed and promoted. 4.2, RECOMMENDATION Several recommendation could be made with regard to further study. These recommendations are as follows. 1-In the future studies more City Directorates of Youth and Sports should be participated so the accuration of the results may be increased. 2- The purpose of the study should:be explained to whole personnel at a meeting so their response to the questions may be more valid and reliable. 3- The other factors such as management styte could be considered at similar study.REFERENCES BABIN, B.J., BOLES, J.S.; ‘The Effects of Perceived Coworker Involvement and Supervisor Support on Service Provider Role Stress, Performance and Job Satisfaction’; Journal of Retailing; 1996-72. BLACKBRANCH, J.L.; “ The Sequences of Teaching and Job Satisfaction - Federation/Union, Remuneration, and Career-Development, the Most Important Factors’; Journal of Collective Negotiations in the Public Sector; 1996-25. BURKE, R.J.; * Sources of Job Satisfaction Among Employees of a Professional Services Firm’; Psychological Reports; 1996-78. CHIU, C.;” Do Professional Women Have Lower Job Satisfaction Than Professional Men Lawyers as a Case-Study”; Sex Roles; 1998-38. CLARK, A.E.;* Job Satisfaction in Britain*; British Journal of Industrial Relations; 1996-34. GEYER, P.D., DALY, J.P.;" Predicting Job Satisfaction for Relocated Workers - Interaction of Relocation Consequences and Employee Age"; Journal of Psychology; 1998-132. GRIFFIN, D.K,, et. all.;” A Comparison of Self-Esteem and Job Satisfaction of Adults with Mild Mental-Retardation in Sheltered Workshop and ‘Supported Employment” Education and Training in Mental Retardation and Developmental Disabilities”; 1996-31 6HALL, D.L.;" Job Satisfaction Among Male and Female Public Defense Attorneys”; Justice System Journal; 1995-18. HELLRIEGEL, DON, et. all.; Organizational Behavior; West Publishing Company; St. Paul 1995 ITZHAKY, H.;” Effects of Organizational and Rote Components or Job Satisfaction - A Study of Nonprofessional Women Workers’; 1995-19. KNOOP, R.:" Relationship Among Job Involvement, Jot Satisfaction, and Organizational Commitment for Nurses"; Journal of Psychology; 1995- 129. KOENING, M., et: all.;" Faculty Status for Library Professionals - Its Effect on Job Turnover and Job Satisfaction Among University Research Library Directors"; College & Research Libraries; 1996-57. LACY, F.J., SHEEHAN, B.A.;” Job Satisfaction Among Academic Staff - An International Perspective"; Higher Education; 1997-34. LEAWVITT, W.M.;" High Pay and Low Morale - Can High Pay, Excellent Benefits, Job Security, and Low Job Satisfaction Coexist in a Public Agency’; Public Personnel Management; 1996-25. LECKIE, G.J., BREET, J.;" Job Satisfaction of Canadian Librarians - A National Survey’; College & Research Libraries; 1997-58. LUTHANS, FRED; Organizational__Behavior; McGraw-Hill Book ‘Company; lowa 1987. 62MOLASSIOTIS, A, HABERMAN, M.;” evaluation Burmout and Job satisfaction in Marrow Transplant Nurses”; Cancer Nursing; 1996-19. MASON, SHARON E.;” Gender Differences in Job Satisfaction’; The Journal of Social Psychology; 1994-135, MITCHELL, TERENCE R, LARSON, JR. JAMES R.; People in Organizations; McGraw-hill Book Company, New York 1987. MORRISON, R.S., et. ail.;” The Relation Between Leadership Style and Empowerment on Job Satisfaction of Nurses”; Journal of Nursing Administration; 1997-27. MWAMWENDA, T.S.;” Marital Status and Teacher Job Satisfaction’; Psychological Research; 1997-80. MWAMWENDA, T.S.;" Teaching Experiences, Job Security, and Job Satisfaction Among Secondary School Teachers in South Africa’; Psychological Reports; 1998-82. NEWMAN, WILLIAM H., WARREN, KIRBY E.; The Process of Management, Prentice Hail Inc.; New Jersey 1977. NEWSTROM, JOHN W., DAVIS, KEITH; Organizational Behavior, McGraw- Hill Inc.; New York +993. POULIN, J.E.;" Job Satisfaction of Social Work Supervisor and Administrators’; Administration in Social Work; 1995-19. 63ROBBINS, STEPHEN P.; Organizational Behavior; Prentice-Hall International, Inc.; New Jersey 1996. SCANDURA, T.A, LANKAU M.J.;" Relationship of Gender, Family Responsibility, and Flexible Work Hours to Organizational Commitment and Job Satisfaction’; Journal of Organizational Behavior; 1997-18. SCHWAB, DONALD P.;” Age and Satisfaction of Work’; Journal of Vocational Behavior; 1977-10. WATSON, R., et. all.;” The Relationship Between Job Satisfaction and Managerial Remuneration in Smatt and Medium Sized Enterprises - An Empirical Tests of Comparison Income, and Equity Theory Hypotheses”; Applied Economics; 1996-28.APPEDICES 65Ek1 Form A is DoYUM OLCEGi KISiSEL BiLGi FORMU YONERGE ‘Asaiida, kisisel durumunuzla ilgili sorular sorulmaktadir. Her soru igin durumunuza. uygun buldugunuz segenegin kargisindaki yuvarlagin igini karalayinuz. Lutfen yanttsiz soru birakmayinyz 1- Cinsiyetiniz 4- Egitim Seviyeniz: a- Kadin oO a- likokul Mezunu 0 b- Erkek ° b- Ortaokul Mezunn =O. c Lise Mezunu oO d- Universite Mezunu =O. 2- Yasiniz 5- Cahgma Yaliniz a 20-30 0 a 1-Syll ° b- 31-40 ° b- 6-10 yl ° c- 41-50 0 ce 11-15 yil oO 4-51-60 ° d- 16-20 ° & 61 ve daha fazla ° e 21yilvedahafazia =O 3+ Aylik Maaginiz 6- Goreviniz a- 30-50 milyon, ° a- Midiir ° b- 51-70 milyon ° b- Sube Madiiri, ° ¢ 71-90 milyon ° & Sef ° 4- 91-110 milyon ° d- Tesis Sorumlusu ° 111 milyon ve daha fazla =O. e Memur ° f Antrendr oO g- Bekci-Bakict ° he Hizmetli °Ek2 JYONERGE : Agagida ig doyumunuzu belirleyecek bir anket veriimistir. LLatfen sizin igin en uygun olan secene@j igaretieyiniz. 1. Teghiatmazda igi gorgekten soverek yapyorum. elo Kesinikl katimyorum J lo ole [2 Tepkttimezda, carga odarun feel koqulan yter. [2 Tegkietimcaa, galigma ortamiannin isinma, aydiritma, dekorasyon agisindan fzksel oguilan yetrtisr. 4. Tepkltimizda, gbrevim yaparken yeteneleri (bi ve becetleri) Kulana bjyorur. 8. Tepkitimrzdaki gorevimi yetenekerimin (gl ve becerlerim) gotgmesine olanak saglyor.. lojolo, lofo lofo lofofo 6. Tepkdatmizak’ goreviie igi kargagtigim soruniarn gtéermosinde, yoneticler olerinden goleni yaparar. — [7 Tesktatzdaaldigim Coretten memnunum. [s, Topkdatemuzda gelecogimin lacagina inariyorum. 9. Tepeatmazda ig arkadaglaninay ligklerim vari. 10. Togkilatimzda gbrevi memur ve hizmetilrin nitoikderiyeterir. 4, Tepkltimuzda yonetclerin gbrevirin ii yaptilannainaniyorum. 1:2. Mesiogime toplum tarafindan dogor verielgineinaniyorum. 1. Mesiogime Teskatimezda deer verikifine inanyorum. 14. Tegkdatimizda yoneticierin bana deer verdigine inaniyorur. 15. Tepkiatma ig arkadaslarmin bana dogor vere nannyoru. 16. Tegkdatimuzda memur ve hizmetilern bana defer verde inanyorum, lofololofofololofojololo lofo[olofofolofofololofo lefofofololofofololojolo lofofofoololofolololofo 17. Tegkiatmazdak i arkadagarmi, ig ina da iia zivert oder +8. Tesiatmczda gonlok ilerimin (caliga programi ve) dizenienmesinde yénetclor benim ‘cima. ojo lofo lo jojo 9. Tegkatimzda beni iglenciren Karriara katima olanagim var. lo. |20. Tepilatimizda dtioncigim gorevier en iyi geile yepabitecegim Konusunda Kendime | _giveniyorum. [21. Teglatnezdaki gavenk Gniemieri yeti. [22. Teplatimzda bara danigimadan, gUnlak sime ek olarak bokionmnedik gbrovierverimez. [23. Tegktatimzdaki yoneticler, yenik ve degigikiko Ig Gnerlerimi kato alia [24 Tegkitatimzda ,golig- gic olanakian yter. [25. Tegkitimzda spor vo dnlenme olanakian yter. [29 Tegkilatimvzda, goreviie gl biglendirme ve duyurular alk, net ve zamaninda yaplir. [20. Tepklatirz kataphanasi yer. lofofofofofolofofofofolo 21, Tepkatzda calla are ve goeqeryterir. [22 Tegklatimzda olanaklan yeteir. 67 fofofolofofololofofolofofo lofololofofofolofofofololo ofofolofofofolofololofolo ltFORM B Ig DovUM Suge! - BOLUM __ JYONERGE : Agagica ig doyumunuzy belrleyecek bazi macddelr verimisth. SIZCE INE DERECE ONEML! -ONEMSIZ oldugunu cagananaz. Bu durumda her maxkSeye Benim ign... nemivnemsizsr gi yant veri olacaksinz, Her maddonin sin cin erem derecesiibelrten uygun segenedin altndaklyuvalag kerala. [regina ii geraten cover yop: Gok One nem Onemsiz ‘Gok Onemsiz 2. Tepklatunczda, gala odamun fiksol kogullan. 3, Tepklatimizda,caligma ortamianmun isinma, aydinlatm, dekorasyon agisindan {keel koguilan. “Tegidatmizda, gbreviml yaparken yeteneklerimi (bg ve becerlerim) kullanablme. 5 Tegkatimizdaki gdrevimin yeteneklerimin (bigi ve becererim) geligmesine clanak safjamnass, : lo lo lo lo 6. Tepklatmuzdaki goreviie igi Karglagtigim sorunlann giderimesinde, yneticlern olorindon geleni yapmalar. 7. Tepkiatirezda ald Qeretten memnun ola, [a Tegkiatmizda gelecogimin olacagjina inangim. fa. Tepiiatmizta ig arkadaslarmia ly igiderimin olmast. 10, Tegkllatumizda gbrevi memur vo hizmetilernnitalierinin yetrl cmast. 1. Tegklatumizda yoneticlern gbreverini iy yaptitanna inanvgim. 12. Mesiagime tooium tarafindan deger verkgne nang 13. Meslegime Tesklatimzda deg veridgine inangim 4, Tegklatimizda yonetilerin bana deger verdigineinanigim 15. Tegkiatmizda ig arkadaglarmin bana deger verdigine inangim 16. Tegklatimizda memur ve hizmetilerin bana defer verdigine nang 17. Tepkllatrmzdaki arkadaslar, ig gina da biriimizi ziyart etmemiz. lo}olololojojololojojolo lofofolololololololololo oJofololojolo/olojololo loJolololololojololojolo 8, Tegkllatimizda gon ilrimin (calkgma programa vt) dizenienmesinde _ybnetclrin bon fikrimi almalan lo 19 Tepklatmizda beni iglendiren kararlara katima olanagimin olmast. loo loo lojo lo "Teghilaumizda Ostiondigim gBrovier en iyi gaktde yapablecogim konusunda andime olan govenim. 1, Tegklatimuzdaki govenlik Sniemier yeter mast loo alo lolo loo “TegKilaumtzda bana danigimadan, gnik ilrime ek olarak bekdenmedik goroviern vorimemesi. “Teghlahimzdakyoneticor, yeni ve degigkiie igi Gnerierimi kate almalan [24. Teglatimizda, glg- itis olanaldarnin yet cima “Teglilatmada spor ve dnlenme olanakdannn yeter clas. 26. Teghiltimuzdiaki kantin ve yerektane gibi beslenme clanaklannin yetet clas. 27. Teghiatimuzdaki yonotcler gbrovim en iyi gekiide yapablecesime givenmeler. loJololojololo Tegklatmazda, golecekto meslpirceyokselebleratime nang. [29. Tegklatimzda, breve igi igjlendrme ve duyurularapik ve net olarak _zamanunda yapiimasi. [30, Kurumurus katOphanesinin eter mast [3t. Tegilatimzda cali arg ve gereslrin yeter mast fogltimzda ‘olanaklannin yetei olmast 68 ic. YOKSEROGR! lojolojo