WOLLEGA UNIVERSITY

SCHOOL OF GRADUATE STUDIES,

COLLEGE OF BUSINSS AND ECONOMICS

DETERMINANTS OF EMPLOYEES JOB SATISFACTION: IN THE CASE

OF WOLLEGA UNIVERSITY MAIN CAMPUS ADMINISTRATIVE
STAFFS

A THESIS SUBMITTED TO SCHOOL OF GRADUATE STUDIES OF WOLLEGA

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

BY

DEMEKE GOLE

ADVISOR: TESFAYE EBA (PHD)

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

A THESIS SUBMITTED TO SCHOOL OF GRADUATE STUDIES OF WOLLEGA

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

BY

DEMEKE GOLE

ADVISOR: TESFAYE EBA (PHD)

OCTOBER, 2021
NEKEMTE, ETHIOPIA
 Approval Sheet for Submitting Final Thesis
As members of the Board of Examining of the Final MSc thesis open defense, we certify that we
have read and evaluated the thesis prepared by Demeke Gole under the title “Determinants of
Employees Job Satisfaction in the Case of WU Main Campus Administrative Staffs” and
recommend that the thesis be accepted as fulfilling the thesis requirement for the Degree of
Master of Science in business administration.

_____________________ _______________ ______________

Chairperson Signature Date

_____________________ _______________ ______________

Internal Examiner Signature Date

_____________________ _______________ ______________

External Examiner Signature Date

Final Approval and Acceptance

Thesis Approved by

_____________________ _______________ ______________

Department PGC Signature Date

_____________________ _______________ ______________

Dean of College Signature Date

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

_____________________ _______________ ______________

Dean of SGS Signature Date

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

Name: Demeke Gole Signature: __________ ID. NO. WU-1208284/12

Date: October, 05/ 2021

Department: Management

College: Business and Economics

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

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

Tesfaye Eba (PhD) 02/02/2014

Advisor Signature Date

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

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

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

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LIST OF ABBREVIATIONS AND ACRONYM
ANOVA: Analysis of Variance
JS: Job Satisfaction
Moshe: Ministry of Science and Higher Education
S.D: Standard Deviation
SPSS: Statistical Packages for Social Science
VIF: Variance Inflation Factors
WU: Wollega University

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 Abstract
This study is carried out the determinants of employees’ job satisfaction in Wollega University
administrative staffs. The study adopted the quantitative research design and descriptive design.
Descriptive study was done using Job Satisfaction Survey and data were collected from primary
source.Using stratified random sampling method, simple random sampling technique was used
for the selection of 338 respondents from the total population. For data collection purpose,
structured questionnaires were distributed personally to the selected respondents and returned.
The independent variables are working condition, nature of work, promotion opportunities,
supervisor and coworkers whereas the dependent variable is employees’ job satisfaction.
Quantitative data was analysed by using five Point Likert - Scale of Statistical package for social
science (SPSS-version20) and different statistical tools mean, frequency, standard deviation,
percentage, correlation, multivariate linear regression analysis and t-test of the dependent and
independent variables were computed. Pearson Correlation analysis was done to identify the
relationship between the independent variables and dependent variable. Additionally, t-Statistics
was carried out to show the significance of independent and dependent variable The results
indicates that there is significant relationship between working condition, nature of work,
promotion opportunity, supervisor and coworker and in which each variables is significant at
p=.000. With regard to the degree and direction of relationship, employee job satisfactions with
working condition and coworker have statistically significant positive relationship and employee
job satisfactions with, nature of work, promotion opportunity and supervisor has moderate
positive relationship. Generally, the overall job satisfaction of the employees of average mean
value indicates 3.22 point; it shows moderate satisfaction level from the five environmental
factors. The result of the study shows that environmental factors were identified with statistically
significant positive relation with the employee job satisfaction in the organization under study.
Recommendations were made based on the findings that the administrators and management of
the University should give attention and priority to those variables that would promote job
satisfaction among the administrative staff of the University.

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

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 TABLE OF CONTENTS

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

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

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

2.0 INTRODUCTION................................................................................................................................................... 10
2.1. DEFINITIONS OF JOB SATISFACTION .................................................................................................................. 10
2.2 THEORETICAL FRAMEWORK OF JOB SATISFACTION ......................................................................................... 12
2.2.1 Maslow’s Needs Hierarchy Theory ............................................................................................................13
2.2.2 Two-Factor Theory (Motivator-Hygiene Theory .......................................................................................14
2.3 DETERMINANTS OF JOB SATISFACTION .............................................................................................................. 17
2.3.1 Organizational Determinants ....................................................................................................................17
2.3.2 Personal Determinants ..............................................................................................................................22
2.4 IMPORTANCE OF JOB SATISFACTION .................................................................................................................. 22
2.5 ECONOMIC FACTORS‟ CONTRIBUTION TO EMPLOYEE JOB SATISFACTION .......................................................... 23
2.5.1 Salary as a Factor in Job Satisfaction .......................................................................................................24
2.5.2 Economic Policy ........................................................................................................................................24
2.6. ENVIRONMENTAL FACTORS‟ CONTRIBUTION TO JOB SATISFACTION ................................................................. 25
2.6.1 Human Resources Policies.........................................................................................................................26
2.7. STRATEGIES OF JOB SATISFACTION IN WOLLEGA UNIVERSITY ......................................................................... 26
2.7.1 Employee Reward and Recognition .........................................................................................................27
2.7. 2 Energize Employees ..................................................................................................................................27
2.7.3 Work Life Balance......................................................................................................................................28
2.8 CONCEPTUAL FRAME WORK............................................................................................................................... 28

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 CHAPTER THREE ................................................................................................................................................. 30
RESEARCH METHODOLOGY ....................................................................................................................... 30
3.1 INTRODUCTION................................................................................................................................................... 30
3.2 RESEARCH DESIGN AND APPROACH ................................................................................................................... 30
3.3. TARGET POPULATION ........................................................................................................................................ 31
3.4 SAMPLING TECHNIQUES AND SAMPLE SIZE........................................................................................................ 32
3.5 INSTRUMENT OF DATA COLLECTION .................................................................................................................. 34
3.6. DATA SOURCE AND TYPES .............................................................................................................................. 35
3.7 DATA ANALYSIS METHOD ................................................................................................................................. 36
3.8 MODEL SPECIFICATION ...................................................................................................................................... 37
3.9. VALIDITY AND RELIABILITY ............................................................................................................................. 37
3.10. ETHICAL CONSIDERATIONS ........................................................................................................................... 38
UNIT FOUR ....................................................................................................................................................... 39

DATA PRESENTATION, ANALYSIS AND INTERPRETATION ................................................................. 39

4. INTRODUCTION..................................................................................................................................................... 39
4.1. RESPONDENTS RESPONSE RATE ........................................................................................................................ 39
4.2 DEMOGRAPHIC CHARACTERISTICS OF RESPONDENTS ........................................................................................ 39
4.2.1 Gender of Respondents ..............................................................................................................................40
4.2.2 Age of Respondents ....................................................................................................................................40
4.2.3 Martial Status ............................................................................................................................................41
4.2.4. Experience of Respondents .......................................................................................................................42
4.2.5 Educational Level of Respondents .............................................................................................................42
4.3. STUDY SURVEY RESULT OF DESCRIPTIVE STATISTICS ...................................................................................... 43
4.3.1 Working Condition .....................................................................................................................................43
4.3.2 Nature of Work...........................................................................................................................................44
4.3.3 Promotion Opportunities ...........................................................................................................................45
4.3.4 Supervisor ..................................................................................................................................................47
4.3.5 Coworkers ..................................................................................................................................................48
4.4 RESPONDENTS COMMENT ON DETERMINANT FACTORS OF JOB SATISFACTION .................................................. 49
4.5. REGRESSION .................................................................................................................................................... 49
4.6 ASSUMPTION TEST FOR REGRESSION ANALYSIS ................................................................................................ 50
4.6.1 Assumption Test of Linearity......................................................................................................................50
4.6.2 Assumption Test of Normality ....................................................................................................................51
4.6.3 Assumption Test of Multi Co linearity .......................................................................................................52
4.7 DISCUSSION OF RESULTS .................................................................................................................................... 57
CHAPTER FIVE ................................................................................................................................................ 60

SUMMARY, CONCLUTION AND RECOMMENDATION ........................................................................... 60

5.0 INTRODUCTION ................................................................................................................................................. 60
5.1 SUMMARY OF THE MAJOR FINDINGS .................................................................................................................. 60
5.2. CONCLUSION ..................................................................................................................................................... 63
2.3 RECOMMENDATIONS .......................................................................................................................................... 65
5.4 AREA SUGGESTED FOR FURTHER STUDIES ........................................................................................................ 66
REFERENCES ............................................................................................................................................................ 67
APPENDIX ............................................................................................................................................................. 73

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 LIST OF TABLES PAGES
TABLE 2.1 FACTORS OF SATISFIED AND DISSATISFIED WORK ................................................................................... 17
TABLE 2.2: INDEPENDENT AND DEPENDENT VARIABLE .......................................................................................... 29
TABLE 3.1: TOTAL NUMBER OF ADMINISTRATIVE STAFF EMPLOYERS PROFILE ...................................................... 32
TABLE 3.2: NUMBER OF SAMPLE PROPORTION AND STRATIFICATION BY COLLEGE ................................................. 33
TABLE: 3.3. CORNBRASH‟S ALPHA RELIABILITY STATISTICS VALUES FOR STUDY .................................................. 38
TABLE 4.1: RESPONDENT RATE ............................................................................................................................... 39
TABLE 4.2: EXPERIENCE OF RESPONDENTS .............................................................................................................. 42
TABLE: 4.3 EMPLOYEES JOB SATISFACTION RESPONSES TO WORKING CONDITION ................................................. 43
TABLE: 4.4 EMPLOYEES JOB SATISFACTION RESPONSES TO NATURE OF WORK ...................................................... 44
TABLE: 4.5. EMPLOYEES JOB SATISFACTION RESPONSES TO PROMOTION OPPORTUNITIES ..................................... 45
TABLE: 4.6 EMPLOYEES JOB SATISFACTION RESPONSES TO SUPERVISOR ................................................................ 47
TABLE: 4.7 EMPLOYEES JOB SATISFACTION RESPONSES TO COWORKERS ............................................................... 48
TABLE 4.8 CORRELATION BETWEEN INDEPENDENT VARIABLES AND DEPENDENT VARIABLE ................................ 52
TABLE: 4.9 MODEL SUMMARY................................................................................................................................. 54
TABLE 4.10.ANOVA TABLE (ANALYSIS OF VARIANCE .......................................................................................... 55
TABLE 4.11 COEFFICIENT TABLE ............................................................................................................................. 56

LIST OF FIGURES PAGES

FIGURE 2.1: MASLOW‟S HIERARCHY OF NEED......................................................................................................... 13

FIGURE 2.2: HERZBERG‟S DESCRIPTION OF SATISFIERS AND DIS SATISFIERS ........................................................... 14
FIGURE.2.3: FREDERICK HERZBERG JOB SATISFACTION MODEL ............................................................................. 16
FIGURE: 4.1 GENDER RESPONDENTS ........................................................................................................................ 40
FIGURE: 4.2 AGE OF RESPONDENTS ......................................................................................................................... 41
FIGURE: 4.3. MARITAL STATUS ............................................................................................................................... 41
FIGURE 4.4 EDUCATIONAL LEVEL OF RESPONDENTS ............................................................................................... 42
FIGURE 4.5: TEST OF LINEARITY .............................................................................................................................. 50
FIGURE 4.6: NORMALITY TESTS OF P-P P LOT STANDARDIZED RESIDUAL .............................................................. 51

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

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

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

In today, modern business world job satisfaction an important indicator of how well a person is
doing his or her job. Human resource management is an important aspect of an organization.

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

Employee job satisfaction is one of the most study important issue to organizations, and one that
needs special attention. It has some significant effects on organizations. Hence, job satisfaction
significantly influences organization behavior. Most studies have indicated that job satisfaction
positively affects employee working performance and organizational commitment, and
negatively influences employee turnover (Ibid). Job satisfaction naturally depends on the
economic, social and cultural conditions in a given country. Low wages and lack of status and
social insecurity affect motivation of employees.

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

On the other hand, performance of employees in any organization is vital, not only for the
growth of the organization, but also for the growth of individual employees (Meyer and Pang,
2006). The costs to the organization can be quite high in terms of worker stress, reduced
productivity, increased absenteeism, and turnover. So, the researcher is not sure that whether the
research‟s has done in Wollega University‟s on job satisfaction or not. Satisfiers are those things
or situations which lead to job satisfaction. Achievement, recognition, advancement,

2
responsibility etc. are things with give high satisfaction. As these are related to the actual content
of the job they are known as „job-content factors‟ or “motivators.” Job satisfaction describes how
content an individual is with his or her job. A positive attitude towards one„s job is called job
satisfaction. Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one„s job and effective reaction to one„s job; and an attitude towards ones job; Weiss
(2002). He argues that job satisfaction is an attitude but points out that researchers should clearly
distinguish the objects of cognitive evaluation which affect emotion, beliefs and behaviors. This
definition suggests that we form attitudes towards our jobs by taking into account our feelings,
our beliefs and our behaviors.

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

1.2. Statement of the Problem

Job satisfaction of scholars and staff in the field of higher education has been the topic of
research in past decades (Rhodes, Hollingshead, &Neville, 2007). Much of the literature relating
to job satisfaction in higher education tends to focus more on faculty and staff than
administrators. Volkwein and Zhou (2003) pointed out that the few studies that addressed
administrative job satisfaction in higher education mainly focused on understanding the
dimensions and levels of satisfaction rather than the intrinsic, extrinsic and interpersonal
influences of job satisfaction. Additionally, according to Azash (2011), job satisfaction is
multidimensional with both intrinsic and extrinsic qualities.

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

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

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

Job satisfaction is a topic of wide interest to both the employees and their organizations
(Mahmoud, 2011). This is because employee‟s job satisfaction and dissatisfaction have an
impact on the employees practice in any organizational settings. Many Human resource
departments of companies face the problems of job satisfaction every day (Zhu1, 2014). If the
level of job satisfaction among most employees in the organization is low they may slowdown

4
the operation of the university. This will be a direct impact on productivity or performance of the
organization which may, as a result fall down.

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

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

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

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

More over the determinants of employee job satisfaction were identified through carried out
different studies that should follow by various researchers (Mohammad and Mural, 2011,
Yaseen, 2013, Neoga & Bauru, 2014). Those studies were carried out in different countries and

5
organizations. According to the results of these researches, employee job satisfaction
determinants may vary from country to country since those countries may be categorized under
developing or developed countries (Koys, 2001). A little number of researches was conducted in
Ethiopian organizations such as hospitals and banks. As the result of the research of Sebsibe
(2002) the problem of inadequate salary, problems with promotion, lack of variety in the nature
of the work, uncomfortable supervision and unhealthy inter-personal relationship made
employees dissatisfied. If they were not satisfied with the work they were assigned to perform,
their product would be affected directly or indirectly.

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

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

6
this issue focused on promotion, unequal wage structure, lack of opportunity for growth or
advancement (Marisoosay, 2009). The main problem as viewed from the researcher‟s angle is
that a lack of job satisfaction among these employees means that they do not conduct themselves
in a productive manner.

Therefore, this study will attempt to fill the problem of what factors can determines the
satisfaction of employees in Wollega University.
I. What are environmental factors to determine employees‟ job satisfaction in Wollega
University?
II. What is the relationship between the determinant factors and employee job satisfaction?
III. What are the determinant effects of administrative staffs in Wollega University to satisfy
their jobs in terms of working condition, promotion opportunities, supervision, and coworkers?

1.4. Objectives of the Study

1.4.1. General Objective

This study aimed to investigate the determinants of employee‟s job satisfaction in higher
education in the case of Wollega University main campus administrative staffs.

1.4.2 Specific Objectives

1. To identify the environmental factors which affect employees‟ job satisfaction in WU.
2 To find out the relationship between determinant factors and employee job satisfaction in
Wollega University.
3. To examine the determinant effects of administrative staff to satisfy their jobs in terms of
working condition, promotion opportunities, supervision, and coworkers.

1.5 Significance of the Study

Job satisfaction of an employee is a topic that has received significant attention by managers and
researchers alike (Gautama, Mendel & Dalai, 2006). It is a well-known fact that no organization
could last without their employees. According to Rashid and Rashid (2011), satisfaction has been
extensively studied in the management literature due to its importance to the physical and mental
well-being of the employee. We know it is a topic of major concern for many researchers and an
important organizational variable that should be understood and constantly analyzed for efficient
working of any organization. University staff is the first line of contact with students and

7
requires complex work in an increasingly demanding environment. The purpose of this study
was to provide empirical evidence as to the employee job satisfaction staff in both private as well
as government higher education and to determine what job factors are reliable predictors of their
job satisfaction. Well satisfied employees were influenced the productivity of the organization
and will lead to achieving the organization‟s vision and goals. This research was helpful for other
organization to reconsider their workers satisfaction and to understand the implication of factors
on employee‟s job satisfaction, specifically in WU.

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

In addition, the study was contributed profoundly to the existing body of knowledge and
literature related to Human Resources Management in organizations. As regards managerial
practices, the study were contributed to changes in attitudes of managers towards employees and
the need to improve working conditions and job satisfaction at work places. Managers through
this study were enlightened on areas where, if well applied, will improve job satisfaction among
employees tremendously. Although it will act as a fountain of knowledge and an important
source of information in providing guidelines for improving job satisfaction among employees at
work places in Wollega University.

The finding of this study were significance to policy makers and other players in the higher
education as they will be able to establish the factors affecting employee job satisfaction in the

8
higher education, facilitate the establishment of human resource best practices in relation to
issues relating to employee job satisfaction and undertake policy reforms in the higher education
in order to deal with emerging issues in the area and suggest recommendations for future studies
that would be of importance to scholars and researchers.

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

1.6 Scope of the Study

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

1.7 Limitation of the Study

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

9
 CHAPTER TWO

REVIEW OF RELATED LITERATURE

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

2.1. Definitions of Job Satisfaction

Despite its wide usage in scientific research as well as in everyday life there is still no general
agreement regarding what job satisfaction is. Hence, as there is no final definition on job
satisfaction, different authors have different approaches towards defining job satisfaction. Some
of the most commonly cited definitions on job satisfaction are analyzed in the text follows.

Job satisfaction is the difference between the amount of rewards employees receive and the
amount they believe they should be received (Robbins & Judge, 2013). Satisfaction refers to a
"person‟s feeling of pleasure or disappointment resulting from comparing a product‟s perceived
performance (or outcome) in relation to his or her expectations". Job satisfaction is defined as
“the extent to which people‟s willingness towards the job” and is influenced by multiple factors.
Salary, efficiency in work, fringe supervision & co- worker relations are the most important
factors contributing to employee job satisfaction (Mohammad and Mural, 2011). Salary is the
most important factor of job satisfaction and the influence of supervisor support, healthy working
environment, work-life balance, career opportunities, promotion, proper training and
development opportunities are also important for determining employee‟s job satisfaction
(Neoga & Bauru, 2014).

Job satisfaction is one of the most complex area facing today‟s managers when managing their
employees (Azeri, 2011).Moreover, one of the most often cited definitions of job satisfaction is
the one given by Specter who has also known in his job satisfaction survey instrument which is
10
known as JSS from whom some of the items are incorporated in this research. According to him,
job satisfaction has to do with the way how people feel about their job and its various aspects. It
has to do with the extent to which people like or dislike their job. That‟s why job satisfaction and
job dissatisfaction can appear in any given work situation.

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

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

Azeri (2011), defined job satisfaction as any combination of psychological, physiological and
environmental circumstances that cause a person truth fully to say I am satisfied with my job.
More specifically, job satisfaction can be explained as an employee's general attitude towards the

11
job. It is a pleasurable feeling that results from an employee's perception of achieving the desired
level of need or satisfaction. Job satisfaction fulfills an individual's psychological and
physiological needs through organizational process. It is a multidimensional attitude which is
made up of the attitude towards pay, promotions, co-workers, supervision, and the work
environment and so on. High job satisfaction implies that the employees like the job, whereas,
low job satisfaction relates to the disliking of the job by individuals. Job satisfaction is an
intangible variable which is expressed through emotional feelings.

2.2 Theoretical Framework of Job Satisfaction

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

Job satisfaction can also be defined as the extent to which a worker is content with the rewards
he or she gets out of his or her job, particularly in terms of intrinsic motivation. The term job
satisfaction refers to the attitude and feelings people have about their work. Positive and
favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable attitudes
towards the job indicate job dissatisfaction (Armstrong, 2004). Job satisfaction is the collection
of feeling and beliefs that people have about their current job. People„s levels of degrees of job
satisfaction can range from extreme satisfaction to extreme dissatisfaction. In addition to having
attitudes about their jobs as a whole, people also can have attitudes about various aspects of their
jobs such as the kind of work they do, their co-workers, supervisors or subordinates and their
pay.

12
Job satisfaction theories have a strong overlap with theories explaining human motivation. The
most common and prominent theories in this area include: Maslow‟s needs hierarchy theory;
Herzberg‟s motivator-hygiene theory; the Job Characteristics Model; and the dispositional
approach. Among them Maslow‟s needs hierarchy theory and Herzberg‟s motivator-hygiene
theory cited as follow.

2.2.1 Maslow’s Needs Hierarchy Theory

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

Figure 2.1: Maslow‟s Hierarchy of Need

Maslow‟s needs hierarchy was developed to explain human motivation in general. However, its
main tenants are applicable to the work setting, and have been used to explain job satisfaction.
Within an organization, financial compensation and healthcare are some of the benefits which
help an employee meet their basic physiological needs. Safety needs can manifest itself through
employees feeling physically safe in their work environment, as well as job security and/ or
having suitable company structures and policies. When this is satisfied, the employees can focus

13
on feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they feel they
are a part of their team/ organization. Once satisfied, the employee will seek to feel as though
they are valued and appreciated by their colleagues and their organization.

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

2.2.2 Two-Factor Theory (Motivator-Hygiene Theory

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


Dissatisfied Neutral

Satisfied

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

Because both the hygiene and motivational factors are viewed as independent, it is possible that
employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene factors
are low the employee is dissatisfied, but when these factors are high it means the employee is not
dissatisfied (or neutral), but not necessarily satisfied. Whether or not an employee is satisfied is

14
dependent on the motivator factors. Moreover, it is thought that when motivators are met the
employee is thought to be satisfied. This separation may aid in accounting for the complexity of
an employee‟s feelings, as they might not feel both satisfied and dissatisfied at the same time; or
neither satisfied nor dissatisfied.

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

Hygiene factors are that determine job satisfaction and dissatisfaction. These factors are extrinsic
factors that led to job dissatisfaction for Example, company policies and administration,
supervision, relationship with supervisor, work conditions, salary, and relationship with peers,
personal life, and relationship with subordinates, status, and job security. The most surprising
factor among hygiene factors is salary; since Herzberg found that a low salary makes people
dissatisfied while paying them, more does not necessarily satisfy them; Schermerhorn et al.,
2005, as cited by (Abdulla 2009).

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

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

15
 Factors Affecting Job Satisfaction

Figure.2.3: Frederick Herzberg Job Satisfaction Model

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

According to Madura, (2006), common factors that identified by dis-satisfied workers and
satisfied workers as illustrated as table follow:

16
 Table 2.1 Factors of Satisfied and dissatisfied work
Common factors identified by Common factors identified by
satisfied workers dissatisfied workers
Achievement Working conditions
Responsibility Supervision
Recognition Salary
Advancement Job security
Growth Status
Source: Madura 2006

2.3 Determinants of Job Satisfaction

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

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

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

2.3.1 Organizational Determinants

A. Work Conditions

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

17
the factors conducive to job satisfaction are: pay, work, environment, coworkers. Robbins (2001)
advocates that working conditions will influence job satisfaction, as employees are concerned
with a comfortable physical work environment. It takes on a variety of forms, including those
directed at the physical work environment (cleanness, safety and ergonomics); health practices
(supporting healthy life styles and fitness); and social environment and personal resources
(organizational culture, a sense of control over ones work and employee assistance programs).
Healthy work place initiatives not only improve the health and wellbeing of individual
employees, but contribute to business performance objectives, including employee retention.
Enhancing open lines of communication between managers and employees can improve the
overall quality of working relationships. Many interventions designed to make the work place
more hospitable can lead to improved retention (Griffith and Hum, 2001).

B. Nature of Work

The nature of work has significant impact on the job satisfaction. Jobs involving intelligence,
skills, abilities, challenges and scope for greater freedom make the employee satisfied on the job.
A feeling of boredom, poor variety of tasks, frustration and failure leads to job dissatisfaction

C. Promotion Opportunities

Promotion is an achievement in the life. Promotion gives more pay, responsibility, authority,
independence and status. Therefore, opportunities for promotion determine the degree of
satisfaction to the employees. Employees seek fair promotion policies and practices, and thus fair
chances of promotion according to employee‟s ability and skills make employees more loyal to
their work and become a source of pertinent workability for the employer.

Fair upgrading policies and practice provide chances for personal development, more tasks and
increased social condition. When a person get fair upgrading which is usually his true evaluation,
he gets a type of acknowledgment and hence job satisfaction. It amplifies worker perception to
the excellence of their job and improves both their job satisfaction and organizational
commitment (Luthans, 2005). The workers who value opportunity for evolution display a high
degree of job participation in the wishes of solicit such compensation. If organizations are not
giving promotions to their employees then it is very likely that employees will be dissatisfied and
their turnover rate will be high (Yaseen, 2013). This can be interpreted as the opportunities for

18
progression and development in their present workplace or providing better chances to look out
for alternative employment.

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

D. Supervision / or Leadership Styles

From an organizational viewpoint, supervision is a key factor in all performance and behavior
administration systems. Supervision is important component in payment and reward systems,
and effectual supervisory behavior is a basic element in such systems to make sure worker
performance and job satisfaction (Kao & Neo, 2000). Worker‟s job satisfaction is connected to
supervisor personality. Public sector (white collar) employees have also been found to be less
probably to consider their superiors as cooperative (Margin son, 2003).

Employees want supervisors who have a bond with them and who trust them, understand them
and show fairness and if the supervisor is abusive the worker is left with no choice but to be
dissatisfied with their job. According to Brown and Wesson (2008) supervisors play such an
important role in jobs that it would not be wrong to say that employees leave their bosses, not
their job. Often outside the formal process of evaluation, the supervisor gets a chance to discuss
the progress of employees. Sharma & Jyoti (2006) conducted study on the universities teachers
to confirm results with same variables supervisor support and employees job satisfaction. Results
of the study confirmed that supervisor support has a positive relationship with employee job
satisfaction among the university teachers. Employees who appreciate working with their
superiors will be more satisfied with their jobs. According to Aamodt (2004) satisfaction with
superiors is associated to organizational and team commitment, which results to higher output,
lower turnover and a greater willingness to assist.

19
Leadership style also determines the satisfaction level on the job. Democratic leadership style
enhances job satisfaction. Democratic leaders promote friendship, respect and warmth
relationships among the employees. On the other hand, employees working under authoritarian
leaders express low level of job satisfaction.

E. Work Group

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

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

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

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

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

F. Wages

Wage is the amount of reward worker expects from the job. It is an instrument of fulfilling the
needs. Everyone expects to get a commensurate reward. The wage should be fair, reasonable and
equitable. A feeling of fair and equitable reward produces job satisfaction. Kabirn et al. (2011),
confirm that the earliest strategy is to use wage increases to link job satisfaction and motivation

20
to organizational commitment. Since this covers only an aspect of human resource management,
a holistic approach emerged that targets the development of a certain quality of employment life
that covers fair wages, benefits, other employment conditions and career development to support
the facilitation of motivation and job satisfaction directed towards organizational commitment.
As far as Fredrick Taylor and his scientific management associate described money as the most
important factor in motivating the industrial workers to achieve greater productivity. Taylor
advocated the establishment of incentive wage systems as a mean of stimulating workers to
higher performance, commitment, and success. Demonstrates the motivational power of money
through the process of job choice, he further explains that money has the power to attract, retain,
and motivate individuals towards higher performance.

H. Job Content

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

Job insecurity has received growing recognition in connection with the rapidly changing
organizational environment over the past two decades. In their struggle for survival,
organizations are faced with the necessity of making their operations more effective with fewer
resources. The unpredictable economic situation and the tougher competitive standards have
resulted in downsizing, mergers, acquisitions, and other types of structural change, all of which
tend to produce increased feelings of insecurity among the workers, not only pertaining to their
jobs but also about the future in general.

I. Organizational Level

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

21
2.3.2 Personal Determinants
Job satisfaction relates to the psychological factors. Therefore, a number of personal factors
determine the job satisfaction of the employees. They are mentioned below:

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

2.4 Importance of Job Satisfaction

For several reasons, employer‟s job satisfaction has always been an important issue. Most
organizations strive for employee satisfaction, but not all attain this goal. That‟s why it‟s
important for human resources professionals to know more about the factors that can increase
employee satisfaction, and how it fits into a company‟s overall success. The importance of job
satisfaction for WU is including: Enhance employee retention, Increase productivity, Increase
customer satisfaction, Reduce turnover, recruiting, and training costs, Enhance customer
satisfaction and loyalty, More energetic employees, Improve teamwork, Higher quality products
and/or services due to more competent, energized employees, Happy employees are more loyal

22
to the company and its objectives, they go the extra mile to achieve goals and take pride in their
jobs, their teams and their achievements.

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

Through job satisfaction evaluation different levels of satisfaction in different organizational

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

2.5 Economic Factors’ Contribution to Employee Job Satisfaction

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

compensation and an equitable reward system for promotion. According to Denier et al., (2004),
money is a means to an end, and that end is well-being. But money is an inexact surrogate for
well-being, and the more prosperous a society becomes, the more inexact a surrogate income
becomes. In microeconomics, the study of economics at the level of individual areas of activity,
the standard assumption is that, other things being equal, more choices mean a higher quality of
life because people with choices can select courses of action that maximize their well-being.
Because income correlates with a number of choices, greater income is equivalent to higher well-
being. This formulation is standard in economics, where income is seen as the essence of

23
wellbeing, and therefore measures of income are seen as the essence of well-being and therefore
measures of income are seen as sufficient indices to capture wellbeing.
Personnel managers must consider four major components of a salary structure. These are the job
rate, which relates to the importance the organization attaches to each job; payment, which
encourages workers or groups by rewarding them according to their performance; personal or
special allowances, associated with factors such as scarcity of particular skills or certain
categories of information professionals or with long service, and fringe benefits such as holidays
with pay, pensions, and so on (Tella, Ayeni and Popoola, 2007).

2.5.1 Salary as a Factor in Job Satisfaction

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

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

2.5.2 Economic Policy

Advices as a factor in job satisfaction in sights gained about happiness are in many respects
useful for economic policy undertaken by governments. An important part of antipoverty policy
deals with the question of what “poverty” is. Traditionally, the definition relies on disposable

24
income. Happiness research allows the problem to be approached more fundamentally by
considering reported satisfaction levels. Such complementary measurement also allows
equivalence scales to be established, which indicate the increase in income necessary to
compensate for a larger family, while maintaining the subjective well-being of the family.
Welfare policy is faced with the question of how much economic destitution is responsible for
persons feeling unhappy, to what extent can persons with low income are helped by financial
support, more so if low income is due to unemployment.

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

2.6. Environmental Factors’ Contribution to Job satisfaction

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

The work conditions found to be the most influential on the job satisfaction and turnover
intentions of public employees were the intrinsic non-monetary characteristics of their work,
such as good social relationships with co-workers and supervisors, promotion opportunities,

25
professional development opportunities, and participatory management strategies (Kim, 2002).
The work conditions found to be the most influential on the job satisfaction and turnover
intentions of public employees were the intrinsic non-monetary characteristics of their work,
such as good social relationships with coworkers and supervisors, promotion opportunities,
professional development opportunities, and participatory management strategies.

2.6.1 Human Resources Policies

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

Policies are critical for any organization. Without clear policies that are fairly and equally
applied across all shifts and areas, a correctional facility faces probable negative events. Policies
provide support and guidance for correctional staff. Conversely, the lack of clear and consistent
policies is an organizational danger for correctional workers, sometimes more threatening than
the perceived or actual danger from inmates. The lack of guidelines for organizational
performance undoubtedly places workers at odds with their superiors, who scrutinize and punish
their work ex post facto. As such, clear and consistently enforced policies should help reduce job
stress and increase job satisfaction among correctional employees. (Saari, e t .al. 2004)

2.7. Strategies of Job Satisfaction in Wollega University

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

26
human resource management is basically concerned with the integration of human resource
management with the strategic management process of the firm (Armstrong, 2010).

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

2.7.1 Employee Reward and Recognition

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

2.7. 2 Energize Employees

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

27
activities, providing appropriate designations, involving them in the decision-making process,
empathize with employees and providing succession and career planning opportunities.

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

2.7.3 Work Life Balance

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

A more fundamental approach would be for employers to look inside each of their working
practices, and seek an improved design that builds in safeguards for the work-life balance. Work
teams, for example, could themselves be charged with addressing work-life balance issues when
setting output targets for their members. This admittedly untried suggestion contrasts with the
prevalent approach, which is to embrace higher form practices even if they have adverse
consequences, while seeking separate means of damage limitation such as flexible hours.
Furthermore, practices such as appraisal systems, team working and performance-related pay
need to be reviewed in such a way as respect and value the diversity of life circumstances and
work-life preferences among employees (Hogarth, et al., 2001).

2.8 Conceptual Frame work

This conceptual frame work will be taken based on the literatures reviewed about the
determinants of employees‟ job satisfaction. Then the researcher will apply this model after some
modification. The number of factors was reduced to make this study more realistic and

28
applicable. Independent variables are the determinants that affect the employees' job satisfaction
phenomenon at Wollega University, which are: Environmental Factors which include five
variables (Working Conditions, Nature of the work, Promotion Opportunities ,Supervision and
Co-Workers).

Table 2.2: Independent and Dependent Variable

Independent Variables Dependent Variable

Working Condition
Nature of the work
Promotion Opportunities Job satisfaction
Supervisor
Co-Workers

Source: Researcher Own View, 2021

29
 CHAPTER THREE

RESEARCH METHODOLOGY

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

3.2 Research Design and Approach

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

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

30
Descriptive study used to collect facts and deal with respondents‟ to answer the pre-planned
specific research objectives. Because the human mind cannot extract the full import of a large
mass of raw data, descriptive statistics are very important in reducing the data to manageable
form. Commonly descriptive is complete by using questionnaires. That is, pieces of information
on different factors that affect job satisfaction were gathered from different sections of
departments and have been interpreted and put in descriptive. Surveys include cross-sectional
and longitudinal studies using questionnaires for data collection, with the intent of generalizing
from a sample to a population Creswell (2012). Survey was used in order to generalize from a
sample to population. This method also preferred because of its high-speed in data and the most
commonly used design in the social sciences. This design is best suited to studies aimed at
finding out situation, problem, attitude or issue, by taking a cross-section of the population. To
investigate the relationship between dependent and independent variable correlation design was
used.

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

3.3. Target population

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

31
 Table 3.1: Total Number of Administrative Staff Employers Profile
No. of Directors, No. of Employees Total
Supervisors or
College, Institute and School Managers
No.
Male Female Male Female
1 Engineering & Technology 1 - 26 44 71
2 Social Science and Humanities 1 - 8 19 28
3 Business & Economics 1 - 18 40 59
4 Natural & Computational Science 1 - 22 42 65
5 Institute of Health Science 1 - 16 19 36
6 School of Veterinary 1 - 12 11 24
7 School of Law 1 - 10 3 14
8 Others 125 - 829 921 1875
Total 132 - 941 1099 2172
Source: Human Resource Management of Wollega University (2021)

3.4 Sampling Techniques and Sample Size

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

The sample size of this study was selected from different departments of Wollega University
such as directors, coordinators and employers on the probability sampling technique. The
availability sampling of existing employees was selected to fill survey questionnaires. In this
method data was collected through questionnaires from the participants to answer the research
questions. Using a probability sampling technique, the researcher identified specific strata‟s by
means of stratified random sampling techniques, based on five colleges and two schools were
selected as a respondent using simple random sampling technique. Those sampled employees
were been selected using simple random sampling to get the exact informants of the study and it
gave equal chances for the respondents to participate in the study. Also simple random sampling
was employed to select from each unit and purposive sampling would be used for managers or

32
supervisor of each unit so as to make representative of the population. Allocation would be
employed proportionally according to their population found in each stratum as shown in the
table 3.2 below. This type of sampled has an equal chance of inclusion in the sample and each
one of the possible samples, in case of selected universe, has the same probability of being
selected. The main purpose of stratification is to reduce sampling error, in order to increase
efficiency. It involves the division or stratification of a population by partitioning the sampling
frame in to non-overlapping and relatively homogeneous groups.

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

Table 3.2: Number of Sample Proportion and stratification by College

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

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

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

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

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

Source: Researcher own view (2021)

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

Whereas: ni = sample size from, ith strata

Ni = total population, ith strata

33
 N = total population
n = the total sample size

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

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

3.5 Instrument of Data Collection

Survey questionnaire was adopted as the study tool for data collection. Two different sets of
structured questionnaires were used for the study including open and close ended questionnaires.
The required data was collected from both primary and secondary sources. The primary data

34
gathered through questionnaire survey. And secondary data was gathered through necessary
documents were analyzed.

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

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

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

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

3.6. Data Source and Types

The researcher used both primary and secondary sources of data for this research. The primary
data was collected directly from the participants of Wollega University employee. Accordingly
the primary data‟s was collected through open and closed ended questioner and the secondary
sources was collected from published books, articles and journals related to the study topic and

35
used the scholars‟ idea for review of literature. Both qualitative and quantitative type of data was
collected from both primary and secondary data sources. Accordingly the primary data was
collected through open and closed ended questionnaire.

A. Primary Source of Data

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

B. Secondary Source of Data

Secondary data was collected from research studies, books, journals and newspapers.

3.7 Data Analysis Method

Data from questionnaires was analyzed through both descriptive and statistical analysis using
SPSS software version 20 (Statistical Package for Social Science). Descriptive analysis is
necessary to test, in regression analysis were conducted based on data obtained by survey in
which dependent Variables were tested at a P-value of 0.05 (P<0.05) level of significance to
checking the independent variables on job satisfaction. The descriptive statistics such as mean
frequency distribution, standard deviation, minimum, maximum and percentile in the form of
(tables, figures, pie chart and diagram, histogram and bar chart) which helped the researcher to
examine the determinants of employee job satisfaction and the selected determinant factors of
job satisfaction were used in the data analysis.

Furthermore transformation of the processed data to look for significance and relationship
between among data groups by using descriptive and statistical analysis. The SPSS was used to
analyze the data obtained from primary sources. Specifically, descriptive statistics such as
Mean, R square, standard and deviation and multivariate statistics (correlation and regression
analysis). Pearson Correlation was used to test correlations between and determinant factors and
employee job satisfaction. With the help of SPSS software version 20.0 data can be analyzed
through multivariate statistics, ANOVA table and assumption test like normality, linearity and
multi co linearity Analysis were used.

36
 3.8 Model Specification
The Ordinal multivariate linear regression analysis was employed to investigate the effect of
independent variable on dependent variable. The dependent variable was employee job
satisfaction and independent variable was working condition, nature of the work, promotion
opportunities, supervisor and coworkers. Hence, the following model was regress with job
satisfaction.
Y = β0 + β1*WC + β2*NW+ β3*PO+ β4*SP + β3*CW+£
Where: Y -is the dependent variable- Employee Job Satisfaction
Independent Variable: working condition (WC), nature of the work (NW), promotion
opportunities (PO), supervisor (SP), and coworkers (CW).
ß 0- is the intercept term- it gives the mean or average effect on Y of all the variables excluded
from the equation, although its mechanical interpretation is the average value of Y when the
stated independent variables are set equal to zero.
ß 1, ß 2, ß 3, ß 4 and ß 5 refer to the coefficient of their respective independent variable which
measures the change in the mean value of Y1, per unit change in their respective independent
variables.
£ =error

3.9. Validity and Reliability

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

To measure the reliability of the instruments used, Cornbrash‟s alpha was employed. This shows
that 32 items were reliable to measure the on the determinants of employee job satisfaction
indicated in table 3.3. The analysis of the data then must use these summated scales or subscales

37
and not individual items. If one does otherwise, the reliability of the items is at best probably low
and at worst unknown. Cranach‟s alpha does not provide reliable estimates for single items.

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

Table: 3.3. Cornbrash’s alpha Reliability Statistics values for study

Items No of Cornbrash‟s Alpha
items
Work condition 7 0.651
Nature of Work 7 0.841
Promotion Opportunities 7 0.738
Supervisor 7 0.854
Coworkers 4 0.818
Total 32 0.886
Source: survey, April, 2021

3.10. Ethical Considerations

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

38
 UNIT FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

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

4.1. Respondents Response Rate

The questionnaire was distributed physically to 173 males and 165 females with the total 338
respondents of Wollega University administrative staff employees‟. Table 4.1 below shows that
the respondent rate of returned data analyzed by SPSS version 20.0.

Table 4.1: Respondent Rate

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

4.2 Demographic Characteristics of Respondents

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

39
4.2.1 Gender of Respondents
The demographic data of gender figure 4.1 below shows that out of 338 respondents there were
173 males and 165 females as random sampling methods of data were collected. As indicated on
figure the male respondents more of the target population with a percentage of 51.2%, while
female respondents were representing 48.8% as indicated Pie chart below.

Figure: 4.1 Gender respondents

sex 51.2%
1oo%
48.8%

Male Female Total

Source: Sample Survey (April, 2021)

4.2.2 Age of Respondents

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

40
 Figure: 4.2 Age of Respondents

1000
338 Frequency
Percent
87 100
100 65
25.7
16 19.2
13
10
4.7 3.8

1
<25 25-32 33-40 41-48 TOTAL
Source: Sample Survey (April, 2021)

4.2.3 Martial Status

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

Figure: 4.3. Marital Status

100% 20.7 77.8 1.2 0.3 100

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

Frequency Percent

Source: Sample Survey (April, 2021)

41
4.2.4. Experience of Respondents
As table 4.2, shown below, those respondents whose experience is between 5-10 years consists
225 (66.6%) and the experience above11 years consists 53(15.7%) of the total sample size. The
remaining groups of the respondents fall under age categories of 1-4 years consists 44 (13%)

Table 4.2: Experience of Respondents

Service Year Frequency Percent Valid Percent

1-4 years 44 13.0 13.0

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

4.2.5 Educational Level of Respondents

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

Figure 4.4 Educational Level of Respondents

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

Source: Sample Survey (April, 2021)

42
4.3. Study Survey Result of Descriptive Statistics
Under this questionnaire survey results, the presentation and discussions of the research findings
constitute for sub-sections that are correlated in to the specific objectives. The first Sub-section
presents the analysis of Working Condition, the second sub-section presents the analysis of
nature of the work , the third sub-section presents the analysis of promotion opportunities, the
fourth sub-section presents the analysis of supervisor and the fifth sub-section the analysis of
coworkers in order to run employee job satisfaction.

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

According to Zaidaton & Bagheri, (2009) the mean score below 3.39 was considered as low, the
mean score from 3.40 up to 3.79 was considered as moderate and mean score above 3.8 was
considers as high as illustrated by Comparison bases of mean of score of five point Likert scale
instrument. Thus, detail of the analysis is presented as follows:

4.3.1 Working Condition

Table: 4.3 Employees Job Satisfaction Responses to Working Condition

Strongly Strongly
Disagree Disagree Neutral Agree agree Mea S.D M Mi
VR. Fr. % Fr. % Fr. % Fr. % Fr. % n in x
Q1 22 6.5 34 10.1 95 28.1 137 40.5 50 14.8 3.47 1.1 1 5
Q2 35 10.4 71 21 99 29 92 27.2 41 12.1 3.41 1.2 1 5
Q3 97 28.7 140 41.4 66 19.5 31 9.2 4 1.2 3.13 .97 1 5
Q4 65 19.2 115 34 102 30.2 49 14.5 7 2.1 3.46 1.2 1 5
Q5 17 5.5 81 24 166 49.1 62 18.3 12 3.6 3.91 .87 1 5
Q6 10 3.0 56 16.6 158 46.7 91 26.9 22 6.5 3.26 1.8 1 5

43
Q7 32 9.5 77 22.8 140 41.4 75 22.8 14 41.4 3.89 .09 1 5
Av. 38 11.8 82 24.3 118 34.9 78 20.1 22 11.8 3.50 1 5
Sum Average Strongly Disagree = 11.8, Disagree =24.3 , Neutral= 34.9,
Agree = 20.1 , Strongly agree = 11.7 and Mean= 3.50
Source: Survey (April, 2021)

The above table 4.3 shows that the majority of the respondent‟s response that 118 (34.9%)
neutral at the working condition employee job satisfaction. These indicated that the working
condition for employee job satisfaction as moderate or on the average. While 78 (20.1 %) are
agreed and 22(11.7%) are strongly agree that having the positive work life balance is a key to job
satisfaction on the determinant factors that affecting employees‟ job satisfaction in Wollega
University. These indicate that the working condition has a good conducive for employees‟ job
satisfaction. They provide a feeling of safety, comfort and motivation.

The quality of the employee‟s workplace condition highly affects the level of employee‟s
motivation, confidence, output, commitment and good communication styles, relationship
between superiors and subordinates. These were result in a motivated employee thereby
increasing employee job satisfaction. The remaining 82 (24.3%) and 38(11.7%) are disagree and
strongly disagree respectively. This implies that the working condition has negative relationship
on employee job satisfaction.

4.3.2 Nature of Work

Table: 4.4 Employees Job Satisfaction Responses to Nature of Work
Strongly Strongly M
Var Disagree Disagree Neutral Agree Agree Mea S. in Mix
. Fr. % Fr. % Fr. % Fr. % Fr. % n D

Q8 13 3.8 59 17.5 149 44.1 99 29.3 18 5.3 3.14 .89 1 5

Q9 21 6.2 74 21.9 125 37 103 30.5 15 4.4 2.04 .97 1 5
Q10 47 13.9 92 27.2 100 29.6 88 26 11 3.3 3.78 1.1 1 5
Q11 21 6.2 51 15.1 132 39.1 107 31.7 27 8 3.20 .99 1 5
Q12 19 5.6 37 10.9 138 40.8 112 33.1 32 9.5 3.29 .97 1 5
Q13 17 5 28 8.5 139 41.1 117 34.6 37 10.9 3.38 .97 1 5

44
Q14 19 5.6 29 8.6 119 35.2 127 37.6 44 13 3.43 .96 1 5
Av. 22 7 52 15 129 38 108 32 26 8 3.18
Sum Average Strongly Disagree = 7, Disagree =15 , Neutral= 38,
Agree = 32 , Strongly agree = 8 and Mean= 3.18,
Source: Survey (April, 2021

The above table presents that the majority of respondent response that 129 (38%) neutral at the
nature of work on employee job satisfaction in Wollega University. These indicate that the
nature of work for employee job satisfaction the respondents did not decide whether nature of
work affects job satisfaction or not. While 108 (32 %) are agreed and 26(8%) are strongly agree
on the determinant factors that affecting employees‟ job satisfaction in the organization. These
indicate that the nature of work help to contribute positive relationship on employee job
satisfaction and significant effect on the job satisfaction. This indicate that intelligence, skills,
abilities, challenges and scope for greater freedom make the employee satisfied on the job. The
remaining 52 (15%) and 22(7%) are disagree and strongly disagree respectively. These imply
that the nature of work has negative relationship on employee job satisfaction. Because variety of
tasks, feeling of boredom, frustration and failure leads to job dissatisfaction. Those respondents
are not satisfied.

4.3.3 Promotion Opportunities

Table: 4.5. Employees Job Satisfaction Responses to Promotion Opportunities

Strongly Strongly Mea S.D M M
Var disagree Disagree Neutral Agree Agree n i i
. n x
Fr. % Fr. % Fr. % Fr. % Fr. %

Q15 70 20.8 129 33.3 94 27.9 37 11 7 2.1 2.35 .98 1 5

Q16 68 20.1 137 40.5 85 25.1 40 11,8 7 2.1 2.35 .95 1 5
Q17 24 7.1 64 18.9 134 39.6 93 27.5 23 6.8 3.08 1.10 1 5
Q18 36 10.7 68 20.1 93 27.5 93 27.5 48 14 3.14 1.20 1 5
Q19 13 3.8 29 8.6 96 28.4 130 38.5 70 21 3.64 1.02 1 5
Q20 29 8.6 50 14.8 117 34.6 105 31.1 37 11 3.21 1.02 1 5

45
Q21 50 14.8 57 16.9 115 34 85 25.1 31 9.2 3.97 1.17 1 5
Av. 41 12 76 22 105 31 83 25 32 10 3.12
Sum Average Strongly Disagree = 12, Disagree =22 , Neutral= 31,
Agree = 25 , Strongly agree = 10 and Mean= 3.12,

Source: Sample Survey April, 2021

The above table reflects that 105(31%) of the respondents replied neutral. This implies the
respondents did not decide whether promotion opportunity affects job satisfaction or not and
83(25%) of the respondents responded a positive relationship on job satisfaction and 32(10%) of
respondents was more satisfied in job satisfaction. While the remaining 76(22%) disagree and
41(12%) strongly disagree about determinant factors that affect employee job satisfaction. This
also explained by promotion opportunities of employers in WU negative relationship on
employee job satisfaction. This means there is no policy rules established for promotion
opportunities in WU for promoting administrative staff employee in the organization. This
implies promotion policies and practices are deemed unfair, then employees are more likely to
experience job dissatisfaction. And there is no equal and fair opportunity for promotion to all
employees when they compare as academic staff employees. These result indicated that to
minimize the productivity of the organization. Since, the university to solve this problem should
be designed or applicable promotion opportunities for employee job satisfaction in the
organization. In addition the data implies that the majority of the respondents i.e. 22% clearly
state that the combination of the listed factors are reasons of the university‟s job satisfaction and
poor strategy of promotion policies and they are not treated equally, poor attention was given to
administrative staffs.

On the other hand promotion is the achievement for the employee life and gives more pay,
responsibility, authority, independence and status. Therefore, opportunities for promotion
determine the degree of satisfaction to the employees and the advancement of an employee from
one job position to another job position that has a higher salary range, a higher rank together with
higher job responsibilities was revealed as a determinant of job satisfaction. It provides the
platform to advance and learn new skills. But this is not practically practicable for administrative
staffs‟ employee in WU.

46
4.3.4 Supervisor

Table: 4.6 Employees Job Satisfaction Responses to Supervisor

Var Strongly Strongly Mea S.D M Mix
. disagree Disagree Neutral Agree Agree n in
Fr. % Fr. % Fr. % Fr. % Fr. %
Q22 22 6.8 42 12.4 128 37.9 109 32.2 37 10.9 3.28 1.03 1 5
Q23 15 4.4 35 10.4 143 42.3 116 34.3 29 8.6 3.32 .93 1 5
Q24 14 4.1 33 9.8 143 42.3 117 34.6 31 9.2 3.34 .92 1 5
Q25 15 4.8 50 14.8 130 38.5 110 32.5 33 9.8 3.28 .97 1 5
Q26 17 5 39 17.5 128 37.9 108 32 26 7 3.20 .98 1 5
Q27 13 3.8 42 12.4 143 42.3 108 32 32 9.5 3.31 .42 1 5
Q28 8 2.4 50 14.8 141 41.7 107 31.7 32 9.5 3.31 .92 1 5
Av. 15 4.4 42 13.4 137 40 111 33 31 9.2 3.29
Sum Average Strongly Disagree = 4.4, Disagree =13.4 , Neutral= 40,
Agree = 33 , Strongly agree = 9.2 and Mean= 3.29,
Source: Sample Survey April, 2021

We can see from table 4.6 above the interaction between workers, coworkers and supervisor in
Wu 111(33%) of the respondents are agreed, 31 (9.2%) are strongly agree. This result indicated
statically strong and positive relationship between coworkers, supervisor and job satisfaction
While 42(13.4%) disagree and 15(4.4%) strongly disagree and the remaining 137 (40%) are
neutral on this issue. From this data we can infer that most of employees has good attitude
towards the relationships of supervisor. These means democratic leadership style was enhanced
in WU on job satisfaction and promote friendship, respect and warmth relationships among the
employees job satisfaction. Moreover, relationship with supervisor play an important role in job
satisfaction for two reasons: first, good relationship improves people's interest in staying at work
which can maintain high job satisfaction and secondly, good employee-supervisor relationship
leads to a positive intervention, which is proved to be the social information people rely on to
form their attitudes towards jobs

47
4.3.5 Coworkers

Table: 4.7 Employees Job Satisfaction Responses to Coworkers

Strongly Agree Strongly Mea S.D Mi Mi
Var. Disagree Disagree Neutral Agree n n x
Fr. % Fr. % Fr. % Fr. % Fr. %

Q29 7 2.1 33 9.8 157 46.4 112 33.1 29 8.6 3.36 .82 1 5
Q30 8 2.4 21 6.2 153 45.3 128 37.8 28 8.3 3.43 .83 1 5
Q31 9 2.7 45 13 129 38.2 131 38.8 24 7.1 3.36 .85 1 5
Q32 16 4.7 59 17 135 40.1 103 31 24 7.1 3.57 .97 1 5
Av. 10 2.97 39 11 143 43 118 35 26 8 3.43
Sum Average Strongly Disagree = 2.97, Disagree =11 , Neutral = 43,
Agree = 35 , Strongly agree = 8 and Mean= 3.43,

Source: Sample Survey April, 2021

According to table 4.7 above, 26 (8%) of respondents strongly agree and 118 (35%) of
respondents responded were also agree to coworkers. This result indicated statically strong and
positive relationship between coworkers and job satisfaction. While 143 (43%) of the total
sample size respondents the responded was neutral. But, the remaining 39 (11%) and 10 (2.97 of
the respondents were negative relationship on employee job satisfaction. This result indicated
negative relationship between coworkers and job satisfaction.

From this data we can concluded that workplace relationships are unique interpersonal
relationships with important implications for the individuals in those relationships, and the
coworkers in which the relationships should be reduced absenteeism and increases performance
through socialization and interaction among employees. Workers relationship with co-workers
and supervisors are the major factors that influence employee attitude towards work. From
respondents view relationship with co-workers as an important factor that determines the job
satisfaction in WU. This implies that work group serves as a source of support, comfort, advice
and assistance to the individual employee job.

48
Furthermore, existence of groups in organizations is a common phenomenon. It is a natural
desire of human beings to interact with others. This characteristic results in formation of work
groups at the work place. Isolated workers dislike their jobs. The work group exerts a
tremendous influence on the satisfaction of employees. Satisfaction of an individual depends
largely on the relationship with the group members, group dynamics, group cohesiveness and his
own need for affiliation.

4.4 Respondents Comment on Determinant Factors of Job Satisfaction

Generally, the topic researchers selected to conduct on is the crucial issue as the determinant of
administrative staff employee job satisfaction. It is good research because if it is well done and
analyzed and reported to higher officials of the university, its finding may increase the awareness
of the leaders to pay attention for the staffs. The respondents added that Ministry of Science and
Higher Education (Moshe) must do something to decrease imbalance between academic staff and
administrative staff. The university has to promote the employees as per their experience and
profession in order to decrease employee dissatisfaction. Good governance should be practiced
in the organization and all employees should be treated equally irrespective of other issues and
employees should be greater involvement in decision-making. Moreover other issues are
mentioned as follow:

No equal consideration in organization between academic staffs and administrative staff in terms
of payment salary. The structure of the WU should accommodate employee‟s expectation.

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

4.5. Regression
Multiple linear regressions are one of linear regression analyses that used to analyze the
relationship between job satisfaction with controlled variables or independent variables. It helps
to measure the relative strength of independent variables. i.e. factors that determine the effect of
working condition, nature of the work, promotion opportunity, supervisor and coworkers on job

49
satisfaction in WU administrative staff employees. The data collected were processed and
analyzed with the aid of Statistical Package for the SPSS software version 20.0 using analytical
techniques of multivariate statistics and assumptions test likes linearity and normality.

4.6 Assumption Test for Regression Analysis

According to Field (2009) to run a linear regression, checking critical assumptions is essential
and it is helpful to draw conclusion about the population under study. In this regard, three test of
assumptions namely: normality, linearity and multi collinearity were used in this research as
discussed below.

4.6.1 Assumption Test of Linearity

In the normal probability plot the points lied in a reasonably straight diagonal line from bottom
left to top right. Therefore, it shows linearity. Linearity is the relationship exists between
variables. Evaluate with a P–P plot (probability–probability plot) of dependent variable and
independent variable. An underlying assumption of regression analysis is that the relationship
between the variables is linear, meaning that the points in the diagonal line plot must form a
pattern that can be approximated with a straight line as shown in figure 4.4 below.

Figure 4.5: Test of linearity

Source: Sample Survey April, 2021

50
4.6.2 Assumption Test of Normality
Normality can be seen on the data distribution when the curve does not pass through either the
left or the right. It shows that the data output is normally distributed. In order to test the
normality of the data, kurtosis and skewness value was checked using SPSS 20. According to
Robert (2006), skewness is a measure of the symmetry of a distribution. It describes how much a
distribution differs from the normal, either to the left or to the right. The skewness value can be
either positive, negative or zero, and a perfect normal distribution. Whereas, kurtosis measures
the extent to which observations cluster around a central point. It‟s measures the level of peak in
a histogram. High peak have positive kurtosis, while flatter distribution have negative kurtosis. A
histogram is simply a graph that plots a frequency distribution of data for a variable. The values
of the variable go along the X-axis while the number of data points with that value is plotted on
the Y-axis. A normal distribution is a distribution of data that clusters around the mean. As we
seen in histogram figure 4.6 below the scores of independent variables and dependent variables
were normally distributed and the range was between -3 to +3. On the other hand, the graph has a
peak and a 'bell' shaped, the residuals are normally distributed, and the mean is zero it fulfills the
assumption of normality. Therefore the data on the dependent variable are normally distributed
for each of the possible combinations of the level of the independent variables.

Figure 4.6: Normality Tests of P-P Plot Standardized Residual

Source: Sample Survey April, 2021

51
4.6.3 Assumption Test of Multi Co linearity
Multi collinearity is a problem that occurs with regression analysis when there is a high
correlation of at least one independent variable with a combination of the other independent
variables. As variables are highly correlated in a multiple regression analysis, it is difficult to
identify the unique contribution of each variable in predicting the dependent variable because the
highly correlated variables are predicting the same variance in the dependent variable

According to Hair, (2006) no multi-co linearity test analysis through SPSS model VIF value, if
the VIF value lies between1-10; there is no Multi-co linearity problem and if the VIF value <1 or
>10 there is Multi-co linearity problem. Multi co linearity of the regression analysis refers to
how strong interrelated the independent variables in a model are. Therefore, in this study, the
table below shows that, the Variance Inflation Factors (VIF) fall within the acceptance range
between 1 and 10 and tolerance also fall within the acceptance range between 0.1 and 1.0.
Therefore, there is no multi-co linearity problem in the regression model used for this study. The
co linearity statistics indicate that all tolerance values are greater than the benchmark indicated in
the literature, showing that the five independent variables are not influenced by each other and
ensuring the appropriateness of executing the regression analysis.

Table 4.8 Correlation between Independent variables and Dependent Variable

Correlation
Working Nature Promotion Supervi Coworker JS
work
Condition Opportunity sor
Working Pearson 1 .442** -.069 .140** .318** .692**
Correlation
Condition
Sig. (2- .000 .000 .000 .000 338
tailed)
N 338 338 338 338 338 338
Nature Pearson .318** 1 .302** .223** .549** .652**
work Correlation
Sig. (2- .000 .000 .000 .000 .000 .000
tailed)
N 338 338 338 338 338
Promotion Pearson -.069 .140** 1 .254** .360** .435*
Correlation
Opportunit
Sig. (2- .000 .306 -.017 .000 .000 .046
tailed)
52
 y N 338 338 338 338 338 338
Supervisor Pearson .342** .140** .130* 1 .418** .571**
Correlation
Sig. (2- .000 .000 .000 .000 .000 000
tailed)
N 338 338 338 338 338 338
Coworker Pearson .326* .406* .360** .408** 1 .662**
Correlation

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

tailed)
N 338 338 338 338 338 338
** ** ** ** **
JS Pearson .692 .652 .435 . .571 .662 1
Correlation

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

Source: Sample Survey April, 2021 using SPSS analysis

The results of correlation analysis in table 4:8 above show that all of the five independent
variables were positively and significantly correlated with the dependent variable, which is job
satisfaction at 99% confidence level P < 0.01. Correlation coefficient value between Working
Condition and employee job satisfaction indicated a strong and significant relationship at the
value of r = 0.692, p < 0.01 and Correlation coefficient value between nature of work and
employee job satisfaction indicated that a strong and significant relationship at the value of r =
0.652, p < 0.01. Similarly the Correlation coefficient value between coworker and employee job
satisfaction indicated a strong and significant relationship at the value of r equal to 0.662, p <
0.001).while promotion opportunity and supervisor are positively but moderately correlated with
the employee job satisfaction at values of r equal to 0.435 and 0.571 respectively. This indicates
that, it‟s a direct relationship between, working condition, nature of work and supervisor in terms
of employee job satisfaction.

53
 Table: 4.9 Model Summary

Model R R Adjusted Std. Change Statistics Durbin-

Squa R Square Error of R F Change df1 df2 Sig. F Watson
re the Square Change
Estimate Change
1 .692a .479 .478 .48294 .479 309.441 1 336 .000 1.694
a. Dependent Variable: Job satisfaction

Source: Sample Survey April, 2021 using SPSS analysis

As shown in the above table 4.9 the determinant factors of the five independent variables such as
working condition, nature of work, promotion opportunities, supervisor and coworker explains
the adjusted R Square our model = 0.478 with the R2 = 479 that means that the linear
regression explains 47.9% of the variance in the data. It indicated that there is a strong and
positive correlation between independent and dependent variable. While the remaining, 52.1 %
was determined by other unaccounted factors in this study or that must be an influence on the
outcome. Since as we show table 4.9 the result F= 309.441 which is greater than 1 and P<0.01
we can conclude that the combination of determinant factor have positive effect on employees‟
job satisfaction which is statistically significant. In this study, Durbin-Watson (d= 1.694) which
is between the two critical values of 1.5 < d< 2.5 and therefore we can assume that there is no
first order linear auto correlation in the data, i.e. the value of d in the accepted domain. The result
indicates that the variable fulfills independence of residuals. The result shows that a Durbin-
Watson statistic which measures correlation among the residuals is 1.69 and it is within
acceptable range and the independent of residuals assumptions are met. Thus, the regression
model just built does not violate assumptions.

Similarly, the amount of adjusted R square value determine the level of a goodness of fit, if the
value is less than( 0.1 poor fit), ( 0.11 to 0.30 modest fit), ( 0.31 to 0.50 moderate fit) and greater
than( 0.50 strong fit) for goodness of the model. Then the value of adjusted R square of the
model has moderate fit for goodness.

54
 Table 4.10.ANOVA Table (Analysis of Variance)
Sum of df. Mean F Sig.
Squares Square
(Combined) 12.354 4 3.088 7.373 .000b
Between Linearity 8.988 1 8.988 21.458 .000
Job Groups Deviation from
satisfaction 3.366 3 1.122 2.678 .047
Linearity
* Within
139.066 332 .419
Groups
Total 151.420 336

a. Dependent Variable: Job satisfaction

b. Predictors: (Constant),Working condition, nature of work, promotion opportunity
,supervisor and coworker
Source: Sample Survey April, 2021 using SPSS analysis

As shown in the above ANOVA table 4.10, the overall model significance and statistically
significant predictor of the outcome i.e. employees job satisfaction and it is evidenced that the
model is statistically predictor of employees‟ JS for the reason that the p value is less than .001
therefore, a significant amount of employees‟ JS is influenced by the job satisfaction dimensions
which constitutes working condition, work nature, promotion opportunity, supervisor and
coworker. Furthermore, it can be concluded as, the combined regression model is significant, F
value of variance between groups and within groups, is well above 1 when F value is close to 1,
it implies that the an accepted range. This suggests that the result of ANOVA, F= 21.458; p
<0.005= 0. 000b reveal that the constructed regression model is statistically significant. This can
depict that independent variables under the study can explain a significant amount of variance in
the dependent variable job satisfaction in the study.

It also presented the Coefficients table that now all of the predictors are significantly contributing
to employees‟ job satisfaction and the mean value between groups = 3.088 (i.e., the regression
model is a good fit of the data). Moreover the significance value (.000) proved that F is large
enough to prove that the model used is suitable for the measurement of effects that these
independent variables have on the job satisfaction of the employees.

55
 Table 4.11 Coefficient Table
Coefficient a

Model Unstandardized Standardized t Sig. Co linearity

Coefficients Coefficients Statistics
B Std. Error Beta Tolerance VIF
(Constant) 1.814 .073 24.87 .000
1 Working .0715 .0312 .056 39,369,646.032 .000 .596 1.618
Condition
2 Nature of .0218 .0327 .064 30,378,145.731 .000 .449 1.976
work
3 Promotion .017 .009 .069 34,476,399.029 .000 .524 1.981
Opportunity

4 Supervisor .031 .000 .062 25,701,694.889 .000 .524 1.981

5 Coworker .031 .000 .062 24,432,602.426 .000 .398 2.570
a. Dependent Variable: Job Satisfaction
b. Independent Variable: Working Condition, Nature of the work , Promotion
opportunity, Supervisor, and Coworker

Source: Sample Survey April, 2021 using SPSS analysis

As can be seen in the above table 4.11 the coefficient of working condition, nature of work,
promotion opportunity, supervisor, and coworker were positive and significant coefficient in the
regression. This indicates that, it‟s a direct relationship between, working condition, nature of the
work, promotion opportunity, supervisor, and coworker in terms of job satisfaction. On the other
hand, the coefficients t-Statics between, working condition, nature of work promotion
opportunity, supervisor and coworker in terms of job satisfaction were also positive. This
indicates that, it‟s a direct relationship between, working condition, nature of work, promotion
opportunity, supervisor and coworker in terms of job satisfaction. Furthermore, the relationship
among the independent variables does not significantly affect the outcome explained by the
regression model. The regression equation shows the relationship between employee job
satisfactions with the factors as follows:

56
EJS = 1.814 + 0.071 (working condition) + 0.021 (nature of work) + 0.017 (promotion
opportunities) + 0.031 (supervisor) + 0.031 (coworkers).

The regression model results show the five independent factors affecting employee job
satisfaction are: "Working condition, nature of the work, promotion opportunities, supervisor,
and coworkers”. Of these, working condition is the most important significance for the employee
job satisfaction of the largest coefficient followed by "Supervisor, Coworkers Nature of work,
and Promotion opportunities respectively.

4.7 Discussion of Results

Considering the data analysis on the descriptive survey, the majority of demographic factors of
the respondents fall between at the age‟s ranges of 33-40. They are experienced and matured
enough to maximizing the output of the organization. i.e., they stayed at WU five to ten years
experiences (66.6%).The other variable was the education level of respondents, where the
highest percentages of respondents, around 77.5% were at first degree level. The second highest
percentages of respondents were diploma holders that constituted of 13.6% of respondents.
While 8.9% respondents were at a second degree levels.

Based on the data analyzed, it was found out that the environmental factor which is followed by
the working condition and the coworker with mean values of 3.58 and 3.43 respectively. This
indicated that most of the respondents mentioned the major determinant factor was working
condition and coworker that influenced by employee job satisfaction. This result infers that a
significantly positive association between working condition and employee job satisfaction.
Additionally, positive relationships with co-workers can foster a sense of loyalty and moral
support and engagement among staff. Creating a more pleasant working environment through
relationships with co-workers can increase employee satisfaction. The result indicated that
relationships with co-workers were very important to their job satisfaction and employees were
satisfied at the working place. A wide assessment of the literature specifies that the factors
conducive to job satisfaction are: pay, work, environment, coworkers (Robbins, 1998).

The satisfaction of employee in terms of working condition, coworker and employees‟ job
satisfaction the data show that moderate mean (3.50 and 3.43) respectively. This indicated that
WU employees have significant and positive relationship between environmental factors and

57
employees‟ job satisfaction. The relationship between nature of work, supervisor and promotion
opportunities with employee job satisfaction as below the average value of mean (3.18, 3.29 &
3.12) respectively. This indicated that more considering to examining determinant factors. Even
though, the result was significant and positive relationship between nature of work, supervisor,
promotion opportunities and employees‟ job satisfaction. As per the results of the regression
analysis, all the independent variables, namely the working condition, nature of work, promotion
opportunities, supervisor and coworker factor have positive and significant effects on the
employee‟ job satisfaction. The result of this study indicates that the promotion opportunities,
has a positive and a significant effect on the employee job satisfaction. This finding was
highlighted; Promotion is considered one of the most important elements for the employee
satisfaction Kabirn and Parvin, (2010). The result depicts positive relationship between job
satisfaction and promotion opportunity to develop.

A research conducted by Nebeyu Yohannes, (2016), on job satisfaction of professionals working

of mentally challenged or ill found out that there was a significant and positive relationship
between promotion opportunity job satisfaction Numerous research findings have reported
existence of a moderate positive relationship between promotion and job satisfaction. Given all
of the dimensions in which promotions can affect workers careers and compensation, relatively
little attention has been paid to the importance of promotions as a determinant of job satisfaction.

This finding is supported by other literature Francesco (2001), which indicated that while several
studies have investigated the determinants of job satisfaction, relatively little attention has been
paid to the role of promotions on satisfaction. Regarding to this study employees in WU seek
fair promotion policy and practices, and thus fair chances of promotion according to employee‟s
ability and skills make employees more loyal to their work and become a source of pertinent
workability for the employer. Promotion provides opportunities for personal growth, more
responsibilities and that individual are generally promoted on the basis of seniority which often
experience job satisfaction but this is not practiced in WU. If organizations are not giving
promotions to their employees then it is very likely that employees will be dissatisfied and their
turnover rate will be high. When employees get promoted they will be more committed to their
organization. In terms of the importance and key factors, promotion opportunities is considered
to be the most important factor among other main factors; however, this factor is not considered

58
to be satisfied employees. This reveals that dissatisfaction with salary payment; promotion and
supervision are some of the problems identified in this study. Similar study conducted on job
satisfaction study among Oromia head and zonal cooperative promotion workers in Ethiopia
Sebsibe (2002). Reasons for dissatisfaction in this study were also found to be in line with the
hygiene factors responsible for job dissatisfaction, which include salaries, and quality of
supervision.

Since in terms of promotion, the satisfaction of employees with promotion opportunity

statistically the mean value is equal to 3.12. Overall, the results indicated that the independent
variables used in this research accounted for 69.2% of the variance employee‟ job satisfaction (R
squared = 0.692, β = 0.056, p < 0.001). Therefor correlation result indicated that there is a
significant and positive relationship between working condition, coworker and employee job
satisfaction. Thus, 69.2 of the variation in the employee job satisfaction could be attributed to the
effect of determinants factors. Moreover, the result of this research indicates that the
environmental factor has a positive and significant effect on the employee‟ job satisfaction.

Furthermore, the coefficients t-Statics between, working condition, nature of work promotion
opportunity, supervisor and coworker in terms of job satisfaction were positive. This reflects
that, it‟s a direct relationship between, working condition, nature of work, promotion
opportunity, supervisor and coworker in terms of employee job satisfaction. The overall job
satisfaction of the respondents of (mean= 3.22) point, i.e. statically moderate satisfaction.
Finally, the results of the study, in the descriptive statistics of employee job satisfaction, the
significance levels of factors are investigated in terms of the five environmental factors. This
reflects that there is no significant and relationship difference between independent variables and
dependent variable in terms of overall job satisfaction

59
 CHAPTER FIVE

SUMMARY, CONCLUTION AND RECOMMENDATION

5.0 Introduction
This research had an aim of investigating determinants of employee job satisfaction in the case
of WU main campus administrative staffs. This was done by find out each environmental factors
and employees‟ job satisfaction using regression analysis and to determine the level of
employees‟ job satisfaction due to the selected environmental factors.

5.1 Summary of the Major Findings

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

From this study the following particular findings were observed:

Outcomes from correlation analysis pointed out that there exists a positive and statistically strong
relationship between working condition and coworkers within employee job satisfaction. The
mean value equal to (3.58 and 3.43) respectively. According to Azeem (2010) research done on
service industry in Oman shows that satisfaction with co-workers is positively related to
employees‟ organizational satisfaction. Meanwhile, the values generated in the Pearson
correlation for working condition (r=.692, P<0.01) are significantly and positively correlated
with employees‟ job satisfaction.

The remaining factors are below the average of cut-off point. Such as, nature of work, promotion
opportunity and supervisor was significant and positive relation to job satisfaction. The
satisfaction levels of employee satisfaction followed by mean is equals (3.18, 3.12 and 3.29)
respectively to the relation with employee job satisfaction.

On the other hand the relationship between nature of work and employee job satisfaction has a
correlation result (r=0.652, p<0.01) and regression result of Beta equal to 0.64 with significance

60
of 0.000 in which we can conclude that nature of work has positive and significant relationship
and moderate practice to explaining the dependent variable of employees‟ job satisfaction.

Moreover the relationship between promotion opportunity and employee job satisfaction has in
the Pearson correlation result has (r=0.435, p<0.01), which implies that there is positive
significant relationship with employees‟ job satisfaction and Beta equals to 0.69 with
Significance of 0.000 which shows that there is positive effect and dissatisfaction level among
administrative staffs employees‟. The reaction of the respondents towards the promotion
opportunities in the WU entails that the majority of the employees feel that they are not happy
with the current promotion opportunities. The result consistent with research by Islam et al.
(2011) confirmed that employees in general will be satisfied when organization provides
opportunity for growth and promotion.

Lastly, the relationship between supervisor and employee job satisfaction as in the Pearson
correlation result (r=0.571, p<0.01) which shows a positive correlation with employees‟ job
satisfaction. This implies statistically significant relationship between supervisor and employees‟
job satisfaction, but below the average. This showed good management expectation from
supervisor has a corresponding positive change of employees‟ job satisfaction. To reveals this
result appoints supervisor or management with enough competencies, qualifications into proper
positions of management. According to Chughtai and Zafar (2006) results stated that satisfaction
with supervision is likely to be an important predictor of organizational commitment, and argue
that when the supervisor takes cares about the employees, this will be an alarm that informs
employees that organization cares about them and supports them, which in turn is lead to higher
levels of job satisfaction. From this summary the major findings of the study:-

No equal consideration in organization between academic staffs and administrative staff

in terms of payment salary and house allowance. The structure of the organization should
not accommodate employee‟s expectation. This result reveals employees have losses of
good will, inefficient, immoral, absenteeism and turnover are the major factors raised on
employee dissatisfaction in WU. Improvement of overtime payment not well done in the
organization.
Majority of the employee‟s impression are of the view that the promotion policy not
adopted and formulated in the University for Administrative Staff employees.

61
 The university should not promote the administrative employees as per their experience
and qualification in order to decrease employee dissatisfaction. This should be practically
applicable for administrative staffs‟ employee in WU.
The employees do not have greater involvement in decision-making
Outcomes from correlation analysis pointed out that there exists statistically a moderate
significant and positive relationship between working condition, coworkers and job
satisfaction. Even though, the study reveals the relationship between promotion
opportunities, nature of work, supervisor and job satisfaction are statistically below the
average and significant and positive relationship. Based on these results, the researcher
argues that promotion has a negative effect on job satisfaction.
More opportunities should not be provided for employees in the organization to assign
employees in different position.
Results from regression analysis indicate that the mean value = 69.2% of that explained
the job satisfaction of Wollega university employees is in terms of the independent
variables.
The finding of the result from multi col linearity test revealed that there is no multi
collinearity or problem that occurs with regression analysis, where there is a positive
correlation of at least one independent variable with a combination of the other
independent variables in this case, and VIF values for all is below 0.5.
Management body and human resource management of WU needs to revise its salary
structure and other benefit packages to satisfies their employee‟s expectations and retain
its well experienced employees
Job rotation system should be improved with a view to develop multiple skills in
employees and create greater job interest.
Finally, it is concluded that 69.2% of the employee job satisfaction could be attributed by the
sum of the five independent variables. F-value significant at 0.000, 30.8 % of the variation
impact on employees‟ job satisfaction in University. Additionally, it is indicated that
environmental factors of working condition is the most key factor which have positive and
significant effect on employee job satisfaction. On the other hand, the study also indicated that
from all dimensions in terms of satisfaction a mean score of 3.32%, which shows the satisfaction
level of employees‟ as being below average cut off with the employee job satisfaction practice in

62
WU. The overall expectation of respondents towards the promotion policy of WU administrative
staff employees‟ in terms of promotion opportunities in university entails that the majority of the
employees feel that they are not happy with the absence of current promotion policy not
practiced in Wollega university for administrative staffs‟ employees Future research could
address what factors and variables determine the remaining 30.8% of the employee job
satisfaction. In general the study addressed that there are many factors that are contributing for
the employee‟s job satisfaction. Those factors are classified as internal and external factors.
Better salary and other incentives from external market, conductive working conditions in other
organizations are external factors while lack of equal and fair treatment, lack of promotion
opportunity and encouragement, lower salary provided for the employees, leadership style, lack
of justice and equity and others are internal factors

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

To conclude, the findings the following factors are affected job satisfaction in WU
administrative staff employees‟ positively and negatively. The positive factors are in relation
with work condition and coworkers. This results shown that a positive moderate and statistically
strong relationship between working condition, coworker and job satisfaction. The other factors
(promotion opportunity, nature of work and supervisor) from the finding of the study reflected
that statistically below the average and positive relationship with job satisfaction. i.e., this needs
improvement.

The result of analyzed data also presented that administrative staff employers should have seeks
promotion opportunities for further advancement and opportunity to develop their abilities and
skills. Additionally, the attitude of the respondents towards the promotion opportunities in WU

63
entails that the majority of the employees feel that, they are not happy with the absence of
promotion policy not delegated in higher education for administrative staffs‟ employees.

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

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

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

Finally, the result of this study suggests that promotion practice and salary is very important
issue to satisfied employee. Neglecting this factor could causes to build demotivated employees

64
which are subject to lower performance, lower commitment, and lower motivation or even worse
to leave the organization and high absenteeism. In conclusion, the major findings of this research
show that promotion practice has an effect on job satisfaction in WU.

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

The study recommended that management body should be able to increase the level of
satisfaction of employees by improving salary, compensation, job grade, promotion
opportunity and involvement by getting an opportunity to participate in decision-
making.
Management should revise and adjust their system with regard to payment through
considering educational level and increasing chances for salary increase and
improvement needs to be done on benefits related to overtime payment.
Ministry of Science and Higher Education should be considering to formulating a
promotion policy which is justified according to the job responsibility and designation of
the employee in higher education.
The concerned body of the organization should well practice or perform equal
consideration for academic staffs and administrative staff employees in organization in
terms of payment salary and house allowance.
Policy makers should be revised salary structure and other benefit packages to satisfies
their employee‟s expectations and retain well experienced employees based on seniority
in the organization.
Management body should provide fair and equal promotion and assign employees in
different position according to their experience in the organization.
The university should make them conducive environment of a sense of belongingness to
their organization by arranging good working environment.

65
 To allocate people with enough competencies, skills and qualifications in order to proper
positions for management at right place and job rotation to be made at least once in three
to five years.
Generally, the study recommended that the concerned body of the organization should be
observing the result of the study and redesign new strategic policy payment salary to compute as
currently market economy. This reveals that higher salaries, house rent, healthcare, allowance
and other compensation benefits may seem the most likely way to satisfy employees. If all these
could be incorporated into University policies and well implemented, a high job satisfaction of
the workers would be enhanced.

5.4 Area suggested for further Studies

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

66
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 APPENDIX

Wollega University

School of Graduate Studies

College of Business and Economics, Department of Management

Research Questionnaires

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

Researcher Name: Demeke Gole

Dear! Respondents

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

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

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

Sincerely, Demeke Gole

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Instructions: No need of writing your name

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

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

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

41-48 49and above

3. Marital Status: Single Married

Divorced Widowed

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

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

Master‟s Degree PHD Other (Specify) _________

SECTION II: Organizational Determinants of Employee Job Satisfaction

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

1 The physical surrounding where I am working is comfortable and

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

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

75
24 My supervisor inspires me to achieve the company objectives
25 My supervisor shows interest in my feelings and acknowledges
my concerns
26 My supervisor treats me with dignity and respect
27 My supervisor is unbiased and treats every employee without
Discrimination
28 My supervisor always encourages suggestion for improvement.
V Questions Related to Co-workers
29 I am satisfied on the relationships with co-workers
30 Feeling of team spirit and cooperation among coworkers and
supervisor affects satisfaction positively.
31 I am satisfied & able to maintain a healthy balance between
work and team work
32 Work fairly distributed in your work group
SECTION III: Open Ended Questionnaire

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

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

76
 INDEX

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

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

Index - 2: Age of Respondents

338
350
Frequency
300
Percent
250

200

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

Source: Sample Survey (April, 2021)

Index - 3: Educational Levels of Respondents

Qualification Frequency Percent (%) Valid Percent

Levels/Diploma 46 6.9 13.6
BA/BSc Degree 262 39.2 77.5
Master’s Degree 30 4.5 8.9
Total 338 50.6 100.0
Source: Sample Survey (April, 2021)
77
78
Index - 4: Normality Tests of P-P Plot Standardized Residual

79