A STUDY OF ORGANIZATIONAL COMMITMENT AMONG THE EXECUTIVE EMPLOYEES IN MANUFACTURING SECTOR IN

KUCHING

Bong Sin Joo

Corporate Master in Business Administration 2011

P U5St Kbidmat Maklumat Akademik UNlVERSm MALAYSIA SARAWAK

P.KHIDMAT MAKLUMAT AKADI!MII;<

111111111 IIi'i] 111111111 1000246479

A STUDY OF ORGANIZATIONAL COMMITMENT AMONG THE EXECUTIVE EMPLOYEES IN MANUFACTURING SECTOR IN KUCHING

BONG SIN 100

A dissertation submitted in partial fulfillment of the requirements for the degree of Corporate Master in Business Administration

Faculty of Economics and Business UNIVERSITI MALAYSIA SARA W AK

2011

.f'

Statement of Originality

The work described in this Project, entitled "A STUDY OF ORGANIZAT10NAL

COMMITMENT AMONG THE EXECUTIVE EMLOYEES IN MANUFACTURING

SECTOR IN KUCHING" is to the best of the author's knowledge that author except where due

reference is made.

Date Submitted Bong Sin Joo

09031601

11

,....

ABSTRACT

A STUDY OF ORGANIZAT'IONAL COMMITMENT AMONG THE EXECUTIVE

EMPLOYEES IN MANUFACTURING SECTOR IN KUCHING

By

Bong Sin Joo

(The main aim of this study is to explore the relationship between job satisfaction (workload, pay

and interest) and leadership styles (participative leadership and consultative leadership) with

organizational commitment (affective commitment, continuance commitment and nonnative

cOl11mitmcnt~ A total of 200 sets of structured questionnaire were distributed to those executive

employees at manufacturing sector in Kuching. However, there are only 150 sets of

questionnaire were rctull1cd. The collected data was analyzed based on frequency, factor

analysis, reliability analysis, Persoll Correlation Coefficient and Linear Regression analysis. The

result of factor analysis revealed that the respondent perceived different dimension that stated in

the literature. Thus, the n:scarcher had rcnamt,;d the factors as works comfc)1table, workload,

initiatives leadership and consulltative leadership. The tindings of the study showed that

initiatives leadership hud the strongest positive relationship with three dimensions of

organizational commitment.

111

ABSTRAK

KAJIAN ANTARA KOMITMEN ORGANISASI PEKERJA EKSEKUIIF OALAM

SEKTOR PERKILANGAN 01 KUCHING

Oleh

Bong Sin Joo

Tujuan utama kajian ini adalah untuk mcnjclajab hubungan antara kepuasan kerja (beban kerja,

membayar dan minat) dan gaya kepimpinan (kepimpinan patiisipatif dan kepemimpinan

konsultatit) dcngan komitmen organisasi (komitmcn afcktif~ komitmen belierusan dan komitmen

normatit). Sebunyak 200 set soal selidik bcrstruktur dibahagikan kepada para pekerja eksekutif

di sektor pcrkiInngan di Kuching. Nnmun, hanya ada 150 set soal selidik yang kembali. Data

yang dikumpul dianalisis berdasarkan frekuensi, anal isis faktor, anal isis kebolehpercayaan,

Person Koctisicn Korelasi dan analisis regresi linier. Keputusan analisis faktor menunjukkan

bahawa respond en mcmpersepsikan dimensi yang berbeza yang dinyatakan di dalam literatur.

Dengan demikian, penyelidik telah bcrganti nama menjadi faktor sebagai keselesaaan kerja,

beban kCI:ia, kcpimpinan inisiatif dan kcpimpinan konsultatif Penemuan kajian menunjukkan

bahawa inisiatif kepimpinan mcmpunyai hubungan positif kuat dengan tiga dimensi komitmen

orgal1lsasl.

IV

ACKNOWLEDGEMENT

First of ail, I would like to thank my beloved God for providing me with healthiness,

patience; wisdom and knowledge that I needed to complete my research.

I would also like to address my high appreciation to my supervisor, Dr. Lo May Chi un,

for her guidance and help for this study.

I would like to express to my gratitude to my fami ly and all my friends, for their support

and help throughout this study.

Finally, I wish to thank all the lecturers, staff of the Faculty of Economics and Business,

UNIMAS, in the contribution to the success of this study.

v

Pusat Khidmat MaJdumat Akademik UNIVERSm MALAYSIA SARAWAK

TABLE OF CONTENTS

Page

LIST OF TABLE IX

CHAPTER ONE: INTRODUCTION

1.1 Background of the Study 1.1.1 The Malaysian Scenario 3

1.2 Problem Statement 4 1.3 Research Objectives 5 1.4 Research Questions 6 1.5 Definitions of Key Terms 6 1.6 Significance of the Study 8 1.7 Scope of the Study 9 1.8 Organizations of the Chapters 9

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction 10 2.2 Organizational Commitment 10

2.2.1 Affective Commitment 12 2.2 .2 Continuance Commitment 12 2.2.3 Normative Commitment 13 Job Satisfaction 14 2.3.1 Workload 17 2.3.2 Pay 18 2.3 .3 Interest (Self-Interest) 19

2.4 Leadership 20 2.4.1 Participative Leadership 23 2.4.2 Consultative Leadership 24

2.5 Job Satisfaction and Organizational Commitment 25

2.6 Leadership and Organizational Commitment 29 2.7 Theoretical Framework 33

VI

1

2.7.1 Gap in the Literature 33 2.7.2 Conceptual Framework 34 2.7.3 Descriptions of Variables 34

2.8 Development of Hypotheses 35 2.8.1 The Relationship between Job Satisfaction and Organizational

Commitment 35 2.8.2 The Relationship between Leadership and Organizational

Commitment 36 2. Conclusion 36

CHAPTER THREE: METHODOLOGY

.1 Introduction 37 3.2 Research Design 37 3.3 Population and Sample 37 3.4 Data Collection 38

3.5 Instruments 39

3.6 Data Analysis 41

3.7 Conclusion 44

3.4.1 Primary Data 38 3.4.2 Secondary Data 39

3.5.1 Part A: Respondent's Background 39 3.5.2 Part B: Job Satisfaction 39 3.5.3 Part C: Leadership Styles 40 3.5.4 Part D: Organizational Commitment 41

3.6.1 Descriptive Statistics 41 3.6.2 Inference Statistics 42

3.6.2.1 Factor Analysis 42 3.6.2.2 Reliability Analysis 42 3.6.2.3 Pearson Correlation 42 3.6.2.4 Simple Regression Analysis 43

CHAPTER FOUR: RESULTS

4.1 Introduction 45 4.2 Respondent Rates 45 4.3 Respondent's Demographic Profile 46 4.4 Factor Analysis 50

4.4.1 Kaiser-Mcyer-Olkin (KMO) on Job Satisfaction Variables and Leadership Styles Variables 50

VII

4.4.2 Total Variance Explained, Rotated Component Matrix and Reliability on Job Satisfaction and Leadership Styles 50

4.4.3 Kaiser-Meyer-Olkin (KMO) on Organizational Commitment Variables 53

4.4.4 Total Variance Explained, Rotated Component Matrix and Reliability on Organizational Commitment 53

4.5 Restatement of Research Hypotheses 56 4.6 Correlation Analysis between Dimensions of Job Satisfaction and

Leadership Styles with Dimensions of Organizational Commitment 58 4.7 Simple Regression Analysis 59

4.7.1 Regression between Independent Variable and Affective Commitment 60

4.7.2 Regression between Independent Variable and Continuance Commitment 61

4.7.3 Regression between Independent Variable and Normative Commitment 62

4. Hypotheses Testing 63 4.9 Conclusion 66

CHAPTER FIVE: DISCUSSION AND CONCLUSION

5. ) Introduction 67 5.2 Summary of Findings 67 5,3 Discussion and Implications of the Results 68

5.3.1 Job Satisfaction and Organizational Commitment 68 5.3.2 Leadership Styles and Organizational Commitment 69

5.4 Contribution of the Study 70 5.4.1 Theoretical Contribution 70 5.4.2 Practical Contribution 70

5.5 Recommendations for Organizations 71 5. Recommendations for Further Researchers 72 5.7 Limitations of the Study 73 5.8 Conclusion 74

REFERENCES 75

APPENDICES

Vlll

,. 1

LIST OF TABLES

Table Page

Table I: Strength of Relationship in Correlation 43

Table 2: Summary of Respondent's Demographic Profiles 48

Table 3: KMO and Bartlett's Test for Job Satisfaction and Leadership Styles 50

Table 4: Factor Analysis result for Job Satisfaction and Leadership Styles 52

Table 5: KMO and Baltlett's Test for Organizational Commitment 53

Table 6: Factor Analysis result for Organizational Commitment 55

Table 7: Descriptive Statistics, Correlation and Cronbach's Coet1icients

Alpha among Job Satisfaction, Leadership Styles and Organizational

Commitment 59

Tabh:: 8: Regression Ana'lysis: Initiatives Leadership, Work Comfort,

Consultative Leadership, And Workload with Affective Commitment 60

Table 9: Regression Analysis: Initiatives Leadership, Work Comfort,

Consultative Leadership, And Workload with Continuance Commitment 61

Table 10: Regression Analysis: Initiatives Leadership, Work Comfort,

Consultative Leadership, And Workload with Normative Commitment 62

Table II: Summary of Hypotheses Testing Results 65

IX

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The impact of organizational commitment has grown significantly in the field of management

de e)opment. This concept receives a great deal of empirical study as a consequence as a work­

related variable. Organizational commitment is critical among the executives in creating a

business environment that promotes motivation and job satisfaction at the workplace (Pool &

Pool, 2007). Nowadays, an organization must be concerned with the turnover of employee in and

out of the organization because employees are intangible assets that can help the organization to

achieve organization's goals (Mathieu & Zajac, 1990).

It has become clearer that Organization Commitment (OC) has an important implication to

employees and organization. It can be proven by various researches that are done. Organizations

ar intended to have more highly committed workforce, because the research results show that

organizational commitment leads to impOliant outcomes such as decreased turnover rate, higher

motivation, higher organization citizenship behavior and organizational support (Kwon & Banks,

2004). In the study of Pool and Pool (2007), they stated that motivation and job satisfaction are

linked to the organization whereby it is committed to achieve organizational goals . They also

str sed that this commitment has a greater desire to maintain employees with that organization.

Committed employees are less likely to develop patterns Of tardiness or to be chronically absent

from work (Angle & Perry, 1981). Employees that are committed are also less likely to leave

organization to explore other career opportunities (Allen & Meyer, 1996). In addition, committed

employee always help to improve business performance through their ability to generate ideas

I

I

and use these as building block for new and better products, services and work processes (Jong

& Hartog, 2007).

It is important tor the organization to know what are the aspects that play important role or have

big impact in boosting the commitment of the employees. Krueger (2003) has highlighted in his

study that finding ways to promote job satisfaction may enable managers to improve their

organization's perfonnance without incurring substantial additional costs. Furthermore, an

OECD study estimates that over half of the workers are worried about the future of their

company, and 29% are unsure of their job even if they perfonned weB (Arnal & Torres, 2001).

Yousef (2000) has found that the ability of leaders to properly implement leadership styles has

motivated employees to commit to the organization in tum has led to higher job satisfaction

within the organization.

Thu , this research is aimed at examining whether the job satisfaction among the employees, and

leadership styles (participative and consultative leadership) by the team leader of a company

have any impact in influencing an employee's commitment where he/she is working in. It is

important as to ensure a successful management planning, which result in the increase in

productivity and protitability of the organization.

2

l

1.1.1 The Malaysian Scenario

Great interest of organizational topics that relates to organizational commitment, job satisfaction

and leadership styles has been sparked by its potential benefits to individual and organizations.

The achievement of an organization does not only rely on how the organization utilizes its

human capitals and competencies but also on how it incites commitment to the organization

(Nijhot: de Jong & Beukhof, 1998). This is because according to Steinhaus and Perry (1996),

committed and satisfied employees are likely to indicate high performance and are normally

productive with identified organizational goals and organizational values.

In Malaysian, managers face vanous challenges that reqUIre them to remam competitive

especially in uncertain circumstances. Unceliain circumstances in an organization may lead to

hight:r stress among the staff at managerial level in business sectors. This may cause lower

commitment in an organization. In addition, people tends to leave their job, which is lack of

career development and little recognition for their efforts (Borneo Post, 2010). Thus, the biggest

challenge for Malaysia organizations is to promote the sense of commitment among the

employees and retain their employees by rewarding them with reasonable benefits and

remuneration. Higher commitment among the staffs in an organization will lead to higher

organization perfonnance and thus will contribute more on Gross Domestic Product (GOP).

3

1.2 Problem Statement

People work to meet the basic needs, to survive and to carryon with their life. Living in the

materialistic world, the main attraction that motivates an employee to work is money, non­

financial rewards, and how their leader treats them. It is important that employees are satisfied

with their job in order to maintain high level of competency, be fully dedicated and have high

morale in their contribution which can increase their level of commitment towards their

organization.

Employees' commitment towards their job has a big implication on the organization performance.

Bennett and Durkin (2000) stated that negative effects associated with lack of employee

commitment include absenteeism and turnover. As a result, it will cause a lower productivity and

enici DCY on the organization. On the other hand, if organizational commitment is intact then

then: will be relatively no turnover (Mathieu & Zajac, 1990). Employees with the sense of

organizational commitment are less likely to engage in withdrawal behavior and are more willing

to accept change (Iverson & Buttigieg, 1998).

Malays.ia's reliance on manufacturing sector business which contributes more than 40% in

Growth Domestic Product (GOP) certainly demand their workers to be always highly committed

and pcrlonning (Trade Chakra, 20 to). Many employees tend to change their job or switch to

another business sector with the hope that they can tind jobs with relatively lower stress, better

prospects, better pay, reasonable workload and better !nanagement. When the employees are

working under high level of stress where their managers tend to expect a lot from the employees,

this will int1uence their job perfonnance and thus will lower their level of commitment.

Nowadays, people tend to work just to fultill their basic needs for their daily living. As long as

4

Pusat Khidmat Maklumat Akademik UNlVERSm MALAYSIA SARAWAK

the pay is enough for them to cover up their daily living expenses, they are willing to accept the

job without taking their interest on the particular job into consideration.

Employees are also not satisfied with the current system and leadership styles among their

leader . They have the perception that organization has no concern for its employees' feeling and

benefit and the priority is only to make higher profit and to increase their business performance.

In this era of globalization, the dynamic changes which occur outside and inside organizations

have encouraged leaders to shift the paradigms of their leadership behavior from a traditional

mechanistic approach to humanistic based leadership style in order to achieve organizational

strategies and goals (Brown, 2003).

Thus, through this study the researcher wishes to find out whether the job satisfaction and

leader hip styles have any influence on the employees' organizationa) commitment.

1.3 Research Objectives

The purpose of this study is to:

I. To study the relationship between job satisfaction (Workload, Pay and Interest) and

employees' organizational commitment.

2. To study the relationship between leadership styles (Participative Leadership and

Consultative Leadership) and employees' organizational commitment.

5

1.4 Research Questions

In view of the above objectives, {he questions that are to be addressed in this study are:

1. Does workload directly predict employees' organizational commitment?

2. Does pay directly predict employees' organizational commitment?

3. Does interest directly predict employees' organizational commitment?

4. Does participative leadership directly predict employees' organizational commitment?

5. Docs consultative leadership directly predict employees' organizational commitment?

1.5 Definition of Key Terms

Orgarul.ational commitment is defined as the relative strength of an individual's identification

and involvement in the particular organization (Mowday et aI., 1979).

According to Mowday et al. (1979), the concept of commitment can be characterized by at least

three factors; first, organizational commitment reflects the strong belief and acceptance of the

organization's goals and values. Second, commitment impacts the executive's behavior within an

organization. Third, organizational commitment produces a strong desire to maintain

membership in the organization.

Allen and Meyer (1990) developed a three-component model of commitment that integrates

affective, continuance and normative commitment. According to them, affective commitment is

detennincd by work expcliences relating to the job of the person and structural characteristics.

Continuance commitment is detennined by the magnitude and number of investment that have

6

been made in the current organization and the number of perceived alternatives. Normative

commitment is determined by an individual's experiences prior to entry during employment in

terms offamiliar, cultural and organizational socialization.

Locke (1 969) detined job satisfaction as the pleasurable emotional state resulting from the

apprai al of one's job as achieving of facilitating one's job values.

Hart and Staveland (1988) described workload as the perceived relationship between the amount

of mental processing capability or resources and the amount required by the task.

Pay refers to the amount of financial compensation that an individual receives with extend to

which uch compensation is perceived to be equitable (Luthans, 1998). However, there is a bit

ditlerellce between pay and salary. Salary is a form of periodic payment from an employer to an

employee, which is specitied in an employment contract. It is contrasted with pay, where each

job, hour or other unit is paid separately, rather than on a periodic basis.

According to Renninger & Hidi (2004), interest refers to a psychological state of having an

affeClive reaction to and focused attention for pal1icular content and/or the relatively enduring

predisposition to re-engage particular classes of objects, events or ideas. Interest describes the

cognitive and atlective relationship between a person and particular classes of subject matter

(John Dewey, 2002).

Leadership is defincd as the ability to influence a group towards the achievement of goals

(Robbin , 1993). Fiedler (1967) believed that leadership is a kind of relationship to apply power

and influence to make people work together and accomplish common goals.

Berson and Avolio (2004) viewed participative leadership style as leader who often works more

closely with their followers and involves all levels of followers in making decision.

7

Jong and Hartog (2007) defined consultative leadership style as leader who always requests the

opinions and ideas of their followers in establishing company' s goals and task assignment.

1.6 Significance of the Study

This study is important and useful to the organization, the employees and the society. The study

is helpfu l for the organization to detennine whether relationship exists between job satisfaction,

leadership style and employees' organizational commi,tment. Through this study, the

organization will have the infonnation either their pay and remuneration to their employee can

influence the commitment in the organization or not. Furtnennore, they will have the knowledge

on what type of leadership should be implemented in the organization and the degree of

intluence for leadership style on employees' organizational commitment. Thus, the organization

will be able to revise their management system in order to provide one that suits the needs of

their employees. This will help enhance the employees' commitment level.

This . tudy is also beneficial to the society at large and it can be a guideline or reference for the

further researcher. New established organization also can use this study as the source infonuation

to dctennine the workload, pay and leadership style that suit to their employee in order to

increase their level of commitment. Furthenuore, further researcher will be able to have

knowledge on how to boost employees' commitment level and can give useful suggestion and

recommendation for their study that can be referred by society.

8

1.7 Scope of the Study

This study will be carried out in the area of Kuching, Sarawak. The respondents are the executive

level employees in manufacturing companies at Kuchjng. The employees involved are only those

who work pennanently.

1.8 Organization of Chapters

The tirst chapter as a whole is an introduction to the study that is going to be carried out. In the

next chapter, the researcher will do literature review on the studies that have been carried out by

prcvioll. researchers and relevant theories regarding the field of the study. Chapter three presents

research methodology, theoretical framework, sampling of data, data collection and data analysis.

Chapter four presents the empirical result and findings of the study. Chapter five presents the

concluding, recommendations and limitations of the study.

9

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter addresses the meaning

leadership styles and provides a review

relationship among the variables.

of organizational

of individual

commitment, job

and multiple studies

satisfaction

involving

and

the

2.2 Organizational Commitment

Organizalional commitment is highly valuable. Highly committed employees will identify the

goals and values of the organization, has a strong desire to belong to the organization and willing

to display greater organizational citizenship behavior (Ranya, 2009). The main focus of this

study is on organizational commitment as a multidimensional concept that represents the

relationsh ip between an employee and employer.

The concept of organizational commitment has been treated as a variable of interest in its own

right and a variety of definitions and measures have been proposed (Coyle et aI., 2006). The

concept has attracted more attention from organizational scientists, perhaps due to changes

taking place in employment practices that have arisen from the international employment

marketplace and increased alternatives for skilled employees in a global economy (Sullivan &

Arthur, 200 ). Skilled workers therefore have the 0ppoliunity to move organization in an effort

10

to develop their careers without feeling the need to remain with the same organization for the

given period of time.

Commitment was defined by Porter and his followers as the relative strength of an individual's

identification with and involvement in a particular organization (Porter et aI., 1979). They

claimed organizational commitment was combined with three parts: Strong acceptance,

Participation and Loyalty. A study of Japanese employees found that organizational commitment

could be viewed as a multidimensional construct that applied in Japan and organizational

commitment questionnaire (OCQ) is an effective cross-cultural tool for measuring organizational

commitment (White et ai., 1995).

Organizational commitment was characterized by willingness to maintain membership in the

organization, identification with the organization's values and goals and willingness to invest

effort in order to support the organization's goals (Michael et a\., 2009). The researchers

explained that the behavioral approach to organizational commitment holds that the employee is

committed to a certain mode of action in the organization. According to this approach, the

employee might reach a psychological state of commitment solely as a result of engaging in

binding behaviors.

Mathieu alld Zajac (1990) defined organizational commitment as a work attitude that is directly

related to employee participation and intention to remain with the organization and it linked to

job perfonnance. Organizational commitment includes ~he three components of affective (desire

to remain), continuance (perceived cost of leaving) and normative (perceived obligation to

remain) commitment (Meyer & Allen, 1991).

I I

2.2.1 Affective Commitment

Affective commitment is defined as the emotional attachment, identification and involvement

that an employee has with its organizational and goals (Mowday et a!., 1997). Porter et a!. (1974)

further characterized affective commitment by three factors which were belief in an acceptance

of the organizational goals and values, willingness to focus effort on helping the organization to

achieve its goal and a desire to maintain organizational membership. Mowday et ai. (1979) stated

that effective communication is "when the employee identifies with a particular organization and

its goal in order to maintain membership to facilitate the goal".

Mueller et. al (1992) and Meyer et. al (1990) have claimed affective commitment can develop

out of positive experiences and encounters within the organization, experiences that

communicate to employees to show organization supports and treats them fairly. Moreover,

employees can develop a sense of personal capability and self worth when the organization

knows how to value their contribution and so reinforces their affective commitment. Wasti (2005)

tound that when examining the effects of and the relations between the three kinds of

commitment, affective commitment is the most strongly related to positive work outcomes,

especially when combined with low levels of continuance commitment.

2.2.2 Continuance Commitment

Continuance commitment IS the willingness to remam m an organization because of the

investment that the employees has with "non-transferable" investment (Reichers, 1985). Non­

transterable investments include the things such as retirement, relationship with other employees,

or the special teelings towards the organization. Continuance commitment also includes the

factors such as years of employment or benetits that the employee may receive that are unique to

12

2.2.3

~

the organization (Reichers, 1985). The employees who share continuance commitment with

their employer often make it very difficult to leave the organization.

Continuance commitment develops out of the perceived cost (benefit against loss), and requires

that the employees be aware of these benefits and losses. Therefore different workers who

encounter identical situations may experience different levels of continuance commitment

(Meyer & AIlen, 1997). Hence continuance commitment is a neutral emotional reaction and is

influenced by the consequences of the decision whether to continue in the organization or leave

it. The perceived cost acts as a restraint on leaving and results from two main reasons:

1. Accumulation of side bets.

This r fi rs to all those things that bear significance to the employees in the workplace, such

as wage , time, investment and so forth . These side bets might be lost if the employee

leaves the organization. The commitment to the organization increases when the employee

is better rewarded.

n. Lack of employment alternatives, which lI1creases the perceived cost of leaving the

company.

Employt:es prefer to remain in their employing organizations when they are aware that if

they leave, there is a chance that they will not find a new position.

Normative Commitment

onnative commitment (Bolon, 1997) is the commitment that a person believes that he has the

ling of obligation to his workplace and discussed nOimative commitment as being a

generalized value of loyalty and duty". Meyer and Allen (1991) supported this type of

13

commitment with their definition of nonnative commitment being "a feeling of obligation".

Nonnative commitment can be explained by other commitments such as marriage, family and

religion (Wiener, 1982). Nonnative commitment leads employees to stay in the organization due

to a sense of loyalty or duty, and because they feel that this is the right thing to do (Meyer &

Allen, 1997).

Nonnative commitment develops out of internal pressures that result from norms that encourage

extended commitment to the organization. Individuals derive these nonns from socialization

processes in the family and surrounding culture, which inel ude experience that stress loyalty

towards a particular organization. In addition, nonnative commitment develops based on a

psychological contract between the organization and the employee, based on both sides' belief

regarding their mutual obligation (Michael et. aI., 2009). Nonnative commitment can also

develop tollowing the organization's investment in the employee through training or tuition

funding (Meyer & Allen, 1991).

2.3 Job Satisfaction

Many different definitions are made for job satisfaction, whereas some definition focus on the

job itsclt: while others included all the job related factors . Some researchers have defined

satisfaction as positive feelings or aggressive responses; whereas others defined it as the gap

between expected gain and the actual gain (Tsai et. aI., 2007).

There are 13 elements used to measure the job satisfaction, which are salary and benetits, the

nature of work and pressure, career development, education and training, management styles

from immediate managers, safety and environmental protection, perfonnance evaluation system,

in-firms promotional channels, discipline management, overall working environment,

14