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MOTIVATION AND JOB SATISFACTION: A CASE
STUDY OF ACADEMIC STAFF OF BAUCHI STATE
UNIVERSITY GADAU, NIGERIA
BY
HASSAN ABUBAKAR IDRIS
A dissertation in fulfilment of the requirement for the degree
of Master of Human Science (Political Science)
Kulliyyah of Islamic Revealed Knowledge and
Human Sciences
International Islamic University Malaysia
MARCH 2014
ii
ABSTRACT
The study seeks to examine the level of job satisfaction among academic staff of
Bauchi State University Gadau (BASUG), Nigeria. This Study uses motivator and
hygiene factors as independent variables, whereas job satisfaction/motivation as a
dependent variable is based on the theoretical framework of ‘two factor theory’ of
Fredrick Herzberg (1959). This study employs 40 close-ended and 3 open-ended
questions adapted and adopted from the Minnesota Satisfaction Questionnaire (MSQ)
and interviews were also conducted to compliment the result of the survey questions
in measuring the level of job satisfaction among 148 academic staff of BASUG that
had participated in the study. Accordingly, descriptive and inferential statistics were
used in testing the data collected. The findings reveal that there is positive and
significant relationship between motivator factors and job satisfaction where
‘advancement’ is the strongest factor, followed by ‘responsibility’, ‘work itself’,
‘achievement’ and lastly ‘recognition’. Furthermore, hygiene factors also have a
positive correlation with job satisfaction, where ‘job security’ is the highest influential
factor, followed by ‘policy and administration’, ‘supervision’, ‘salary and
compensation’ and lastly ‘working conditions’. Similarly, open-ended and interview
responses found that staff training and development, provision of modern offices and
library needs to be upgraded and improved in order to increase the level of job
satisfaction/motivation of academic staff of Bauchi State University Gadau, Nigeria.
iii
Bauchi State University Gadau
Fredrick
Herzberg9191043
Minnesota Satisfaction Questionnaire
901
iv
APPROVAL PAGE
I certify that I have supervised and read this study and that in my opinion; it conforms
to acceptable standards of scholarly presentation and is fully adequate, in scope and
quality, as a dissertation for the degree of Master of Human Science (Political
Science).
………………………………….
S.M. Abdul Quddus
Supervisor
I certify that I have read this study and that in my opinion it conforms to acceptable
standards of scholarly presentation and is fully adequate in scope and quality as a
dissertation for the degree of Master of Human Science (Political Science).
………………………………….
Garoot Suleiman Eissa
Examiner
This dissertation was submitted to the Department of Political Science and is accepted
as a fulfilment of the requirement for the degree of Master of Human Science
(Political Science).
………………………………….
Tunku Mohar Tunku Mohd
Mokhtar
Head, Department of Political
Science
This dissertation was submitted to the Department of Political Science and is accepted
as a fulfilment of the requirement for the degree of Master of Human Science
(Political Science).
………………………………….
Ibrahim Mohamed Zein
Dean, Kulliyyah of Islamic
Revealed Knowledge and
Human Science
v
DECLARATION
I hereby declare that this Dissertation is the result of my own investigations, except
where otherwise stated. I also declare that it has not been previously or concurrently
submitted as a whole or in part for any other degree at IIUM or any other institutions.
Hassan, Abubakar Idris
Signature………………. Date………….…………
vi
INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA
DECLARATION OF COPYRIGHT AND AFFIRMATION OF
FAIR USE OF UNPUBLISHED RESEARCH
Copyright © 2014 by Hassan, Abubakar Idris. All right reserved
MOTIVATION AND JOB SATISFACTION: A CASE STUDY OF ACADEMIC
STAFF OF BAUCHI STATE UNIVERSITY GADAU, NIGERIA
No part of this unpublished research may be reproduced, stored in a retrieval system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording
or otherwise without prior written permission of the copyright holder except as provided
below.
1. Any material contained in or derived from this unpublished research may only be
used by others in their writing with due acknowledgement.
2. IIUM or its library will have the right to make and transmit copies (print or
electronic) for institutional and academic purposes.
3. The IIUM library have the right to make, store in a retrieval system and supply
copies of this unpublished research if requested by other universities and research
libraries.
Affirmed by Hassan, Abubakar Idris
…………………….. ……………………
Signature Date
vii
This work is dedicated to Idi Audu, Maimuna, Maimuna Jnr and Idi Jnr
viii
ACKNOWLEDMENTS
All praise be upon Allah, the lord of the universe, and peace and salutations be upon
our beloved prophet Muhammad (S.A.W). I thank Allah first of all, for giving me the
strength and perseverance to accomplish this study successfully.
Similarly, I am very grateful to all those who have positively contributed
towards the completion of this study. I am particularly indebted to Dr. S M. Abdul
Quddus, my amiable lecturer and supervisor who has always supported me in terms of
general academic pursuits. I would also like to express my gratitude to Prof. Abdul
Rahid Moten, Prof. Elfah, Dr. MD. Muniruzzaman, Dr. Ishtiaq Hossain Dr. Tunku
Moha Mukhtar, Dr. Alam Noore Saddiquee, Dr. Garoot E. Suleiman and Dr. Aldila.
My heartfelt appreciation goes to my family members; Mal. Idi Audu, Malama
Maimuna, Ramatu, Amina, Habiba, Mal. Yunusa Adamu and Maimuna Jnr for your
daily prayers to Allah for me and would also like to express my gratefulness to my
friends and colleagues such as Ismaila Abdullahi, Abubakar Sani, Yusuf Musa
Yahaya, Hamza Suleiman Danladi, Matawelle, Yerima, Aminu, Bashir Yahaya,
Jarma, Sale, Aminu, Aliyu Mukhtar Katsina, M.S. Abdulqadir, Com. Ahmed,
Atthahir, Rilwanu A. Hassan, Ruth, Isa Kano, Prof. Bashir Jumare, Prof Ezziendin,
Dr. Suleiman Ahmed, Godwin E.O, Yusuf Abdullahi, AbdulRahman, Musa Wunti,
Akilu, Yau Gadau, Ibrahim Shaik, Hamza, Ruqayya, Hamza and Shuaibu Gokaru.
ix
TABLE OF CONTENTS
Abstract .................................................................................................................... ii
Abstract in Arabic .................................................................................................... iii
Approval Page .......................................................................................................... iv
Declaration ............................................................................................................... v
Copyright Page ......................................................................................................... vi
Dedication ................................................................................................................ vii
Acknowledgements .................................................................................................. viii
List of Tables ........................................................................................................... xi
List of Figure ............................................................................................................ xii
List of Abbreviation ................................................................................................. xiii
CHAPTER ONE: INTRODUCTION .................................................................. 1
1.0 Background to the Study ........................................................................ 1
1.1 Statement of the Problem ....................................................................... 2
1.2 Significance of the Study ....................................................................... 3
1.3 Objectives of the Study .......................................................................... 4
1.4 Research Questions ................................................................................ 5
1.5 Literature Review ................................................................................... 5
1.6 Theoretical Framework .......................................................................... 10
1.6.1 Hypotheses ................................................................................... 14
1.6.2 Operationalization of Concepts .................................................... 14
1.7 Research Methods and Data Collection Strategies ................................ 16
1.8 Proposed Chapter Outline ...................................................................... 17
CHAPTER TWO: OVERVIEW OF NIGERIAN HIGHER EDUCATION
MANAGEMENT AND DEVELOPMENT ......................................................... 18
2.0 Introduction ............................................................................................ 18
2.1 Historical Background of Nigerian Higher Education ........................... 18
2.2 Military Government and the Development of Nigerian Higher
Education ...................................................................................................... 23
2.3 Democratic Government and the Development of Nigerian Higher
Education ...................................................................................................... 25
2.4 Issues and Problems in Nigerian Higher Education ............................... 26
2.5 Higher Education Management In Bauchi State University .................. 29
2.5.1 Governance and Management of Bauchi State University .......... 30
2.5.2 Academic Staff And Bauchi State University .............................. 31
2.5.3 Motivational Measures For Academic Staff Of Bauchi State
University .............................................................................................. 32
CHAPTER THREE: METHODOLGY ............................................................... 37
3.0 Introduction ............................................................................................ 37
3.1 Method of Data Collection ..................................................................... 37
3.2 Measurement .......................................................................................... 38
3.3 Sample and Sample Size ........................................................................ 38
x
3.4 Population Composition ......................................................................... 40
3.5 Pilot Test ................................................................................................ 43
3.5.1 Reliability Statistics ..................................................................... 44
3.5.2 Validity ......................................................................................... 44
3.6 Sampling Method ................................................................................... 45
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS ..................... 46
4.0 Introduction ............................................................................................ 46
4.1 Demographic Profile of the Population .................................................. 46
4.2 Descriptive Statistics .............................................................................. 48
4.2.1 Motivational Factors .................................................................... 49
4.2.2 Hygiene Factors ........................................................................... 56
4.3 Inferential Statistics ................................................................................ 65
4.3.1 Inferential Statistics: Pearson Moment Correlation ..................... 65
4.3.2 Inferential Statistics: Multiple Regression Analysis .................... 68
4.4 Level of Job Satisfaction among Academic Staff .................................. 71
4.5 Responses to Open-Ended Questions ..................................................... 71
4.5.1 Summary of Interview Question Responses ................................ 75
Conclusion ............................................................................................ 76
CHAPTER FIVE: DISCUSSION, RECOMMENDATIONS AND
CONCLUSION ...................................................................................................... 77
5.0 Introduction ............................................................................................ 77
5.1 Discussion on Major Observations ........................................................ 78
5.1.1 Level of Job Satisfaction among Academic Staff of Bauchi
State University Gadau ......................................................................... 79
5.1.2 Relationship Between Motivator And Hygiene Factors .............. 80
5.1.3 Ways Forward To Ensure Higher Job Satisfaction ...................... 81
5.1.4 Discussion On Hypotheses ........................................................... 83
5.2 Recommendation for Practical Implications .......................................... 84
5.3 Suggestions for Future Study ................................................................. 85
5.4 Conclusion .............................................................................................. 86
BIBLIOGRAPHY .................................................................................................. 89
APPENDIX 1: QUESTIONNAIRE: MOTIVATION AND JOB SATISFACTION:
A CASE STUDY OF ACADEMIC STAFF OF BAUCHI STATE UNIVERSITY95
APPENDIX II: INTERVIEW QUESTIONS ........................................................... 99
xi
LIST OF TABLES
Table No. Page No.
2.1 Summary of academic staff of BASUG projection schedule 32
3.1 Variables and Coding 41
4.1 Demographic Profile of the Population 48
4.2 The frequencies and means with regard to responsibility 49
4.3 The frequencies and means with regard to work itself 50
4.4 The frequencies and means with regard to achievement 52
4.5 The frequencies and means with regard to advancement 53
4.6 The frequencies and means with regard to recognition 55
4.7 The frequencies and means with regard to policy and administration 56
4.8 The frequencies and means with regard to supervision 58
4.9 The frequencies and means with regard to job security 59
4.10 The frequencies and means with regard to salary and compensation 61
4.11 The frequencies and means with regard to working conditions 63
4.12 Correlations between Motivational Variables and Job Satisfaction 65
4.13 Correlations between Hygiene Variables and Job Satisfaction 66
4.14 Correlations of Cluster of Motivator Factors 67
4.15 Correlations of Cluster of Hygiene Factors 67
4.16 Correlations between Cluster of Motivation and Hygiene factors with
Job Satisfaction 68
4.17 Regressions for Motivational variables with overall Job Satisfaction 69
4.18 Multiple Regressions for Hygiene Variables with overall Job
Satisfaction 70
4.19 Multiple Regressions for collection of Motivator and Hygiene Variables
with overall Job Satisfaction 71
xii
LIST OF FIGURES
Figure No. Page No.
1.1 Theoretical Framework 13
2.1 University Governance The Principal Officers of the University 31
2.2 Statutory Organs of the University 33
4.1 The open-ended responses of academic staff of Bauchi state university 72
4.2 The result of the open-ended question 73
4.3 The result of the open-ended question 74
xiii
LIST OF ABBREVIATIONS
ASUU Academic Staff Union of Universities
BASUG Bauchi State University Gadau
COSC Cambridge Overseas School Certificate
IIUM International Islamic University Malaysia
MSQ Minnesota Satisfaction Questionnaire
NGN Nigerian Naira
NUC National Universities Commission
SAW Sallalahu Alaihi Wassalam
SPSS Statistical Package for Social Science
USD United State Dollar
USS University Salary Scal
1
CHAPTER ONE
INTRODUCTION
1.0 BACKGROUND TO THE STUDY
Motivation and job satisfaction are criteria that are crucial for any organization which
desires its workforce to be productive (Oshagbemi, 2003). Job satisfaction may be
linked to performance and organizational productivity and other related issues,
including labour turnover (Kusku, 2003). However, it is found that dissatisfied
employees are prone to absenteeism and excessive turnover is also a consequence
(Chen et al., 2006). Job dissatisfaction is also associated with some indirect costs
attached to recruitment, training and learning curve inefficiencies (Brown & Mitchel,
2003). Contrary to job dissatisfaction, worker satisfaction may improve performance,
productivity, reduce employee turnover and enhance commitment and creativity
(Munhurrun et al., 2009). Hence, Motivation and Job Satisfaction of employees,
particularly of academic staff should not be ignored. Academic staff of universities
must be valued as key resources and have a major role to play in achieving the goals
and objectives of the universities they work for (Capelleras, 2005). The main duties of
academic staff are teaching, doing research and performing management tasks
(Oshagbemi, 2000). Meanwhile, the objective of a university is to provide quality and
comprehensive knowledge, educate students, seek academic development and
coordinate national development demands (Kusku, 2003).
Consequently, university academic staff’s motivation and job satisfaction are
linked to university functions (Chen et al., 2006). Imafidon (2009) argues that the
birth of the knowledge economy has affected the nature of man which has
2
consequently metamorphosed into people who continuously seek for knowledge.
Consequently, African managers are faced with the problem of how to manage a
knowledge worker. This is because the current African management system is based
on an inherited colonial policy of command and control instead of a management style
that is based on collectivistic ethos of African society. Therefore, for effective
management of human capital in Africa, there must be a shift from looking at a
knowledge worker as a ‘social man’ to a ‘knowledgeable man. Imafidun, (2009) sees
the significance of knowledge worker as an asset that future organizations cannot do
without. While 20th
century organizations rely upon their equipment as their most
valuable asset for production, 21st century organizations in contrast, rely upon the
knowledge worker as their most valuable asset.
1.1 STATEMENT OF THE PROBLEM
Drucker (1999) argues that proper management of knowledge workers is among the
most difficult problems facing modern organizations. Mourice (2012), argues that
academic staff in Nigeria often agitate and make demands that are beyond the
resources of the Ministry of Education or the Government of Nigeria. In this regard,
the Government of Nigeria and the Academic Union of Universities (ASUU) are
involved in frequent face-offs over salary issues, benefits and improvement in the
general working conditions of academic staff. The Federal and State authorities have
pointed out that the realities of economic situation of the country may not be able to
support the demands for a rise in pay/salaries, benefits and general improvement of
working conditions. Specifically, they argue that ASUU demands are beyond
government resources. The government also observes that academic staff’s poor
performance may also be attributed to lecturers’ negligence, laziness and non-
3
dedication to work and they further reiterate that the lecturers’ level of effectiveness
does not tally with the frequent demands for increase in salary, benefits and better
working conditions. On the other hand, academic staff are seeking for a just
performance management system where input and output are balanced and
contribution to the university can be explained, in terms of hard work, skills level,
tolerance (input) and salary, benefits, advancement, recognition (output). The above
position can be supported by the theory of equity, which explains that employees
become demotivated both in relation to their work and their employer, if they feel that
their input is higher than the output they receive.
Recent developments in Nigeria has witnessed academic staff resigning from
their positions in a university and showing a preference to join other institutions of
higher learning in Nigeria (Registry, 2013). Currently, no research has been carried
out in relation to identifying the causes of their resignation or why they choose to
leave the university.This is especially true, with regards to the motivation and job
satisfaction of academic staff in Bauchi State University Gadau which has not not
been examined.
1.2 SIGNIFICANCE OF THE STUDY
Understanding academic staff’s motivation and job satisfaction as important criteria
for enhancing performance and productivity is highly required considering their
contribution to nation building in general and knowledge building in particular.
Theoretically, this study will seek to validate the existing “two factor theory”
of Fredrick Herzberg (1959), there by adding value to its recognised findings. this
study will provide Bauchi State University management with a potential source of
4
information and possible solutions for enhancing level of job satisfaction and
motivation in the university.
Similarly, this study can serve as a potential background for viable
management interventions with the view of preventing or reducing academic staff
turnover in the university.
In terms of policy formulation, this study has the potential to provide inputs to
BASUG management that will help guide policies targeted at providing level of job
satisfaction and motivation of academic staff. Hence, this study is vital because no
research thus far has been carried out in relation to motivation and job satisfaction of
academic staff of Bauchi State University Gadau, Nigeria.
1.3 OBJECTIVES OF THE STUDY
This study aims to examine the level of job satisfaction among academic staff of
Bauchi State University Gadau. The overall objective is to identify factors that
influence job satisfaction among academic staff of the university. Specifically, the
study’s aims are:
1. To examine the level of job satisfaction among academic staff of Bauchi
State University Gadau.
2. To find out the relationship between motivator factors and hygiene factors
with overall job satisfaction
3. To suggest viable solutions for the future that will help to ensure better job
satisfaction and subsequently the motivation of academic staff of Bauchi
State University Gadau.
5
1.4 RESEARCH QUESTIONS
The following are the research questions for this study:
1. What is the level of job satisfaction among academic staff of Bauchi State
University Gadau?
2. What is the relationship between motivator factors and hygiene factors
with overall job satisfaction of academic staff of Bauchi State University
Gadau?
3. What are the ways forward that will ensure higher job satisfaction in order
to enhance motivation of the academic staff of Bauchi State University
Gadau?
1.5 LITERATURE REVIEW
Many scholars have written on motivation and job satisfaction particularly in Nigeria
and generally on a global level. Therefore, some of the related and relevant
contributions have been critically appreciated in the proposed study.
Nwachukwu (2008) explores and explains the relationship between job
satisfaction and teachers’ work motivation for school effectiveness in the educational
environment using teachers’ job and need satisfaction rating as the dependent
variables and teachers’ background information as independent variable. In a broader
scope, he bases his research on the theoretical framework of Herzberg et al. (1959) in
order to ascertain the degree of influence of intrinsic and extrinsic factors of
motivation and their impact on job performance. A convenient sample size of 680 was
selected and the findings reveal that there is a significant relationship among facets of
job satisfaction, performance and motivation factors; teachers were most motivated by
both the job context and content, including job security and working conditions, the
6
work itself, reaching one’s potential and personal growth; these factors satisfied
teachers and impacted on their performance. Opportunity for advancement,
achievement and standard of excellence, recognition by others and the authority and
autonomy supported job satisfaction, while pay and fringe benefits ranked last. This
means that, both the hygiene and motivator factors are important in different ways in
predicting teachers’ job satisfaction. Also, the results showed that educational policy
and administration and promotion and training opportunities appear as dissatisfaction
factors to Nigerian teachers. Pay and fringe benefits are found to satisfy the
respondents.
Similarly, the results of another study conducted by Christopher and Balarinde,
(2008) on motivation, job satisfaction and service delivery of library staff of
university of Ibadan, Oyo State, Nigeria has shown how commitment to work and a
considerable level of discipline on the job are related to motivation and satisfaction
which have a direct connection to adequate facilities at work, good working
conditions, consistency in payment of salaries and recognition of personnel
contribution to work. Although remuneration is not commensurable, but working
environment is conducive and thus, this affects the performance of the University of
Ibadan’s library staff.
The findings of a study conducted by Remi et al. (2011) on 300 employees
randomly selected from 15 companies in Oyo, Kwara, Osun and Ogun states of
Nigeria found that motivating factors, according to the respondents include good
working conditions, interesting work, good wages, job security, promotion and growth
in the organization, appreciation of work done and loyalty to employees. The findings
supports the view that motivational factors influence employee’s input to the
organization through a voluntary zeal to do work in high gear.
7
Mohammed (2011) argues that motivation factors are most vital of the two sets
of factors due to their direct effect on a person’s motivation to do good work. Hygiene
factors secondarily support the motivators but they do not directly affect a person’s
motivation to work; they only affect the level of the person’s discontent.
Bashir (2007) conducted another study on the academic staff of Ibrahim
Badamasi Babangida University, Nigeria, to determine the level of job dissatisfaction.
The main finding was that there is no job dissatisfaction among the staff. However,
there were hygiene factors and a good working atmosphere existed in the university
which had raised staff commitment level. Also, the staff were highly motivated due to
their positive perception about job fulfillment, recognition at work, the work itself,
responsibility, opportunities for advancement and personal growth. It was found that
academic staff level of job performance in teaching was high but low in terms of
conducting research, which may be attributed to a lack of funding by the university
Another research conducted by Tella (2012) on work motivation, job
satisfaction and organizational commitment among library personnel at the Academic
and Research Institute sampled 200 library personnel at Oyo state of Nigeria, four
academic and five research libraries. The study found a positive relationship between
work motivation and job satisfaction with the coefficient value of r=0.4. It was
however, correlated with organizational commitment, but with a negative of
coefficient value r= 0.17. There was no significant difference between work
motivation of the professional and non-professional library personnel as well as no
difference in work motivation and job satisfaction between library personnel of
academic and research libraries. The study also revealed no significant relationship
between years of experience and organizational commitment. The research is however
8
limited in the sense that it was based on correlation and cannot identify a causal
relationship between motivation, job satisfaction and the organization concerned.
A survey administered by Salma (2012) from September 2010 to December
2010 on 105 full-time academic staff from two public and two private universities in
Pakistan show that, private university lecturers were more contended with their work
than public university lecturers. However, both groups of lecturers exhibited
significant variation in the level of overall job satisfaction they derived from their jobs
in terms of pay, supervision, relationship with colleagues, promotion and job security.
The private university lecturers were more satisfied with pay, promotion and
supervision. However, except for job security and relationship with co-workers, the
majority of public university lecturers were found to be dissatisfied with other aspects.
The findings failed to establish a relationship between job satisfaction and turnover.
In a study by Egbule (2003) using demographic characteristics as
determinants on faculty members working in different capacities, the researcher was
able to observe the relationship between work satisfaction and factors influencing it –
intrinsic, extrinsic and work-life balance. In this regard, all independent variables -
promotion, working atmosphere, supervision, and compensation and work life
challenges are important factors of faculty job satisfaction. While promotion
opportunities and training programmes also affect faculty job satisfaction, other
factors like compensation and working atmosphere are unimportant to other faculty
members. The findings coincide with Herzberg postulation that make differentiation
between “satisfier” and “dissatisfier” factors such as promotion prospect and growth
showing differentiation among faculty members’ job satisfaction.
Meanwhile, Anwar (2012) found age to be a strong factor among faculty
members. However, they to were observed to be less satisfied at middle age, but more
9
satisfied at a later age. Female workers were more satisfied than male counterparts. In
another research by Takupiwa et al. (2012) whose findings support the above position,
75 male and 75 female academic staff in Masvingo province of Zimbabwe, female
staff were more satisfied than their male counterparts. The researchers contend that
females have less burden as compared to males, thus moderate remuneration may
have satisfied them considering the patriarchal nature of the country. However,
another study on age differentiation, found that younger employees were more
satisfied with their job while older employees above 35 years were dissatisfied with
their jobs. This position may be attributed to higher burden placed on older employees
and a lesser burden on younger ones which made them either satisfied or dissatisfied
with the level of remuneration given. In addition, employees with lower qualifications
were more satisfied with the level of remuneration than those with higher
qualifications.
On the other hand, Mohammad’s (2012) study of 299 academic staff in the
Punjab province of Pakistan. This study involved respondents 60% of which were
males and 40% females, who belonged to different age groups, with different
qualifications, working experiences, and salary and nature of appointment (permanent
and contract). The results of his findings show that male academic personnel were
more satisfied than their female counterparts.
Karim and Roger (2005) conducted a study of 182 academic staff from two
universities in Uganda to evaluate their job satisfaction level, focusing on students’
interest in courses as intrinsic variables. The academicians were highly satisfied in
teaching and the interest shown by their students. However, they were dissatisfied
with the irregular and inadequate remuneration, lack of research grants, poor library
facilities and inadequate recreation activities, leading to many of them leaving their
10
university to work in a different organization. In terms of gender, the male lecturers
were more satisfied than their female counterparts, where extrinsic factors were
concerned.
Zainudin et al. (2010) study found that the impact of work satisfaction on
university academic staff is based on their commitment to academic activities. This
study examines factors contributing to job satisfaction, namely, remuneration,
promotional opportunities, working environment, relationship with other staff, work
load and management leadership style. To enable this study, the research employed
the use of a questionnaire on 320 academic staff of UiTM Kelantan. The findings
indicate a positive response towards promotional opportunities, work load and
relationship with co-workers and job satisfaction. It means that, the three correlated
variables significantly affect UiTM lecturers’ job satisfaction. In other words, job
satisfaction has a strong positive relationship with work commitment.
To conclude, it may be agreed that the outcome of staff motivation and job
satisfaction is dependent on the level of the motivation and hygiene factors in relation
to the time and situation that staff face and the goal of the organization.
1.6 THEORETICAL FRAMEWORK
There have been several attempts to explain job satisfaction and motivation in a
modern organization. One of the relatively more comprehensive explanations is
provided by the “Two-Factor Theory” suggested by Frederick Herzberg (1959) which
will be adopted as the theoretical framework for this study. However, motivation
drives behaviour and how exactly we dont know, this condition cannot be measured in
definite terms and also directly observed.
11
Earlier scholars in the field have propounded numerous factors that could be
used to observe and measure motivation. Specifically, Herzberg (1959) pragmatically
ascertained satisfaction and no-satisfaction factors and dissatisfaction and no-
dissatisfaction factors as yardstick of workers’ motivation and job satisfaction.
Satisfaction and or no satisfaction factors motivate and or demotivate staff.
While dissatisfaction/no-dissatisfaction factors lead to hygiene and smooth and or non
conducive working condition which may either discourage or encourage staff. It is
affirmed that hygiene factors can reduce dissatisfaction if applied judiciously and can
dissatisfy if totally absent in an organization. Motivation factors are more influential
of the two factors due to its direct effect on worker stamina or drive to perform quality
work. Hygiene only compliments the motivators and does not directly affect worker
motivation to work; rather affects the extent of job satisfaction (Mohammed, 2011).
This theory provides a basis or variables by which we can measure the job
satisfaction of employees. The following explanation justifies the choice of “Two
Factor Theory” as the theoretical guideline of this study. The name “Two-Factor
Theory” is the result of the dual nature of the theory in its approach to the sources of
job satisfaction and worker motivation. Based on the results of a previous study
carried out by Herzberg in 1959, the factors leading to job satisfaction and job
dissatisfaction are integrated to become part of the theory. He opined that there are
two different needs of man. One set of need is biological needs, i.e. the “built in drive”
to prevent any kind of pain from the environment, for example, hunger. Hunger is a
biological need which makes it necessary to earn money, and money becomes a
specific drive. The other set of human needs is related to a unique human
characteristic also known as the ability to achieve and through achievement to
experience psychological growth (Hafizah, 2012).
