FACTORS TOWARDS JOB SATISFACTION AMONG GOVERNMENT SERVANTS IN RAUB, PAHANG
Noor Junaini Arwin Yaacob*1, Nurul Izzat Kamaruddin2, Siti Hasziani Ahmad3, Roslina Ali4 and Muhammad Zainuddin Mohamed Azudin5
1 2 3 4 5 Faculty Business and Management, Universiti Teknologi Mara, Pahang, MALAYSIA
*Corresponding author: [email protected] Accepted: 15 August 2020 | Published: 1 September 2020
Abstract: Job satisfaction has been linked to productivity, motivation, absenteeism, and performance. In a working environment, there are many reasons or factors for an employee to feel satisfied or dissatisfied with their job. This project aims to investigate the factors towards job satisfaction among government servants in Raub, Pahang. Hence, this study will review what should be embodied in the framework of job satisfaction and examine the relationship between the independent variables which are employee recognition, organizational culture, and level of motivation and the dependent variable that is job satisfaction. This study used a quantitative method and collected the data via a questionnaire survey to achieve the objectives of the research.
A questionnaire was created, and data were collected from 93 respondents of Raub residences in Pahang state. The correlation analysis indicated that employees’ recognition, organizational culture, and level of motivation of the respondents have a positive relationship with job satisfaction. Meanwhile, the coefficient analysis stated that all variables significantly influence job satisfaction.
Keywords: Job Satisfaction, Working Environment, Government Servants, Culture
1. Introduction
Job satisfaction is considered to be the measure of an employee satisfaction or disagreement with their work. Most individuals spend a large part of their lives at work; the change of requirements towards life has also changed their expectations, emotions and feelings towards their jobs (An, Cha, Moon, Ruggiero, & Jang, 2014). Improvements of job satisfaction have positive effect on employees’ motivation, performance, and productivity. These are important elements that an organization needs to maintain a competitive workforce in order to deal with challenges arise from the competitive business environment (Marzuki, Permadi, & Sunaryo, 2012). The study of the relationship between job satisfaction and performance validated the common belief that “a happy worker is a productive worker” (Marzuki, Permadi, & Sunaryo, 2012). In this case, increasing and maintaining the degree of employee job satisfaction should be a priority for every employer (Gregory, 2011). Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. This study only focused
on three most common prevailing factors which influence job satisfaction at workplace. The three factors discussed in this study were organizational culture, intrinsic motivation and employee recognition. This study intends to establish a conceptual framework which contributes towards employee job satisfaction among government servants in Raub, Pahang.
2. Literature Review 2.1. Job Satisfaction
Job satisfaction is an individual’s subjective viewpoint encompassing the way he/she feels about his/her job and the employing organization. Moreover, job satisfaction is the pleasurable emotional state that results from the achievement of job values (Cronley, C & Kim, Younkyoung, 2017). The emotional components are the feelings of happiness, anxiety, boredom, and excitement evoked by the job. The behavioural components include early arrival, tardiness, working late, or faking illness in order to avoid work (Bernstein & Nash, 2008).
Early theory of motivation developed by Maslow which is the Maslow’s Hierarchy of Need had provided ground for further studies on the factors that motivate human. The theory proposed that human motives are based on needs that start in an ascending order from the lowest level to the highest level. The hierarchy moves from lower level needs such as physiological needs, safety and security, social needs to higher level needs such as self-esteem and self-actualization needs.
Individuals cannot move to the next higher level until all needs at the lower level are satisfied.
When one set of needs is satisfied, it no longer served as a motivator (Marzuki, Permadi, &
Sunaryo, 2012).
Job satisfaction consists of overall or general job satisfaction, as well as a variety of satisfaction facets (Voon et. al., 2011). Maximum time of man’s life spend at work place so a man satisfies his life if he satisfies from his job. Five components affect the job satisfaction; work, pay promotion, salary and recognition (Khalid Salman & Irshad Muhammad, 2011). In the literature, the importance of job satisfaction is often linked to work performance and organizational productivity or to other important work-related attitudes and behaviors such as absenteeism, turnover, and reduction of litigation (Zhang, Yao, & Cheong, 2011).
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 coworkers, supervisors or subordinates and their pay (George et al., 2008).
2.2 Organizational Culture
Organizational culture is a set of structures, procedures, guidelines, and norms that lead and restrain behavior (Valmohammadi & Roshanzamir, 2015, Schein, 2004).
As said by Naranjo-Valencia et al 2016 and Miron et al., 2004 organizational culture is the values, beliefs and hidden assumption which is the fellows of an association have something in common.
Following also by Naranjo-Valencia et al., 2016 and Hartmann, 2006, they stated that from this
culture, it can inspire innovative performance among the fellows of an association because it can lead them to receive the innovations as a basic value of the association and give a foster commitment to it.
It can be assumed that organizational culture has an indirect effect on the performance of the worker. Nevertheless, the assumption in the literature shows that organizational culture is directly correlated to the performance because culture can influence the character of the workers (Naranjo- Valencia et al., 2016, Galves and García, 2011; Martins and Terblanche, 2003 and Hofstede, 1988).
Most scholars and researchers now identify that organizational culture has an influential effect on the performance and long-term success of an organization. Resilient cultures are linked with the consistency of effort, clear focus, and higher performance in environments where agreement and common vision are essential (Valmohammadi & Roshanzamir, 2015, Cameron and Quinn, 2005).
As stated by Pawirosumarto et al., 2017, organizational culture is the values and symbols that are obeyed and agreed by all of the members in the organization. This culture exclusively belongs to specific organization as a differentiator between the organizations to others.
2.3. Intrinsic Motivation
Without motivation employees just perform a minimum level of organization requirement. But with motivation it fills in the desire to perform to their maximum level of effort. The motivated employees make the best of their ability with minimum wastage of time and resources because motivated employees always go for best utilization of resources. According to Idiegbeyan-Ose et.al (2019) motivation is a determination or drive that energizes the individual to work harder and satisfied job done has been proved to have important effect on job satisfaction. Motivation is focused on encouraging, stimulating and boosting towards employee’s behavioral change to perform to their best capability in order to achieve accomplishment of goals and objectives of an organization, to achieve higher productivity and satisfaction of employees (Saka & Salman, 2014).
It is also a psychological term which means it cannot be forced on employees. It comes naturally from inside the employees as it is the willingness to do the work.
Employee motivation is a critical aspect at the workplace which leads to the performance of the department and even the organization. Employees are the human wealth to the organizations and performance of them within an organization which leads to organizational success or failure as cited by Yagil (2006). Therefore, they need to be motivated on regular routine. Thus, there are many theories and concepts about work motivation due to different approaches of motivation.
Nevertheless, it can be said that all the principles come to an overall conclusion that increasing motivation for worker will lead to improved employees performance and achieving organizational goals. Mangkunegara (2005) mentioned that in measuring the motivation variable, the author uses numerous indicators, specifically fulfilment of five main needs which refers to the famous theory of Maslow's pyramid of needs.
According to Maslow (1943), human behavior stems from the desire to satisfy individual needs.
Human needs are divided into 5 levels from lowest (most urgent) to highest (less urgent), including physiological needs, safety and security needs, belongingness and love needs, esteem needs and self-actualization needs. All of the needs directly influence the level of motivation of employees.
The second indicator in measuring motivation refers to Herzberg's two-factor theory by Herzberg et al. (2005), comprises of motivators factors and hygiene factors. Motivators include: the nature of work, achievements in work, promotion opportunities and opportunities for self-development and recognition and hygiene factors include: working conditions, wages, security, quality of supervision and relationships with others of extrinsic factors (work context) including wages, working conditions, job security, status, company procedures, quality of supervision, and the quality of interpersonal relationships among co-workers, superiors, and subordinate. Intrinsic factors include achievement, recognition, responsibility, progress, and the work itself, and the possibility of developing. In addition, in Salleh et al, (2011) studied found that the employees who is highly motivated will succeed such as a person with high motivation level in job (intrinsic and extrinsic motivation) will succeed in his task performance. In Malaysia state government, employee job performance is very important because it will reflect the government performance too. Employee performance standards were designed by the government to measure the performance of the organizations. Thus include the level of motivation improves and directly impact on the quality performance of employees.
Several early management and academicians’ studies focused on personal factors believed to relate to or predict job performance among government employees that the position of the performance of government function is important, Wijono (1997). The organization management need to manage the resource properly to ensure success. Shulze and Steyn (2003) proposed that motivation represents the complex forces and needs which provide the energy for an individual to perform a particular task. Someone who is motivated will always mindful of the goal to be achieved and directs his or her efforts at attaining that goal.
2.4. Employee Recognition
One of the factors that influences job satisfaction is employee recognition. As we know recognition is about noticing and honoring. This can be said that employees are likely to be motivated to improve their performance with nonmonetary rewards such as employee recognition. By having this recognition, it will motivate them and improve their performance.
In addition, employee recognition can boost productivity and increase satisfaction (Daniels, 1999;
Darling et al., 1997; Nelson, 2005; Gostick & Elton, 2007). +This can be supported by previous studies conducted by Nelson, 2005; Darling et al., 1997; Rathi & Rastogi, 2008 saying that employee recognition/rewards will lead to higher job satisfaction.
Recognition is also known as the acknowledgment, appreciation, or approval of the positive accomplishments or behaviors of an individual or team (Caligiuri et al., 2010; Nelson, 2005;
University of Iowa, 2009). Whereas according to Gostick and Elton (2007), recognition refers to praise or a personal note acknowledging achievements including small gestures that are important to employees.
Past studies also indicate that employees derive satisfaction from working with companies that are effective in human resource management best practices where the employee recognition programs and to some extent, financial reward programs. Employee recognition should not be confined to praise, gifts and points but should extend to changing the organizational culture in order to meet
goals, initiatives, and connecting employees to the organization’s core values and beliefs. This strategic employee recognition is seen as the most important program to improve employee retention, motivation and positively influence the financial situation (Stephen I. D & Ayaga, D, 2014)
3. Problem Statement
Job satisfaction is one of the crucial factors that can affect a worker’s performance in an organization. Many of the workers are quitting their job not because of the job itself, but because of the dissatisfaction regarding their organization.
Overall, job satisfaction of an individual is the amount of job satisfaction which is reproduced by the importance level of the work. A satisfaction or dissatisfaction of a worker with the work is something personal that depends on how the worker perceives the compatibility or conflict between the desires and outcome. It can be determined that the sense of job satisfaction is the positive attitude of the workers which includes feelings and attitudes through the valuation of a job as a sense of respect in achieving one important value of the work. (Pawirosumarto et al., 2017)
Fard and Karimi, 2015 and Zareematin et al., 2011 said that there are some managers who highlight the fact that reward and motivation to work can increase the satisfaction of the workers. Even though the majority of the workers are a focus on work economic aspects but they are more interested in making the cherished tasks and high job independence in their work. If these workers stumble upon with some obstacles in their job expectations, it leads to silence and low job satisfaction.
In another word, job satisfaction defines worker’s feelings about their job. Many kinds of research have revealed that job satisfaction is a multidimensional phenomenon, affected by numerous internal and external factors, like the individual’s values, principles, personality and expectations, and the job’s nature, the opportunities provided and many more (Belias et al., 2015., Ravasi and Schultz, 2006).
4. Method
This study aims to identify the primary factors forming the framework of job satisfaction, and to examine the relationship between the independent variables with the variable of job satisfaction among government servants in Raub, Pahang. Therefore, the research model for this study was established, as shown in Figure 1. This research was conducted to see the factors that influence job satisfaction among government servants in Raub because as we know the job satisfaction will increase job performance. Therefore, the following hypotheses are developed:
H1: There is a significant relationship between organizational culture with job satisfaction among government servants in Raub, Pahang.
H2: There is a significant relationship between intrinsic motivation with job satisfaction among government servants in Raub, Pahang.
H3: There is a significant relationship between employee rocognition and job satisfaction among government servants in Raub, Pahang.
Figure 1: Theoretical Research Model
4.1 Data Collection
In this study, the findings were then analysed using SPSS. A convenience sampling technique was utilized to access potential respondents. All the respondents were government servants in Raub, Pahang. A structured questionnaire was the main instrument used for data collection. The distribution of questionnaires was done within one month. A total of 100 copies of the questionnaire were distributed, out of which 93 copies were returned as correctly filled and usable.
The data collected was analysed using descriptive statistics techniques.
4.1.1 Validity and Reliability
Sekaran (2003) stated that “goodness of a measure” was attainable by using Cronbach’s Alpha test where result that nearer to 1 will deliver a superior reliability from the internal consistency.
Table 1: Result of reliability analysis
Variable Cronbach’s Alpha
Job Satisfaction Organizational Culture Intrinsic Motivation Employee Recognition
0.805 0.859 0.815 0.837
Hence, the reliability lesser than 0.60 is reflected to be poor, then in range 0.70 is acceptable and the reliability which more than 0.80 is reflected as good. This will show that the data collected were reliable for the researchers to further assess the situation. As illustrated in the table 1, the results of applying Cronbach’s alpha showed that all variables had reliability coefficient above 0.80. This indicates that the questionnaire used in this study is suitable with high degrees of consistencies for all variables.
5. Results and Discussion
5.1 Demographic Analysis
Table 2 below describes gender’s percentage based from the required useable questionnaires. Male respondents’ percentage was rated at 45.2 percent equivalent to 42 respondents out of 93, whereas the female respondents’ percentage was rate at 54.8 percent. The highest respondents came from the age group between 36-45 years old with 43 percent that equal to 40 respondents followed by 26-35 years old that score 41.9 percent. The majority of respondents came from Malay rate the percentage of 90.3 percent equivalent to 84 respondents followed by Chinese, Indian and others rate 3.2, 4.3 and 2.2 percent respectively. Most of them are married and rated at 80.6 percent equal to 75 respondents. In educational level, most of them at least have a diploma with 35.5 percent followed by Master at 28 percent. As for monthly income category, RM1000-2500 rated percentage of 37.6 percent and followed by RM4001 and above at 34.4 percent. While the least number of working experience was 0-1 year at 2.2 percent while 5 years and above rated more than half at 53.8 percent
Table 2: Respondents’ demographic analysis
5.2 Testing Hypothesis
ANOVA, correlation analysis and multiple regression analysis were used in testing the hypothesis.
Variable Characteristics Number of
respondents N=93
Percentage (%)
Gender Male
Female
42 51
45.2 54.8
Age 18-25
26-35 36-45
46 years and above
5 39 40 9
5.4 41.9 43.0 9.7
Race Chinese
Indian Malay Others
3 4 84
2
3.2 4.3 90.3
2.2
Marital Single
Married Divorce
17 75 1
18.3 80.6 1.1 Educational Level SPM
Diploma Bachelor Degree Master
PhD
20 33 11 26 3
21.5 35.5 11.8 28.0 3.2 Monthly Income RM1001-2500
RM2501-4000 RM4001 and above
35 26 32
37.6 28.0 34.4 Working Experience 0-1 year
1-3 years 3-5 years
5 years and above
2 22 19 50
2.2 23.7 20.4 53.8
5.2.1 ANOVA
Table 3 below shows the Analysis of Variance (ANOVA) table. The degree of freedom in the result showed the value of 3 where 4 variables minus 1. F value of 39.203 with a significance of p-value < 0.001 showed that the dependant variables are have a significant relationship between each other. The overall regression model was significant where R square at 0.569.
Table 3: ANOVA analysis
Model Sum of Squares df Mean Square F Sig.
Regression Residual Total
15.595 11.802 27.397
3 89 92
5.198 0.133
39.203 0.000b
5.2.2 Pearson Correlation Analysis
Pearson correlation was used in this study to see the correlation among all variables and, as shown in Table 4, they are significant at 0.677**, 0.682**, and 0.672** for organizational culture, intrinsic motivation and employee recognition respectively. It means that all variables have highly correlation with Hibah awareness among Raub residences in Pahang state.
Table 4: Pearson correlation analysis
Job
Satisfaction
Organizational Culture
Intrinsic Motivation
Employee Recognition
Job
Satisfaction
Pearson Correlation 1 0.677** 0.682** 0.672**
Sig. (2-tailed) 0.000 0.000 0.000
N 93 93 93 93
Organizational Culture
Pearson Correlation 0.677** 1 0.700** 0.715**
Sig. (2-tailed) 0.000 0.000 0.000
N 93 93 93 93
Intrinsic Motivation
Pearson Correlation 0.682** 0.700** 1 0.710**
Sig. (2-tailed) 0.000 0.000 0.00
N 93 93 93 93
Employee Recognition
Pearson Correlation 0.672** 0.715** 0.710** 1
Sig. (2-tailed) 0.000 0.000 0.000 0.000
N 93 93 93 93
**. Correlation is significant at the 0.01 level (2-tailed).
5.2.3 Multiple Regression Analysis
Table 5 shows the results of regression analysis where Coefficient (β) at 0.281, 0.304 and 0.255 for organizational culture, intrinsic motivation and employee recognition respectively. However, only intrinsic motivation significant at 0.01, thus, H2 (there is a significant relationship between intrinsic motivation with job satisfaction among government servants in Raub, Pahang) is fail to reject. Moreover, the organizational culture and employee recognition having significant relationship with job satisfaction at level 0.05. This explain that H1 (there is a significant relationship between organizational culture with job satisfaction among government servants in Raub, Pahang) and H3 (there is a significant relationship between employee recognition with job
satisfaction among government servants in Raub, Pahang) are also fail to reject. On the other hand, the outcomes show that intrinsic motivation variables have the highest value in beta coefficient.
Table 5: Multiple regression analysis
Variable Unstandardized Coefficients Standardized Coefficients
t Sig
B Std. Error Beta
(Constant)
Organizational Culture Intrinsic Motivation Employee Recognition
0.886 0.245 0.284 0.243
0.275 0.094 0.100 0.104
0.281 0.304 0.255
3.221 2.599 2.832 2.329
0.002 0.011 0.006 0.022
5.3 Discussion on Findings
This study is conducted to understand the job satisfaction which the variables are organizational culture, intrinsic motivation and employee recognition. All variables are essential in considerate the relationships among them with job satisfaction.
The first independent variable is organizational culture that has a significant relationship with job satisfaction showed from the multiple regression. Organizational culture towards job satisfaction means how an organization conduct business based on their belief and shared attitudes that have been developed over time and are considered valid within the organization. It illustrates how an employee should behave in order to achieve their goals in the company.
Moreover, the second independent variable which is intrinsic motivation also has a significant relationship towards job satisfaction. The concern of it falls mainly on the employees itself. As a subordinates, they must simply enjoy every task given within the job scope and see it as an opportunity to explore, learn, and portray their potentials. Intrinsic motivation behaviours do not come with their own rewards but it creates positive emotions within the employees.
The last variable which is employee recognition in the workplace is to emphasize particular behaviours in better performance and positive organization results. One of the biggest motivation for employees is to be held in high esteem by their peers. The best way of receiving this respect is by being known for being good at what they do.
6. Conclusion
This investigation has been able to establish the relationship between organizational culture, intrinsic motivation, and employee recognition with job satisfaction. It therefore holds, all the variables as a paramount factor has high tendency to maintain a high satisfied workforce. Based on the result, all the variables have a positive and significant effect on the job satisfaction among the government servants in Raub, Pahang. The result shows that if organizational culture, intrinsic motivation, and employee recognition is better, job satisfaction will increase significantly. A positive workplace is the basic element that will get any organization to be at the top and it may be time consuming and difficult to encourage employee at the workplace. However, in order to achieve a high level of employee productivity, management needs to encourage a conducive workplace environment. The organization need to ensure that employees feel that their work and
efforts is an important contribution to the company’s success. They need to always keep an ‘open- door’ policy and have an approachable management team.
7. Acknowledgement
Praise to Almighty Allah the God of the Universe who gave us the strength to complete this research. This piece of work would not become possible without His blessings. We would like to express our heartfelt gratitude to all of our respondents for their kindness in answering the questionnaire for this research. All of the respondents are coming from government servants in Raub, Pahang. Deepest thanks to our family their continuing financial and moral supports throughout our research. Finally, we would also like to acknowledge each and every person who has contributed their effort in this research by whatever means directly or indirectly. Without the contribution of all those mentioned above, this research would not have been possible, thank you to all of you.
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