THE RELATIONSHIP BETWEEN JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT AMONG PUBLIC
SECONDARY SCHOOL TEACHERS
Bernadette Sanga Anak Jeffery Segal 65548
Bachelor of Science with Honours (Human Resource Development)
2021
Faculty Of Cognitive Sciences And Human Development
A-
5 August 2021
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ABSTRACT
This study aims to identify the relationship between job satisfaction and components of organizational commitment among public secondary schools in Sri Aman, Sarawak. Therefore this study could make important contribution to extant research in management and organizational behavior. In the beginning of this study, the purpose, research question, and the need for the study is given. Then, literature is discussed about organizational commitment and job satisfaction that focusing on the relationship between them. The study produced 60 respondents who responded to the Google form link. The result showed that continuance was not found to have significant positive relationship with job satisfaction while affective, and normative commitment vice versa.
Key words : Affective commitment, continuance commitment, normative commitment, job satisfaction.
ABSTRAK
Tujuan kajian ini dilakukan adalah untuk mengkaji hubungan diantara kepuasan kerja dan komponen-komponen komitmen organisasi dalam kalangan guru sekolah menengah awam di Sri Aman, Sarawak. Hasil kajian ini dapat menjadi penyumbang penting kepada penyelidikan sedia ada berkaitan pengurusan dan gelagat organisasi. Pada permulaan kajian ini, dinyatakan tujuan, soalan kajian, dan keperluan kepada kajian ini dilakukan. Seterusnya, tinjauan literasi membincangkan tentang komitmen organisasi dan kepuasan kerja yang menumpukan kepada hubungan di antara kedua pemboleh ubah. Sebanyak 60 orang responden telah memberi respon di pautan borang Google. Hasil kajian menunjukkan komitmen berlanjutan tidak mempunyai hubungan yang signifikasi dengan kepuasan kerja manakala komitmen afektif, dan komitment normatif sebaliknya.
Kata kunci : komitmen afektif, komitmen berterusan, komitmen normatif, kepuasan kerja.
TABLE OF CONTENTS ACKNOWLEDGEMENT
CHAPTER 1 ... 1
INTRODUCTION ... 1
1.1 Introduction ... 1
1.2 Background of study... 1
1.3 Problem Statement... 3
1.4 Research Objective ... 5
1.5 Hypothesis of the study ... 5
1.6 Conceptual Framework ... 6
1.6.1 Independent Variables ... 6
1.6.2 Dependent Variable ... 6
1.7 Definition of Terms ... 7
1.8 Significance of Study ... 8
1.9 Summary... 8
CHAPTER 2 ... 9
LITERATURE REVIEW ... 9
2.1 Introduction ... 9
2.2 Job Satisfaction ... 9
2.2.1 Dimension of Job Satisfaction ... 10
2.3 Organizational Commitment ... 12
2.3.1 Types of Employee Commitment ... 13
2.4 Herzberg’s Motivation- Hygiene Theory ... 17
2.5 Past related studies ... 18
2.5.1 The Relationship Between Organization Commitment and Job Satisfaction ... 18
2.6 Summary... 18
CHAPTER 3 ... 19
METHODOLOGY ... 19
3.1 Introduction ... 19
3.2 Research Design ... 19
3.3 Population & Sampling Method ... 20
3.4 Measurement ... 20
3.5 Pilot study ... 23
3.6 Validity & reliability ... 24
3.7 Data collection procedure ... 26
3.8 Data analysis procedure ... 26
3.9 Limitation of the Study ... 28
3.10 Summary... 28
CHAPTER 4 ... 29
FINDINGS ... 29
4.1 Introduction ... 29
4.2 Profile of Respondents ... 29
4.3 Goodness of Measure ... 32
4.3.1 Normality Test ... 32
4.3.2 Reliability Analysis ... 34
4.3.3 Descriptive Analysis ... 35
4.4 Hypotheses Testing ... 36
4.4.1 Correlation Analysis ... 36
4.4.2 Multiple Regression Analysis... 38
4.5 Summary of Results ... 40
CHAPTER 5 ... 41
DISCUSSION, RECOMMENDATION AND CONCLUSION ... 41
5.1 Introduction ... 41
5.2 Discussions ... 41
5.2.1 To determine the relationship between job satisfaction and organizational commitment ... 41
5.2.2 To determine which of the three components of organizational commitment (affective, continuous, and normative organizational commitment) has the greatest impact on job satisfaction. ... 42
i. Teachers’ Organizational Commitment ... 42
ii. Teachers’ Job Satisfaction ... 43
5.3 Implications ... 44
5.4 Research Limitations ... 45
5.5 Recommendations ... 45
5.5.1 Recommendations To Public Secondary School/ Ministry of Education (MOE) ... 45
5.5.2 Recommendations For Future Researchers ... 46
5.7 Conclusions ... 46
REFERENCES ... 47
APPENDIX A: QUESTIONNAIRE ... 50
APPENDIX B: APPLICATION LETTER ... 54
LIST OF FIGURES
Figure 1: Conceptual Framework ... 6
Figure 2 Result Q-Q plot for Affective Commitment ... 32
Figure 3 Result Q-Q plot for Continuance Commitment ... 33
Figure 4 Result Q-Q plot for Normative Commitment ... 33
LIST OF TABLES
Table 1 Layout of the Questionnaire ... 21
Table 2 Five Point Likert Type Scale ... 22
Table 3 Reliability Test for Pilot Study ... 23
Table 4 Reliability Analysis for Pilot Study... 25
Table 5 Reliability Analysis for Actual Study ... 25
Table 6 Overall Reliability for Actual Study ... 26
Table 7 Profile of Respondents ... 30
Table 8 Reliability Analysis Result for Pilot Test ... 34
Table 9 Summary of Reliability Analysis ... 35
Table 10 Overall Descriptive Statistics of the Study Variables ... 35
Table 11Pearson’s Correlation Coefficients of the Study Variable ... 37
Table 12 Multiple Regression Analysis ... 38
Table 13 Summary of Results for Hypotheses ... 40
ACKNOWLEDGMENT
First, I would like to take this opportunity to delivery my appreciation to my supervisor, Madam Nik Norsyamimi binti Md Nor who had spent her valuable times in guiding me with passion to complete this final year project. I received a lot of encouragement and advice from her throughout the process completing my final year project. My final year project would never have completed without her guidance.
Besides, I am also glad that Universiti Malaysia Sarawak and Faculty of Cognitive Science and Human Development to provide me this opportunity to involve in this final year project of my degree. I have learnt and experienced in different aspects in my degree life.
In addition to the above, I would also like to thanks the organization that allowed me to conduct this research, especially Madam Mary one of the employee in the organization who assisted me in distributing the questionnaires. Furthermore, the employees in the organization are also very cooperative throughout the research process.
Moreover, I would also like to thank both my beloved parents who supported me and were concerned about me when I was doing my final year project. They gave lots of encouragement and support throughout the process when I complete my final year project.
Other than that, I would like to deliver a special thanks to my bestfriend, Felycia Rinta who willing to spend her valued time in shared my google form questionnaire throughout the process of completing this final year project.
Lastly, not forget to thanks my friends Peggy, Michelle, Haifa and Farra who have assisted me in completing my final year project. They share their knowledge regarding the research. We supported each other when working on this final year project.
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CHAPTER 1
INTRODUCTION
1.1 Introduction
This study discusses job satisfaction and organizational commitment among teachers. Few signs can comprehend about the investigation of this topic toward the public secondary school teacher. This study uses quantitative methods to explore the job satisfaction and organizational commitment among public secondary school teacher in Sri Aman, Sarawak.
1.2 Background of study
In Malaysia, low commitment and not much loyalty to their specific workplace are the common complaints received from employees particularly for the younger generation who grew up in the 21st century, as there are a lot of options available for them to work for and prefer to leave their organizations due to slightly better pay given by other organizations (Kokubun, 2017).
Organizational commitment is an important concept because it influences the dedication of companies, workers, and society as a whole. Employees may benefit from the company's intrinsic and extrinsic incentives when they are committed to the organization (Metin & Ash, 2018).
According to Hassard et al. (2015), if companies would like improve workplace satisfaction, they should aim to satisfy workers' basic necessities and then search for higher-level criteria. However, according to Hassard et al. (2015), this approach does not take into account
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the employee's cognitive process and, in general, the absence of empirical research, because it is slowly loosing influence.
Nowadays, the relationship between employee satisfaction and organizational engagement is especially important to examine, since individuals often do not work for their lives in the same company or job. It is also hard to find anyone who is right for those roles. Therefore, the company would do its utmost to retain these workers until the perfect candidate is chosen. If two workers show different job satisfaction levels, it can be shown that demonstrated that job satisfaction contributes to organizational engagement, the employer can hire employees with greater job satisfaction. This is because employers would expect to continue in the company of more happy individuals. Another explanation why satisfaction leads to dedication is that greater work satisfaction will lead to happier family life and less stress (Cote & Heslin, 2003).
Therefore, the goal of this research is to identify variables that can influence employee involvement in private education. institutions to the organization and the satisfaction of the work.
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1.3 Problem Statement
The teaching profession seems to be commonly dissatisfied (Dhanapal et al, 2013). Over the last few years, the country's education system has continued to evolve, with each new education minister presenting a new method that they felt would improve education quality (Advisor, 2020).
Employment satisfaction implies an attitude towards the work, which can be seen as a set of attitudes towards particular job dimensions (Stagner, 1982). The impact of an employee's ethical orientation and organizational ethical principles, viewed by an employee, on employee satisfaction and loyalty to the company are still one area that has not been explored in detail.
Dissatisfaction with the job could both cost a business and the employee. This means fewer quality products and services can be produced, less efficiency and competitiveness can be achieved and the rivals can lose more time (Sopo, 2001).
Atmojo M. (2015) contended that organizational design and implementation of award packages were extremely useful in recruiting and retaining workers and improving their degree of dedication to the job. He also revealed that the key problem facing organizations is the individual prediction of employee behavior. Some workers received some special prizes and some received other prizes.
Nearly one-half (48 percent) of workers indicated that the job itself was very important for job satisfaction, putting it in ninth place in the top 10 list of contributors to job satisfaction.
Compared with non-exempt (hourly) non-management staff, technical non-management and middle-management staff were more likely to cite this factor as a contributor to their work satisfaction. Approximately three-fourths (74 percent) of employees reported being pleased with their jobs. All other types of jobs were more pleased with the job itself than non-exempt (hourly) management staff (Society for Human Resource Management SHRM, 2016).
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Regardless of job title or work organization, employees are responsible for ensuring organizational development. Although we have made amazing technological progress, people still take the ultimate responsibility in the work of the organization. Unfortunately, no matter how large or small, most organizations do not provide components that can appeal to their employees or encourage them to realize their potentiality. It is inevitable the employees and work satisfaction help ensure a country's growth. The strategic management structure should also be carefully prepared in order to achieve the best outcomes for all related staff. Their role is comprehensive and demanding. In order to offer the best value for their organisation, they will need new knowledge, new technologies and new strategies to keep up with them.
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1.4 Research Objective
This research primarily aims to accomplish the following objectives:
i. To find out if there is a link between organizational commitment and work happiness.
ii. Determine which of the three components of organizational commitment (affective, continuance, and normative organizational commitment) has the greatest impact on job satisfaction.
1.5 Hypothesis of the study
Ha1: There is a significant relationship between affective commitment and job satisfaction among teachers’ at public secondary school.
Ha2: There is a significant relationship between continuance commitment and job satisfaction among teachers’ at public secondary school.
Ha3: There is a significant relationship between normative commitment and job satisfaction among teachers’ at public secondary school.
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1.6 Conceptual Framework
More research into the relationship between organizational commitment and work satisfaction among institution employees is needed, according to the literature review. The following conceptual framework will be used to further investigate and explore the study's findings in order to determine the relationship between job satisfaction and organizational commitment. The link between the various components is depicted in Figure 1. Job satisfaction is believed to be shaped by organizational commitment that is affective, continuous, and normative.
1.6.1 Independent Variables
Organizational commitment is the only independent variable, and it has affective commitment, continuing commitment, and normative commitment are the three key focuses.
1.6.2 Dependent Variable
The dependent variable is made up of only one variable, which is work satisfaction.
Figure 1 depicts the conceptual framework for this research.
Independent Variable Dependent Variale
Organizational Commitment
• Affective commitment
• Continuance commitment
• Normative commitment (Allen & Meyer, 1990)
Job Satisfaction (Weiss et al., 1967)
Figure 1: Conceptual Framework
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1.7 Definition of Terms
i. Organizational Commitment: Organizational commitment is described as a deep belief and recognition of organizational goals and values, representing the actions the organization takes to achieve these goals, and a strong desire to become an organization member (Hunt & Morgan, 1994).
ii. Affective Organization Commitment: The successful emotional attachment to organizational identity and involvement (Allen & Meyer, 1990).
iii. Organizational Continuance Commitment: The desire to leave the organisation (Allen
& Meyer, 1990).
iv. Normative Organization Commitment: A sense of duty to continue working (Allen &
Meyer, 1990).
v. Job satisfaction: Job satisfaction refers to people's attitudes and sentiments regarding their jobs. Optimistic views and a positive attitude toward work indicate job happiness.
Negative and unfavourable attitudes toward work reflect discontent with one's job (Armstrong, 2006).
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1.8 Significance of Study
Many participants will benefit from the importance of this research by shaping their policies as well as theoretical and scientific research (such as human resource management).
Previous research has concentrated on different aspects of the relationship between job satisfaction and organizational commitment of workers. It will provide valuable knowledge for management to help them understand the variables that influence satisfaction at work. Since employee satisfaction will always be considered a major contributor to job results, job engagement, recognising and understanding these factors is very important for management. In order to improve employee satisfaction and thereby increase work input, this will allow management to create a favourable working climate. In order to retain value and reduce turnover, this is necessary. Employers can be more cautious in the face of the economic crisis and give more attention to employee satisfaction.
1.9 Summary
To conclude, the relationship between job satisfaction and organizational commitment among teachers are the aim of this chapter. Specifically, this chapter had discussed about the background of the study, problem statement, research objectives, research questions, hypothesis of study, conceptual framework, definition of term and the significant of study. In next chapter will discuss the variables, theories, and past similar finding research on the topic.
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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
This chapter includes the study of applicable literature, desires, inspiration, and satisfaction theories. In addition, it will defend the attention on both the dimensions of job satisfaction and organizational commitment. This chapter will discuss job satisfaction and organizational commitment at the same time, and will finally conclude with the creation of hypotheses.
2.2 Job Satisfaction
In several distinct ways, employee satisfaction or it determines job satisfaction. Employee satisfaction refers to whether or not employees are content, fulfilled, and have their needs and desires met at work. Employee satisfaction is said to be a factor in employee motivation, achievement of employee goals, and high morale at work, according to several studies.
(Heathfield, 2016).
Job satisfaction or employee satisfaction refers to the positive or bad features of an employee's attitude about their work or specific job qualities, according to Ilham (2019). Job satisfaction is a term used to indicate whether or not employees are happy and satisfied with their work. According to numerous measures, this sector is a determinant in employee engagement, employee goal achievement, and excellent employee morale in the workplace. While employee happiness is generally a positive in our organisation, it may also be a downer if subpar employees stay because they like our work environment.
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Job satisfaction is a factor that affects willingness to leave and employees Decide whether to voluntarily withdraw from the organization (Chaudhary and Chaudhari, 2015). Employment satisfaction is dynamic and relies on individual preferences (Boccuzzo, Fabbris and Pacagnella, 2015). Abbas, Mudassar, Gul and Madni (2013) Intrinsic factors found, such as preparation, authorization and results, have a negative impact on job satisfaction, but external factors have a positive impact on job satisfaction in the Pakistani community (such as obtaining rewards). Other researchers Found that job satisfaction has nothing to do with internal factors and hygiene factors Affect employee job satisfaction (Wilson, 2015). Therefore, understand the inner This research requires external job satisfaction.
According to Velnampy and Sivesan, job satisfaction was assessed through ten variables including payment, happy to work, improvement, hierarchical supervision relationship, supervisor direction, achievement, appreciation, participation in judgement, proud to work, and appropriate description (2012).
2.2.1 Dimension of Job Satisfaction
Workplace contentment is a difficult concept to define (McCormick & Ilgen, 1985).
Locke (1976) offered a description of the work dimension, which has been developed and can significantly increase job satisfaction for employees. The specific size represents characteristics related to job satisfaction. The size is:
2.2.1.1 The Work Itself
he job itself will increase motivation (e.g., exciting and demanding activities) as workers are more inspired to explore tasks that promote excitement and creativity (Society for Human Resource Management SHRM, 2016). Jobs with an average degree of diversity
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typically improve work satisfaction. Low-diversity and mobility jobs contribute to impatience and exhaustion, and more diverse and mobile jobs raise worker tension and nervousness (Arnold & Fellman, 1986).
2.2.1.2 Pay
For the purpose of this research, pay is defined as the employee pay which is satisfactory for their usual expenses. The worker is pleased with the salary and pay is paid in accordance with the work experience and equivalent to the work performed as set out in the questionnaires as attached in appendix 1.
2.2.1.3 Promotion
In the scope of this research, promotion can be defined as the employee's fair chance of getting promoted. Promotion is fine, set, regular in the company and the promotion depends on the duration of the employee's service. Promotion on the basis of work success of workers. The questionnaire is attached in appendix 1.
