International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12
line decor
  
line decor

 Volume 11, Issue 11 (November 2024), Pages: 37-47

----------------------------------------------

 Original Research Paper

Factors influencing job satisfaction among academic and nonacademic staff: The case of SIMAD University

 Author(s): 

 Ahmed Hassan Mohamud *, Galad Mohamed Barre, Ibrahim Hassan Mohamud

 Affiliation(s):

 Faculty of Management Sciences, SIMAD University, Mogadishu, Somalia

 Full text

  Full Text - PDF

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0002-9959-6865

 Digital Object Identifier (DOI)

 https://doi.org/10.21833/ijaas.2024.11.005

 Abstract

A gap in empirical research has been identified regarding job satisfaction in Somalia's higher education sector, specifically at SIMAD University. To address this gap, this study aims to evaluate job satisfaction among both academic and nonacademic staff at the university. Data were collected from SIMAD University staff using purposive sampling, with 208 participants completing a structured questionnaire. The analysis was conducted using descriptive statistics and correlation analysis to assess job satisfaction levels, and Cronbach's alpha was used to test the reliability of the data. The findings show that, overall, staff have a high level of job satisfaction, though they expressed lower satisfaction in two areas: appointment and promotion processes and the physical work environment (organizational conditions). Additionally, all factors were positively correlated with job satisfaction. This study highlights areas where employee satisfaction could be improved, especially in the areas of promotions and the physical environment, and discusses the implications of these findings for university management.

 © 2024 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords

 Job satisfaction, Higher education, Academic staff, Nonacademic staff, Physical environment

 Article history

 Received 2 January 2024, Received in revised form 28 August 2024, Accepted 21 October 2024

 Acknowledgment

We sincerely acknowledge SIMAD University for their generous funding of this research paper.

 Compliance with ethical standards

 Ethical considerations

Participants were informed about the study's purpose and voluntarily consented to participate. Their responses were anonymized to ensure confidentiality, and they were given the option to withdraw at any time. Data was used only for this research, with access limited to the research team.

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

 Mohamud AH, Barre GM, and Mohamud IH (2024). Factors influencing job satisfaction among academic and nonacademic staff: The case of SIMAD University. International Journal of Advanced and Applied Sciences, 11(11): 37-47

 Permanent Link to this page

 Figures

 No Figure

 Tables

 Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 Table 9 Table 10 Table 11 Table 12 

----------------------------------------------   

 References (52)

  1. Ahmad MAA and Jameel AS (2018). Factors affecting on job satisfaction among academic staff. Polytechnic Journal, 8(2): 119-128. https://doi.org/10.25156/ptj.2018.8.2.161   [Google Scholar]
  2. Alamrew Y, Belay H, and Shishigu AD (2016). The effect of governance on employees' job satisfaction, intention to leave and task performance (a case of University of Gondar). Research Journal of Commerce and Behavioural Science, 6(2): 1-6.   [Google Scholar]
  3. Allen NJ and Meyer JP (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1): 1-18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x   [Google Scholar]
  4. Bassett G (1994). The case against job satisfaction. Business Horizons, 37(3): 61-69. https://doi.org/10.1016/0007-6813(94)90007-8   [Google Scholar]
  5. Bassett-Jones N and Lloyd GC (2005). Does Herzberg's motivation theory have staying power? Journal of Management Development, 24(10): 929-943. https://doi.org/10.1108/02621710510627064   [Google Scholar]
  6. Bateman TS and Organ DW (1983). Job satisfaction and the good soldier: The relationship between affect and employee "citizenship." Academy of Management Journal, 26(4): 587-595. https://doi.org/10.5465/255908   [Google Scholar] PMid:32636664
  7. Buitendach JH and De Witte H (2005). Job insecurity, extrinsic and intrinsic job satisfaction and affective organisational commitment of maintenance workers in a parastatal. South African Journal of Business Management, 36(2): 27-37. https://doi.org/10.4102/sajbm.v36i2.625   [Google Scholar]
  8. Chacko TI (1983). Job and life satisfactions: A causal analysis of their relationships. Academy of Management Journal, 26(1): 163-169. https://doi.org/10.5465/256143   [Google Scholar] PMid:10260567
  9. Chen XH, Zhao K, Liu X, and Wu DD (2012). Improving employees' job satisfaction and innovation performance using conflict management. International Journal of Conflict Management, 23(2): 151-172. https://doi.org/10.1108/10444061211218276   [Google Scholar]
  10. De Cuyper N, Notelaers G, and De Witte H (2009). Job insecurity and employability in fixed-term contractors, agency workers, and permanent workers: Associations with job satisfaction and affective organizational commitment. Journal of Occupational Health Psychology, 14(2): 193-205. https://doi.org/10.1037/a0014603   [Google Scholar] PMid:19331480
  11. Ellickson MC and Logsdon K (2002). Determinants of job satisfaction of municipal government employees. Public Personnel Management, 31(3): 343-358. https://doi.org/10.1177/009102600203100307   [Google Scholar]
  12. Hackman JR and Oldham GR (1975). Development of the job diagnostic survey. Journal of Applied Psychology, 60(2): 159-170. https://doi.org/10.1037/h0076546   [Google Scholar]
  13. Harter JK, Schmidt FL, and Hayes TL (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2): 268-279. https://doi.org/10.1037//0021-9010.87.2.268   [Google Scholar] PMid:12002955
  14. Herzberg F (1968). One more time: How do you motivate employees? Volume 65, Harvard Business Review, Boston, USA.   [Google Scholar]
  15. Herzberg F (2015). Motivation-hygiene theory. In: Herzberg F (Ed.), Organizational behavior 1: 61-74. Routledge, Oxfordshire, UK.   [Google Scholar]
  16. Hijazi HA (2020). The impact of applying good governance principles on job satisfaction among public sector employees in Jordan. Open Journal of Business and Management, 9(1): 104679. https://doi.org/10.4236/ojbm.2021.91001   [Google Scholar]
  17. Hitt MA, Miller CC, Colella A, and Triana M (2017). Organizational behavior. John Wiley and Sons, Hoboken, USA.   [Google Scholar]
  18. Horoub I and Zargar P (2022). Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader. Frontiers in Psychology, 13: 1065545. https://doi.org/10.3389/fpsyg.2022.1065545   [Google Scholar] PMid:36619068 PMCid:PMC9812660
  19. Jameel AS and Ahmad AR (2019). The effect of transformational leadership on job satisfaction among academic staff. In the 34th International Business Information Management Association (IBIMA) Conference, Madrid, Spain: 13-14.   [Google Scholar]
  20. Jenkins JM (1993). Self‐monitoring and turnover: The impact of personality on intent to leave. Journal of Organizational Behavior, 14(1): 83-91. https://doi.org/10.1002/job.4030140108   [Google Scholar]
  21. Judge TA (1993). Does affective disposition moderate the relationship between job satisfaction and voluntary turnover? Journal of Applied Psychology, 78(3): 395-401. https://doi.org/10.1037//0021-9010.78.3.395   [Google Scholar]
  22. Karim S and Nadeem S (2019). Understanding the unique impact of dimensions of ethical leadership on employee attitudes. Ethics and Behavior, 29(7): 572-594. https://doi.org/10.1080/10508422.2019.1580582   [Google Scholar]
  23. Khalid S, Irshad MZ, and Mahmood B (2012). Job satisfaction among academic staff: A comparative analysis between public and private sector universities of Punjab, Pakistan. International Journal of Business and Management, 7(1): 126-136. https://doi.org/10.5539/ijbm.v7n1p126   [Google Scholar]
  24. Khan AJ, Bashir F, Nasim I, and Ahmad R (2021b). Understanding affective, normative and continuance commitment through the lens of training and development. IRASD Journal of Management, 3(2): 105-113. https://doi.org/10.52131/jom.2021.0302.0030   [Google Scholar]
  25. Khan AJ, Bhatti MA, Hussain A, Ahmad R, and Iqbal J (2021a). Employee job satisfaction in higher educational institutes: A review of theories. Journal of South Asian Studies, 9(3): 257-266. https://doi.org/10.33687/jsas.009.03.3940   [Google Scholar]
  26. Lakshika L and Priyanath H (2018). Effect of relational governance on job satisfaction: Empirical evidence of supportive staff of the Sabaragamuwa University of Sri Lanka. American Journal of Humanities and Social Sciences Research, 2(1): 163-169.   [Google Scholar]
  27. Mehrad A (2020). Evaluation of academic staff job satisfaction at Malaysian universities in the context of Herzberg's motivation-hygiene theory. Journal of Social Science Research, 15(1): 157-166. https://doi.org/10.24297/jssr.v15i.8725   [Google Scholar]
  28. Mwesigwa R, Tusiime I, and Ssekiziyivu B (2020). Leadership styles, job satisfaction and organizational commitment among academic staff in public universities. Journal of Management Development, 39(2): 253-268. https://doi.org/10.1108/JMD-02-2018-0055   [Google Scholar]
  29. Noordin F and Jusoff K (2009). Levels of job satisfaction amongst Malaysian academic staff. Asian Social Science, 5(5): 122-128. https://doi.org/10.5539/ass.v5n5p122   [Google Scholar]
  30. O'Leary P, Wharton N, and Quinlan T (2009). Job satisfaction of physicians in Russia. International Journal of Health Care Quality Assurance, 22(3): 221-231. https://doi.org/10.1108/09526860910953502   [Google Scholar] PMid:19537184
  31. Omar MS, Idrus IM, and Jamal NA (2021). The influence of job motivation on job satisfaction: A case study of polytechnic academic staff. Malaysian Journal of Social Sciences and Humanities (MJSSH), 6(1): 206-213. https://doi.org/10.47405/mjssh.v6i1.624   [Google Scholar]
  32. Opatha H (2019). Sustainable human resource management. Lap Lambert Academic Publishing, Saarbrucken, Germany.   [Google Scholar]
  33. Oshagbemi T (2000). Correlates of pay satisfaction in higher education. International Journal of Educational Management, 14(1): 31-39. https://doi.org/10.1108/09513540010310387   [Google Scholar]
  34. Pearson DA and Seiler RE (1983). Environmental satisfiers in academe. Higher Education, 12(1): 35-47. https://doi.org/10.1007/BF00140270   [Google Scholar]
  35. Pienaar C and Bester CL (2008). The retention of academics in the early career phase: Empirical research. SA Journal of Human Resource Management, 6(2): 32-41. https://doi.org/10.4102/sajhrm.v6i2.171   [Google Scholar]
  36. Rahman KU, Akhter W, and Khan SU (2017). Factors affecting employee job satisfaction: A comparative study of conventional and Islamic insurance. Cogent Business and Management, 4(1): 1273082. https://doi.org/10.1080/23311975.2016.1273082   [Google Scholar]
  37. Reisel WD, Probst TM, Chia SL, Maloles CM, and König CJ (2010). The effects of job insecurity on job satisfaction, organizational citizenship behavior, deviant behavior, and negative emotions of employees. International Studies of Management and Organization, 40(1): 74-91. https://doi.org/10.2753/IMO0020-8825400105   [Google Scholar]
  38. Salami SO (2011). Job stress and burnout among lecturers: Personality and social support as moderators. Asian Social Science, 7(5): 110-121. https://doi.org/10.5539/ass.v7n5p110   [Google Scholar]
  39. Sandika AL, Rupasena LP, and Abeywickrama LM (2016). Effect of good governance perception towards job satisfaction: A case study of the agriculture professionals attached to the Department of Agriculture Sri Lanka. Tropical Agricultural Research and Extension, 19(3): 254-273. https://doi.org/10.4038/tare.v19i3-4.5357   [Google Scholar]
  40. Scarpello V and Vandenberg RJ (1992). Generalizing the importance of occupational and career views to job satisfaction attitudes. Journal of Organizational Behavior, 13(2): 125-140. https://doi.org/10.1002/job.4030130203   [Google Scholar]
  41. Shahin M (2016). The effect of good governance mixture in governmental organizations on promotion of employees' job satisfaction (case study: Employees and faculty members of Lorestan University). Asian Social Science, 12(5): 108-117. https://doi.org/10.5539/ass.v12n5p108   [Google Scholar]
  42. Smagina O (2020). Gender and job satisfaction in higher education institution: Case study from Uzbekistan. Journal of Eastern European and Central Asian Research (JEECAR), 7(2): 219-229. https://doi.org/10.15549/jeecar.v7i2.392   [Google Scholar]
  43. Szromek AR and Wolniak R (2020). Job satisfaction and problems among academic staff in higher education. Sustainability, 12(12): 4865. https://doi.org/10.3390/su12124865   [Google Scholar]
  44. Tang TL and Talpade M (1999). Sex differences in satisfaction with pay and co-workers: Faculty and staff at a public institution of higher education. Public Personnel Management, 28(3): 345-349. https://doi.org/10.1177/009102609902800302   [Google Scholar]
  45. Tettey WJ (2006). Staff retention in African universities: Elements of a sustainable strategy. World Bank, Washington D.C., USA.   [Google Scholar]
  46. Ting Y (1997). Determinants of job satisfaction of federal government employees. Public Personnel Management, 26(3): 313-334. https://doi.org/10.1177/009102609702600302   [Google Scholar]
  47. Tong C, Tak WIW, and Wong A (2013). The impact of knowledge sharing on the relationship between organizational culture and job satisfaction: The perception of information communication and technology (ICT) practitioners in Hong Kong. International Journal of Human Resource Studies, 3(1): 9-37. https://doi.org/10.5296/ijhrs.v3i1.3112   [Google Scholar]
  48. Wall TD and Payne R (1973). Are deficiency scores deficient? Journal of Applied Psychology, 58(3): 322-326. https://doi.org/10.1037/h0036227   [Google Scholar]
  49. Wilczyńska A, Batorski D, and Sellens JT (2016). Employment flexibility and job security as determinants of job satisfaction: The case of Polish knowledge workers. Social Indicators Research, 126: 633-656. https://doi.org/10.1007/s11205-015-0909-6   [Google Scholar]
  50. Williams LJ and Hazer JT (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A reanalysis using latent variable structural equation methods. Journal of Applied Psychology, 71(2): 219-231. https://doi.org/10.1037//0021-9010.71.2.219   [Google Scholar]
  51. Witt LA and Nye LG (1992). Gender and the relationship between perceived fairness of pay or promotion and job satisfaction. Journal of Applied Psychology, 77(6): 910-917. https://doi.org/10.1037//0021-9010.77.6.910   [Google Scholar] PMid:1468995
  52. Young BS, Worchel S, and Woehr DJ (1998). Organizational commitment among public service employees. Public Personnel Management, 27(3): 339-348. https://doi.org/10.1177/009102609802700304   [Google Scholar]