Research Design Assignment

Asia-Pacific International University

RESEARCH DESIGN DOCUMENT PRESENTED IN PARTIAL FULFILLMENT FOR THE COURSE

BUSINESS RESEARCH METHODS (BUAD 551)

“Job Satisfaction of Faculty and Staff Members at Asia-Pacific International University (AIU)”

submitted to: dr. oktavian mantiri

BY: BEJOY SULANKEY2015

Job Satisfaction of Faculty and Staff Members atAsia-Pacific International University(AIU)

A. Overview of the TopicJob satisfaction is one of the most widely discussed topics in organizational behavior,

personnel and human resource management and organizational management (Cranny,

Smith, & Stone, 1992, P. xv). In 1959, Herzberg published the two-factor theory of work

motivation. The theory claims that job satisfaction and dissatisfaction are affected by

two different sets of factors. Therefore, satisfaction and dissatisfaction cannot be

measured on the same continuum.

Herzberg and his colleagues found that people have two sets of needs: one related to

the avoidance of pain and the other related to the desire for psychological benefits.

Conditions in the work would affect one or the other of these needs. Work conditions

related to satisfaction of the need for psychological growth are labeled motivation

factors. And work conditions related to dissatisfaction which caused discomfort or pain

are labeled hygiene factors. Each set of these factors relates to one aspect to what

Herzberg identified as the human being’s dual nature regarding the work environment.

Job Satisfaction @AIU, 2015 Page 1

To summarize the theory the following table is shown.

Table 1

(https://www.google.co.th/search?q=herzberg%27s+motivation-hygiene+theory&espv)

Achieving job satisfaction in the business world today has not been easy because there

is not one adequate theory suitable for all workplaces. With the many increasing

number of institutions of higher education, getting the faculty and staff to reach a high

level of motivation, performance and satisfaction has become a challenge. Universities

strive to employ extremely qualified faculty and staff, but are not always successful at

maintaining the initial enthusiasm of motivation, performance and finally the high level of

satisfaction.

The education system of the Seventh-day Adventist Church serves an important

illustration of how teachers’ commitment and satisfaction operate in the context of

Christian education. The core mission of Seventh-day Adventist schools has both an

academic and a religious purpose: “the harmonious development of the physical, the

intellectual, and the spiritual, and social powers” (White, 1903, p.13).

The mission and vision statement for AIU (Asia-Pacific International University working

policy) states for instance that:


https://www.google.co.th/search?q=herzberg's+motivation-hygiene+theory&espv

Mission Statement

HOLISTIC EDUCATION: To provide a holistic education emphasizing religious values, academic excellence and an informed appreciation of culture, art, and the natural world.HIGH MORAL STANDARDS: To produce graduates with virtuous characters and high moral standards, along with sound wisdom and practical skills.LEADERS FOR COMMUNITIES AND CHURCHES: To serve as a training ground that produces leaders for communities and churches throughout the region and around the world.INTERNATIONAL QUALITY: To employ an administrative system that meets international quality standards and is noted for its effectiveness and efficiency.ACTIVE IN RESEARCH: To be active in research in each academic faculty with findings published in national and international media.ACADEMIC SERVICE: To be engaged in academic service and other humanitarian programs designed to serve local, regional, and international needs.

Vision Statement

Asia-Pacific International University intends to be a leading, international academic community dedicated to learning, teaching, and research that affirms human potential, cultivates moral sensitivity, and nurtures character development. Students are prepared for lives of joyful and selfless service to others and equipped with essential knowledge, skills, and an attitude of hopeful optimism.

This unique mission and vision includes the spiritual formation, the communication of

values and the integration of faith and culture. In this study I shall investigate the

present level of job satisfaction among the International and Thai faculty and staff

members at AIU.

The total population of about 140 faculty and staff at AIU will be selected as a statistical

sample. Employing a descriptive- correlative survey method and data will be collected

through questionnaire.

Faculty and staff members may either face satisfaction or dissatisfaction while at work,

and this is very important and crucial for the success of the university in achieving its

mission and vision.


Job satisfaction represents one of more complex studies facing today’s modern

organizational systems. And a number of studies have demonstrated the toll it has

taken on the productivity of organizations.

B. Motivation or justification for the ResearchThe topic “job satisfaction among the faculty and staff at AIU” has always fascinated me

very much from the start for the simple reason that AIU being a unique International

University, working with employees from different nationalities. And the challenge to

know the level of satisfaction, especially among International and Thai faculty and staff

members in the Universities, which affect the realization of this institutions’ vision.

The main objective is to determine the level of job satisfaction among the international

and the Thai faculty and staff. Organizations are facing more challenges than ever

before. These challenges are not unique to any specific organization or institutions, but

affect all organizations. Organizational culture and climate in particular is constantly

challenged by changes impacting organizations today.

Previous studies done in AIU by Pattraporn P & Samorn N, (2013) have made attempts

to explain the employee’s job satisfaction as a function of the individual´s personal

characteristics and the characteristics of the job itself. Some of these factors include the

level of pay and benefits, the perceived fairness of the promotion system within an

organization, the quality of the working conditions, leadership and social relationship.

The findings of this study showed that five factors contributed to employee job

satisfactions which are 1. Respect 2. Work environments 3. Supporting work 4.

Development program and 5. Compensation. The analysis result showed- being

respected (11.05%) followed by work environments (8.46%), supported work (7.03%),

development program (8.56%) and compensation (5.40%).

The university management will find this research helpful in improving faculty and staff

motivation factor and the hygiene factor to raise the level of job satisfaction of the

employees. An employee who achieves success in his or her job and whose needs are


met in the work place would be a happy employee that would strive to maintain

excellence. And in turn raise the standard of quality education of AIU.

C. Literature review and secondary research results to DateFactors Affecting SatisfactionAccording to Stephen Robbins and Mary Coulter (1999), "No matter how motivated an

employee is, his or her performance is going to suffer if there isn't a supportive work

environment." Job satisfaction is the outcome of two types of factors: "intrinsic" and

"extrinsic" (Herzberg, et al (1959). However, a fundamental distinction is necessary

between the extrinsic (instrumental, material) aspects of employment such as

promotion, pay or job security on the one hand, and, on the other, intrinsic (quality of

work) aspects such as relations with managers, scope for initiative, and the nature of

the work itself.

Two-Factor Theory of job satisfaction distinguishes between intrinsic-motivation (i.e.

recognition, responsibility) and extrinsic-hygiene (i.e. job security, salary, and working

conditions) factors. The presence of intrinsic-motivation facilitates higher satisfaction

and performance, whereas the absences of extrinsic factors help mitigate against

dissatisfaction. Wernimont, P.F (1966) concluded that both intrinsic and extrinsic factors

can be sources of both satisfaction and dissatisfaction, but intrinsic factors are stronger

in both cases. Satisfaction variables are not unidirectional in their effects, and

expectations have a strong influence on the extent of satisfaction with job factors.

A number of researchers recognize that job satisfaction is a universal concept that is

comprised of, or determined by, various aspects. The usual category (Smith, Kendall, &

Hulin, 1969) considers five facets of job satisfaction: pay, promotions, coworkers,

supervision, and the work itself. Locke (1976) adds a few other facets: recognition,

working conditions, and company and management. Additionally, it is common for

researchers to separate job satisfaction into intrinsic and extrinsic elements whereby

pay and promotions are considered extrinsic factors and coworkers, supervision, and

the work itself are considered intrinsic factors. Pool (1997) argues that job satisfaction

as an attitude that individuals maintain about their jobs, and this attitude is developed


from their perceptions of their jobs. Understanding the complexities of different variables

that have an impact on job satisfaction is a main goal of research and practice.

Achieving this goal may enable managers to learn how employees form the attitudes

that affect their job satisfaction.

Definition of Job Satisfaction

Despite its wide usage in scientific research, as well as in everyday life, there is still no

general consistency regarding what job satisfaction is. In fact there is no final definition

on what job represents. Therefore before a definition on job satisfaction can be given,

the nature and importance of work as a universal human activity must be considered.

Different authors have different approaches towards defining job satisfaction. Some of

the most commonly cited definitions on job satisfaction are analyzed in the text that

follows.

Schneider (1975) defines job satisfaction “as a personal evaluation of conditions

present in the job or outcomes that arise as a result of having job”. Further, they explain

that job satisfaction has to do with individual’s perceptions and evaluation of his job, and

this perception is influenced by the person’s unique circumstances like needs, values

and expectations. Lock (1976) defines job satisfaction as “a pleasurable or positive

emotional state resulting from the appraisal of one’s job or job experience”. Building on

this conception, Hulin and Judge (2003) noted that job satisfaction includes

multidimensional psychological responses to one's job, and that such responses have

cognitive (evaluative), affective (or emotional), and behavioral components

Different authors have different approaches towards defining job satisfaction. Some of

the most commonly cited definitions on job satisfaction are analyzed in the text that

follows.

Vroom (1964) in his definition on job satisfaction focuses on the role of the employee in

the workplace. Thus he defines job satisfaction as affective orientations on the part of

individuals toward work roles which they are presently occupying.


Job satisfaction is an attitude developed by an individual toward his or her job and job

conditions.

One of the most often cited definitions on job satisfaction is the one given by Spector

according to whom job satisfaction has to do with the way how people feel about their

job and its various aspects. It has to do with the extent to which people like or dislike

their job. That’s why job satisfaction and job dissatisfaction can appear in any given

work situation.

Organization and Job Satisfaction

Schneider (1983) describes organizational culture as “value systems and assumptions

which guide the way the organization runs its business”. According to Hebb (1949) and

Morse (1953) changes in the organizational culture affects the job satisfaction of the

employees and it also changes their behaviors and attitudes. In a review of studies

investigating organizational climate and job satisfaction, Peek (2003) found that

organizational climates that exhibit characteristics such as having a high degree of

autonomy, providing opportunities for employees, nurturing relationships among

employees, showing interest in and concern for their employees, recognizing

employees’ accomplishments and holding employees in high regard result in more

satisfied workers. Similarly, Brief (1998) found that salary, benefits and advancement

opportunities were components of organizational climate that had a direct influence on

job satisfaction.

Based on the review of the job satisfaction literature. I would like to expound on the

ideology of Job satisfaction is significant because a person's attitude and beliefs may affect his or

her behavior. Attitudes and beliefs may cause a person to work harder, or, the opposite may occur,

and he or she may work less. Job satisfaction also affects a person's general well-being for

the reason that people spend a good part of the day at work. Consequently, if a person is

dissatisfied with their work, this could lead to dissatisfaction in other areas of their life.


D. Statement of Research Purpose, Research questions and Hypotheses Research QuestionThe major research questions are:

1. What would be the significant factors affecting job satisfaction among faculty and staff

at AIU?

2. Would there be any difference in the way internationals and Thais experience the

level of job satisfaction?

Research HypothesesTo provide answers to the research questions, the following hypotheses will be tested in

this study:

Hypothesis One.

There would be no positive significant factors affecting job satisfaction among faculty

and staff at AIU.

Hypothesis Two.

There would be no positive significant difference in the way internationals and Thais

experience the level of job satisfaction.

E. Discussion of MethodologyThere will be two types of data that will be collected for the purpose of this research:

1. Primary Data- Quantitative Research

Mainly survey methods will be used in form of a questionnaire for collecting

primary data

2. Secondary Data- Published sources

Survey method will be used mainly through questionnaire to collect the data needed to

analyze the problems of this study. Majority of the questions used will be adapted from


a job satisfaction questionnaire created by the Human Resource department, but with

modifications to suit the research at hand. A pilot study was conducted on the

questionnaire in 2013 by the HR office to establish the adequacy and reliability of the

instrument in wording, content, question sequencing and bias. The method of gathering

information from respondents will be through distribution of questions in a hard copy

format. This will be distributed to all respondents during the monthly faculty and staff

meeting.

F. Survey questionnaire or Interview GuideI shall be using the survey questionnaire and distribute it to the faculty and staff during

the monthly meeting of the faculty and staff. The questionnaire is in two parts. Section I.

contains the demographics and section II the employee satisfaction question sub-

divided into four headings. 2.1 Administration and Management; 2.2 Professional

Development to improve Employees’ work Competency; 2.3 Welfare and Health Care

Services; 2.4 Useful information.

G. Data Analysis PlanAs stated above that this research will be guided by both quantitative and Literature

Review. The first part will be the survey questionnaire data which will be analyzed

through the use of a statistical application (e.g. Microsoft Excel ; SPSS or Minitab) for

interpretation. The data will be recorded and tallied so that it can be easily interpreted

by the application and converted into graphical or a readable form for presentation

purposes.

H. Anticipated Usefulness and Values of ResultsThe revelations of this research is important in terms of human resource management

since academics seem to value most the intrinsic factor. Thorough analysis of different

elements of job satisfaction will reveal the importance of job characteristics like

autonomy, job enrichment, idealness and appropriateness of job for enhancing an

academician’s job satisfaction.


Special attention should be paid to increase the level of job satisfaction during the

middle years of service when the level of job satisfaction starts to decline. Further

research could explore the reasons that cause decline in level of job satisfaction.

It is important for the organization as a check list for a clear understanding and the

shortcoming for improvement in the level of satisfaction between the International and

the Thai faculty and staff.

Appendix A: QuestionnairesQuestionnaires Survey

Instruction: This questionnaire is intended to survey employee job satisfaction in Asia-Pacific International University. It is divided into 2 sections:


The purpose of conducting this survey is to gather data for my Business Research

Methods class. Your unbiased answers will be highly appreciated. Thank you for

your participation.

Section I: Demographics.

Section II: Employee Job Satisfaction at Asia-Pacific International University

Section I: Demographics- Please provide the information below using the tick mark ( )

1. Position( ) Administrator ( ) Faculty( ) Staff ( ) Other staff

2. Gender( ) Male ( ) Female

3. Nationality( ) Thai ( ) Foreign

4. Age (year)( ) Less than 30 ( ) 31-40 ( ) 41-50 ( ) 51 up

5. Work Experience at AIU (year)

( ) Less than 5 ( ) 6-10 ( ) 11-15 ( ) 16 up

Section II: Employee Job Satisfaction at Asia-Pacific International University (AIU)

Direction: Please show your level of AGREEMENT on items by your assessment in circling one number beside each statement, using the following key:

5 = Very Satisfied; 4 = Satisfied; 3 = Fairly Satisfied; 2 = Unsatisfied; 1 = Very Unsatisfied

Topic (s)Satisfaction Level

Very Satisfied Fairly Unsatisfied Very


Satisfied Satisfied Unsatisfied

2.1 Administration and Management

1. Employees are given the opportunities to be part of the administrative selection process which is transparent and measurable

5 4 3 2 1

2. Administrators use good governance in administration and management

5 4 3 2 1

3. Administrators assign appropriate tasks to their subordinates based on their potential and aptitude

5 4 3 2 1

4. Positions are given to appropriately qualified employees

5 4 3 2 1

5. You are satisfied with your job5 4 3 2 1

6. The university has an appropriate system and mechanisms for salary adjustments

5 4 3 2 1

2.2 Professional Development to Improve Employees' Work Competency

7. Employees are encouraged to participate in seminars and workshops, research projects,


or present academic work at conferences 5 4 3 2 1

8. Employees are encouraged to go for advanced studies 5 4 3 2 1

9. Work performance evaluation is conducted systematically 5 4 3 2 1

10.Level of satisfaction with professional development reward incentive 5 4 3 2 1

2.3 Welfare and Health Care Services

11. Employee medical benefits 5 4 3 2 1

12. Housing and facilities services 5 4 3 2 1

13.Dependent educational benefits 5 4 3 2 1

14. Adequacy of equipment, materials and environment to support work 5 4 3 2 1

15.Satisfaction with vacation and home leave policies 5 4 3 2 1


16.Work atmosphere 5 4 3 2 1

2.4 Useful Information

17.Clarify of information in employee handbook 5 4 3 2 1

18.Circulation of information regarding on and off campus events 5 4 3 2 1

19.Opportunities to express opinions or give suggestions 5 4 3 2 1

20.The university has an appropriate system for career advancement 5 4 3 2 1

****** Thank you very much for your input ******

Appendix B: Questionnaires

แบบสอบถามสำารวจความพงพอใจของบคลากรในการทำางานในมหาวทยาลยนานาชาตเอเชย-แปซฟก (มนอ)


คำาชแจง : แบบสอบถามความพงพอใจของบคลากรในการทำางานในมหาวทยาลยนานาชาตเอเชย-

แปซฟก นแบงออกเปน

2 ตอน คอตอนท 1 ขอมลทวไปของผตอบแบบสอบถาม

ตอนท 2 ความพงพอใจของบคลากรในการทำางานในมหาวทยาลยนานาชาตเอเชย-แปซฟก

ตอนท 1 ขอมลทวไปของผตอบแบบสอบถาม

6. ตำาแหนง ( ) ผบรหาร ( ) คร/อาจารย

( ) พนกงานสำานกงาน ( ) พนกงานอนๆ

7. เพศ ( ) ชาย ( ) หญง

8. สญชาต ( ) ไทย ( ) ตางชาต

9. อาย (ป)( ) นอยกวา 30 ( ) 31-40 ( ) 41-50 ( ) 51 ขนไป

10.ประสบการณทำางานใน มนอ (ป)

( ) นอยกวา 5 ( ) 6-10 ( ) 11-15 ( ) 16 ขนไป

ตอนท 2 ความพงพอใจของบคลากรในการทำางานในมหาวทยาลยนานาชาตเอเชย-แปซฟก


รายการ

ระดบความพงพอใจ

มากทสด

มาก ปานกลาง

นอย นอยทสด


2.1 ดานวสยทศน/พนธกจ การบรหาร และการจดการ

1. มหาวทยาลยมวสยทศนและพนธกจทวางไวอยางชดเจน 5 4 3 2 1

2. มหาวทยาลยมงมนทจะทำางานใหบรรลผลตามพนธกจและเปาประสงคทวางไว

5 4 3 2 1

3. มหาวทยาลยเปดโอกาสใหบคลากรมสวนรวมในการสรรหาผบรหารอยางเปนระบบ โปรงใส ตรวจสอบได

5 4 3 2 1

4. ผบรหารมการมอบหมายตำาแหนงงานใหผใตบงคบบญชาตามศกยภาพและความถนดของแตละบคคล

5 4 3 2 1

5. ทานมความพงพอใจในการทำางาน 5 4 3 2 1

6. มหาวทยาลยมระบบและกลไกการปรบคาตอบแทนทเหมาะสม 5 4 3 2 1

2.2 ดานการพฒนาบคลากรตามสาขาวชาชพและสงเสรมสมรรถนะในการปฏบตงาน

7. มหาวทยาลยสนบสนนการเขารวมประชม ฝกอบรม ทำาการวจย หรอเสนอผลงานทางวชาการ

5 4 3 2 1

8. มหาวทยาลยสนบสนนใหบคคลากรไดศกษาตอ 5 4 3 2 1

9. มการประเมนผลการปฏบตงานอยางเปนระบบ 5 4 3 2 1


10.มมาตรการสรางขวญกำาลงใจในการทำางาน 5 4 3 2 1

2.3 ดานสวสดการและเสรมสรางสขภาพทด

11. สวสดการดานคารกษาพยาบาล 5 4 3 2 1

12. สวสดการดานทอยอาศยและสงอำานวยความสะดวก 5 4 3 2 1

13.สวสดการดานการศกษาของบตร 5 4 3 2 1

14. ความพรอมของวสด อปกรณและสภาพแวดลอมทเออตอการทำางาน

5 4 3 2 1

15.ความพอใจในระเบยบการพกรอน 5 4 3 2 1

16.บรรยากาศทเออตอการทำางาน 5 4 3 2 1

2.4 ดานขอมลขาวสารทเปนประโยชน

17.ความชดเจนของคมอการปฏบตงานของพนกงาน 5 4 3 2 1

18.มหาวทยาลยมการแจงขอมลขาวสารภายในและภายนอกสถาบนอยางสมำาเสมอ

5 4 3 2 1

19.มหาวทยาลยเปดโอกาสใหมการแสดงความคดเหน 5 4 3 2 1

20.มหาวทยาลยมระบบทเหมาะสมสำาหรบการพฒนาอาชพ 5 4 3 2 1


_________________________

****** ขอขอบคณทตอบแบบสอบถาม ******

References:Asia-Pacific International University working policy, )

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Cranny. C. J., Smith, P .C., & Stone, E. F. (1992). Job satisfaction: How people feel

about their jobs and how it affects their performance. Lexington Books: New York.

Hebb, D. O. (1949). The organization of behaviour. New York, NY: John Wiley and

Sons.

Hulin, C. L., & Judge, T. A. (2003). Job attitUdes. In W. C. Borman, D. R. ligen, & R. J.

Klimoski (Eds.), Handbook oj psychology: Industrial and organizational psychology (pp.

255-276). Hoboken, NJ: Wiley

Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New

York: John Wiley & Sons.


Kerego, K & Muthupha, D.M. (1997), Job satisfaction as perceived by agricultural

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Lock, E. A. (1976), Natures and causes of job satisfaction, in M. D. Dunnette(Ed.)

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Morse, N. C. (1953). Satisfaction in the white-collar job. Ann Arbor, MI: University of

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Pattraporn P & Samorn N, (2013). Contributing factors of job satisfaction of AIU

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Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and

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Spector, P.E. (1985), Measurement of human service staff satisfaction: Development of

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Stephen, P. Robbins, Mary Coulter (1999). Management. Prentice Hall International

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work and retirement. Chicago: Rand McNally

Schneider, B. (1975). Organizational climates: An essay. Personnel Psychology, 28,

447– 479.


Schneider, B. (1983). Work climates: An interactionist perspective. In N. W. Feimer & E.

S. Geller (Eds.), Environmental psychology: Directions and perspectives (pp. 106 –128).

New York: Praeger.

Vroom, V. H. (1964). Work and motivation. San Francisco, CA: Jossey-Bass.

Wernimont, P. F. "Intrinsic and Extrinsic Factors in Job Satisfaction." Journal of Applied

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White,E.G (1903) Education p.13.


Research Design Assignment

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