Factors Affecting Job Satisfaction

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FACULTY OF BUSINESS AND LAW
RESEARCH PROPOSAL TEMPLATE FOR
AN APPLICATION FOR CANDIDATURE
Revised Version for BGP8019: March 2012

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RESEARCH PROPOSAL - PRESENTATION AND FORMAT GUIDELINES
Congratulationsonbeingenrolled into a higher degree byresearch program. Now that you have begun, you will
embarkonthe candidaturephase. Thisphaseshouldbecompletedinatimelywayto ensurethat you canget on
with your research and thesis writing.
The candidature proposal is your opportunity to plan your research and present this plan to your academic
colleagues in the faculty. It needs to convince the university that the research has merit and should be
supported.
Postgraduate committee members who read your proposal may not be expert in your particular field. It is
therefore importanttheproposalbewritten in plainlanguage,notassumeanyprior knowledge,andanytechnical
terms be kept to a minimum and be defined.
Brevity is essential.Theproposaldocumentmustnotexceed12pages,excludingtitle page and reference list. It
should be presented in 12-point typeface. Aminimum margin of 2.5 cm is suggested.
Commentsreceivedfrom your mentorgroupshould be heeded and be reflected in amendments or redrafting as
agreed with them. The proposal will then proceed to the faculty postgraduate research committee for
consideration and approval.
Sometimes revisions will be requested before the proposal can be finally approved. Do not be discouraged by
this. Critical peer review is a normal part of the academic process and does not implythat you do not have the
abilityor your researchwillnotbe successful.It is simplya wayof ensuring that the foundations for your research
are as sound and strong as possible. Once your candidature is approved, you can commence the research
(subject to ethics approval where relevant).
We aim to ensure that you complete your thesis with the minimum of amendments and the most positive
assessmentby examiners. Gainingcandidatureapprovalisthe first step onthe journeyto achievinganexcellent
outcome from your research degree.

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SECTION 1: AIMS AND CONTEXT OF PROJECT
Job satisfaction has received substantial attention from both researchers and practitioners due
to its significance in achieving organisational goals in the private and public sectors.
Researchers in the human resource field have long probed the relationship between variables
related to job satisfaction and employee performance (Locke, 1976; Currall, et al, 2005;
Qureshi et al.,2011; Rehman & Waheed ,2011; Rehman, 2012), and productivity ( (Marks,
2006; Bataineh ,2011). However, there is little agreement on how contributory factors play a
significant role in job satisfaction (Elding, Tobias, & Walker, 2006).
Therefore, one of the most challenges for any management or organization is to find out the
factors that affect employees' job satisfaction and use them to motivate the workforce, and
explore the consequences of job satisfaction to handle it in the appropriate way. Saari & Judge
(2004) argued that, whilst there were many studies on job satisfaction, there was little on the
causes, effects and measurement of employee attitudes and the relationship with job
satisfaction.
This study aims to establish the level of job satisfaction in a range of public sector workplaces
in Saudi Arabia, and identify the intrinsic and the extrinsic factors that influence job
satisfaction among middle managers in the public organisations. It also aims to explore the
effects of job satisfaction on both organizations and the middle managers in the Saudi public
sector.
The public sector in Saudi Arabia is the direct source of civil services, encompassing health,
education, security, transport, and in some cases, accommodation; or indirectly through the
joint venture system between the Saudi elite and their partners, global firms. Whilst the
government provider system is devolving towards the private sector to share responsibility for
services, citizen satisfaction requires a high standard of such services for the country to
function successfully and to continue to grow. There is a therefore need to understand the
perceptions of public middle managers toward their employment, and towards the population
they serve.
There are few recent studies on job satisfaction in the public sector in Saudi Arabia. Recent
studies on public sector satisfaction in Saudi Arabia relate to nurses (Alasmari & Douglas,
2012; Michell, 2009), and academics (Al-Rubaish et al., 2011; Iqbal et al., 2011).
On the other hand, Job satisfaction has been identified as a factor in both employee
absenteeism and intention to leave a job (Murrells, Robinson, & Griffiths, 2008; Consiglio,
Borgogni, & Alessandri, 2010). In Saudi Arabia, up to a quarter of the workforce is frequently
absent, and employees quit without notice (Alnaqbi, 2011). As an example, Iqbal, Kokash,
and Al-Oun (2011) studied organisational commitment and job satisfaction in Saudi

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universities, finding high dissatisfaction, and the authors recommended tenure, increased
monitoring of the faculty’s perceptions on their jobs, greater communication between the
administration and faculty, and reduced wasta (nepotism).
This study proposes to investigate the factors that contribute to employee satisfaction in the
Saudi public sector, and from the findings, make recommendations to the Ministry of Civil
Service. In the private sector, the lack of interest of Saudis and their indifferent commitment
to employment is being addressed through “Nitaqat”, a government policy to attract and retain
Saudis in the workplace; however, there may also be a trend toward decreased public sector
commitment such as depicted by Swales and Al Fahdi (2011) in Oman and Al-Yahya (2009)
in Saudi Arabia. In Saudi Arabia this is of concern, particularly given the sector’s perceived
highly attractive remuneration and working conditions.
To achieve these aims, it should be answered the following questions:
1. What is the level of job satisfaction in the Saudi public sector?
2. What factors that influence job satisfaction in Saudi public sector? From this
question emerge the following sub-questions:
- Does job satisfaction have significant correlations with intrinsic factors?
- Does job satisfaction have significant correlations with extrinsic factors?
- Which factors (intrinsic or extrinsic factors) are more significant among middle
managers in the public sector?
3. What are the effects of job satisfaction on both organizations (in terms of
turnover and organizational) commitment and middle managers (in terms of level of
stress)?

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SECTION 2: CONTRIBUTION TO KNOWLEDGE & STATEMENT OF SIGNIFICANCE
2.1 Contribution to Knowledge (Academic Contribution)
This study derives its importance from that human resource is a corner stone and
valuable element in any organization, and plays a vital role in its success. Middle
Managers are responsible for inputs and outputs of their domains. They have goals
and targets to achieve, given the control they have over their resources. However their
performance depends on their motivation level and their job satisfaction. Whilst there
is a considerable body of evidence regarding job satisfaction that is national-based
and industry-based, there appears to be a gap in the managerial research on middle
managers and job satisfaction in the public sector of Saudi Arabia. This includes lack
of data on current job satisfaction of public servants and how to resolve the issues that
arise from job dissatisfaction. Therefore, this proposed study adds to the body of
knowledge on job satisfaction within the public sector, and its constituent factors in
relation to the unique contribution of Saudi Arabia’s public servants.
2.2 Statement of Significance (Practical Contribution)
The proposed research aims to identify factors relating to public sector employees that
are seen to instil a sense of pride and accomplishment, and factors that may produce
negative outcomes: stress, employee turnover that could impact both organisations
and employees. The aim is to identify interventions that may improve employee
commitment to their work and their organisations, thus, this study has a practical and
humanistic application:
Firstly, it will identify issues in managers' job satisfaction and offer recommendations
regarding job satisfaction for public sector that could contribute in improving
performance in client services.
Secondly, in humanistic side, lock (1976) indicates that job satisfaction can influence
employees’ attitude toward life, family, and themselves. In addition, it may have
effects on their health. Therefore' it is important to understand the consequences of
job satisfaction and handle it in appropriate way.

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SECTION 3: LITERATURE REVIEW AND CONCEPTUAL FRAMEWORK
There are several themes concerning job satisfaction and these have been thoroughly
explored: environmental relates to the socio-economic environment; organisational refers to
policies and practices of the workplace; relationships between the employee, the immediate
team and the supervisor; and motivational factors that include attitude and intent (Clark,
Kristensen, & Westergård-Nielsen, 2009; Coomber & Barriball, 2007; Maslach, Schaufeli, &
Leiter, 2001; Steers, 1977). In this proposal, socio-economic factors differ from the broad
contexts of the literature, as the Kingdom of Saudi Arabia has an Islamic constitution and a
stratified society. In the following will review to the previous studies that addressed the
factors affecting job satisfaction according to intrinsic factors originate from within the
individual and have psychological value and extrinsic factors originate from outside the
individual, and also studies relating to the problems that could arise as result of job
dissatisfaction.
3.1 Intrinsic and Extrinsic factors
In 1959, Herzberg categorized the factors related to job satisfaction to a hygiene factors (e.g.
organisational policy, remuneration, working conditions, and interpersonal relations) which
were often subject to negative perceptions and thus job dissatisfaction. Addressing hygiene
factors may remove job dissatisfaction; however, the resolution of these elements did not
necessarily promote job satisfaction. The motivators include the nature of the work,
achievement, recognition, responsibility and career openings. Rafiq et al (2012) supported
Herzberg’s hygiene and motivational factors model in studying motivation in a call centre in
Pakistan, whilst Sledge, Miles and Coppage (2008) used the two factor theory of motivation
to assess job satisfaction in the Brazilian hotel industry, finding partial support for the theory
and suggesting that culture influences job satisfaction.
In successfully testing Herzberg’s model, Lundberg, Gudmundson, and Andersson (2007)
studied seasonal workers in the hospitality industry, finding that the seasonal workers were
more concerned about meeting new people than the long-term employees, and less concerned
about remuneration than the control group. Lundberg et al. (2007) suggested that management
in the hospitality industry should recognise that a contract workforce consists of different
kinds of worker subgroups, which have different needs to be satisfied. This finding is relevant
to Saudi Arabia’s highly expatriate proportion of its labour force, although the proportion is
lower in the broad public sector. In other context, Yu (2009) conducted study in Chinese
academics, finding that work related factors that prompted academic job satisfaction related to
work groups, work itself and to intrinsic factors such as self-esteem, self-efficacy and self-
actualisation, while the factors that contributed to dissatisfaction were mostly extrinsic factors
related to pay and promotion.

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In Iran, Rad and De Moraes (2009) studied job satisfaction and found that employees
were moderately satisfied with their jobs and their immediate relationships; however
they were critical of ‘hygiene’ factors such as remuneration and working conditions.
Janus et al (2008) conducted cross-national factors, monetary and non-monetary
affecting job satisfaction in Germany and USA, finding commonality in participation
in decision making, although other factors such as working conditions, pay and
workplace resource availability predictably varied between the two populations.
Similarly, in a study of independent Pakistani medical centres, Khan, et al. (2011)
found a list of ‘hygiene’ factors of pay and working conditions affect job satisfaction.
Khan et al.’s study was preceded by a similar study by Kaya, Koc, and Topcu (2010)
regarding Turkish banks. However, Kaya et al. (2010) found that as well as
employment policies impacting job satisfaction, the organisational climate made a
significant contribution. Al-Nsour (2012) studied the impact of financial and moral
incentives on performance for staff at Jordanian universities. The study participants
were adequately remunerated and their performance was acceptable as measured by
customer satisfaction, internal business practices, and employee learning and growth.
In another recent paper, Širca, Babnik, and Breznik (2012) found a strong relationship
between employment policies, the responsibility of the human resource function, and
job satisfaction, with a particular influence to satisfaction evident from training and
employer support for further education. Organisational climate will form a set of
questions for this study.
In an Egyptian business environment, Matar (2010) explored motivation and job
satisfaction among senior and middle managers, once more finding general
satisfaction with factors over which the participants had some control and
dissatisfaction with ‘hygiene’ factors. Elamin and Alomaim (2011) studied a wide
range of Saudi industries to examine the influence of organisation justice, or
workplace equity, on job satisfaction. They found that job satisfaction was influenced
by organisation justice for both Saudi and foreign employees. In study conducted on
Danish public service, Sell and Cleal (2011) reported remuneration and working
environment were determining factors of job satisfaction. Studying the South African
public service, van der Zee (2009) found that job satisfaction and organisational
commitment were above average for the two surveys.

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3.2 consequences of job satisfaction
The literature shows significant benefits for employees who are satisfied with their
working conditions, job environment and relationships, and the nature of the work
itself. Researchers from different countries reflect the legislation that governs the
work, so that jurisdictions with less controlled employee conditions have more factors
in satisfaction than others; Nadiri and Tanova’s (2010) ‘justice’ issues in North
Cyprus is an example. Given differing regulations, and importantly, perceived lack of
enforcement of those regulations especially with itinerant workers Cooke ( 2011), job
satisfaction is a multi-dimensional phenomenon.
In this review of the literature, the focus is organisational level job satisfaction; given
enforced legal employment conditions, what is job satisfaction and what are its
components? The contemporary nature of work and what constitutes acceptable
conditions is another issue; such as working conditions in a semi-conductor factory on
the outskirts of a city and financiers working in the central business district may both
find their working conditions quite acceptable; however, air conditioning for the
seamstresses and 60-hour weeks for the financiers monitoring overseas markets may
not be considered acceptable to each group (c.f. Veitch, Charles, Farley, & Newsham,
2007; Wong, & Richardson, 2010). However, give these differences, the effects of job
related stresses usually include variables such as staff turnover, and reduced
performance and organisational commitment (Griffin, Hogan, Lambert, Tucker-Gail,
& Baker, 2010).
3.2.1 Staff turnover
Given Kanfer’s (2012) report on recent research on the direct approach of goal search
and commitment as a motivating factor, intention to stay or leave may also be an
indicator of job satisfaction. Earlier, Mobley (1977) studied job satisfaction and
turnover in the public sector. There was evidence that organisational commitment
strengthened public service motivation, and that affective organisational commitment
had a direct effect on all the dimensions of public service motivation. However, in a
meta-analysis between intent to leave and employee turnover, Steel and Ovalle (1984)
found that intention to leave was a higher predictor of attrition than overall job
satisfaction, satisfaction with work itself, or organisational commitment. Camilleri
(2006) found that an alternative job opportunity was a predictor for future
organisational commitment. Moreover, family commitment was associated with
public service motivation. Among the Irish nursing profession, McCarthy, Tyrrell,

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and Lehane (2007) discovered that 60 per cent of participants were contemplating
leaving their jobs; citing family needs and job satisfaction. For the purposes of this
study, a survey question should include intention to stay or leave the job and the
employer.
3.2.2 Stress
Within a work environment, occupational stress refers to any negative experience
caused by an imbalance between job demands and the capability of the workers so
that stress occurs when job demands are too high. (Schaufeli and Enzmann, 1998). In
a meta-study, Galanakis, Stalikas, Kallia, and Karagianni (2009) found no gender or
age differences overall, thus stress can occur to any worker at any age. High levels of
occupational stress and burnout can cause reduced productivity, whilst job
performance, job satisfaction, and organisational commitment were found to be
negatively linked with stress (Bakker Demerouti, & Schaufeli, 2003).
2.2.3 Organizational commitment (if you can find the resent studies on commitment)
Again, the concept of organisational commitment has varied from its beginnings in
the 1960s and is influenced by the nature of job and an employee’s experience at the
workplace (Becker, 1960). Porter, Steers, Mowday, & Boulian (1974) found that job
satisfaction and organisational commitment differ, suggesting that job satisfaction
develops faster than commitment, which requires a comprehensive assessment of an
employee’s relationship with the organisation. While high organisational commitment
implies job satisfaction, it may also improve performance, and decrease absenteeism
and intention to leave (Loi, Hang-Yue, & Foley, 2006).
2.5 Gap in the literature
There are two gaps in the literature that could be addressed by the proposed study. The first is
that there are many exploratory studies with lists of factors that influence job satisfaction;
however, as the research is approached from different disciplines, these do not reach any
accord as to the dominating variables involved. The second is that through review the studies
that addressed intrinsic and extrinsic factors, notes that there is difference in findings of
studies regarding the group the most significance. For instance, Randolph, 2005; Yu (2009)
suggest that intrinsic factors are more significant than are extrinsic factors. While, other
studies indicate that the extrinsic factors are more correlated relationship with job satisfaction
as compared to intrinsic factors ( Janet et al.,1987; Rehman et al., 2010; ). This research will
categorise the emerging variables according to intrinsic factors originate from within the
individual and have psychological value and extrinsic factors originate from outside the

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Job
satisfaction
individual and investigate the effect these factors on the middle managers’ job satisfaction,
and then find out which groups of them is more significant.
It will also explore the effects of job satisfaction on both organizations and middle managers.
This should provide a model which can be used to identify factors in the public services, the
ministry, and the employee’s attitude which can be specifically addressed. Second, there is
little research on job satisfaction in the Saudi public sector, and this research will add to the
literature in that regard.
2.6 Conceptual framework
As noted, many studies have pointed in different cultural contexts that there are several
factors concerning job satisfaction such as environmental that relates to the socio-economic
environment; organisational which refers to policies and practices of the workplace;
relationships between the employees, the immediate team and the supervisor; and
motivational factors that include attitude and intent. These correlations were demonstrated in
different cultural contexts through literature review. Thus, it will be fruitful to find out if the
same situation applies to the context of Saudi Arabia through testing intrinsic and extrinsic
factors that affect employees' satisfaction in the public sector.
The study on the effects of job satisfaction is an important issue because It has been observed
that declining job satisfaction may lead to increase in staff turnover, reduction in employees’
commitment, creation of physical and psychological problems and result in high level of job
related stress. So it is important to examine what factors impact employees’ job satisfaction
in Saudi public sector. The draft model is at figure 2.
Intrinsic
factors
- Stress
- Turnover
-organizational
commitment
- Pay
- Promotions
- Work group
- Organization
policies
- Job security
- Work condition
- Work it self
- Achievement
- Responsibility
- Growth
- Recognition
Extrinsic
factors
Consequences
of job
satisfaction

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Figure 2: conceptual framework of study
SECTION 4: APPROACH AND METHODOLOGY
Selection of an appropriate methodology is dependent on the research questions. In
this case, Teddlie and Tashakkori (2009) suggest using quantitative data collection
and analysis. In this methodology, a quantitative approach, according to Muijis
(2011), explains phenomena by collecting numerical data which can be analysed
using statistical methods. This form of analysis follows the positivist paradigm, where
evidence can be deduced from cause and effect. Scientific methods can be used to test
theories and either reject or provisionally accept them. Through the development of
reliable measurement instruments, the nature of the world can be studied (Muijis,
2011). Quantitative data may be collected by survey, where closed-ended questions
are frequently measured by the Likert technique. Open-ended questions on a survey,
on the other hand, lead to qualitative data collection (Silverman, 2010).
The aim of this study is to explore the factors that influence job satisfaction of middle
managers in the Saudi public sector. It also aims to explore the consequences of job
satisfaction. In this case the appropriate methodology is a quantitative approach that
explains phenomena by collecting numerical data which can be analysed using
statistical methods. A quantitative data will be collected by questionnaire survey,
where closed-ended questions will be measured by the Likert scale. Questionnaire has
many advantages that serve this study as it provides clear set of procedures starting
from identification of sample, data collection technique and analysis. Enable from
collect data from large groups in the short time and in low cost , especially if it is self-
administered , Provides quantified data for decision-making, Permits the asking of
multiple questions, thus giving a significant elasticity to the analysis. Finally it
produces standardized data since every respondent is given the same questions to
answer. ( This copy and paste, it the same or similar the above but
because the above need reference, edit them as you see ) According to
May (1996) and Bryman (2004), there are some advantages of using this type of
questionnaire. One of these advantages is the low cost involved when compared with
administering interviews, as it can save the researcher’s time by covering a wider area
and a large quantities at the same time. Another advantage is that it is more
convenient for respondents as it gives them the freedom to answer in their own time
and at their own pace. Moreover, it eliminates the interviewer effect. However, it can

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not be claimed that the questionnaire is perfect, as there are some disadvantages
attached to this kind of data collection. For example, there is no one who can help the
respondents when they need some clarifications about answering some questions.
Another disadvantage is that, if the respondent begins by reading the whole
questionnaire before answering the first question, this may lead to the loss of the
question‟s independency; there is also the probability of losing data when the
respondent does not answer certain questions. Additionally, it is not possible to know
who actually filled in the questionnaire. Finally, there is the probability of getting a
lower rate of respondents (Bryman, 2004).
4.1 Population and sample
The population will be middle managers in the public sector in Saudi Arabia .The
study sample will be chosen in two stages: stage one: a random sample will be
selected from (organizations) branches of ministries in Jeddah. Stage two:
questionnaire will be distributed to the all middle managers in these organizations by
researcher (self-administration) to collect data.
The reason of choosing Jeddah is because it is the second largest city in Saudi Arabia,
and the major port and commercial heart of the nation. Jeddah attracts residents from
other Saudi regions, so it represents a mix of population. All the ministries and their
departments are represented in Jeddah which has a population of 3.4m, and this figure
is expected to rise to 5m by 2020 (Jeddah Municipality, 2009).
4.2 Data collection instrument
The survey questionnaire, delivered in Arabic, will consist of four sections. Section
one will ask demographic factors, age, gender, education level, years of experience
(e.g., 0-4 years). The second section will ask about satisfaction with the job: whether
it was what they expected, whether the job tasks meet the job description; whether the
individual or group is rewarded for extra work; whether they feel pressure to get the
work done; whether they feel they can freely access leave and incentives for growth.
The third section will probe the participants’ views of the manner by which their
organisations meet the public sector/government aspirations; salary, work conditions
their internal communications with the executive, and opportunities for promotions
and their relationships with their co-workers. The final section will ask about the
consequences of satisfaction in terms of their views on a satisfactory working
environment, views on job stress and experiences of stressful conditions, and

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organisational commitment and whether they were contemplating moving, if so, to the
public or private sector. A five-point Likert scale will be used for sections two to four.
4.3 Analysis
For the questionnaire, statistical programs are the most accurate analytical instruments
(Buglear, 2005). The data from survey will be prepared for SPSS, which will be used
for data analysis. Cronbach’s alpha will be used to measure the reliability or
consistency of the questionnaire. logistic regression will be used to measure the level
of job satisfaction, ANOVA correlation will be used to measure the relationship
between (the intrinsic and extrinsic factors) and job satisfaction, and Pearson
correlation analysis will be used to measure the relationship between job satisfaction
and ( level of stress, turnover and organizational commitment).
4.4. Ethical Clearance
Since the study involves public officers as the sample target, the researcher will seek
ethical clearance from the Victoria University and will perform the data collection in
accordance to the ethical procedure of the university.

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SECTION 5: BUDGET (Prepare for Assessment 3).
Maximum half page
Show expected costs relevantto the proposed research. You may budget up to $2800 for data
collection, any travel associated with the research and/or attendance at relevant local or
international conferences for the purpose of presenting your research to academic peers. It is
not always feasible to identify relevant conferences in advance, so this area of your budget
may be notional.
If you think the budgetfor your research may exceed $2800, you will need to provide detailed
justification to your Head of School or Centre in due course who will consider this on its merits.
SECTION 6: TIMELINE (Prepare for Assessment 3).
Include a plan of expected progress in Gantt chart form. A sample is provided below:
200? 200?
Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4
Candidature Proposal
Ethics Approval
Literature Review
Phase 1
Phase 2
Phase 3
Thesis Write up
Submission

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