ST.

MARY’S UNIVERSTY

SCHOOL OF GRADUATE STUDIES

ASSESSMENT OF EMPLOYEE JOB SATISFACTION: THE CASE STUDY ALL

AFRICA LEPROSY, TUBERCLOSIS AND REHABILITATION TRAINING CENTER
(ALERT) EMPLOYEES

BY

ZEWDU TEFERA

SGS/0246/2007B

SMU

JANUARY, 2017

ADDIS ABABA
 ASSESSMENT OF EMPLOYEE JOB SATESFACTION; THE CASE OF ALL
AFRICA LEPROSY, TUBERCLOSIS AND REHABILITATION TRAINING CENTER
(ALERT) EMPLOYEES

BY

ZEWDU TEFERA

SGS/0246/2007B

A THESIS SUBMITTED TO ST. MARY’S UNIVERSITY,

SCHOOL OF GRADUATE STUDIES IN PARTIAL FULLFILLMENT

OF THE REQUIREMEITS FOR THE DEGREE OF MASTER OF

BUSINESS ADMINISTRATION

SMU

JANUARY 2017

ADDIS ABABA
 ST. MARY’S UNIVERSTY
SCHOOL OF GRADUATE STUDUIES

ASSESSMENT OF EMPLOYEE JOB SATESFACTION; THE CASE OF ALL

AFRICA LEPROSY, TUBERCLOSIS AND REHABILITATION TRAINING CENTER
(ALERT) EMPLOYEES

BY

ZEWDU TEFERA

SGS/0246/2007B

APPROVED BY BOARD OF EXAMINERS

_______________________________________ _______________
Dean, Graduate Studies Signature
_______________________________________ _______________
Advisor Signature
_______________________________________ _______________
External Examiner Signature
_______________________________________ _______________
Internal Examiner Signature
TABLE OF CONTENT

TABLE OF CONTENT ..................................................................................................................................... i

ACKNOWLEDGEMENTS ............................................................................................................................ iii
LIST OF ABBREVIATIONS / ACRONYMS USED ................................................................................... iv
LIST OF TABLES .............................................................................................................................................v
LIST OF FIGURES ......................................................................................................................................... vi
Abstract ............................................................................................................................................................. vii
CHAPTER ONE:
INTRODUCTION
1.1 Background of the Study..........................................................................................................1
1.2 Statement of the Problem .........................................................................................................2
1.3 Basic Research Questions .........................................................................................................3
1.4 Objectives of the Study ............................................................................................................3
1.5 Definitions of Terms.................................................................................................................3
1.6 Significance of the Study ..........................................................................................................4
1.7 Delimitations/Scope of the Study ..............................................................................................4
1.8 Organization of the Research Report .......................................................................................5
CHAPTER TWO:
REVIEW OF RELATED LITERATURE .......................................................................................................6
2.1 Theoretical Literature Review .......................................................................................................6
2.1.1 Definition of Job Satisfaction ..................................................................................................6
2.1.2 Theories of Job Satisfaction ....................................................................................................7
2.1.3 Determinants of Job Satisfaction (Variables) ..........................................................................8
2.1.4 Major factors of Job Satisfaction ............................................................................................9
2.1.5 Benefit of Job Satisfaction .......................................................................................................9
2.1.6 Effects of Low Job Satisfaction ............................................................................................. 14
2.1.7 Measurement of Job Satisfaction........................................................................................... 15
2.1.8 Recommendation to Decrease or Avoid Dissatisfaction ......................................................... 16
2.2 Empirical Studies Review....................................................................................................... 16
2.2.1 Job Satisfaction Study in Different Countries ................................................................. 16

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 2.2.2 Job Satisfaction Studies in Ethiopia ................................................................................ 20
CHAPTER THREE:
RESEARCH DESIGN AND METHODOLOGY .........................................................................................26
3.1 Research Design ..................................................................................................................... 26
3.2 Population and Sampling Techniques .................................................................................... 27
3.3 Source of Data and Tool /Instruments of Data Collection ...................................................... 29
3.4 Procedures of Data Collection ................................................................................................ 31
3.5 Methods of Data Analysis....................................................................................................... 31
3.6 Reliability and Validity of Data Collection Tools ................................................................... 31
3.7 Ethical Considerations ........................................................................................................... 33
CHAPTER FOUR:
DATA ANAYSIS AND INTERPRETATION ...............................................................................................34
4.1 Demographic Characteristics of Respondents.............................................................................. 34
4.2 Data Presentation and Interpretations......................................................................................... 35
4.2.1 ALERT as a Whole and Job Satisfaction Factors .................................................................. 36
4.2.2 Comparison of Job Satisfaction Factors Between Medical Professionals and Support Service
...................................................................................................................................................... 44
CHAPTER FIVE:
SUMMARY OF MAJOR FINDINGS, CONCLUSIONS,
RECOMENDATIONS AND LIMITATIONS ..............................................................................................51
5.1. Summary of Major Findings....................................................................................................... 51
5.2 Conclusions ................................................................................................................................. 54
5.3. Limitations of the Study ............................................................................................................. 55
5.4. Recommendations ...................................................................................................................... 56
REFERANCES ................................................................................................................................................58

APPENDIX A: Questionnaire Filled by Staffs of ALERT Hospital Employee

APPENDIX B: Questionnaire Filled by Managers, Coordinators and Case Team Leaders of ALERT
Hospital
APPENDIX C: Consent Letter from ALERT Hospital
APPENDIX D: Job Satisfaction Response from Non-Managerial and Managerial Employees

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 ACKNOWLEDGEMENTS

First of all, I would like to express my heart full gratitude to the Almighty God who privileged
and gave me success. I am very thankful to ALERT management, HR and ALERT employees’
respondents and respondents of management members and those who assisted me in the data
collection process. I am greatly thankful to my advisor Goitom Abraham (Asst. Professor) for his
guidance, encouragement and support. I would also like to thank Wondwosen Tamirat (Assos.
Professor) for his kindly support in commenting the thesis. I am appreciative to my parents for
their encouragement and patience. I am very much thankful to Compassion International
Ethiopia for the sponsorship support and Compassion Employees for their big encouragements,
editing & other different supports. I am indebted to Rosemary Stalter for her editing supports.

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 LIST OF ABBREVIATIONS / ACRONYMS USED

ALERT ……………All Africa Leprosy, Tuberculosis and Rehabilitation Training Center

FGD ………………..Focus Group Discussion

HR ………………….Human Resource

HRM ……………….Human Resource Management

JDI ………………….Job Descriptive Index

MSQ………………...Minnesota Satisfaction Questionnaire

SPSS ………………..Statistical Package for the Social Science

WHO ………………..World Health Organization

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 LIST OF TABLES
Table 1 Sample Size of the Study ....................................................................................................... 29

Table 2 Cronbach’s Alpha Test for Reliability ................................................................................... 32

Table 3 Demographic Profile of the Respondents .............................................................................. 35

Table 4 Satisfaction of Respondents on the Supervision Criteria....................................................... 36

Table 5 Satisfaction of Respondents on the Nature Work Conditions ............................................... 37

Table 6 Satisfaction of Respondents on the Work Relationship......................................................... 38

Table 7 Satisfaction of Respondents on the Communication ............................................................. 39

Table 8 Satisfaction of Respondents on the Employee Safety and Health ......................................... 39

Table 9 Satisfaction of Respondents on the Working Environment ................................................... 40

Table 10 Satisfaction of Respondents on the Training and Development Opportunity ..................... 41

Table 11 Satisfaction of Respondents on the Job Dissatisfaction (A) ................................................ 41

Table 12 Satisfaction of Respondents on the Employee Dissatisfaction (B)...................................... 42

Table 13 Satisfaction of Respondents on the Salary and Benefits...................................................... 43

Table 14 Satisfaction of Respondents on the Overall Satisfaction ..................................................... 43

Table 15 Summary Table for all Job Satisfaction Rates ..................................................................... 44

Table 16 Overall Summary Comparisons between Two Departments ............................................... 45

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 LIST OF FIGURES

Pages

Fig. 1: Determinants of Job Satisfaction …………………………………………………………..9

Fig. 2: Job Satisfaction Model …………………………………………………………………….14

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 Abstract

This paper investigated the assessment of employee job satisfaction at ALERT employees. The
purpose was to examine overall job satisfaction, to describe job satisfaction factors and to
compare satisfaction between medical professional and support service departments. Job
satisfaction is an inevitable concern and a challenge for modern organizations. The study was
conducted through a field survey, drawing on a sample of 350 employees and 68 managers
operating in ALERT using stratified random sampling and convenience sampling. The
research examined job satisfaction factors supervision, work conditions, work relationship,
communication, employee job safety and health, working environment, training and
development, salary and benefits, overall satisfaction and job dissatisfaction. Two different
types of questionnaires were used for employees and for mangers to collect quantitative data
and it was analyzed by using descriptive statistics. The finding indicates that most employees
are satisfied with the work relationship (73.90%) and supervision practices (58%). On the
other hand, employees seem to be dissatisfied with the job safety and health management of
ALERT. It affects employees’ satisfaction negatively. The result also indicates that the
employees’ are not satisfied with the training and development opportunity provided by
ALERT. This result (54.14%) leads to dissatisfaction and decreases the organization
competitive capacity. The employees are also dissatisfied with the salary and benefits package
of the hospital (62.11%). Dissatisfied employees not give proper service for patients and no
longer stay in the organization. Support service employees’ show slightly less satisfaction than
medical professionals. ALERT management needs to influence civil service HR in order to
make recent market assessment for paying fair salary and benefit, assess the job safety and
health dissatisfaction reasons regularly and take appropriate actions timely, redesign the
current training and development process, and threating each department in balance. As
confirmed by majority of the respondents most of the employees (73.91%) are satisfied with
their work relationship and more than half of the employees (58%) are satisfied with
supervision practiced. The information obtained from the respondents reveal that employees
are dissatisfied 44.79% and satisfied 25.93% with current job safety and health service. As
depicted by more than half (54.14%), the respondents employees have dissatisfaction with the
training and development opportunity provided by the organization and majority of the
respondents (63.57%) are dissatisfied with the current salary and benefits schemes. On the
basis of the major findings it is recommended that ALERT should take correct measures to
address the deficiencies with regard to its employees’ dissatisfaction.

Key words: job satisfaction, dissatisfaction, job satisfaction factors

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 CHAPTER ONE:
INTRODUCTION

1.1 Background of the study

Employee satisfaction takes one of the basic management concerns in every organization
(Hoppock 1935). He understands that, job satisfaction is a combination of psychological,
physiological and environmental circumstances, causes to say a person; I am satisfied with my
job. There are diverse variables that can affect the satisfaction of single worker (Saiyadain,
2004). Employees that are satisfied with their job perform better and are less likely possibly to
be late, absent than those who are of dissatisfied employees. Employees, who are more
productive and are able to stay longer on job are said to have higher job satisfaction ratings. This
shows that, assessing employee job satisfaction is very important. (Saiyadain, 2004).

Employee job satisfaction assessment is one of the concerns of managements in Ethiopia too.
Previous studies shows that managers need to give attention to the importance of giving proper
recognition of their employees, developing proper reward system, increase ability of employee
commitment, ensure a safe, open and trusting work environment to motivate employees better,
focus on both intrinsic and extrinsic reward elements to motivate employees. These all are
related to employee job satisfaction (Habte 2016). Another study conducted on “Assessment of
job satisfaction among pharmacy professionals in south west of Ethiopia shows that poor salary
and poor management might be the major factors for dissatisfaction and consequently migration
of health professionals in Ethiopia” (Ahmed S.M, Tolera M. & Angamo M.T. 2013).

All Africa Leprosy, Tuberculosis and Rehabilitation Training Center (ALERT) tried to conduct
different other research works like employee training assessment and customer satisfaction
researches, but to date assessment of employee job satisfaction research is not conducted in
ALERT employees (both for medical professionals employees and support service employees).
As per the discussion held with the human resource unit of ALERT dissatisfaction level has
relatively increased as compared to medical professional employees but this should be proved by
this research work. Purpose of this research is therefore, to research this gap and address the

1
problem. Thus, the researcher is interested to address the job satisfaction of ALERT’s employee
in general and that of medical and support service staffs in particular.

Background of the organization

ALERT is a medical institution on the edge of Addis Ababa, specializing in Hansen’s disease,
also known as “leprosy”. It was originally the All Africa Leprosy Rehabilitation and Training
Center (hence the acronym), but the official name is now expanded to include tuberculosis: All
Africa Leprosy, Tuberculosis and Rehabilitation Training Centre.

ALERT’s activities focus on its hospital, rehabilitation of leprosy patients, training

programs for leprosy personnel from around the world, and leprosy control (administration
of the Ethiopian Ministry of Health’s regional leprosy control program). Also the Armauer
Hansen Research Institute, founded in 1970, specializing in leprosy research. There is
currently a 240-bed teaching hospital, which includes dermatology, ophthalmology, and
surgery departments, also an orthopedic workshop, and a rehabilitation program (ALERT,
N/Y).
The old hospital building was constructed in 1934 by SIM. Majesty emperor Haile Selassie
laying stone for ALERT April 4, 1965 and inaugurated AHRI in 1970 (ALERT, N/Y).

1.2 Statement of the problem

Job satisfaction represents a collection of attitudes that workers have about their jobs. There are a
number of issues that affect job satisfaction such as salaries, benefits, allowance, pension fund,
working hours and how they respects on their jobs. Many Human resource departments of
companies face the problems of job satisfaction every day (Zhu1, 2014). Lack of job
satisfaction brings negative consequences like, job stress, poor overall morals, lack of
productivity, high employee turnover, tardiness and high absenteeism (Singh, and Pandey, 2013).

In light with the theoretical framework noted here, there are ample of evidences showing that
ALERT has faced problems with regard to employees’ job satisfaction. For instance it is facing
employees’ complaint regarding satisfaction related issues; especially the support service
employees complain much than the medical professionals’. They inform their dissatisfaction to
HR personally and raise the issue during meetings. ALERT has not conducted a research on
employee satisfaction. This study is, therefore initiated to address this problem. As it is shown in
the HR annual report (2016) there is high turnover rate (Number of total estimated employees
that exit form ALERT in 2016 was 59 out of the total of 165, which was implies the turnover rate

2
during the year was 0.36 (36%) and the actual total number of employee that exited was 165
(279%). The researcher became interested to proof or disproof the ALERT employee current job
satisfaction. (Source: ALERT HR annual report, 2016)

1.3 Basic research questions

This study tries to seek answers to the following research questions:

 What is the level of employees’ overall job satisfaction in ALERT hospital?

 What are the factors that influence employee job satisfaction in ALERT hospital? and
 Which department is better satisfied and less satisfied from medical professional
department and support service department?

1.4 Objectives of the study

The purpose of this study was to assess employees’ job satisfaction of employees at all Africa
Leprosy, Tuberculosis and Rehabilitation Training center (ALERT) hospital employees.

Specific objectives

The specific objectives of the study are:

 To examine the overall level of employee job satisfaction in ALERT

 To describe factors that influence employees’ job satisfaction in ALERT employees
 To compare the satisfaction level between two medical professional department and
support service department

1.5 Definitions of terms

Job satisfaction: The concept of job satisfaction has been defined in many ways. However, the
most-used definition of job satisfaction in organizational research is that of Locke, who
described job satisfaction as "a pleasurable or positive emotional state resulting from the
appraisal of one's job or job experiences" (1976, P: 1304).

Job satisfaction and individual determinants (personal characteristics): Age, Marital status,
Education, Income and Years of experiences (Ibid).

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Organizational determinants or factors: Supervision, Work group, Job content, Occupational
level, Specialization, Age, Gender, Working condition, Opportunities of promotion, Employee
morale and Reward system (Stride C., Wall T. & Catley N. (2007): P13).

1.6 Significance of the study

Lack of job satisfaction study leads to low productivity, high rate of absenteeism, job stress, low
morale of employees. High rate of turnover are highly attached with job satisfaction (Singh and
Pandey (2013).

For ALERT: ALERT has not conducted job satisfaction study, so that, this job satisfaction
study was benefit the human resource management of ALERT to understand the current gaps
regarding employee satisfaction (like, supervision, work conditions, work relationship,
communication, employee job safety and health, working environment, training and
development, salary and benefits and overall satisfaction) and job dissatisfaction. It also helps to
improve the current employees’ satisfaction at work.

For Practice: To apply knowledge and theory learnt in practical situation

For Future Research: his study may serve as a ground work for further studies to be carried out
in this line.

For Academic Purpose: The document may use as additional document with the existing
theoretical literature.

For related companies: Related companies were benefit from this research by using the study
as a related work to their situation and studies.

1.7 Delimitations/scope of the study

The study was underwent from the usual limitation relatively small sample size and considered
some factors (variables) of job satisfaction (supervision, work conditions, work relationship,
communication, employee job safety and health, working environment, training and
development, salary and benefits and overall satisfaction) and job dissatisfaction. It is not
exhaustive due to the big size of the ALERT employees, time constraint, resource limitation and
managing big size data limitation for the researcher (Kumar, 2011). New employees who have

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less than six month service were not included in the study. The study conducted only in ALERT
compound and ALERT does not have any branch offices. This research includes only for the
data collected between October 14/2016 to November 14/2016. The research used only Likert 5
scale measurement.

1.8 Organization of the research report

This study is organized into five chapters. Chapter one presents the introductory part which
constituted background of the study, problem statement, research question and objective of the
study, definition of terms, significance, scope and limitations of the study, and organization of
the paper. Chapter two was deal with the detailed review of theoretical and empirical literatures
on employees’ satisfaction in. In the third chapter the researcher presents the methodology
section including research design, population and sampling technique, source of data, procedure
of data, method of analysis, reliability and validity and ethical conditions. Followed by chapter
four, that presents demographic characteristics, analysis and interpretation. Finally, chapter five
presents on summary of findings, conclusions, recommendations and limitations of the study.

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 CHAPTER TWO:

REVIEW OF RELATED LITERATURE

The purpose of this study was to examine the job satisfaction factors for all African Leprosy,
Tuberculosis, and Rehabilitation Training Center (ALERT) employees. This chapter composes
relevant literature to conduct the study. It includes both theoretical and empirical literature
review.

2.1 Theoretical literature review

The literature below reviews both the theoretical and empirical studies referred. The first part
offers the definition of job satisfaction, followed by theories of job satisfaction, benefit and
importance of job satisfaction, determinants of job satisfaction, intrinsic and extrinsic factors,
effects of job satisfaction, and measurement of job satisfaction. The second part describes the
empirical studies gathered.

2.1.1 Definition of job satisfaction

Job satisfaction is one of the academic concepts that have received worldwide attention in the
field of management and other areas recently. Hoppock defines job satisfaction as any
combination of psychological, physiological and environmental circumstances that cause a
person truthfully to say, “I am satisfied with my job” (Hoppock, 1935 as cited in Molla 2015).
Smith (1969 as cited in Kaila, 2012) defines job satisfaction as “the feeling an individual has
about his or her job”. Vroom (1982) as cited in Kaila, (2012) takes as satisfaction workers’
emotional orientation toward their current job roles. Locke (1969) as cited in Kaila 2012)
suggested that job satisfaction was a positive or pleasurable reaction resulting from the appraisal
of one’s job, job achievement, or job experiences.” Locke (1976) describes job satisfaction as a
satisfying emotional state as a result of damage assessment of the occupation or the experience
of a job. The satisfaction of feeling can be positive or negative based on individuals and on the
other side it depends on the opportunities available to the individual.

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Zhu, (2012) & Sinha (1974) defined job satisfactions as follows. Reintegration of effect as
produced by individual’s perception of fulfillment of his needs in relation to his work and the
situations surrounding it define job satisfaction as “an employee’s affect response to various
aspects of his work environment.” Job satisfaction is also required as a psychological state of
man when an individual’s needs and aspirations are fulfilled in a workplace. Job satisfaction also
represents a combination of positive or negative feelings that workers have towards their work”
(Molla 2015: P155-166). Job satisfaction is a set of encouraging and discouraging emotions of
the employee. It specifically states to the attitudes of an individual employee. Job satisfaction
can be observed as the general approach or it can relate to the portions of an individual’s job. Job
satisfaction is usually attained over a period of time as an employee increases further experience.
It is a person’s emotional response to the job, supervision and the organization (Singh & Pandey,
2013).

Definitions of job satisfaction evolved from time to time, but the most common thinking that is
job satisfaction is a job (work) related positive emotional feeling. Traditional theories had
focused on a single end to end scale (satisfaction and dissatisfaction) and the later theories
focused on two factors (presence or absence of certain intrinsic and extrinsic job factors). (Kaila,
2012) Negative and unfavorable attitudes towards the job indicate job dissatisfaction
(Armstrong, 2003 as cited in Dugguh and others, 2014). The above mentioned definitions of job
satisfaction indicate that it is a physical sate of individual positive feeling to work, worker
emotional orientation to job, a pleasurable action of an employee, satisfying emotion of an
individual, and end state of feeling which can be a response of an employee (Armstrong, 2003 as
cited in Dugguh and others, 2014).

2.1.2 Theories of job satisfaction

There was no developed theory on job satisfaction before the 1930. After Hoppock (1935 as
cited in Saiyadain, 2003) different authors contributed different theories on job satisfaction. Job
satisfaction is often observed as a correlation between the perceived rewards that must be
received and results truly received in different theories (Singh, 2013). Some of the prominent
theories that describe the concept of job satisfactions are Content Theories, Process Theories,
Situational Theories, Discrepancy Theories, & the Value Theories (Kaila, 2012 & Singh &
Pandey, 2013).
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 Situational theories

The Situational Occurrence Theory was developed in 1962. The theory assumed that job
satisfaction is determined by two factors (situational characteristics and situational occurrences).
Situational characteristics are related to pay, supervision, working conditions, promotional
opportunities and company policies that accepted by the employee during his/her employment
time. On the other hand, situational occurrences are things that happen later taking a job (job that
may be tangible or intangible; positive or negative). The theory generalizes that job satisfaction
is a product of both situational factors and situational occurrences (Kaila, 2012).

Discrepancy theory

This theory argues that job satisfaction includes both outcomes one feels he should receive and
perceived outcomes received. It is stated in the following equation form: A= outcomes one feels
he should receive; B= perceived outcomes received; A=B Perceived satisfaction; A>B Perceived
dissatisfaction and A<B Perceived over satisfaction (Singh, 2013).

The value theory

This theory was proposed by Locke (1984) as cited in Saiyadain, (2003) who suggested that job
satisfaction happens when the job results or incentive that the employee obtains matches with
results that are planned by him. The concept focuses on any results that people worth irrespective
of their quality or quantity. Thus, the price attached to the result is more significant. Those who
get better outcomes or results get more satisfied and the reverse is also true. The significant
contribution of this concept is the difference between the present feature of the job and those that
employees want like compensation, learning opportunities, advancement. (Ibid).

2.1.3 Determinants of job satisfaction (Variables)

Previous researchers identified a number of determinants that explain why an employee is

satisfied or dissatisfied with his work. These determinants can be mainly divided in to two basic
categories those connecting to the organization and those linking to the individual characteristics
of the worker himself (Saiyadain, 2003).

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According to Singh (2013), supervision, work group, job content, occupational level,
specialization, age, gender, working condition, opportunities of promotion, employee morale and
reward systems are some of the determinants of job satisfaction. Saiyadain (2003) described the
categories in the below diagram.

ORGANAISATIONAL FACTORS
 Rewards system
 Work itself
 Perceived quality of supervision
 Working conditions
INDIVIDUAL DETERMINANTS
 Status and seniority
 Age
 Gender
 Marital status
 Years of experience
Figure 1 Determinants of job satisfaction (Saiyadain, 2004)

As Saiyadain states, job satisfaction will not automatically lead to low absenteeism. Job
satisfaction is associated with dissimilar biosocial and behavior variables. The situation of the
employee will be good pointer for job satisfaction. Low job satisfaction leads to absenteeism and
this low absenteeism increase (2003).

2.1.4 Major factors of job satisfaction

There are different factors that can provide job satisfaction, but the majority of causes can be
categorized into the following two major groups. These are personal characteristics of the
employee themselves and organizational factors like organization polices and nature of the job
(Kaila, 2011).

2.1.5 Benefit of job satisfaction

Job satisfaction is an inevitable concern and a challenge for modern organizations. The job
satisfaction trend can affect the labor market: it can influence productivity of the job and
working conditions can be influenced by it. Employee absenteeism and staff turnover also can be
affected by the factors that related with job satisfaction. It is also used as a strong predictor of
overall individual employee well-being (Diaz & other, 2005 & Spector, 1997). Employee

9
satisfaction study has many benefits. It can help managers to get better information and know the
health of their organization, increase patients’ satisfaction, reduce turnover and related training
costs, minimize absenteeism, improve communication, and enhance the reputation of an
organization & attract employees (Powell, 2001).

The study of job satisfaction is very significant for managers. It will help to see a room for
improvement, to identify the relatively more dissatisfied group, to know the contributing factors
for employee satisfaction, and to identify effects of dissatisfied employee attitudes. Additional
feedback can determine the sources of unforeseen productivity difficulties, such as absenteeism,
turnover and poor quality of work, and help executive evaluate training needs. A job-satisfaction
study is a pointer of the efficiency of organizational reward systems. The above mentioned
reasons clarify how job satisfaction is very important for the organization itself as well as for the
employees (Singh & Pandey, 2013).

Job satisfaction and individual determinants (Personal characteristics)

An employee comes to work place with his individual personality and attitudes, which include
what he likes and dislikes. His satisfaction will be affected by his characteristics. This situation
affects the employee’s satisfaction at his job. Since personality and human nature are intrinsic to
each individual, it is important to evaluate how personal characteristics can affect the employee’s
personal character. The personal character belongs to bio-social variables like age, marital
status, education, length of service and income level (Saiyadain, 2003, 2004 & Guha, 1965).

Age: Research has shown that there is a significant negative relationship between satisfaction
and age. From this study they suggested that job satisfaction is independent of age (Saiyadain,
2003, 2004 & as cited in Guha, 1965). On the other side, some studies indicate a positive
correlation between age and job satisfaction. Higher age group inclined to sense more satisfied
with their job (Singh & Pandey 2013).

Education: most previous studies describe that there is no relationship between job satisfaction
and education and while few studies agree fulling on this finding, there is no clear cut correlation
on this issue (Saiyadain 2004).

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Income: Most studies describe positive relationship between income and job satisfaction. Higher
income employees are inclined to higher job satisfaction (Saiyadain, 2004).

Years of experiences: There are different findings regarding the relationship between job
satisfaction and experience Saiyadain (2004), notes that job satisfaction decreases with
increasing years of experience.

Organizational determinants or factors

Supervision: employee focused supervisors who take individual attention in their subordinates
and show friendship, common expectation, respect and friendliness, are comparatively more
satisfied with their jobs. On the opposite side job focused supervisors who look their
subordinates as people to get work done , cause low pleasure and subsequently comparatively
high rates of complaints, turnover and absence. A supervisor’s skill to please his subordinates’
wants depends not only on his leadership behavior but also on the extent of his authority in the
bigger organization (Singh, 2013). The behaviors of people-oriented supervisors generally result
in small turnover rate of employee, criticisms, and absenteeism. On the other hand, the behaviors
of work-focused supervisors cause low satisfaction and subsequently a high rate of turnovers,
criticisms, and absenteeism (Kaila 2011, Singh & Pandey 2013)

Working condition: Job satisfaction is associated to occupied situations. The work will be more
satisfying if remunerated conditions are pleasant to the job (Singh, 2013, Singh & Pandey 2013).
When the working conditions are not good, they have a negative impact on the employee job
satisfaction. This may not directly relate with the job content but instead directly with the context
of the work. So that it good to create pleasant working environment (Kaila, 2011). Repetitive
responsibilities can become unexciting for the employee. Conducted studies presented the
employee who passed out through diverse job exhibit satisfaction with their work (Singh, 2013).
Employees need balanced work, not boring or excessively challenging. They like variety of
work, they become more committed & more satisfied (Kaila, 2011).

Work group interaction (Relationship): People seek satisfaction of their social and
psychological needs in the interaction with others in group situations. The amount of satisfaction

11
can depend on the interaction level. If the work group loves a progressive status, the employees’
level of job satisfaction will raise further (Singh, 2013).

Communications with others: Communication is a transferring of ideas, messages,

information, and feelings from person-to-person (Karpurs, 2004). People find satisfaction in their
social and psychological needs within the communications with others in group situations.
Satisfaction level from interaction with one’s staff depends on the attachment and positive
relationships (Singh & Pandey 2013). Effective communication is important to accomplishing all
activities, understanding roles, integrating departments, etc. However, poor communication can
cause breakdowns within an organization due to different barriers (Karpurs, 2004).

Employee job safety and health: “Employee health is now generally assumed to incorporate
the WHO definition of health (physical, mental and social) and to be far more than merely the
absence of physical disease” Burton, (2010: P16). Work influences physical safety and health
hazards which can affect the direct needs of employee compensation. Example: mechanical
/machine hazards; electrical hazards; slips and falls; Physical safety hazards like accidents, shift
works related hazards, chemicals hazard (Burton, (2010). Job-related safety and health
administration (OSHA) launches and imposes required safety and health criterions (Cascio,
2004).

Work environment: Herzberg opines that job content features like achievement, recognition,
advancement and responsibility, and the work itself tend to deliver satisfaction but their absence
does not tend to create dissatisfaction. On the contrary, negative job context factors such as poor
supervision, working conditions, company polices, and salary, etc. tend to produce
dissatisfaction but their manifestation does not produce satisfaction (Singh, 2013, Singh &
Pandey 2013).

Opportunities of promotion: Having the opportunity to be promoted affects job satisfaction

significantly. The need for promotion is usually strong among advanced level workers. Getting
promoted can thus bring higher satisfaction (Singh, 2013). The presence or absence of promotion
or in the job will highly affected job satisfaction. The need for promotion is more expected by
higher level of employees. It is expected by the employee to get promotion when he does good
work. Employees feel highly satisfied when promoted (Singh and Pandey, 2013).

12
Training & development: Training: is the process of improving awareness, increasing
employee skills, and changing outlooks of people to become more effective in their work
responsibilities. Development is a stage procedure and regular development is needed so that
employees can define problems and the plan for the future (Divyaranjani & Rajasekar, 2014 &
Lvancevich, 2003). Training and development help to reduce employees’ anxiety, reduce turnover,
save time, and create a productive and competitive organization (Lvancevich, 2003).

Job dissatisfaction

Dissatisfaction is an employee’s negative feeling for his work, which in turn causes turnover,
absenteeism, and stress.

Turnover: Most studies shows satisfied employees in general have low turn-over rates. Job
satisfaction indirectly affects turnover. In fact, job satisfaction is a superior indicator of turnover
(Saiyadain, 2003). Every high turnover has great damage for the company. Turnover is
correlated with job satisfaction factors like working conditions, supervisions, etc. (Ghosh, 2003).

Absenteeism: There is an indirect relationship between absenteeism and satisfaction. Low

satisfaction tends to bring about an increase in absenteeism rather than job satisfaction not
necessarily led to absenteeism (Saiyadain, 2003).

Stress: Stress is attributed to different reasons. It can be related to work conditions which
include poor management, poor employer-employee relationships, or a poor physical working
environment. Stress has the following negative effects like job dissatisfaction, decrease in
employee performance, negative energy, poor communication, and reduced productivity and
innovation (Greener, 2010).

Reward system: Financial rewards play an important role in influencing job satisfaction in the
following two ways. First, money is a primary instrument to get one’s desire. Secondly,
employee assumes their salaries are directly related with the management’s attitude toward him.
An employee who assumes he got fair pay (not absolute amount of pay but thinking) will be
satisfied in his job and the reverse is true (Singh, 2013, Singh & Pandey 2013, Saiyadain 2003).
There is sufficient proof to suggest that salary and other financial benefits contribute
significantly to the job satisfaction (Singh, 2013, Singh & Pandey 2013).

13
Job satisfaction is related with organizational reward system. When individuals get flexibility
and freedom to choose both their benefits and jobs they will become more satisfied. Therefore
fixable benefit package is more important to increase job satisfaction within the total target plan.
This will help to increase overall satisfaction and benefit satisfaction. This idea was supported by
most researchers (Saiyadain, 2003). The reward approach is highly related with job satisfaction.
Example: Salary and compensation directly affect job satisfaction. An employee’s positive
perception leads to satisfaction. Employees expect fairness as much as possible (Kaila, 2011)

The below job satisfaction model indicates how job satisfaction can increase.

Figure 2 Job Satisfaction model (Source: Field, 2008)

2.1.6 Effects of low job satisfaction

High turnover of employees, high absenteeism, and tardiness reflect the effects of low job
satisfaction. High turnover of employees is an indicator of low job satisfaction but those
employees who have positive job satisfaction generally do not quit. High absenteeism is
associated with those who have less job satisfaction are those employees tend to be absent more
frequently. The effect of low job satisfaction is lateness. A late employee is one who is
frequently late for work (Singh & Pandey, 2013).

14
2.1.7 Measurement of job satisfaction

Dr. Kaila described job satisfaction measurement tools and some important variables as follows.
One of the measurements is Rating Scales and Questionnaires. These are measurements used to
gather data from current employee about their jobs, and they may gather and measure data in
different ways. Example: Job descriptive index (JDI) uses some variables like salary, opportunity
for growth, work itself, supervision and employee. Minnesota satisfaction questionnaire (MSQ)
is used to measure the level of responsibility, opportunity for growth, salary, etc. Pay satisfaction
questionnaires (PSQ) also used to measure job satisfaction (2011).

Measuring job satisfaction is not an easy task; however social scientists have developed several
techniques that are used to measure job satisfaction. These techniques have significant
importance for employers in order to get proper and truthful data about what happens in the work
place. Employees’ reaction to their jobs has been measured by using the following measurements
(Saiyadain, 2004).

Questionnaire: Job satisfaction can be measured by using job satisfaction questionnaires. The
initial and the only direct measurement of job satisfaction have been developed by Hoppock
(1935). Then, Porter (1961) developed 13q uestion questionnaire based on Maslow’s hierarchy
system. It has seven points of scale. It uses maximum and minimum ranges to find the mid-point
that count as an indicator of job satisfaction. The higher the discrepancy shows the lower the job
satisfaction, but it doesn’t address the people difference in the degree of importance (Saiyadain,
2004). Generally, job satisfaction measurement types were passed through different
measurement process (Saiyadain, 2004).

Interview: Interviews give a chance to perform in-depth questions to realize the sources and
nature of satisfaction or dissatisfaction (Saiyadain, 2004).

Confrontation meeting: in a confrontation meeting few selected employees come together and
sit for open discussion. Focus group discussion (FGD) is one type of confrontation meeting, and
allows the participants to express their feeling freely, which does not necessarily happen in an
interview setting (Saiyadain, 2004).

15
The critical incident method: “In this approach individuals are requested to recall incidents that
are particularly satisfying or dissatisfied to them. The replies are then examined to find out
underlying themes” (Saiyadain, 2004: P59).

Intrinsic & extrinsic job satisfaction: Intrinsic Job Satisfaction covers people’s affective
reactions to job features that are integral to the work itself (e.g. variety, opportunity to use one’s
skills, autonomy) whereas Extrinsic Job Satisfaction covers features external to the work itself
(e.g. pay, the way the firm is managed). (Stride C., Wall T. & Catley N. 2007: P13)

2.1.8 Recommendation to decrease or avoid dissatisfaction

The following are recommendations by Dr. Kaila to decrease or to avoid job dissatisfaction.
Finish all work at work and don’t take work home. Encourage employee to use full lunch time
for himself. Help employee to avoid discussing work during lunch time. Find ways to solve for
employees’ stress. Create some refreshing methods. Improve physical working environment, and
atmosphere at work, focusing on reduction of stress. Uses holiday leave properly (2011).

Key words: Job satisfaction, intrinsic factors, extrinsic factors, individual determinants,
organizational determinants.

2.2 Empirical studies review

2.2.1 Job Satisfaction Study in different countries

Job satisfaction can be influenced by different variables employee as may be seen in the
discussion below.

Supervision and job satisfaction

Support from supervisors and subordinates helps to improve job satisfaction. Shared decision
helps in the creation of healthy working environment (Liu et al, 2012). On the other hand a made
in Iran showed absence of management support creates stress among nurses (Mosadeghrad,
2013).

16
Work conditions and job satisfaction

The work condition in an organization can create job satisfaction (Latif, 2013). A German study
showed that dentists were satisfied with their job due to its freedom of working method (Goetz et
al, 2012). A Japan study revealed highest level of satisfaction in workers where freedom to
choose one’s method of working, the level of variety in the job and the amount of responsibility
were available (Khamlub et al, 2013). A study was conducted in USA show mental factor like
autonomy is related with improved nursing job satisfaction (Gausvik, 2015).

On the other hand nurses that found in China were unhappy with their job due to high stress (Liu
et al, 2012). Nurses in South Africa and China were more dissatisfied because of the work load
and shortage of staffs (Pillay, 2009 and Liu et al, 2012). A German study showed that dentists
were dissatisfied with their working hours (Goetz et al, 2012), and a study from Nigeria
discovered that the majority of nurses were dissatisfied by destructive attitudes towards working
conditions (Asuquo, 2016).

Work relationship and job satisfaction

Good relationship with work friends can improve job satisfaction (Lu et al, 2016 and Hoppock,
1935 as cited in Saiyadain, 2004). Team work, collaborative practice and good staffs or
organizational relations are some of the most important indicators of job satisfaction
(Chaudhury, 2016 and Gausvik, 2015). A Turkey study showed a moderate job satisfaction level
due to limited satisfaction with support from supervisors and co-workers (Canadan, 2013). The
satisfaction of nurses was linked with their colleagues, supervisors and patients mentioned on a
study done at USA (Gausvik, 2015).

Communication and job satisfaction

Communication is one of the important indicators of job satisfaction (Chaudhury, 2016). A study
made at east Tennessee State University showed the relationship between communication
satisfaction and job satisfaction. It was found that communication satisfaction brings high job
satisfaction among employees (Sharama, 2015). A communication rich culture shows a healthy
working environment. A USA study on structured nursing communication indicated that it
improves perception of safety, efficiency and understanding of care plan and team work as well

17
as job (Gausvik, 2015). On the other hand a study from Iran shows poor communication at work
places related with work related stress (Mosadeghrad, 2013).

Employee job safety and job satisfaction

Unsafe working environment can be created due to job dissatisfaction (Peeler, 2015). Delay in
providing vaccines for hepatitis B infections observed in sub-Sahara Africa health workers, due
to this majority of health workers may have exposed for the disease (Malewezi B. et al, 2016).
Safety and work environment are separated in many places and the lack of health promotion
programs like wellness and disease management may lead to low attention paid to medical
employee job safety and health (Hymel et al, 2011).

Working environment and job satisfaction

Working environment includes job security, employee frustration, fair promotion opportunity,
stress, etc. Treating employee unethically can lead to stress (Mosadeghrad, 2013 and Zahaj et al,
2016). Some of the important indicators of job satisfaction were mission statement and
recognition (Chaudhury, 2016). Workers who are pleases about their organization was more
productive, build conducive environment and good was for the organization (Latif, 2013).

A study from USA on nurses indicates that job satisfaction includes job security and existence of
rewards (Gausvik, 2015). On the contrary nurse in Albania had below average satisfaction due to
the fear of keeping their present job and also due to the factor problems in career promotion or
mandatory choice of profession (Zahaj et al, 2016). A study done in North Carolina indicates
hospital setting exploration of work environmental factors that affected nurses’ satisfaction
(Peeter, 2013).

A study from China gave new proof about the work environments of hospital nurses in China
and it described that 40% of nurses rated their working environments as poor. The study also
established that better work environment was connected with encouraging nurse outcomes.
Nurses’ face continues stressful work environment in hospitals (Liu et al, 2012). A study made in
South Africa showed nurses’ dissatisfaction in relation to resource accessibility and career
development chances (Pillay, 2009). Dissatisfied nurses can’t serve patients in satisfactory
manner which may lead to unsafe working environment (Peeler, 2015).

18
Training and development and job satisfaction

A study from China shows “High job satisfaction among staff with the lowest academic
qualifications might be related to opportunities to receive continuing education” (Lu et al, 2016:
P7). An Iranian study on nurse’s showed that lack of promotion can be a major predictor of
occupational stress (Mosadeghrad, 2013). An Albanian study similarly showed problem in career
promotion can lead to low job satisfaction (Zahaj, 2016). Nurses of South Africa were most
dissatisfied due to their poor career development chances (Pillay, 2009).

Job dissatisfactions

Dissatisfaction can be created due to different reasons like low salary and benefits (Goetz et al,
2016). Many studies show that in this regard lower level employee is more dissatisfied than
higher level employee (Latif, 2013). Which may create unsafe working environment (Peeler,
2015) Dissatisfied nurses can’t serve patients in satisfactory manner (Peeler, 2015). Payment
difference can also create dissatisfaction in public employees (Candan, 2013).

On the contrary dissatisfaction was observed in Turkey due to conditional rewards and benefits.
Less experienced professionals are more dissatisfied with their job than those which more work
experience (Masum et al, 2016). German dentists were found to dissatisfaction due to their
working hours, salary and benefits (Goetz et al, 2016).

Stress

Stress can be linked with different variables like, job insecurity staff absence, extreme workload
and absence of management support, insufficient pay, shortage in employee workforce and time
shortage to accomplish the procedures, poor communication and lack of social support, absence
of good working environment (Mosadeghrad, 2013 and Liu et al, 2012). A recent study shows
stress is linked with turnover intention (Mosadeghrad, 2013). A study on Iranian nurses shows
moderate level of stress due to job insecurity and employee frustration (Mosadeghrad, 2013).

Turnover

Highly satisfied doctors can give more satisfactory service for their patients, can minimize
medical costs and the organization could become competitive and turnover minimized

19
(Chaudhury, 2016). A study on Iranian nurses was show medium level turnover intention in the
study (Mosadeghrad, 2013).

Absenteeism

Satisfied workers incline are less prone to absence than low satisfied workers (Latif, 2013).

Salary and benefits

Low salary and benefits can create dissatisfaction (Goetz et al, 2016 and Mosadeghrad, 2016).
There is sufficient proof to suggest that salary and other financial benefits contribute
significantly to the job satisfaction (Dhawan and Roy, 1993; Nazir, 1998; Panda, 2011 as cited in
Saiyadain, 2003).

Monetary benefits, incentives and promotion play very significant role to please, keep and invite
employees (Latif, 2013). Upper level employee is more satisfied than junior level employees
(Latif, 2013). Health care members with most educated background were extra satisfied with
self-sufficiency and advancement chances. Payment difference among employees with much
related jobs can also bring dissatisfaction (Canadan, 2013 and Mosadeghrad, 2016).

Salary and financial issue were the major source of low satisfaction for three teaching hospitals
in Karachi doctors (Lu et al, 2016: P7). A study from Nigeria discovered that the majority of
nurses were dissatisfied by little pay (Asuquo, 2016). A comparative study on job satisfaction
and intention in Tanzania, Malawi, and South Africa shows that health professionals in public
hospitals were less satisfied than private health workers and are more likely to want to quit their
jobs (Blaauw et al, 2013).

Overall satisfaction

Overall satisfaction in Germen dentists describe high level of work satisfaction but dentists
dissatisfied with their working hours, salary and benefits (Goetz et al, 2012).

2.2.2 Job satisfaction studies in Ethiopia

Different job satisfaction studies were conducted on health workers in Ethiopia as below
mentioned.

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Supervision and job satisfaction

Job satisfaction conducted in public sector health workers in Addis Ababa, Oromia, Amhara and
Somali shows some aspects of supervision of government health workers seem to have upgraded
through the study period (Hotchkiss et al, 2015). A South West Ethiopia assessment of job
satisfaction among pharmacy professionals recommendation shows that, application of health
care staffs consistent staffs meeting to isolate problems and find managing and leadership is
important (Ahmed et al, 2013).

On the other hand Low job satisfaction was commonly observed in different public medical
centers in Ethiopian hospitals due to lack of mentoring support in the work place (Hotchkiss et
al, 2015). A study on Ethiopian anesthetists’ job satisfaction level and factors affecting their
level of job satisfaction indicate improper supervision problem to be one of the reasons for job
dissatisfaction (Desalegn, 2015). Similarly a study in West Shoa zone indicated that the majority
of respondents were dissatisfied with their job due to hospital bureaucratic management.
Workers at public hospitals of West Shoa, Oromia regional sate shows that the mainstream of the
respondents were not pleased with administration structure of their own hospitals (Mengistu and
Bali, 2015).

Work conditions and job satisfaction

A study in West Shoa zone shows medical employees not to be interested in their work due to
restrictive work environment (Mengistu and Bali, 2015).

Work relationship and job satisfaction

A study from Harari region, eastern Ethiopia describes good relationship with friends at work
(Geleto et al, 2015). On the contrary job satisfaction study at Dessie showed low satisfaction
status among pharmacy professionals related to poor interaction with co-workers in the work
environment (Ahimed et al, 2013). A study on Ethiopian anesthetists showed the employee
relationship was affected due to presence of stress (Desalegn, 2015).

Communication and job satisfaction

21
Employee dissatisfaction observed from Jimma university specialized hospital was related with
poor interaction with team members and supervisors (Yami, 2011). Similarly, poor
communication with health care team members is one of the causes of dissatisfaction for
pharmacy professionals in south west Ethiopia (Ahmed et al, 2015).

Employee job safety and job satisfaction

Job satisfaction is related to a worker’s sense of accomplishment and achievement on a job. It is

also usually perceived to be directly associated with individual health (Ahmed et al, 2013). A
study conducted at Adama hospital, east Ethiopia on healthcare waste generation and
management in public healthcare facilities indicated that “the proportion of hazardous healthcare
waste generated from the studied healthcare facilities was above the threshold set by the WHO.
There is a lack of proper waste management systems in all public healthcare facilities in Adama,
Ethiopia” (Hayleeyesus and Cherinete, 2016:P64).

Working environment and job Satisfaction

Job satisfaction has relationship with work environment factors (Hotchkiss et al, 2015). Job
satisfaction leads to promotion, recognition and sensation of success (Ahmed et al, 2015). A
study on Job satisfaction study at Harari region, eastern Ethiopia shows laboratory professionals
were highly satisfied when compared to other health worker. This may be related with better
working environment like the availability of medical equipment and better working space
(Geleto et al, 2015).

The evidence from Ethiopia shows the prevalence of inadequate physical conditions in the work
place (Hotchkiss et al, 2015). A study made in Desse town, northeast Ethiopia shows low
satisfaction status related with poor working environment like poor management, poor
infrastructure and poor interaction with co-workers in the working environment among
pharmacy professionals (Ahimed et al, 2013). A study from Jimma university specialized
hospital describes employee dissatisfaction with their job observed due to lack of promotion,
insufficient resources, supplies, poor infrastructure, and inadequate human power (Hotchkiss et
al, 2015).

22
Training and development and job satisfaction

Lack of training opportunities is one of the factors that can affect employee’s dissatisfaction.
Giving opportunity for career development education is one of the basic mechanisms of
improving job satisfaction. A study on Ethiopian anesthetists job satisfaction level factors
showed anesthetists (20%) are satisfied with opportunity of ongoing career development
(Desalegn, 2015).

Low job satisfactions were also observed in Ethiopian public hospitals, among public sector due
to lack of further training, promotion and mentoring (Hotchkiss et al, 2015). A study in West
Shoa zone in Ethiopia indicated lack of training opportunity as one of the variables that led to job
dissatisfaction (Mengistu and Bali, 2015). Assessment of employee job satisfaction factors in
management science for health in Ethiopia revealed that the organization does not have
appropriate focus on training support for its employee. However, Learning opportunity and
professional growth is found to be important for employee satisfaction (Shiferaw, 2015).

Similar findings were observed in Harari region, eastern Ethiopia studies and it describes
respondents described training and development opportunity is low (Geleto et al, 2015).
Inadequate service training is one of the dissatisfaction factors for pharmacy professionals in
south west Ethiopia. In this study the majority of members recommended that application of the
health care staff development policy as important (Ahmed et al, 2013).

Job dissatisfactions

When the working environment is not good it can lead to dissatisfaction, less satisfaction and
also it leads to employee exit (Asegid et al, 2014 and Desalegn, 2015). Ethiopian public hospitals
in west Shoa showed dissatisfaction related with bureaucratic management nature (Mengistu
andBali, 2015). Low satisfaction (56%) observed at Desse Town, Northeast Ethiopia study
among pharmacy professionals (Getie et al, 2013).

Stress

Stress can also create dissatisfaction on customers and the employee himself. The employee
relationship affected due presence of stress (Mengistu and Bali, 2015). A job satisfaction study

23
conducted in public sector health workers in Addis Ababa, Oromia, Amhara and Somali showed
significant frustrations with their job (Hotchkiss et al, 2015). A stressed professional may have
profound implications on the patients as well as on his/her interpersonal relationships. This study
has shown 32.5% clinical problems cause and reactions were related with stress on this study
(Desalegn, 2015).

Turnover

Job satisfaction can impact turnover. When the organizational commitment of an employee is
high, turnover intention is low. (Getie et al, 2013). A study in Bahir Dar on governmental health
facilities study showed low level job satisfaction and high level of turnover intention among
nurses (Ayalew, 2016). A Sidama zone public health facilities study describes half of the nurses
already have plan to leave their organization and they are looking for alternative jobs (Asegid et
al, 2014). Job satisfaction study at Desse town, north Ethiopia also showed 31% of the
respondents want to leave their current working place (Shiferaw, 2015). A study in Menelik II
Referral Hospital showed medical staffs 94.2% was not satisfied for their job and if not proper
corrective measurement taken they are on the way to quit their job.

Absenteeism: Job satisfactions can influence the rate of absenteeism (Getie et al, 2013).

Salary and benefits

Job satisfaction study in public sectors of health workers in Addis Ababa, Oromia, Amhara and
Somali shows high level of dissatisfaction related with financial rewards (Hotchkiss et al, 2015).
A study from Gojjam, Amhara region, Ethiopia, shows low salary was frequently, repetitively
and solidly mentioned as the major factors those forces nurses’ workers out of the public service
(Getie et al, 2013). A similar study from Harari region, eastern Ethiopia shows low pharmacy
expert dissatisfaction was insufficient salary. In this study the majority of respondents
recommended remuneration increment (Ahmed et al, 2013 and Abrha, 2015). A job satisfaction
study on public hospitals in the West Shoa zone shows majority of respondents were dissatisfied
with their job. This indicates that health workers need appropriate salary and fringe benefits to
satisfy their employees and keep their faithfulness (Mengistu and Bali, 2015). Study on factors
affecting Job Satisfaction in Mekelle University Academic staff at Adi-Haqi campus shows that
“The least motivating factor of respondents’ jobs was the “salary.” The findings show that those

24
respondents were most satisfied with the content of their job and least satisfied with the context
in which their job was performed. Department heads and Directors should conduct a job analysis
for each position and seek innovative ways to enhance the work academic staffs actually
perform” (Hagos and Abrha, 2015:P5-6). The researchers used cross sectional study, conclusive,
descriptive method and some of their recommendations were encouraging staffs for better
commitment, creating trusted working environment, improving benefit packages. Most of the
respondents were satisfied by their job but not by their salary (Ahmed et al. 2013, Habite 2016
and Hagos and Abrha 2015).

Overall satisfaction

A Harari region, eastern Ethiopia study overall satisfaction status shows, laboratory professionals
were highly satisfied when compares to other health workers. This may be related with better
working environment availability like, medical equipment and better working space (Geleto et al,
2015). On the other side Job satisfaction conducted in public hospitals of west shoa zone,
Ethiopia the overall satisfaction findings shows only 34.9% of the study participants were
satisfied with their job, while nearly a third, 65.1% were dissatisfied withier job. Overall
satisfaction generally had a high positive relationship with other influencing factors of job
satisfaction (Mengistu and Bali, 2015).

Job satisfaction study in ALERT

ALERT hospital tried to conduct different internal assessment works like employee training
assessment and customer satisfaction assessment, but until now assessment of employee job
satisfaction research is not conducted in ALERT employees for both for medical professionals’
employees and support service employees

Department 1
Job Satisfaction
Job
Satisfaction or
Variables Dissatisfaction
Department 2

Theoretical Framework

25
 CHAPTER THREE:

RESEARCH DESIGN AND METHODOLOGY

This research is a descriptive research study. This chapter described population and sampling
techniques, sources and process of data collection, method of analysis. The study also makes
comparison the satisfaction level between medical professionals and support service. This study
was conducted based on qualitative approach statistical analysis techniques like frequencies and
mean are used.

3.1 Research design

Descriptive study focuses on telling features of specific individual or group. It concentrates to

discovery of facts. It uses sample and make generalization from the analysis (Kothari, 2004).
Descriptive research replies the research questions which are mostly truthful in nature. It answers
WH questions like who, what, when (Greener and Martelli, 2015).

Descriptive study used to collect facts and deal with respondents’ to answer the pre-planned
specific research objectives. Commonly descriptive is complete by using questionaries’ and
structured interview. It can be cross-sectional or longitudinal. Longitudinal uses stable sample
for a long time commonly as needed and it gives better result from accuracy side on the other
hand cross sectional survey is greatest leading and commonly used in descriptive research study.
Cross-sectional studies, also known as one-shot studies are the most commonly used design in
the social sciences. This design is best suited to studies aimed at finding out the prevalence of a
phenomenon, situation, problem, attitude or issue, by taking a cross-section of the population.
They are useful in obtaining an overall ‘picture’ as it stands at the time of the study (Kumar,
2011).

This research is a descriptive cross sectional survey research study. Previous job satisfaction
study had been conducted by different researcher by using descriptive cross sectional qualitative

26
survey ( Mengistu and Bali, 2015; Geleto et al, 2015; Ahmed et al 2013; Asuquo et al, 2016;
Musum et al, 2016 and Emoja, 2016).

The research uses quantitative research type. “Quantitative studies designs are specific, well
structured, have been tested for their validity and reliability, and can be explicitly defined and
recognized.”(Kumar, 2011: P 103) Generally, there are numerous study designs in quantitative
research than in qualitative research (Kumar, 2011: P 103).

“Research design is a comprehensive plan for data collection in an empirical research project.”
(Bhattacherjee, 2012) Research design is the organization of conditions for data collection and
analysis of data in method that objectives to combine importance to the research purpose with
economic process. This research design is a descriptive research design and makes comparison
between two departments of job satisfaction. It helps the researcher to gather, summarize,
present, and interpret information by making comparison for the purpose of clarification. It also
helps to describes characters; functions; forecast pattern; and deals with respondents beyond data
gathering (Kumar, 2011 and Creswell, 2009).

Based on the literature review assembled, research question developed and planned objectives
self-administered questionaries’ and interview questions (Bhattacherjee, 2012) was prepare for
the purpose of triangulation. Questionaries’ was distributed and collected by the researcher and
pre-oriented data collectors.

3.2 Population and sampling techniques

Sampling design followed some basic process. Type of universe was defined, decision on
sampling unit was done, and source of list (sampling frame work) was arranged. Size of
sampling or selected frames from universe was identified with appropriate sample size.
Parameters of interest, budget constraint, sampling procedures were decided to select type of
sampling (Kothari, 2004 and Bhattacherjee, 2012).

Stratified sampling is used for heterogeneous population characteristics and better applicable to
give equal chances for the population that found under different stratum (Elder. 2009). It gives
more reliable and detailed information (Kothari, 2004). It also identifies any features which you
desire to be equally scattered between the samples. Example: gender or work department

27
(Greener, 2008). “tracing the difference in parameters of the subgroups within a population
would not have been possible without the stratified sampling procedure” (Sekaran, 2003).
Stratification is an effective research method strategy; that is, it delivers further information with
an agreed scope (Sekaran, 2003).

After the strata identification completed simple random sampling selection was followed
(Kothari, 2004 and Greener, 2008). Similarly stratified statistical method used in other study
Methods: We undertook a cross-sectional survey of a stratified cluster sample (Blaauw et al.
2013: P 127)

The population of the study includes the permanent employees of ALERT Hospital. The two
major division of the Hospital’s man power are medical professional employees and supporting
service employees (non-medical employees). There are a total of 1,070 population members out
of which 464 are medical professionals and the rest 606 are non-managerial support service
employees. Therefore, this research focused on both support service employees and medical
professionals. Both Female and male permanent employees age between 18 to 65 years ages
included.

Adopting proportional allocation, then the sample sizes as under for the different strata was
identified by the using Taro Yamane (1973) formula. The formula for estimating the sample size
based on 95% confidence level needed from a given population was provided by Taro Yamane
(1973).
(For non-managers employees’)
𝑁 1,070
Sampling formula: n= = = 291
1 + 𝑁 (e)2 1 + 1,070 (0.05)2

n = Sample Size N = Total Population

e = acceptable error (i.e. with 95 confidence level, 5% margin of error)

“Proportional allocation is considered most efficient and an optimal design when the cost of
selecting an item is equal for each stratum, there is no difference in within-stratum variances, and
the purpose of sampling happens to be to estimate the population value of some characteristic.”
(Kothari, 2004: P63).

28
Typically follow the technique of proportionate distribution under which the sizes of the samples
from the diverse strata are reserved relative to the sizes of the divisions. That is, if Pi represents
the proportion of population included in stratum i, and n represents the total sample size, the
number of elements selected from stratum i is n. Pi. (Kothari, 2004).

To illustrate it, sample of size n = 350 to be drawn from a total population of size N = 1,070
which is divided into 2 strata of size N1 = 464 and N2 = 606. Adopting proportional allocation,
then the sample sizes as under for the different strata was identified by the following formula. n1
= n. P1 = 350 (464/1,070) = 155 + n2 = n. P2 = 350 (606/1,070) = 198 Total was 350 (Ibid).
Table 1 Sample size of the study

Major division of ALERT Hospital Employees

Division Group  Medical Professionals Support Service Total Employees
Total No. of employee in 464 606 1,070
Strata
Sample size in strata 152 198 350
Source: own survey 2016

For triangulation purpose 67 managerial and supervisory positions employees participated out of
70 managerial roles in management questionnaire.

3.3 Source of data and tool /instruments of data collection

The research contains both primary and secondary data collection. Primary data collected from
respondent’s response of the questionnaires from both non-managerial employees’ and
managerial role respondents by using two different questionnaires. The following relevant
secondary data were collected. FY 2016 Annual report related information, turnover data and
new employee hiring plan data, HR manual that contributes for this research. A combination of
both primary and secondary data information’s was collected. The intention of using primary
data is for getting firsthand and new information. Secondary data use for supporting the research
in collecting information’s like, organization background, population data, and other related
documents that needed for this research. The research used different questionnaires for

29
employees and managerial role employees as a tool. Managerial employees were selected by
their availability due to there working shift conditions.

Questionaries’ are the tools for collection primary data. “A questionnaire is a written list of
questions, the answers to which are recorded by respondents. In a questionnaire respondents read
the questions, interpret what is expected and then write down the answers” (Kumar, 2011). The
questionnaire is containing both open ended and closed ended questions. Closed ended questions
are created on factors of employee satisfaction towards their job satisfaction (like, supervision,
work conditions, work relationship, communication, employee job safety and health, working
environment, training and development, salary and benefits and overall satisfaction) and job
dissatisfaction.

Data was checked during collection time to minimize incomplete information by the
respondents. Data was checked for completeness, consistency and reliability before coding
process. The coding process was done by assigning a number for each question. At the end
screening, cleaning and data editing was processed and data was inserted in to SPSS version 20
(Bhattacherjee, 2012). Self-completed questionnaire was collected to answer research problem
and the research objectives. Data comparison was used to compare the satisfaction level of the
company major two divisions’ (medical professionals and support service). Followed by
framework of the research methods, population and sampling techniques, data collection
instruments that used in the study and ethical consideration that needs to achieve the study
(Kumar, 2011, and Creswell, 2009, and Bhattacherjee, 2012).

Minnesota satisfaction questionnaire (MSQ) short form was commonly used by researchers. The
scales are rating as follows. 5 indicate “Strongly Agree”; 4, “Agree”; 3, “Nether”; 2, “Dis-
agree”; and 1, “Strongly Disagree”. Respondents can rate their feeling of job satisfaction on five-
point rating scale. To develop best fit questionnaires and to capture basic questions the
researcher modified questionnaires’ from the previous similar studies and MSQ. Since some of
respondents are found in the lower job grade level, the questionaries’ was translate in to national
language (Amharic) to increase clarity and to make easily understandable for lower level job
grade. The questionnaires have different parts like, cover letter, demographic, instructions

30
(Creswell 2009, Kothari 2004, Siniscalco, and Auriat 2005, and Powell. 2001). Questionnaire for
managerial role was adopted from (Lakew, 2013) for the purpose of triangulation.

3.4 Procedures of data collection

Respondents’ were selected by random sampling mated from medical professional and support
service giver employee after stratified sampling. Orientation given for selected data collectors.
Trained data collectors participated in data collection. Questionnaires distributed by the
researcher and trained data collectors to the respondents as per the sampling process and
collected back by insuring questionnaire completeness. Two different questionnaires prepared to
assess from employee perspective and managerial employee perspective. The second
questionnaire distributed for identified managers, supervisors and case team leaders.

3.5 Methods of data analysis

The data analysis process was including the following processes. The report information about
number of sample who did and didn’t return the sample survey was clearly stated. It was sated by
mention number and percentage of respondents from total population. Followed by description
on the method by which response bias was determined. Plan of descriptive analysis of data was
sate for selected variables study. The analysis type includes means, standard deviations,
frequency of scores etc (Creswell, 2009).

SPSS ver. 20 software used to analyze the data. After collected the data, it entered in this
software and the outputs were analyzed based on descriptive statistics method by using
frequency, numbers, percentage & mean. Finally, data analysis was conduct to present results in
figures and tables as needed and interprets results from statistical test. Conclusion was draw from
the results of the research question and implications of the results were discussed. The process
also includes editing, coding, classification according to their attributes and class interval and
finally tabulation have done as per the standards (Kothari, 2004).

3.6 Reliability and validity of data collection tools

Reliability is the research tool reliability, stableness, expected, constant and truthful. Reliability
refers to consistency or repeatability over time. We need to design an auditable research design
31
(Greener, 2008; Sekaran, 2003 and Kumar, 2011). “A piolet test provides testing of
questionnaires including, content, wording, order, form and layout” (Shukla, 2008: P89). It is the
consistency of measurement. It is the degree to which scores are free of “measurement error”.
Reliability shows how much dependable the measurement. The degree to which a test or measure
produces the same scores when applied in the same circumstances

Reliability test was done by using Cronbach's Alpha for 35 numbers of items for 15 employees.
These 15 respondents’ was not included in the final survey. Total Cronbach's Alpha result shows
0.903 & 0.906 for test retest results respectively and which is greater than minimum standard
(0.7). The results deference between two tests was below one and close to zero (0.906-0.903=
003, it is close to 0 and less than 1). This shows that the tool is reliable in terms of internal
consistency.

Cronbach's N of Cronbach's N of
Alpha Items Alpha Items
.903 35 .906 35
Test 1 Test 2

Correction was done as per the feedback collected and 3 additional questions added. Final copy
was duplicated and distributed to respondents by the researcher and pre-oriented data collectors,
finally the completed questionnaires were collected by data collector and the researcher.
Table 2 Cronbach’s alpha test for reliability

Reliability Statistics
S.No. Job Satisfaction Variables’ Cronbach's Alpha N of Items
1 Supervision 0.876 6
2 Work conditions 0.757 4
3 Work relationship 0.812 3
4 Communication 0.780 3
5 Employee job Safety & Health 0.885 4
6 Working environment 0.782 5
7 Training & Development 0.823 2
8 Job dissatisfactions 0.653 4

32
 9 Salary & Benefits 0.847 4
10 Overall Satisfaction 0.686 3
Overall Satisfaction 0.925 38

Source: own survey 2016

Validity: The validity type that found in quantitative research is face and content validity;
concurrent and predictive validity and construct validity (Kumar. 2011 and Greener, 2008). Face
and content validity: Keeping the logical link between objective and each question is referred to
face validity. Measurement tools content should be agreed with research questions (Kumar. 2011
and Greener, 2008). The research tool was developed by keeping logical link between objective
and each question. Tools were checked for their validity and coverage of dimensions of concept
(content validity) by advisor, subject specialist and others before used. The extent to which
measures indicate what they are intended to measure the planned objective or research questions.

3.7 Ethical considerations

The study protocol was reviewed, approved official letter was written to ALERT hospital. The
data collection was done after permission obtained by official letter from the hospital. Letters
were attached in the appendixes part. Prior to questionnaires administration, the objective of the
study was explained to the study participants. Anticipated benefit and risk of the study was
attached to each questionnaire. It was explained for the respondents that participation in the
study was voluntary and private information would be protected. The process no identifies
respondents by their name rather by sex, gender, age and occupation. The process was done by
keeping the privacy of the respondents. The collected data was used for the partial fulfillment of
thesis purpose only. Seeking respondents and the hospital consent, maintain confidential and
avoiding bias is expected from the researcher. “Bias is a deliberate attempt either to hide what
you have found in your study, or to highlight something disproportionately to its true existence.
It is absolutely unethical to introduce bias into a research activity” (Kumar, 2011: P.221 and
Mack. et al, 2005).

33
 CHAPTER FOUR:

DATA ANAYSIS AND INTERPRETATION

This chapter describes and evaluates the results of the data collected. It addresses the objectives
drawn and the research questions raised in the first chapter. It briefly sates the main results and
interprets the implications of the research findings.

4.1 Demographic characteristics of respondents

Descriptive statistics was used to summarize the characteristics and responses of the targeted
sample as it is presented below. A total 350 questionnaires were distributed to the employees of
ALERT and 70 questionnaires for staffs with different managerial role, Out of the questionnaires
set for employees, 20 were not collected, and 4 of them were incomplete and 2 questionnaires
were not collected from those designed for managers’ category. Incomplete questionnaires and
not responded questioners were all replaced during data collection time and were daily checked
after the collection time. Therefor the total number of collected questionnaires was 350 (100%)
from employee and 68 (97.14%) from managers. The questionnaires were distributed and
collected within one month (from October 14, 2016 to November 14, 2016). Overall the survey
response result shows Cronbach's Alpha 0.925 for 38 N of items and this is an acceptable
reliability level and the detail attached in appendix C.

The demographic profiles of the participants are analyzed based on the variables sex, age, and
level of education, job categories/classification (Departments) and service years.

As shown in table 3 below, about 42.9 % (150) respondents are male and the rest (57.1 %) are
female. In terms of their age, 18.3% (64) respondents are aged below 25, and those between 21-
35 years of age are 46.3% (162). Generally those below 34 years of age are 64.6% (226), which

34
shows that most of the respondents are young. Consequently, it is vital for the ALERT incentive
planners to design appropriate reward strategy in order to retain, increase their job satisfaction
and to achieve organizational objectives.

Table 3 Demographic Profile of the respondents

Variables Choice Frequency Percentage

Male 150 42.9
Sex Female 200 57.1
Total 350 100
Under 25 64 18.3
26-34 162 46.3
35-44 81 23.1
Age
45-54 34 9.7
55 & above 9 2.6
Total 350 100
Below 2 Yrs 109 31.1
3-5 Yrs 111 31.7
6-10 Yrs 68 19.4
Service 11-15 Yrs 23 6.6
16-20 Yrs 7 2
21 & above Yrs 32 9.1
Total 350 100
1-8 (Primary) 14 4
9-10 (High school) 57 16.3
11-12 (PP) 17 4.9
Certificate 26 7.4
Education College Diploma 99 28.3
BA/BSc Degree 119 34
Master's Degree 17 4.9
Other 1 0.3
Total 350 100
Medical Professionals 152 43.4
Department Support Services 198 56.6
Total 350 100

Source: Own survey, 2016

On the basis of educational qualification the majority of the respondents (i.e. 67.2%) are found
between college diploma and master’s degree holders. This implies that most of the respondents
are educated and have a good insight about basic employee job satisfaction. Regarding employee
working departments the above data show 56.6% (198) were from support service and 43.4%
(152) were from medical professionals’ department. The employee service year data above
show employees’ that have below 5 years are 62.8% (220) whereas those having 6 years’ and
above service are 37.1% (130). This shows that majority of ALERT’s work forces were filled by
young employees and this may relate with high turnover rate.

4.2 Data presentation and interpretations

35
The section below focuses on presenting all relevant results obtained. The data analysis part was
divided in to ten job satisfaction variables. Those are supervision, work conditions, work
relationship, communication, employee job safety and health, working environment, training and
development, job dissatisfactions, salary and Benefits, and finally overall satisfaction. The data
were prepared based on Likert 5 scale type. There rate is 1 = Strongly Dis-agree; 2 = Dis Agree;
3 = Nether/fairly agree; 4 = Agree and 5 = Strongly Agree.

Respondents having average score of below mean value were classified as dissatisfied, and those
with average score of mean value and above were considered as ‘satisfied’. The analysis on
employee satisfaction level on the mentioned variables was done by looking ALERT as a whole
and also by making comparison between the two departments (medical professional employees
and support service employees). The data analysis used was descriptive method using Statistical
Package for the Social Science /SPSS/ version 20.

4.2.1 ALERT as a whole and job satisfaction factors

Supervision
As depicted in Table 4 ALERT employees’ satisfaction rate with their immediate supervisor is
rated at 3.62 (58% satisfied). This means the majority of employees’ are satisfied with their
supervision. The highest mean result shows 4.21 for the response to ‘It is clear to me what my
supervisor expects of me regarding my job performance’. This shows that majority of the
employees know what is expected from them.

Table 4 Satisfaction of respondents on the supervision criteria

Supervision ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
It is clear to me my supervisor expects of me
1 14 11 52 84 189 350 4.21 1.065
regarding my job performance
2 My supervisor seems to count my opinion 31 55 71 98 95 350 3.49 1.282
My supervisor gives complete answers to my
3 40 49 98 76 87 350 3.35 1.301
questions.
My supervisor gives feedback to improve my
4 29 50 77 101 93 350 3.51 1.252
performance in the work
I get the opportunity to be involved in my
5 28 38 82 98 104 350 3.61 1.239
performance appraisal
6 Overall, my supervisor does a good job 29 44 84 85 108 350 3.57 1.271
Total 171 247 464 542 676 2100 21.74

36
 Percentage 8.14 11.76 22.10 25.81 32.19 100 3.62

Source: Own survey, 2016

Supervisors’ behavior focused on employees can give more attention to the employee and create
a friendship approach, It can develop positive attitude, respect. This approach helps to get
employees more satisfied comparatively (Singh, 2013). It helps the organization to reduce
turnover, complaints and absentees. On the other hand, the behavior of job oriented supervisors
contributes to less dissatisfaction, more complaint, turnover and absenteeism (Kaila 2011, Singh
and Pandey 2013).

The average mean for ALERT employees’ satisfaction with their immediate supervisor is 3.62
(58% satisfied). The data indicate that there is a positive employee satisfaction with their
immediate supervisor. The highest mean (i.e. 4.21) was obtained for the response of ‘It is clear
to me my supervisor expects of me regarding my job performance’. This shows that the majority
of the employees know ‘what is expected of them’. Satisfied employees can stay longer, better
productive and committed for their organization.

Work conditions
Table 5 below shows ALERT employees’ satisfaction rate of their work conditions. The average
mean result obtained was 3.36 (48.64% satisfied and 29.29% dissatisfied). The least mean results
are 3.01 and 3.03 which is for the response of “I have a chance for variety of job responsibilities
and there is good flexibility for shift works,” respectively. Both means is from support service
employees.

Table 5 Satisfaction of respondents on the nature work conditions

work conditions ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
I have the opportunity to work independently
7 32 44 72 86 116 350 3.60 1.307
on my job
I have good feeling towards my job
8 20 37 75 81 137 350 3.79 1.227
accomplishment
9 I have a chance for variety of job responsibilities 55 83 83 61 68 350 3.01 1.35
10 There is good flexibility for shift works 60 79 79 56 76 350 3.03 1.395
Total 167 243 309 284 397 1400 13.43
Percentage 11.93 17.36 22.07 20.29 28.36 100 3.36
Source: Own survey, 2016

37
The number of satisfied employee respondents is more than half of the number of respondents.
As shown in other studies job satisfaction can be affected by the work condition (Latif, 2013).
Presence of freedom, balanced responsibility, and chance for autonomy increases employees’
satisfaction (Goetz et al, 2012; Chaudhury, 2016 and Gausvik, 2015). Hygiene factors like
working conditions can affect people's attitudes about their work (Hackman and Oldham, 1976).
The average mean result obtained (i.e. 3.36) shows that (48.64%) employees was satisfied and
(29.29%) was dissatisfied. This may contribute to the organization by way of creating
productive, stable, and better satisfied work force.

Work relationship
(Table 6) shows that generally ALERT Employees’ response on work relationship satisfaction
status has an average mean of 4.11 (73.90% satisfied). The highest average mean result is 4.36
for the statement “I have good relationship with my coworkers”. Managers’ response on the
same issue also shows highest mean of 3.92 as compared to all other variables.

Table 6 Satisfaction of respondents on the work relationship

Work relationship ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
11 I have good relationship with my coworkers 12 12 37 67 222 350 4.36 1.03
12 I have good relationship with my supervisor 18 35 60 66 171 350 3.96 1.235
13 There is good team work spirit in my department 21 33 46 71 179 350 4.01 1.251
Total 51 80 143 204 572 1050 12.33
Percentage 4.86 7.62 13.62 19.43 54.48 100 4.11

Source: Own survey, 2016

The research findings show a high level of satisfaction as related to work relationship. This is
advantageous in terms of minimizing employees’ stress (Lu et al, 2016). The highest mean result
(i.e. 4.36) shows that, large numbers of employees are very satisfied with the work relationship.
With regard to managers’ response the highest mean result is 3.92 that can confirm the presence
of good relationship in ALERT. A growing relationship in the work can increase employees’
satisfaction in the future (Singh, 2013).

38
Communication
Table 7 below shows that the average mean score is 3.38 (48.29% satisfied). This indicates that
ALERT employees’ satisfaction rate on communication status is fairly satisfied.

Table 7 Satisfaction of respondents on the communication

Communication ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
There is good communication from managers to
14 25 38 87 100 100 350 3.61 1.208
employees in the hospital
There is good communication from employees to
15 24 44 95 91 96 350 3.55 1.21
managers in the hospital
16 Company policies communicated clearly 52 68 110 73 47 350 2.99 1.24
Total 101 150 292 264 243 1050 10.15
Percentage 9.62 14.29 27.81 25.14 23.14 100 3.38
Source: Own survey, 2016
Communication has a chance to influence and can be the reason for employee dissatisfaction. It
affects many things in the work place. Satisfied employees in communication can also be
satisfied in their job (Sharama, 2015 and and Gausvik, 2015). Table 6 shows that the average
mean score obtained as related to communication is 3.38 (48.29% satisfied). This shows that
employees’ satisfaction rate is fairly satisfactory. It is very likely that an organization that has
satisfied employees in communication was maintain its workforce, foster good working
environment and create good perception in safety and performance.

Job safety and health status

(Table 8) below shows the average mean score obtained for ALERT employees’ satisfaction
towards job safety and health is 2.70 (44.79% dissatisfied; fairly satisfied 29.29% and 25.93%
satisfied). The lowest mean score is 2.56 that are given for the statement of sufficient attention.

Table 8 Satisfaction of respondents on the employee safety and health

Job safety and health ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
17 The hospital has enough safety materials 80 73 114 52 31 350 2.66 1.231
18 I got sufficient support during my health problem 60 71 113 55 51 350 2.90 1.274
Sufficient attention is given to job safety at this
19 92 89 83 54 32 350 2.56 1.278
hospital
20 There is good safety practice in the hospital 74 88 100 52 36 350 2.68 1.249
Total 306 321 410 213 150 1400 10.80
Percentage 21.86 22.93 29.29 15.21 10.71 100 2.70

39
 Source: Own survey, 2016
This shows that ALERT employees are dissatisfied with job safety and health status. Employees
dissatisfied with job safety and health status can be exposed to work related stress due to fear of
future health problems. Low management attention for employee safety and health can also incur
additional cost of employee treatment and compensation for different hazards, decrease
employees and patients’ satisfaction, and can affect the work environment negatively.

Working environment
Table 9 below shows that employee satisfaction rate towards the working environment was rated
at an average mean score of 3.04 (35.37% satisfied, 31.37% fairly satisfied; 33.26% dissatisfied).
The lowest mean result is 2.85 and it is the response given for the statement “I have the materials
and equipment I need to do my work right.” This shows that the average score for employee
satisfaction rate towards the working environment is 3.04, which shows slightly fair satisfaction.
It is argued that shortage of resource or medical equipment, lack of career development and
recognition , lack of better working space, poor management, poor infrastructure and
inadequate human power can be source of dissatisfaction (Pillay, 2009; Geleto et al, 2015;
Ahmed et al, 2015 and Hotchkiss et al, 2015). Dissatisfied staff can’t assist patients in adequate
manner and which may lead to unsafe working environment (Peeler, 2015). Working
environment needs attention of management to have better and consistent result. Materials and
equipment shortage can negatively influence the employee job satisfaction. This needs attention.

Table 9 Satisfaction of respondents on the working environment

Working environment ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
21 I have a sense of Job security 54 71 109 53 63 350 3.00 1.302
I have the materials and equipment I need to do my
22 59 73 126 47 45 350 2.85 1.23
work right.
The mission of my organization makes me feel my job is
23 40 48 128 76 58 350 3.18 1.202
important.
24 I have got recognition for my good work 54 63 77 75 81 350 3.19 1.381
25 There is a fair chance for promotion 57 63 109 64 57 350 3.00 1.292
Total 264 318 549 315 304 1750 15.22
Percentage 15.09 18.17 31.37 18.00 17.37 100 3.04
Source: Own survey, 2016
Training and development

40
Table 10 below shows respondents’ rating of the training and development opportunity. The average
mean score obtained is 2.50 (dissatisfied 54.14% and satisfied 19.43%). The lowest mean was 2.42.
Management response also agreed with this finding and they gave low rate of mean 2.86 for their
employee satisfaction rate towards training and development opportunity. Secondary data from ALERT’s
2016 Annual HR report farther shows that, ALERT planned to give training by using both from its
internal budget and partners’ support, but due to budget ALERT gave trainings through partners support
in 2016.

Table 10 Satisfaction of respondents on the training and development opportunity

Training and Development ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
26 I have training that I need to do my job 88 83 101 47 31 350 2.57 1.246
27 The hospital provides fair training opportunity 106 102 84 30 28 350 2.42 1.717
Total 194 185 185 77 59 700 4.99
Percentage 27.71 26.43 26.43 11.00 8.43 100 2.50
Source: Own survey, 2016
As shown in Table 10 the training and development opportunity average mean score is 2.50. The lowest
mean was 2.42. The data thus indicate low employee satisfaction rate towards training and development
opportunity. Training and development help to reduce employees’ anxiety, reduce turnover, save time,
make productive and make competitive organization (Lvancevich, 2003). Lack of fair and proper training
and development opportunity on the other hand, create big challenges in the organization. Thus,
management needs to give proper attention for training and development.

Job dissatisfaction
As shown in (Table 11) the average mean score for job dissatisfaction is 3.00 which show close
to fairly satisfied. The statement “There is high rate of turnover in the hospital” has got the
highest mean score 3.33. (Which is 50.29% agree and strongly agree, 31.14 % fairly agree and
disagree and strongly disagree 18.57%).

Table 11 Satisfaction of respondents on the job dissatisfaction (A)

Job Dissatisfaction ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
28 There is high rate of turnover in the hospital 59 50 65 67 109 350 3.33 1.466
29 High absenteeism is seen in some employee 51 51 113 69 66 350 3.14 1.291
30 I feel stressed in my work 89 89 70 50 52 350 2.68 1.382
31 Most of the time our patients don’t satisfied 73 60 111 56 50 350 2.86 1.312

41
 Total 272 250 359 242 277 1400 12.01
Percentage 19.43 17.86 25.64 17.29 19.79 100 3.00
Source: Own survey, 2016

Table 12 Satisfaction of respondents on the employee dissatisfaction (B)

Q39. Do you observe employee dissatisfaction in the hospital?

Frequency Percent Valid Percent Cumulative %

Yes 191 54.6 54.6 54.6

Valid No 159 45.4 45.4 100.0

Total 350 100.0 100.0

Source: Own survey, 2016

In the (Table: 12) question “Do you observe employee dissatisfaction in the hospital?” more than
half (54.6%) employee response said yes and confirmed their dissatisfaction, on the other hand
and (45.5%) said no. Dissatisfaction can be expressed in terms of high turnover, absentees and
stress. Employee high turnover is related with dissatisfaction. High turnover can create big
challenge, great cost, reduce performance and can damage organization competency. Stressed
employees can’t give proper service which has negative implications on patients (Asegid et al,
2014 and Desalegn, 2015).

The absenteeism status mean result shown in Table 11 is 3.14 which indicate dissatisfaction. To
the semi-open ended question, “Do you observe employee dissatisfaction in the hospital?” more
than half 54.6% employees responded ‘yes’ and confirmed their dissatisfaction by expressing
their reasons. The current result is indicative of employees’ dissatisfaction. This situation can
lead to increased dissatisfaction situation unless necessary efforts are made by management.

Salary and benefits

Table 13 shows that the average mean score for salary and benefits satisfaction is 2.21 (63.57%
dissatisfied, fairly satisfied 19.36% and satisfied 17.07%). The majorities of the employees are
dissatisfied with the current salary and benefit scheme. The lowest mean score is 2.04 for the

42
response given to ‘My salary level motivates me to stay in ALERT’. The mean result of
Managers’ response on the same also confirms the presence of lowest satisfaction with regards to
salary and benefit.

Table 13 Satisfaction of respondents on the Salary and benefits

ALERT Employees in General

Std.
No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean
Deviation
32 I am satisfied with my Salary 155 67 61 41 26 350 2.19 1.313
I am satisfied with my benefits (Example:
33 135 97 65 31 22 350 2.17 1.212
Medical, insurance, work cloth …etc.)
My salary is comparable to others who
34 121 76 75 40 38 350 2.42 1.349
performing the same or similar jobs
35 My salary level motivates me to stay in ALERT 154 85 70 25 16 350 2.04 1.157
Total 565 325 271 137 102 1400 8.82
Percentage 40.36 23.21 19.36 9.79 7.29 100 2.21
Source: Own survey, 2016
The managers’ response mean result (i.e. 2.55) also confirms the presence of low satisfaction
rate for their current salary and benefits. The lowest mean score is 2.04 given for the statement
‘My salary level motivates me to stay in ALERT’. This result can relate with the intention to
leave. High dissatisfaction can be created by low and unfair salary, low level benefits and
payment difference for related jobs (Goetz et al, 2016; Mosadeghrad, 2016; Canadan, 2013 and
Mosadeghrad, 2016). High level of dissatisfaction related with financial rewards is seen in other
Ethiopian public hospitals repetitively (Hotchkiss et al, 2015 and Getie et al, 2013). There is
sufficient proof to suggest that salary and other financial benefits contribute significantly to job
satisfaction (Singh, 2013, Singh and Pandey 2013).

Overall satisfaction
The overall satisfaction is this study is presented in below in two ways. The first related to show how
the hospital manages, working conditions separately and the second is related to general overall
satisfaction that refers all job satisfaction variables results. Overall satisfaction rate (Table 14)
regarding the statements ‘how the hospital is managed’, ‘my working conditions’ and ‘I would
recommended this hospital as a good place to work’ shows the average mean was 3.05 and it shows
there is slightly a fairly satisfaction rate. The mean is very close to dissatisfaction level.
Table 14 Satisfaction of respondents on the overall satisfaction

Overall Satisfaction ALERT Employees in General

No. Job Satisfaction Survey Questions 1 2 3 4 5 Total Mean Std.

43
 Deviation
I am generally satisfied with how the hospital is
36 94 92 95 48 21 350 2.46 1.193
managed
I am generally satisfied with my working
37 27 40 88 82 113 350 3.61 1.257
conditions at hospital
I would recommended this hospital as a good
38 65 51 99 56 79 350 3.09 1.396
place to work
Total 186 183 282 186 213 1050 9.16
Percentage 17.71 17.43 26.86 17.71 20.29 100 3.05
Source: Own survey, 2016
General overall satisfaction
Overall satisfaction rate for all selected job satisfaction variables in the (Table 15) shows average
mean result of 3.10 which shows slightly fair satisfaction level. It is very close to less satisfaction
rate. Supervision and work conditions are the only found at satisfied level. Managerial
employees’ overall response for their employee shows an average mean of 3.31 which is
categorized under fair satisfaction rate.

Table 15 Summary Table for all job satisfaction rates

S.No. Job Satisfaction Variables’ Average mean Rank Level of satisfaction

1 Work relationship 4.11 1

Satisfied Level
2 Supervision 3.62 2
3 Communication 3.38 3
4 Work conditions 3.36 4
5 Overall Satisfaction 3.05 5 Fairly satisfied level
6 Working environment 3.04 6
7 Job dissatisfactions 3.00 7
8 Employee job Safety & Health 2.70 8
9 Training & Development 2.50 9 Less satisfied Level
10 Salary & Benefits 2.21 10
Total 30.97
Overall Average mean 3.10

Source: Own survey, 2016

4.2.2 Comparison of job satisfaction factors between medical professionals and support service

A comparison was made (Table 16) between two ALERT departments (medical professional
employees and sup-port service employees) in terms of their satisfaction rate towards different
variables. The variables are supervision; work conditions; work relationship; communication;
employee job safety and health; working environment; training and development; job
dissatisfactions; salary and benefits; and overall satisfaction.

44
 Table 16 overall summary comparisons between two departments

Me dic a l P rofe ssiona l Employe e s S upport S e rvic e Employe e s

Job Satisfaction 1 2 3 4 5 1 2 3 4 5
Survey Questions Strongly Strongly Strongly Strongly
Dis Agree Nether Agree
Tota l Me a n Dis Agree Nether Agree
Tota l Me a n
Dis-agree Agree Dis-agree Agree

Tota l 69 83 18 8 254 3 18 9 12 2 2 .4 10 2 16 4 276 288 358 118 8 2 1. 2

S u p e rvis io n
% 7 .5 7 9 .1 2 0 .6 1 2 7 .8 5 3 4 .9 10 0 3 .7 3 8 .5 9 13 . 8 2 3 .2 2 4 .2 4 3 0 .1 10 0 3 .5 3

Wo rk Tota l 58 81 14 2 15 5 17 2 608 14 10 9 16 2 16 7 12 9 225 792 13

c o n d itio n s
% 9 .5 4 13 . 3 2 2 3 .3 6 2 5 .4 9 2 8 .3 10 0 3 .5 13 . 7 6 2 0 .4 5 2 1. 1 16 . 2 9 2 8 .4 10 0 3 .2 5

wo rk Tota l 13 27 60 10 8 248 456 12 . 6 38 53 83 96 324 594 12 . 1

re la tio n s h ip
% 2 .8 5 5 .9 2 13 . 16 2 3 .6 8 5 4 .4 10 0 4 .2 1 6 .4 8 .9 2 14 16 . 16 5 4 .6 10 0 4 .0 3

Tota l 29 64 12 2 14 1 10 0 456 10 . 4 72 86 17 0 12 3 14 3 594 9 .9

Co mmu n ic a tio n
% 6 .3 6 14 . 0 4 2 6 .7 5 3 0 .9 2 2 1. 9 10 0 3 .4 8 12 . 12 14 . 4 8 2 8 .6 2 0 .7 1 2 4 .1 10 0 3 .3

Tota l 113 13 7 17 8 10 6 74 608 11. 3 19 3 18 4 232 10 7 76 792 10 . 4 2

Emp lo ye e jo b
S a fe ty & He a lth
% 18 . 5 9 2 2 .5 3 2 9 .2 8 17 . 4 3 12 . 2 10 0 2 .8 2 2 4 .3 7 2 3 .2 3 2 9 .3 13 . 5 1 9 .6 10 0 2 .6 1

Wo rkin g Tota l 95 12 8 264 14 5 12 8 760 15 . 5 16 9 19 0 285 17 0 17 6 990 14 . 9 7

e n viro n me n t
% 12 . 5 16 . 8 4 3 4 .7 4 19 . 0 8 16 . 8 10 0 3 . 11 17 . 0 7 19 . 19 2 8 .8 17 . 17 17 . 8 10 0 2 .9 9

Tra in in g & Tota l 80 76 76 42 30 304 5 . 11 114 10 9 10 9 35 29 396 4 .8 9

De ve lo p me n t
% 2 6 .3 2 25 25 13 . 8 2 9 .8 7 10 0 2 .5 6 2 8 .7 9 2 7 .5 3 2 7 .5 8 .8 4 7 .3 2 10 0 2 .4 5

Tota l 12 6 111 14 6 119 10 6 608 11. 8 14 6 13 9 2 13 12 3 17 1 792 12 . 16

Jo b
d is s a tis fa c tio n s
% 2 0 .7 2 18 . 2 6 2 4 .0 1 19 . 5 7 17 . 4 10 0 2 .9 5 18 . 4 3 17 . 5 5 2 6 .9 15 . 5 3 2 1. 6 10 0 3 .0 4

S a la ry & Tota l 224 13 8 13 2 70 44 608 9 . 19 341 18 7 13 9 67 58 792 8 .5 3

B e n e fits
% 3 6 .8 4 2 2 .7 2 1. 7 1 11. 5 1 7 .2 4 10 0 2 .3 4 3 .0 6 2 3 .6 1 17 . 6 8 .4 6 7 .3 2 10 0 2 . 13

O ve ra ll Tota l 94 64 12 4 90 84 456 9.04 92 119 15 8 96 12 9 594 9 .2 6

S a tis fa c tio n
% 2 0 .6 1 14 . 0 4 2 7 . 19 19 . 7 4 18 . 4 10 0 3 .0 1 15 . 4 9 2 0 .0 3 2 6 .6 16 . 16 2 1. 7 10 0 3 .0 9

Source: Own survey, 2016

NB: Respondents: medical professionals 182 and support service employees 198.

Supervision and job satisfaction comparison between the two departments

A comparison was made between two ALERT departments (medical professional employees and
support service employees) in terms of their satisfaction rate regarding their supervision status,
below data shows the medical professional satisfaction average mean data is 3.73 (62.72%) and
3.53 (54.38%). Less dissatisfied department result can affect the other department performance. The job
45
satisfaction rate with their supervision status data shows above the medical professional satisfaction
average mean data was 3.73 (62.72%) and 3.53 (54.38%). The comparison data show there is slightly
bigger satisfaction rate in medical professional than support service employees. This may be related with
better education level.

Work conditions and job satisfaction comparison between the two departments
The average mean result of the comparison data between two departments of ALERT
employees’ for the satisfaction on the work conditions shows 3.50 (53.78% satisfied) for medical
professionals and 3.25 (44.70% satisfied) for support service employee respectively. Support
service show less satisfaction rate than medical professionals. This indicates that dissatisfied
work team can affect the other satisfied team satisfaction, productivity and the hospital
productivity as a whole. In this case, support service employees may be exposed to turnover and
absenteeism more than the medical professionals.

Work relationship and job satisfaction comparison between the two departments
The comparison between the two departments of ALERT employees’ satisfaction rate regarding
the work relationship status shows both departments have highest mean for work relationship
4.21 (satisfied 78.07%) and 4.03 (satisfied 70.01%) for medical professional employees’ and
support service employees’ respectively. Regarding the work relationship status the data show
both departments have highest mean for work relationship 4.21 and 4.03 for medical professional
employees and support service employees respectively. This shows that ALERT employees have
good work relationship. Medical professional employees were better satisfied (78.07%) than
support service employees (70.71%). The satisfaction of medical professionals can have positive
meaning for patients and can improve the health condition of their patients.

Communication and job Satisfaction comparison between the two departments

The communication status between the two departments shows the average mean for medical
professional employees’ satisfaction rate on communication is 3.48 (52.85 total agreed) and
support service employees’ 3.30 (44.78% satisfied). The mean score shows that the medical
professional department has better satisfaction than support service employees. The least mean
score is 2.77 from support service department for the statement “Company policies

46
communicated clearly”. Poor communication at work places can be related with work related
stress (Mosadeghrad, 2013). A communication rich culture is indicative of a healthy working
environment. The communication status between the two department shows medical professional
employees’ satisfaction rate on communication has an average mean of 3.48 (52.85 satisfied) and
support service employees’ 3.30 (44.78% satisfied). The mean score shows that the medical
professional department has better satisfactions than support service employees. Support
service employees’ response for the survey question “Company policies communicated clearly”
mean score is 2.77 which shows low satisfaction rate. This finding may relate with low
understanding of company policies by support service employees.

Job safety and health status; and job satisfaction comparison between the two departments
The average mean score for job safety and health status of ALERT employees’ satisfaction
between the two departments are 2.82 and 2.61 for medical professional employees and support
service employees’ respectively. The lowest mean result 2.44 was seen in support service
department for the response of “Sufficient attention is given to job safety at this hospital”.

Unsafe working environment is a source of dissatisfaction, directly associated with individual

health and lack of proper waste management systems in all public healthcare facilities
(Hayleeyesus and Cherinete, 2016). The average means for job safety and health status of
employees’ satisfaction between the two departments shows 2.82 and 2.61 for medical
professional employees and support service employees respectively. Low mean score (i.e. 2.44)
is seen in support service for the statement of ‘Sufficient attention is given to job safety at this
hospital’.

The comparison between the two department shows that medical professionals are somewhat
better satisfied than support service employees. This shows that support service employees need
more attention on safety and health support. For example, cleaners can be easily affected with
these problems and could become dissatisfied; Shortage of safety materials and delay of
materials delivery can create a stress. Employees can be exposed to infection that leads to
dissatisfaction, high turnover, additional cost of unplanned employment and related training
costs.

47
Working environment and job satisfaction comparison between the two departments
The comparison between the two departments’ medical professionals’ average mean score shows
3.11 and 2.99 for support service employees (see table 16). Medical professional departments
show fair satisfaction rate while those in the support service are dissatisfied. Work burden can
create stress on the employee and can affect their service. The comparison between the two
departments’ shows the average mean score for medical professionals is 3.11 and 2.99 for
support service employees. Medical professional departments show fair satisfaction rate while
those in the support service division was a slightly dissatisfied. The lowest mean score is 2.62 for
the response of ‘I feel stressed in my work’ by medical professionals. This may show the
existence of work burden for medical professionals. Stress and work burden can negatively affect
medical job satisfaction.

Training, development and job satisfaction comparison between the two departments
The comparison between the two departments shows that the average mean score was 2.56 and
2.45 for medical professional and support service departments respectively. Both mean results
were low fair satisfaction level. The lowest mean is 2.39 and it is a response for ‘the lack of
training opportunity’. Lack of fair and continuous training support can lead to employee
dissatisfaction, and can reduce the organization competitive capacity, and may lead to low
service quality (Lvancevich, 2003). The average mean of the comparison between the two
departments was 2.56 and 2.45 for medical professional and support service departments
respectively. The lowest mean is 2.39 and it is related to the lack of training opportunity. The
data describe that support service department is more dissatisfied as compared to medical
professional department. The lack of balanced treatment of management between the two
departments can affect negatively its future success. This can result in low performance,
dissatisfaction, additional coast for unplanned training and related costs, stress on employee due
to shortage of manpower and insufficient service for its patients.

Job dissatisfaction and job satisfaction comparison between the two departments
The average mean score of the dissatisfaction rate between the two departments were 2.95 and
3.04. The lowest mean score is 2.62 for the response of ‘I feel stressed in my work’ by medical

48
professionals. Generally, lower level employees are more dissatisfied than higher level
employees (Latif, 2013) and this can lead to create unsafe environment and dissatisfaction.
Payment difference can also create dissatisfaction in public employees (Candan, 2013). The
average mean score of the dissatisfaction rate between the two departments were 2.95 and 3.04.
Both departments show less satisfaction, and also very close results. Support service shows a
very slightly less satisfaction. This may reflect that both departments need similar attention to
minimize dissatisfaction and to increase satisfaction of employees in the future. Ignoring this
situation can bring big cost and damage to the organization.

Salary, benefits and job satisfaction comparison between the two departments
The mean score for satisfaction rate between the two departments was 2.30 and 2.13 for medical
professional and support service departments’ respectively. Both departments show less satisfaction
response regarding their current salary and benefit. From the two departments support service
department was dissatisfied than medical professional department. The lowest mean score is 1.93 for
the response given ‘My salary level motivates me to stay in ALERT’ by the support service
employees.

The literature shows that upper level employees are more satisfied than junior level employees (Latif,
2013). Payment difference among employees with much related jobs can also bring dissatisfaction
(Canadan, 2013 and Mosadeghrad, 2016). Health care members with most educated background
were extra satisfied with self-sufficiency and advancement chances than support service employees’
(Saiyadain, 2003). The mean score for satisfaction rate between the two departments were 2.30 and
2.13 for medical professional and support service departments’ respectively. This shows that both
departments show dissatisfaction response regarding their current salary and benefit but support
service department is dissatisfied than medical professional department. The lowest mean score is
1.93 for the response given to ‘My salary level motivates me to stay in ALERT’ by the support
service employees. This result can relate with the intention to leave, high stress and high rate of
turnover indication of the support service. Support service employees also need more attention. In
general, both departments need the attention of policy makers and management to maintain the
current work force by improving the current dissatisfaction regarding salary and benefits.

49
Overall satisfaction comparison between medical professionals and support service

Table 16 shows both departments have slightly fair satisfaction and found at very close
satisfaction level. The mean for medical professionals is 3.01 and 3.09 for support service.
Medical professionals show a bit less than support service satisfaction in regard to ‘how the
hospital managed’, ‘working conditions’ and ‘to recommend the hospital for others’. The lowest
mean result is 2.41 which come from medical professional department for the response to ‘I am
generally satisfied with how the hospital is managed’. Medical professionals are dissatisfied
regarding to how the hospital is managed. The average mean for overall satisfaction rate for all
selected job satisfaction variables between the two departments show 3.17 and 3.04 for medical
professionals and support service department respectively. Support service department employees’
are dissatisfied than medical professionals. The mean result is very close to less satisfaction level
than satisfied level

50
 CHAPTER FIVE:

SUMMARY OF MAJOR FINDINGS, CONCLUSIONS,

RECOMENDATIONS AND LIMITATIONS

This study was conducted to examine and/or assess employee job satisfaction at ALERT. This
chapter offers the major findings of the study, the conclusions drawn and the recommendations
made.

5.1. Summary of major findings

Amongst the selected ten jobs satisfaction factors two factors were reported in contributing
positively to job satisfaction. ALERT employees reported positively about with their work
relationship and supervision is high. However, employees’ responses majority results are
categorized under fairly satisfaction level for the variables communication, work conditions,
overall satisfaction, and working environment and job dissatisfactions. The other three variables
(employee job safety and health; training and development; salary and benefits) shows
dissatisfaction.

The following are major findings of the study:

As confirmed by majority of the respondents most of the employees (73.91%) are satisfied with
their work relationship.

As the data indicate more than half of the employees (58%) are satisfied with supervision
practiced. The information obtained from the respondents reveal that employees are dissatisfied
44.79% and satisfied 25.93% with current job safety and health service.

51
As depicted by more than half (54.14%), the respondents employees have dissatisfaction with the
training and development opportunity provided by the organization.

As can be observed from the data majority of the respondents (63.57%) are dissatisfied with the
current salary and benefits schemes.

Overall support service employees show slightly less satisfaction rate (mean 3.04) than medical
professionals (mean 3.17) otherwise both of them are not satisfied.

The following variables mean results show fair satisfaction rates. Communication 3.38; work
conditions 3.36; overall Satisfaction 3.05; working environment 3.04 and job dissatisfactions
3.00.

As noted earlier most of the employees (73.90%) are satisfied with their work relationship. Good
work relation fosters communication, increase employee satisfaction, improve service quality
and help to accomplish the organization objectives. It helps to create better working
environment. Growing in work relation is critically so important.

More than half (58%) of the employees are satisfied with their supervision. Dissatisfaction in
relation to supervision distracts the work environment, affects communication and service
quality negatively. Organizations need to maintain positive relation towards supervision.
Supportive supervision is very important to increase employee satisfaction and productive. In
this regard, ALERT seems to be in good stand.

Employee job safety and health show an average mean result of (2.70). The main reason for this
level of dissatisfaction were lack of enough materials, unsatisfactory medical service provision
for staffs, low attention given for job safety by the hospital and employees not satisfied with
current job safety practice. Poor safety and health provision affects employees’ satisfaction
negatively, increases stress, turnover, affects communication and service quality negatively and
hinders working environment. Hospital employees need fast and complete service when they are
sick.

52
As regards training and development, the results show that employees are dissatisfied as it is
evidenced for the mean result of (2.50). The main reason for the dissatisfaction of employees’
was low perception on their training needs towards their job. Employees are not satisfied with
the current training opportunity. Based on data collected, the first type of intervention should
focus on the need for training development to bridge this gap. Systematic training and
development program for the employees can help companies harvest their profit from the market
and remain competitive in the job market. If an organization is capable to support all employees
in meeting their requirements both employees and organization was get the long term benefits. It
is also very important for the organization to timely evaluate the success of employee training
and development.

The mean result for salary and benefits shows a figure of 2.21which is very small and an
indication of employees’ dissatisfaction. This is due to lack of fair salary and benefits.
Dissatisfied employees do not give proper service for patients and no longer stay in the
organization. Recruiting new employees and related training cost can become serious problems,
add work load and create stress on other employees if the existing dissatisfaction is not
addressed. Therefore, policy makers and hospital managers should act in order to improve the
current salary and benefit to encourage, motivate, to retain employees.

The overall satisfaction support service employees are less than medical professionals. The mean
rate for medical professional is 3.17 and while for support service employees it is 3.04. Support
service employees are less satisfied in 9 job satisfaction variables. The support service is the
back bone of the medical professional department. Both departments have their own contribution
to achieve the overall organization objectives. Hence, dissatisfaction in one department can
affect the other department negatively.

The level of employees’ job satisfaction in ALERT overall means results were found at the
following three different satisfaction levels. They were satisfied with the work relationship (4.11)
and supervision (3.62). Fairly satisfied with communication (3.38); work conditions (3.36);
working environment (3.04); job dissatisfactions (3.00) and overall satisfaction (3.05). They

53
were dissatisfied with employee job safety and health (2.70); training & development (2.50) and
salary & benefits (2.21). ALERT employees’ job satisfaction was positively influenced by the
work relationship, supervision and negatively affected by employee job safety and health;
training and development and salary and benefits. Medical professional department was slightly
better satisfied (mean 3.17) than support service department (mean 3.04).

5.2 Conclusions

Employee satisfaction takes one of the basic management concerns in every organization. It can
influence productivity of the job and working conditions can be influenced by it. Employee
absenteeism and staff turnover also can be affected by the factors that related with job
satisfaction. This paper investigated the assessment of employee job satisfaction at ALERT
employees. The study was descriptive cross sectional study. The purpose was to examine overall
job satisfaction, to describe job satisfaction factors and to compare satisfaction between medical
professional and support service departments. On the basis of the major findings of the following
conclusions are drawn.

The overall job satisfaction level in ALERT employees shows that a fairly satisfied level. The
following factors are affected job satisfaction in ALERT employees’ positively and negatively.
The positive factors are in relation with work relationship and supervision. The factors that affect
ALERT employees’ negatively are employee job safety and health; fair training and
development opportunity; and fair salary and benefit which needs interventions.

The first intervention refers to employee job safety and health service, which is affected
negatively due to lack of enough materials delivery, staffs don not get satisfactory medical
service when they are sick, low attention given for job safety by the hospital and in general
employees not satisfied with current job safety practice. Poor safety and health provision affects
employees’ satisfaction negatively, it increase stress and turnover, negatively affects
communication and service quality and affect the working environment.

54
The second type of intervention should focus on the need for training and development
opportunity to bridge this gap. Lack of fair and continuous training support can lead to employee
dissatisfaction, and can reduce the organization competitive capacity, and may lead to low
service quality. Dissatisfied employees can not satisfied their patients and cannot stay long in the
company.

The third type of intervention should emphasis on lack of fair salary and benefits. Dissatisfied
employees do not archive the organization objectives successfully and cannot give proper service
to their customers. This leads to high turnover and recruiting new employees. Recruiting new
employees have high cost in relation to training cost. The remained staffs become challenged
negatively due to the work load and stress that found in the working environment. Service
quality and speeds can affect negatively.

The fourth type of intervention is focus on satisfying each department’s employees’ in balance.
The comparison result of the employee job satisfaction in ALERT between medical professional
and support service department shows that, support service employees are slightly less satisfied
from medical professionals. The support service is the back bone of the medical professional
department. Each department contribution is very important to achieve the organization overall
objectives. Hence, dissatisfaction in one department can affect the other department negatively.

5.3. Limitations of the Study

Interview and focus group discussion were not done in this research due to time constraint for
both researcher and respondents because of their work nature. Different questionnaires were only
used for both employees and managers. Therefore, the triangulation process was limited on the
two different questionnaires. Satisfaction rate by different profession level is not addressed in
this research. Due to this the research cannot show satisfaction result by different professions
categories. Impact of job satisfaction on turnover rate not accessed due to the scope of the
research, so that the research do not show results regarding job satisfaction impact on turnover
rate.

55
5.4. Recommendations

On the basis of the summary of the major findings and conclusions drawn the following
recommendations are offered as possible solutions for the existing challenges found in ALERT.

The company management is required to influence policy makers and Ministry of Health in order
to make up-to-date market assessment for paying fair salary and benefit that fit with current
living situation and also to improve different payment for related work. ALERT management
need to show for policy makers the current employees dissatisfaction rate and its implication
regarding their salary and benefit. Salary and benefit need to accommodate the current living
situation. Related jobs need to have similar payment and benefits.

With respect to the current training and development process, the ALERT’s HRM and managers
need to timely assess their training development opportunity and its fairness. To address the
current gap it is necessary to redesign the current training and development process. It needs to
insure the fairness of the process for employees’ selection for training and development
opportunity, clarity of the process and application of the core values of the organization during
the selection time. More work is expected to improve the negative impression of employees in
terms of fairness and to create clarity in the process. It needs to follow good governance
principles strictly and aware the employees about the training and development criteria and
process very well.

With respect to the current practice in employee safety and health, the company is required to
assess the dissatisfaction reasons regularly and take appropriate actions timely. Mangers need to
see negative effects of employee job safety and health regularly and proactively. Continuous
assessment and improvement is required to maintain work force and to increase their satisfaction.
It also needs to improve delay in materials delivery and follow safety guides strictly. When sick
employees missed some service or medications or treatments because of not available in the
hospital, the management needs to prepare appropriate way out to refund their expenses. The
company material purchasing process needs improvement to avoid delay and quality issues.

56
Managers need to give more attention to the current employee dissatisfaction rates. Delayed
action incurs additional cost.

With respect to the current support service department needs, more attention should be paid to
increase their employee satisfaction. Managers need to see each department in a balance manner
to reach overall success of the organization objectives. Support service employees need better
motivation and treatments. Preparing regular discussion meetings with employees’ on some
intervals is necessary to hear employees’ request and to give appropriate response timely. This
practice will contribute to improve the problem related with good governance.

57
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APPENDICES
APPENDIX A: Questionnaire filled by staffs of ALERT hospital employee

ST. MARY’S UNIVERSTY

SCHOOL OF GRADUATE STUDIES
DEPARTMENT OF BUSINESS ADMINISTRATION

QUESTIONNARIE TO BE FILLED BY STAFFS OF ALERT HOSPITAL

I would like to say thank you for your cooperation to fill this questionnaire. It was an important part of the
organizational review being completed for ALERT Hospital. Please take a few minutes to complete this survey,
and return it back. The Research Topic is “Assessment of Employee Job Satisfaction: The Cause of ALERT
Hospital”. Dear Respondents, I would like to express my earnest appreciation for your generous time, honest
and quick responses.

Objective this questionnaire is designed to collect data about assessment of Employee Job Satisfaction in
ALERT Hospital. The information that you offer me with this questionnaire was used as a primary data in my
case research which I am conducting as a partial requirement of General MBA at ST. Mary’s University under
the school of business administration. Therefore this research is to be evaluated in terms of its contribution
in understanding the factors that affecting employees’ job satisfaction at ALERT hospital and its contribution
to improvements in this areas.

Instructions: For each of the following questions, please mark the answer that comes closest to the way you
feel about your hospital. There is no need of writing your name. In all cases there is option answers and
please circle your choice. For questions that demands your opinion, please try to give your own answer
honestly on the space provided. You were randomly selected from a pool of currently employed ALERT
hospital staffs. All information provided by you was treated as strictly confidential. I want to assure you that
this research is only for academic purpose and authorized by the St. Mary University. Your participation is
very much appreciated.

Thank you for your contribution. Yours sincerely,

Zewdu Tefera (0911762610)

Section I: Demographic Information’s

1. Sex  Male  Female

2. Choose your age category

 Under 25  26-34  35-44  45-54  55 and above

3. Choose your service in years at ALERT hospital

 Below 2  3-5  6-10  11-15  16-20  21 and above

4. Choose your current Educational level

 Primary education (1-8)  high school (9-10)  PP (11-12)

 Certificate  College Diploma  BA/BSc Degree

 Master’s Degree  PHD  Other (Specify) ____________

5. Employee working department

 Medical professional (any medical field staff)
Job Title ________________________

 Support service (all non-medical employees and other professions)

Job Title ________________________
6. Your current salary rate in Birr.

 Up to 2,500.00  2,501.00 – 5,500.00  5,501.00 - 10,500.00

 10,501.00 And above

 II. Section Two: Survey Questions: Please rate how much you agree with each of the following
statements. (Please circle one as per your choice)

N Job Satisfaction Survey Questions 5 4 3 2 1

Strongly Dis Strongly
o. Agree Nether
Agree Agree disagree

Supervision
1 It is clear to me my supervisor expects of me regarding
5 4 3 2 1
my job performance
2 My supervisor seems to count my opinion 5 4 3 2 1
3 My supervisor gives complete answers to my
5 4 3 2 1
questions.
4 My supervisor gives feedback to improve my
5 4 3 2 1
performance in the work
5 I get the opportunity to be involved in my performance
5 4 3 2 1
appraisal
6 Overall, my supervisor does a good job 5 4 3 2 1
Work conditions
7 I have the opportunity to work independently on my job 5 4 3 2 1
8 I have good feeling towards my job accomplishment 5 4 3 2 1
9 I have a chance for variety of job responsibilities 5 4 3 2 1
10 There is good flexibility for shift works 5 4 3 2 1
work relationship
11 I have good relationship with my coworkers 5 4 3 2 1
12 I have good relationship with my supervisor 5 4 3 2 1
13 There is good team work spirit in my department 5 4 3 2 1
Communication
14 There is good communication from managers to
5 4 3 2 1
employees in the hospital
15 There is good communication from employees to
5 4 3 2 1
managers in the hospital
16 Company policies communicated clearly 5 4 3 2 1
Employee job Safety and Health
17 The hospital has enough safety materials 5 4 3 2 1
18 I got sufficient support during my health problem 5 4 3 2 1
19 Sufficient attention is given to job safety at this hospital 5 4 3 2 1
20 There is good safety practice in the hospital 5 4 3 2 1
Working environment
21 I have a sense of Job security 5 4 3 2 1
 22 I have the materials and equipment I need to do my
5 4 3 2 1
work right.
23 The mission of my organization makes me feel my job
5 4 3 2 1
is important.
24 I have got recognition for my good work 5 4 3 2 1
25 There is a fair chance for promotion 5 4 3 2 1
Training and Development
26 I have training that I need to do my job 5 4 3 2 1
27 The hospital provides fair training opportunity 5 4 3 2 1
Job dissatisfactions 5 4 3 2 1
28 There is high rate of turnover in the hospital 5 4 3 2 1
29 High absenteeism is seen in some employee 5 4 3 2 1
30 I feel stressed in my work 5 4 3 2 1
31 Most of the time our patients don’t satisfied 5 4 3 2 1
Salary and Benefits
32 I am satisfied with my Salary 5 4 3 2 1
33 I am satisfied with my benefits (Example: Medical,
5 4 3 2 1
insurance, work cloth …etc.)
34 My salary is comparable to others who performing
5 4 3 2 1
the same or similar jobs
35 My salary level motivates me to stay in ALERT 5 4 3 2 1
Overall Satisfaction
36 I am generally satisfied with how the hospital is
5 4 3 2 1
managed
37 I am generally satisfied with my working conditions at
5 4 3 2 1
hospital
38 I would recommended this hospital as a good place to
5 4 3 2 1
work

III. Please write your short opinions for the below questions.

39. Do you observe employee job dissatisfaction in the hospital?  Yes  No

(If yes, please explain)

40. Please tell us what ALERT Hospital can do to increase your satisfaction as an employee.

Reference: (Saiyadain, 2003; Powell, 2001; Burgess, 2001; Martins and Proença, 2012; Siniscalco and Auriat
2005; Buitendach and Rothmann, 2009)

Thank you!!!!!!!!!!!!!!
APPENDIX B: Questionnaire filled by Managers, coordinators and Case team leaders of
ALERT Hospital

ST. MARY’S UNIVERSTY SCHOOL OF GRADUATE STUDIES

DEPARTMENT OF BUSINESS ADMINISTRATION

I would like to say thank you for your cooperation to fill this questionnaire. It was an important part of the
organizational review being completed for ALERT Hospital. Please take a few minutes to complete this
survey, and return it back. The Research Topic is “Assessment of Employee Job Satisfaction: The Case of
ALERT Hospital”. Dear Respondents, I would like to express my earnest appreciation for your generous time,
honesty and quick responses.

The objective of this questionnaire is designed to collect data about assessment of Employee Job Satisfaction
in ALERT Hospital. The information that you offer me with this questionnaire was used as a primary data in
my case research which I am conducting as a partial requirement of General MBA at ST. Mary’s University
under the school of business administration. Therefore this research is to be evaluated in terms of its
contribution in understanding the factors that are affecting employees’ job satisfaction at ALERT hospital and
its contribution to improvements in these areas.

Please try to give your own answer honestly on the space provided. All information provided by you was
treated as strictly confidential. I want to assure you that this research is only for academic purpose and
authorized by the St. Mary University. Your participation is very much appreciated.

Thank you for your contribution. Yours sincerely, Zewdu Tefera (0911762610)

Section I: Demographic Information’s (Please thick () one)

1. Sex  Male  Female

2. Age category
 Under 25  26-34  35-44  45-54  55 and above
3. Choose your service in years at ALERT hospital
 Below 2  3-5  6-10  11-15  16-20  21 and above
4. Current Educational level

 Certificate  College Diploma  BA/BSc Degree

 Master’s Degree  PHD  Other (Specify) ____________

5. Department
 Medical professional (any medical field staff) Job Title ______________________

 Support service (all non-medical) Job Title ______________________________

 5 4 3 2 1
No. Job Satisfaction Survey Questions Strongly
Agree Nether Dis Agree
Strongly
Agree disagree

Supervision
1 It is clear to me my supervisor expects of me regarding my job performance 5 4 3 2 1
2 My supervisor seems to count my opinion 5 4 3 2 1
3 My supervisor gives complete answers to my questions. 5 4 3 2 1
4 My supervisor gives feedback to improve my performance in the work 5 4 3 2 1
5 I get the opportunity to be involved in my performance appraisal 5 4 3 2 1
6 Overall, my supervisor does a good job 5 4 3 2 1
Work conditions
7 I have the opportunity to work independently on my job 5 4 3 2 1

8 I have good feeling towards my job accomplishment 5 4 3 2 1

9 I have a chance for variety of job responsibilities 5 4 3 2 1
10 There is good flexibility for shift works 5 4 3 2 1
work relationship
11 I have good relationship with my coworkers 5 4 3 2 1
12 I have good relationship with my supervisor 5 4 3 2 1
13 There is good team work spirit in my department 5 4 3 2 1
Communication
14 There is good communication from managers to employees in the hospital 5 4 3 2 1
15 There is good communication from employees to managers in the hospital 5 4 3 2 1
16 Company policies communicated clearly 5 4 3 2 1
Employee job Safety and Health
17 The hospital has enough safety materials 5 4 3 2 1
18 I got sufficient support during my health problem 5 4 3 2 1
19 Sufficient attention is given to job safety at this hospital 5 4 3 2 1
20 There is good safety practice in the hospital 5 4 3 2 1
Working environment
21 I have a sense of Job security 5 4 3 2 1
22 I have the materials and equipment I need to do my work right. 5 4 3 2 1
23 The mission of my organization makes me feel my job is important. 5 4 3 2 1
24 I have got recognition for my good work 5 4 3 2 1
25 There is a fair chance for promotion 5 4 3 2 1
Training and Development
26 I have training that I need to do my job 5 4 3 2 1
27 The hospital provides fair training opportunity 5 4 3 2 1
Job dissatisfactions 5 4 3 2 1
28 There is high rate of turnover in the hospital 5 4 3 2 1
29 High absenteeism is seen in some employee 5 4 3 2 1
30 I feel stressed in my work 5 4 3 2 1
31 Most of the time our patients don’t satisfied 5 4 3 2 1
Salary and Benefits
32 I am satisfied with my Salary 5 4 3 2 1
33 I am satisfied with my benefits (Example: Medical, insurance, work cloth …etc.) 5 4 3 2 1
34 My salary is comparable to others who performing the same or similar jobs 5 4 3 2 1

35 My salary level motivates me to stay in ALERT 5 4 3 2 1

Overall Satisfaction
36 I am generally satisfied with how the hospital is managed 5 4 3 2 1

37 I am generally satisfied with my working conditions at hospital 5 4 3 2 1

38 I would recommended this hospital as a good place to work 5 4 3 2 1
APPENDIX C: Consent letter from ALERT Hospital
 APPENDIX D: Job Satisfaction Response from Non-Managerial and Managerial Employees
Comparisons Table Medical Professional Support service

No. Job Satisfaction Survey Questions Mean Mean

1 Supervision 3.73 3.53

2 Work conditions 3.50 3.25

3 work relationship 4.21 4.03

4 Communication 3.48 3.30

5 Employee job Safety & Health 2.82 2.61

6 Working environment 3.11 2.99

7 Training & Development 2.56 2.45

8 Job dissatisfactions 2.95 3.04

9 Salary & Benefits 2.30 2.13

10 Overall Satisfaction 3.01 3.09

Average 3.17 3.04

 DECLARATION

I the undersigned, declare that this thesis is my original work, prepared under the guidance of Goitom
Abraham. All sources of materials used for the thesis have been duly acknowledged. I farther
confirmed that the thesis has not been submitted either in part or in full to any other higher learning
institution for the purpose of earning any degree.

____________________________________________ _______________________
Name Signature

St. Mary’s University College, Addis Ababa January 2017

 ENDORSEMENT

This thesis has been submitted to St. Mary’s University Colleague, School of Graduate Studies for
examination with my approval as a university advisor.

_____________________________________________ ___________________

Advisor signature

St. Mary’s University Collage, Addis Ababa January 2017