FACTORS AFFECTING JOB SATISFACTION OF ENGINEERS

8/20/2019 FACTORS AFFECTING JOB SATISFACTION OF ENGINEERS

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CHAPTER 1

INTRODUCTION

1.1 Research Background

Job satisfaction is a general attitude of an employee which describes how

content of him or her towards the current job. Since employee is essential to an

organization where no work can be done without them, therefore employee’s job

satisfaction is an important attribute frequently measured by an organization.

The measurement is normally done through the rating scales of reaction and

happiness of an employee towards their jobs. To understand employee’s job

satisfaction is the way for the organization to retain its employees to work for a

longer period. n employee may become more loyal towards the organization if they

feel satisfy the job and get what they e!pected, in term of qualitati"e goods#immaterial$ and quantitati"e goods #fiscal$. %n general, higher job satisfaction will

increase producti"ity, effecti"eness and efficiency of employee performance as well

as making them to work inno"ati"ely #&amdia and 'hadett, ()**$.

%t is belie"ed that job satisfaction is the important factor to reduce

absenteeism, labour turno"er and accidents in the work place #+osammod, ()**$.

abour turno"er is a global human resource phenomenon, either in a large or small


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corporation. lthough it is seems like una"oidable, but the le"el of this problem can

be eased by generating higher job satisfaction among employees.

The combination of young and e!perienced employees is highly

recommended in any kind of organization, no matter in manufacturing or ser"ice

sector. &owe"er, the trend of high turno"er rate nowadays has caused most of the

organizations facing the problem of work force majority form by ine!perience or

incompetent employees. %t is reported that +alaysia facing high a"erage turno"er

rate for e!ecuti"e in "arious industries, for e!ample (-.* in electrical and

electronics sector and 15.6% in construction sector #/eeta and 'andey,

()*($. This problem will hence threaten the de"elopment of the organization due to

the inefficiency and lower producti"ity.

+ost people belie"e that what concerned the employees most is the salary

they paid and it will direct affects the satisfaction le"el towards the job. &owe"er,

there are other factors which also contributing, such as employee benefits #eg.

%nsurance or medical and dental ser"ice$, bonus, working conditions, culture of

company and so on. %n this generation, employees will tend to seek for comfort in

work while alle"iating the work pressure and personal tension. +ore and more work

forces had started to agree the good working culture in which aspect to treat them

more than a machine is equally important as others benefits #ntoniou et al., ())-$.

1.2 Engineering Secor as he Research Cone!

0ngineering sector had been chosen as the research population as it plays an

important role in contributing to the economic de"elopment of +alaysia.

0ngineering sector is targeted for the research because this business in"ol"e huge

in"estment and undergoing a continuous e!pansion. +an power retention is

especially important in engineering sector as this sector required a relati"ely higher


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technical knowledge while dealing with hazardous and high risk of working

en"ironment.

&ence, engineering companies need to focus on employee satisfaction issue

in the organization in order for them to gain competiti"e ad"antage through the

contribution of competent and e!perienced work forces. This will not only help to

achie"e management efficiency of an organization, it also help to increase the

producti"ity in o"erall at the same time.

This study attempts to e"aluate job satisfaction of employees in pri"ate

corporates, including "arious streams of engineering disciplines #+echanical,

0lectrical, 1i"il and 1hemical$ and different seniority #position$ in engineering

sector. %t focuses on the relati"e importance of job satisfaction factors and their

impacts on the o"erall job satisfaction of employees.

%t also in"estigates the significance of key factors such as rele"ant of curriculum

study to the job scope, work e!perience and job position, job stress, pay and

promotion, as well as the company culture and working en"ironment in affecting the

job satisfaction.

1." Pro#$e% Sae%en

0mployees play important role in an organization, hence it is essential of arises to study the employee job satisfaction for talent retention in the organization.

2orkplace is the place where employees spend most of the time. &ence, a happy

workplace with employees with high job satisfaction will make employees to ha"e

positi"e attitude towards their job, at the same time, working concentration,

efficiency and producti"ity can be impro"ed.

The combination of young and e!perienced employees is highly

recommended in an organization. &owe"er, there are many manufacturing and


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construction based companies had faced the problem that lack of e!perience

engineers due to the high turno"er rate in +alaysia’s pri"ate engineering sector.

Therefore, to understand employee’s job satisfaction is the way to retain employees

for longer period and hence sol"e the high turno"er rate problem. %n employer point

of "iew, by ha"ing higher employee job satisfaction, good producti"ity, full

commitment from employees, trustworthy team players and able to achie"e

company’s objecti"es and "ision. Therefore, job satisfaction should be major

determinant of an organizational beha"iour and decide how successful the

organization can be.

%n pre"ious studies, a "ery little or limited researches had been done to find

out the factors which will affect job satisfaction among engineer. Therefore, this

research proposes to e!amine the impact of salary and benefits, job stress, training

and promotion opportunity, education3job mismatch and working en"ironment

towards the employee job satisfaction in the engineering sector. 4urthermore, in prior

studies working e!perience and gender had ne"er been tested as moderator between

salary and benefits, job stress, training and promotion opportunity, education3job

mismatch and working en"ironment and employee job satisfaction.

1.& Research 'uesion

This research is aim to ha"e a comprehensi"e diagnosis of the factors which

will affect job satisfaction in engineering sector, while targeting and pro"iding

suggestions to impro"e them. 4or this purpose, the study attempts to find the answer

for the research questions as below5

67*5 8oes salary and benefits affect employee job satisfaction9

67(5 8oes job stress affect employee job satisfaction9


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67-5 8oes training and promotion opportunity affect employee job

satisfaction9

67:5 8oes educational3job mismatch affect employee job satisfaction9

67;5 8oes working en"ironment affect employee job satisfaction9

67


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6?5 To e!amine the moderating affect of position = e!perience on training

= promotion opportunity and employee job satisfaction.

6?@5 To e!amine the moderating affect of position = e!perience on

educational3job mismatch and employee job satisfaction.

6?A5 To e!amine the moderating affect of gender on salary = benefits and

employee job satisfaction.

6?*)5 To e!amine the moderating affect of gender on job stress andemployee job satisfaction.

The summary of research gap, research questions, research objecti"es and the

corresponding hypotheses number are shown in table below5

Table 1.1: Research summary

Research +a, Research 'uesion Research O#)eci*e H-,ohesis

There are past

studies on affect of

salary and benefits to

job satisfaction, but

seldom in

engineering sector.

67*5 8oes salary

and benefits affect

employee job

satisfaction9

6?*5 To e!amine the

significant

relationship between

salary = benefits and

employee job

satisfaction.

&ypothesis *

There are past


job stress to job

satisfaction, but none

in +alaysia pri"ate

engineering sector.

67(5 8oes job stress

affect employee job

satisfaction9

6?(5 To e!amine the

significant


job stress and

employee job

satisfaction.

&ypothesis (

ittle attention has

been paid on affect

of training and

promotion

opportunity to

67-5 8oes training

and promotion

opportunity affect

employee job

satisfaction9

6?-5 To e!amine the

significant


training = promotion

opportunity and

&ypothesis -


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employee job

satisfaction.

employee job

satisfaction.

There are past


education3jobmismatch to job

satisfaction in

0urope region, but

none in sia pri"ate

engineering sector.

67:5 8oes

education3job

mismatch affectemployee job

satisfaction9

6?:5 To e!amine the

significant

relationship betweeneducational3job

mismatch and

employee job

satisfaction.

&ypothesis :

There are past


working en"ironment

to job satisfaction, but none in

engineering sector.

67;5 8oes working

en"ironment affect

employee job

satisfaction9

6?;5 To e!amine the

significant


working en"ironmentand employee job

satisfaction.

&ypothesis ;

Bo prior study

e!amine the

moderating affect of

working e!periences

between salary and

job satisfaction.

67


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gender between

salary and job

satisfaction.

gender on salary =

benefits and

employee job

satisfaction.

Bo prior studye!amine the


gender between job

stress and job

satisfaction.

6?*)5 To e!aminethe moderating affect

of gender on job

stress and employee

job satisfaction.

&ypothesis *)

Bo prior study

e!amine the ranking

of importance factors

towards the jobsatisfaction in

engineering sector.

67>5 2hat is the

rank of the abo"e

factors according to

the importancetowards the job

satisfaction among

engineers9

To identify the

ranking of factors

which affect job

satisfaction amongengineers.

1. Signi/icance o/ he Sud-

6efer to the research gap stated abo"e, pre"ious studies did not e!amine

salary and benefits, job stress, training and promotion opportunity, education3job

mismatch and working en"ironment as combination factors that affect employee job

satisfaction. %n addition, this study will in"estigate the relationships between these

parameters with the job satisfaction in engineering sector which is different than

others earlier researches. 4urthermore, in prior studies working e!perience and

gender had ne"er been tested as moderator between salary and benefits, job stress,

training and promotion opportunity, education3job mismatch and working

en"ironment and employee job satisfaction. Therefore, it can be said that this study

pro"ides new insights to the job satisfaction study while contributing significantly to

the human resources study in engineering sector. s a result, this will help in sol"ing

the problem of high turno"er rate in +alaysia’s pri"ate engineering sector nowadays.


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%n practical, this research pro"ides some meaningful insights to the employer

of the +alaysia pri"ate engineering sector regarding the factors and their importance

to the job satisfaction among engineers’ point of "iew. Cnderstanding employee’s job

satisfaction is the way to retain employees longer period and hence help to resol"e

the high turno"er rate issue in +alaysia pri"ate engineering sector. This study also

ser"es as employee’s reference in creating the e!pectation in criteria for a satisfaction

working en"ironment and career path.


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CHAPTER 2

0ITERATURE REIE

2.1 3o# Sais/acion

Job satisfaction is the feeling of self achie"ement aroused due to sense of

comparison. Sense of achie"ement generally comes when indi"idual compare themsel"es

with their counterpart such as comparing with the employees of other organization. Deith

8a"is defined job satisfaction as fa"ourableness or unfa"ourableness with which the

employees "iew their work and results when there is a fit between job characteristic

and wants of the employees.

Job satisfaction also describes how content an indi"idual is with his or her

job. %t is a relati"ely recent term since in pre"ious centuries the jobs a"ailable to a

particular person were often predetermined by the occupation of that person’s parent

#+osammod, ()**$. There are a "ariety of factors that can influence a person’s le"el

of job satisfaction.

Some of these factors include the le"el of pay and benefits, the percei"ed

fairness of the promotion system within a company, the quality of the working

conditions, leadership and social relationships. &ence, job satisfaction can be decided

by difference between the amount of rewards the workers recei"e and the amount

they belie"e they should recei"e #Stephen, ())-$. The job itself such as the tasks

in"ol"ed, the interest, the clarity of the job description and challenge the job

generates will also affect one’s job satisfaction. The happier people are within their job, the more satisfied they are said to be.


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Job satisfaction is the positi"e or negati"e attitude held by employees toward

their job. 6obert . Dahn re"eals job satisfaction does seem to reduce absence,

turno"er and perhaps accident rates. Therefore, managements ha"e to update

themsel"es with the information of other organizations’ working culture if they want

the employees to be more satisfied with their work. &uman resources management

practices such as pay practices, job training and super"ision enhances job satisfaction

of employees and reduce the turno"er rate of company #/eeta and 'andey, ()*($.

2.2 The I%,ac o/ Sa$ar- and Bene/is o 3o# Sais/acion

Job satisfaction is a phenomenon which affects by se"eral factors such as

salary, working en"ironment, organizational culture and communication amongs co3

workers. #ane, 0sser, &olte and nne, ()*)E Fidal, Falle and ragGn, ())>$.

mong the research conducted in se"eral profession or field of work, found that

salary, interest in work and relationship between co3workers will bring greatest

influence to job satisfaction #+osammod, ()**$. nother research had analysed the

"ariables that will contribute to the job satisfaction and turno"er rate in an

organization and concluded with a correlation which includes human resources

management practices such as salary, super"ision of superior and job training

#&amdia and 'hadett, ()**$.

6eitz #()):$ had concluded the following top ; factors contribute to the

satisfaction and dissatisfaction among engineers.

Table 2.1: Factors contribute to satisfaction and dissatisfaction of the engineer

The %os /acors ha gi*e )o#sais/acion as an engineer

The %os /acors ha gi*e )o#dissais/acion as an engineer


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*. 1hallenging work assignments *. Too much non engineering work

(. 2ork en"ironment and colleagues (. ack of support for management

-. 1onstantly changing technology -. Cncertainty in job market

:. /ood compensation :. 'oor compensation

;. /ood job security ;. Bo potential for ad"ancement

Study of Dathawala, +oore and 0lmuti showed that salary is the prime factor

that will affect job satisfaction in the automobile industry as the result of sur"ey.

Through the sur"ey, compensation had been ranked as top element among the

"arious job characteristics that relate to job satisfaction while increase of salary

based on working performance "oted as rank one for job moti"ation.

0mployees consider salary as one of the measurement that how "aluable are

them to the employer or organization they ser"ice #Hobal, *AA@$. Some studies

reported that salary is a moti"ator for workers to enhance commitment to the

organization and this is an effecti"e element for talent retention and pre"ent turno"er

of human resources #1hiu et al., ())(E Hobal, *AA@$.

2orking as an engineer is said to be a well3paid and challenging job.

6espondents from a sur"ey pointed that engineering sector is interesting job which

need a lot of moti"ation but will not get too high salary as others sectors, especially

for the entry pay. &ence, it can be interpreted that engineering graduates may

consider interest and learning opportunity more important than the entry salary pay

#/eeta and 'andey, ()*($.

Through the research outcomes done by the pre"ious researchers mentioned

abo"e, some research gaps were noticed such as there are past studies on affect of

salary and benefits to job satisfaction, but seldom in engineering sector. %n addition,

no prior study e!amine the moderating affect of working e!periences = gender

between salary and job satisfaction.

2." The I%,ac o/ orking En*iron%en4 Training and Pro%oion

O,,oruni- o 3o# Sais/acion


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2ork en"ironment can be defined as the work place of an employee, which

includes the factors of organization culture and policy, relationship of superior and

colleagues as well as instruments and facilities in the work place #4rame, ()):$.

%n an organization, the support from immediate superior is important and has

positi"e influence on employee job satisfaction #/riffin, 'atterson and 2est, ())*$.

possible e!planation of statement abo"e is subordinate will feel their work being

appreciated by their superiors when they recei"e the support of direct super"isor. %n

this positi"e situation, employee will become more confident and secure as well as

decrease the stress le"el in the job while increasing job satisfaction at the same time.

&owe"er, this result contradicts with "iew of &erzberg in the report who had the

opposite opinion that super"ision of direct superior is irrele"ant to the job

satisfaction among employees.

%n addition, some studies also support that the role of management and

relationship between co3worker will contribute to the le"el of job satisfaction

#4riedlander and +argulies, *A


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engineering sector. %n addition, only little attention of the pre"ious researches had

been paid on affect of training and promotion opportunity to employee job

satisfaction.

2.& The I%,ac o/ 3o# Sress o 3o# Sais/acion

?"er the years, se"eral studies had been done to in"estigate the influences of

job stress towards the job satisfaction and job performance of engineers. %t is

common that most of the organizations demand their engineers to produce higher

producti"ity #Daufman, *A>:$. This is because the working nature of engineer

in"ol"es high demand of technical knowledge such as design and process

troubleshooting. +istakes made by engineer ha"e the possibility lead to the

circumstances of equipment damage, losses to company or e"en cause lifes

#ndrews and 4arris, *A>($. &ence, the effect of job stress need to be considered asan important factor in engineering sector.

Superior and management in organization had played a significant role

undoubtedly in the discussion of job stress among engineers. 4or instance, the

sources of stress can come from office politics or conflict, role ambiguity with

current work specification and the feeling of meaningless towards the work

responsibility and work scope. 're"ious research had reported that high job stress

among employees can be related to the worried of unknown superior’s e"aluation on

their workplace performance #+uhammad and Basir, ()**$. 0mployee will ha"e the

feel of role ambiguity and resulting job stress consequently normally is due to the

limitation or inadequate of information regarding to their work role.

%n addition, the arousal of performance will also cause pressures to

employees. There will be a negati"e effect on employee performance as well as job

satisfaction whene"er the arousal is too high or too low. Through the research on the

factors with respect to the impact towards the job satisfaction among employees, it


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was found that job stress has brought significant negati"e impact with job

satisfaction #Jahanzeb, ()*)$.

8ue to the unmanageable workloads and the nature of the engineering job

scope, engineers usually do not able to finish all the work well because of the time

constraint. 4rom the work3life balance point of "iew, engineers are requested to work

o"ertime frequently inclusi"e weekends where this situation will interfere the

personal life of himLher. s a result, role conflict will happen if one’s commitment

towards work and family obligation appears to be imbalance. This may become the

highest contribution of stress factor and hence affecting the job satisfaction. 6esearch

pro"ed that employees who had high le"el of job stress would yield a low job

satisfaction #+uhammad and +uhammad, ()*(E Huraidah, ()*:$.

4urthermore, the long hours a person works under stress can cause strain

which originated from high job demands and work o"erloaded. The e!tent of this

problem will result e!hausted of mental and physical resources and finally lead to

health problems for the employee. This circumstance is also a reason for withdrawal

from work and reduced moti"ation or commitment #6othmann and +alan, ())


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2.( The I%,ac o/ Educaion53o# 6is%ach o 3o# Sais/acion

%n the professional en"ironment, employee need to obtain adequate

knowledge through the higher education before they are competences enough to be

employed. Se"eral research had pro"ed the e!istence of e!istence of relationship

between education3job mismatches and the dissatisfaction on job. %n this case,

education3job mismatch is referring to o"ereducation or undereducation of employee

corresponding to the job title they hold #Ferhaest and ?mey, ())


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Iut there were still more than half of the respondents consider the education3

job mismatch is negati"ely affect the job satisfaction while this result is supported by

the pre"ious research #Ducel and Filalta3IufM ()*($. Some of the respondents think

that undereducation will cause negati"e effects such as the of feeling useless,

uncertainty, being lost, embarrassment, frustration, work o"erload and waste of time

#4uentes and Iurgo, ()*-$.

?n the other hand, employees think that both personal and job satisfaction

can be achie"ed when they ha"e the adequate education to fulfil the job requirement.

&ence, they are able to complete their job confidently and correctly, while

transmitting this positi"e thought to their co3worker and subordinates #Iadillo et al.

())@$. &owe"er, research result of llen and "an der Felden showed some

disagreement with others that education3job mismatch with o"ereducation will not

affect employee job satisfaction.

2e can conclude that the research gaps from the pre"ious research outcome

as there were past studies on affect of education3job mismatch to job satisfaction in

0urope region, but none in sia pri"ate engineering sector. %n addition, no prior

study had e!amined the moderating affect of working e!periences between

education3job mismatch and job satisfaction.

fter summarizing the research outcomes of pre"ious studies, se"eral

hypotheses had been made to be tested in this research. The following table shows all

the hypotheses in this research.

Table 2.2: Summary of Research Hypotheses

Nu%#er o/

H-,oheses

H-,oheses Descri,ion

&ypothesis * Salary and benefits significantly and positi"ely affects employee

job satisfaction

&ypothesis ( Job stress significantly and negati"ely affects employee job

satisfaction

&ypothesis - Training and promotion opportunity significantly and positi"ely

affects employee job satisfaction


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&ypothesis : 0ducational3job mismatch significantly and negati"ely affects

employee job satisfaction

&ypothesis ; 2orking en"ironment significantly and positi"ely affects


&ypothesis < 'osition = e!periences moderate the relationship between salary

= benefits and employee job satisfaction

&ypothesis > 'osition = e!periences moderate the relationship between

training = promotion opportunity and employee job satisfaction

&ypothesis @ 'osition = e!periences moderate the relationship between

educational3job mismatch and employee job satisfaction

&ypothesis A /ender moderate the relationship between salary = benefits and


&ypothesis *) /ender moderate the relationship between job stress and


Ten hypotheses are posited to study the relationship between independent

"ariables #Salary and benefits, Job stress, Training and promotion opportunity,

0ducation3job mismatch and 2orking en"ironment$ and dependent "ariable

#0mployee job satisfaction$. t the same time, position and working e!periences as

well as gender are suggested as the moderator between independent and dependent

"ariables.

2. Research 7ra%e8ork

Csing the abo"e literature re"iew as a guide, the relationship between salary

and benefits, job stress, training and promotion opportunity, education3job mismatch

and working en"ironment on employee job satisfaction is proposed. The research

framework is constructed in the following figure.

H

Salary and Ienefits

HJob stress

HTraining and promotion

opportunity


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Job satisfaction

H

0ducational3job

mismatch H

2orking en"ironment

Job satisfactionSalary and Ienefits

HH

'osition and

e!periences /ender

Job satisfactionTraining and promotion

opportunity

H

'osition and

e!periences

0ducational3job

mismatchJob satisfaction

H

'osition and

e!periences

Job satisfactionJob stress

H10

/ender


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Figure 2.1: Research Framework

CHAPTER "

6ETHODO0O+9


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".1 Research Design

The objecti"e of this research is to e!amine the effect of salary and benefits,

job stress, training and promotion opportunity, educational mismatch as well as

working en"ironment on employee job satisfaction in engineering sector. The

research design is based on the theoretical framework with proposing the key

"ariables, formulating the hypotheses and testing the relationships between

independent, moderating and dependent "ariables. %n this research, quantitati"e

method is used to test accuracy of the theories and hypotheses stated pre"iously. The

research method used is a sur"ey questionnaire where it is a bridge between

empirical obser"ation and the quantitati"e statistical relationship.

".2 'uesionnaire Design

causal research design with quantitati"e sur"ey method is used in this

research paper. The research is designed to measure the relationship between ;

independent "ariables, ( moderating "ariables and * dependent "ariable throughout

the study.

The sur"ey questionnaire consists of -: questions which di"ided into Section

to /. %n Section , there are @ questions used to gather the profile of respondents

including gender, age, education background, working e!perience and current

designation.

Section I has @ questions mainly to sur"ey the current salary and benefits

status of respondents as well as the relationship of this factor to the job satisfaction.

There are ; questions in Section 1 measuring the effect of job stress factor while -


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questions in Section 8 that gathered information relate to education mismatch issue

among engineers.

Section 0 asking for : questions in order to measure the importance of

training and promotion opportunity to the job satisfaction in engineering sector.

7uestions relate to working en"ironment of respondents are asked in Section 4 to

identify the relationship of company culture, role of superior and colleagues as well

as facilities in the company to the job satisfaction of employees.

%n the last section, respondents are requested to rank the factors stated abo"e

from * to > according the importance which affect their job satisfaction in own

opinion. full set of questionnaires is attached in the ppendi!. +ost of the answers

in type of scale as ; point ikert scale, for e!ample ranging from * for Strongly

8isagree to ; for Strongly gree or rating from * for owest to ; for &ighest.

"." Sa%,$ing Design

Sampling is a process of selecting a sufficient number of elements from the

population, typically by probability sampling or non3probability sampling methods.

'robability sampling includes simple random, systematic, stratified random and

cluster sampling techniques while Bon3probability sampling consists of con"enience,

judgement and quota sampling methods. %n probability sampling, e"ery elements in

the population has a known and equal probability of being chosen but the probability

of the population being chosen in non3probability sampling is unknown.

%n this research, stratified sampling of probability sampling technique was

used to obtain samples with proportional to the number of elements in each stratum

according to position and seniority. This method is selected due to the high efficiency

of sampling all group adequately while enable the comparisons among the groups.


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The population of study was indi"idual employee who worked in engineering

sector. They were selected through stratified sampling method. The ratio of

respondents are showed in the following table. mong the respondents, >) is male

engineers while others -) is female engineers as per current engineers gender ratio

in +alaysia market.

Table .1: Stratified Random Sampling

3o# $e*e$ : o/ e$e%ens : o/ res,ondance

+anagerialLead engineer *; -)

Senior engineer -; >)

0ngineer ;) *))

4or the study of regionalLspecial institution with few subgroup, a large

sample size is preferred for more reliable and "alid results. The sample size is based

on the typical sample size for studies of human and institutional population that

suggested range from ;)3()) for regional sample as listed in the following table.

Table .2: Typical sample si!e for studies of human and institutional population

Nu%#er o/ su#5grou,

ana$-sis

Peo,$e o/ Househo$ds InsiuionNaiona$ Regiona$;S,ecia$ Naiona$ Regiona$;S,ecia$

Bone or few

sub3groups

*))) N *;)) ()) N ;)) ()) N ;)) ;) N ())

"erage *;)) N (;)) ;)) N *))) ;)) N *))) ()) N ;))

+any (;))O *)))O *)))O ;))O


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".& Re$ia#i$i- and a$idi-

There are se"eral measures to test the goodness of data collected from

quantitati"e sur"ey such as reliability, "alidity and sensiti"ity. 6eliability test is a

measure which indicates the e!tend of data without bias and ensure the consistency

of the results. %n this study, internal consistency reliability is tested by 1ronbach’s

1oefficient lpha. This is the most popular test of interism consistency reliability

which test for the consistency of respondents’ answers to all the items in a measure.

1ronbach’s 1oefficient lpha is widely used in research and sometimes as the sole

scale of reliability and "alidity indicator.

1ronbach’s 1oefficient lpha test was conducted by using S'SS Fersion *<

software after the data of pre3test on () respondents being collected. %n general, the

result of this coefficient at ).> and abo"e is acceptable as good data. 1ronbach’s

1oefficient lpha will help to identify the reliability of the multi3items as well as to

establish the "alidity of the questionnaires. fter the pre3test checking, the

questionnaire was re"iew and impro"ed again before it distributed to the engineering

sector employees to get the real sur"ey of the research.

".( Daa Co$$ecion Procedure

8ata for this research were gathered from * N -) Bo"ember ()*:. 'rimary

data was collected though sur"ey questionnaires to obtain first3hand information on

the "ariables of interest for the study of job satisfaction in engineering sector. *))

0ngineers with *; of them in +anagerial le"el had been sur"eyed on their opinion

regarding different aspects which can lead to job satisfaction.


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The sur"ey forms were distributed through online and manually. 4or the

online sur"ey method, a link with /oogle sur"ey form had been send to respondance

through email and others social network such as inkin and 4acebook messenger. ?n

the other hand, sur"ey form in paper copy had been distributed through %nstitution of

0ngineers +alaysia #%0+$ Johor Iahru branch for manually sur"ey method. The

e!ample of sur"ey questionnaires used in this research as per attached in ppendi!.

Ioth online and manually sur"ey methods allows researcher for reaching out

to the respondents in easy while not too costly way. s this is a "oluntary sur"ey,

complete pri"acy was assured where details of each respondents were disclosed to

others parties.

". Daa Ana$-sis Procedure

S'SS Fersion *


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chosen are in order. and 4inally, rank order of the independent "ariables had been

calculated by multiplying the frequency by the rank score for each choice resulting a

new scale. These approaches were consistent with the pre"ious study done by

pre"ious studies.

RE7ERENCES


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llen, J and "an der Felden, 6 #())*$. 0ducational mismatches "ersus skill

mismatches5 effects on wages, job satisfaction, and on3the3job search. Oxford

Economic Papers, #-$5 :-:3:;(.

ndrews, 4. +. and 4arris, /. 4. #*A>($. Time 'ressure and 'erformance of

Scientists and 0ngineers5 4i"e3Pear 'anel Study. Organizational Behaviour and

Human Performance, Fol. @ #($5 *@;3())).

ntoniou, 3S, /., 8a"idson, +.J., and 1ooper, 1.. #())-$. ?ccupational stress,

job satisfaction and health state in male and female junior hospital doctors in

/reece. Journal of Managerial Psychology, *@#


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/eeta, D. and 'andey, D. +. #()*($. Studies on Some spects of Job Satisfaction in

0ngineers %ndia imited. 8loal Journal of Management and Business 3esearch,

"ol. *(, %ssue >.

/riffin, +.., 'atterson, +./., 2est, +.. #())*$. Job satisfaction and team work5

the role of super"isor support. J. Organ. Behav., ((5 ;->3;;).

/root, 2. and "an den Irink, &. +. #()))$. ?"ereducation in the labor market5 a

meta3analysis. Economics of Education 3evie9, #*A$5 *:A3*;@.

&amdia, +. and 'hadett, T. #()**$. 1onceptual framework on the relationship

between human resource management practices, job satisfaction, and turno"er.

Journal of Economics and Behavioral &tudies, (#($5 :*3:A.

Jahanzeb, &. #()*)$. The impact of job stress on job satisfaction among academic

faculty of a mega distance learning institution in 'akistan. case study of llama

%qbal ?pen Cni"ersity. Mustang Journal of Business : Ethics,5 -*3:@.

Dathawala ,P., De"in, +. and 8ean, 0. #*AA)$. 'reference between Salary or Job

Security %ncrease. "nternational Journal of Manpo9er. ** #>$.

Daufman, &. /. #*A>:$. 6elationship of 0arly 2ork 1hallenge to Job 'erformance,

'rofessional 1ontribution, and 1ompetence of 0ngineers. Journal of pplied

Psychology, Fol. ;A #-$5 ->>3->A.

Ducel, . and Filalta3IufM, +. #()*($. /raduate labor mismatch in 'oland. Polish

&ociological 3evie9 -#*>A$5 :*-3:(A.

ambert, 0./., &ogan, B.., 0lechi, ?.?., Jiang, S., au!, J.+., 8upuy, '., and

+orris, . #())A$. further e!amination of antecedents of correctional staff life

satisfaction. ;he &ocial &cience Journal, 4


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eather, '., Ieale, 8. and Sulli"an, . #())-$. Boise, psychosocial stress and their

interaction in the workplace. Journal of Environement Psychology, 175 (*-3(((.

+ora, J. /., /arcMa3racil, . and Fila, . 0. #())>$. Job satisfaction among young

0uropean higher education graduates. Higher Education, #;-$5 (A3;A.

+osammod, +. '. #()**$. 4actors ffecting 0mployee Job Satisfaction of

'harmaceutical Sector. ustralian Journal of Business and Management

3esearch, Fol.* Bo.A5 **-3*(-.

+uhammad, %. and +uhammad, .2. #()*($. %mpact of job stress on job satisfaction

among air traffic controllers of ci"il a"iation authority5 n empirical study from

'akistan. "nternational Journal of Human 3esource &tudies, 1#($5 ;-3>).

+uhammad J., Basir D., yaz D., +uhammad T.J., Shaheed S. #()**$. 0ffect of Job

Stress on Job 'erformance and Job Satisfaction. "nterdisciplinary Journal of

ontemporary 3esearch in Business, - #>$5 :;-3:


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Stephen, '. 6. #())-$. ?rganizational Ieha"ior, Ath 0dition, Pearson Education ltd .

Ferhaest, 8. and ?mey, 0. #())>$5 :*A3::@.

Hobal, 1. #*AA@$. The ideal team compensation system N an o"er"iew5 'art %. ;eam

Perform. Manage., :#;$5 (-;3(:A.

APPENDI<

SURE9 'UESTIONNAIRE


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Secion A= Indi*idua$ ,aricu$ar

*. /ender

o +aleo 4emale

(. ge

o Ielow (;

o (. Pear of e!perience

o Ielow - years

o :3< years

o >3*) years

o **3*; years

o *


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o +anagerial le"el or ead 0ngineer

o Senior 0ngineer

o 0ngineer or ssociate 0ngineer

Secion B= The )usi/icaion o/ sa$ar- and #ene/is are he /acor ha 8i$$

in/$uence )o# sais/acion $e*e$

*. %ncome le"el per month

o Ielow rm()))

o 6m())*3:)))

o 6m:))*3


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o Special lea"es such as5 +aternity, graduation, funeral, trainingLe!am

>. &ow you rate your company’s current employee benefits9

#4rom * owest to ; &ighest$

o * o ( o - o : o ;

@. 8o you agree that employee benefit is the factor which affect job satisfaction9

#4rom * Strongly 8isagree to ; Strongly gree$

o * o ( o - o : o ;

Secion C= The )usi/icaion o/ 3o# Sress is he /acor ha 8i$$ in/$uence )o#

sais/acion $e*e$

*. &ow do you agree with your current job specification9


o * o ( o - o : o ;

(. 2hat is your agreeable rate on some circumstances your superior put more job on

you that cause job o"erload9


o * o ( o - o : o ;

-. &ow do you agree if your superior force to do o"ertime job9


o * o ( o - o : o ;

:. &ow often your superior phrase your job9


o * o ( o - o : o ;

;. 2hat is your depress le"el rate if feel stress9


o * o ( o - o : o ;


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Secion D= The )usi/icaion o/ Educaion53o# 6is%ach is he /acor ha 8i$$


*$ &ow rele"ant that your current job scope to what you ha"e learn in uni"ersity9


o * o ( o - o : o ;

($ &ow is your acceptance if your superior assign you the job scope that no related to

uni"ersity study9


o * o ( o - o : o ;

-$ 8o you agree that educational mismatch will influent your job satisfaction9


o * o ( o - o : o ;

Secion E= The )usi/icaion o/ raining and ,ro%oion o,,oruni- are he

/acor ha 8i$$ in/$uence )o# sais/acion $e*e$

*$ Training frequency, how many times per year9

o )

o *3-

o :3<

o >3*)

o bo"e *)

($ 8o you agree that the training opportunity in your company is good9


o * o ( o - o : o ;

-$ 8o you agree that the promotion opportunity in your company is good9


o * o ( o - o : o ;

:$ 8o you agree that the training and promotion opportunity is important to the job

satisfaction9


o * o ( o - o : o ;

Secion 7= The )usi/icaion o/ orking en*iron%en is he /acor ha 8i$$


*$ 2hat is your rate to your company culture beha"iour9


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o * o ( o - o : o ;

($ &ow frequent your superior gi"e compliment or encouragement to your works9


o * o ( o - o : o ;

-$ &ow do you rate the relationship among your colleagues9


o * o ( o - o : o ;

:$ 8o you satisfied with your company’s equipments and facilities9

#4rom * Fery Cnsatisfied to ; Fery Satisfied$

o * o ( o - o : o ;

;$ 8o you agree that an organization with good working en"ironment and culture is

important to the employee job satisfaction9


o * o ( o - o : o ;

Secion += Ranking o/ he /acors

#rank *3>, where * is highest to > is lowest rank$

# $ Salary

# $ Ienefits# $ Job stress

# $ Training opportunity

# $ 'romotion opportunity

# $ 6ele"ant of job to uni"ersity study

# $ 2orking en"ironment

FACTORS AFFECTING JOB SATISFACTION OF ENGINEERS

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