i

LEVELS OF JOB SATISFACTION EXPERIENCED BY EMPLOYEES AT CRIME

INTELLIGENCE, PROTECTION AND SECURITY SERVICES IN KING WILLIAM’S

TOWN

L SOTANA

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ii

LEVELS OF JOB SATISFACTION EXPERIENCED BY EMPLOYEES AT CRIME

INTELLIGENCE, PROTECTION AND SECURITY SERVICES IN KING WILLIAM’S

TOWN

BY

LIZO SOTANA

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE MASTERS DEGREE IN PUBLIC ADMINISTRATION AT

NELSON MANDELA METROPOLITAN UNIVERSITY

SUPERVISOR : DR.S. MACLEAN

JANUARY 2014

iii

DECLARATION

This work has not been previously submitted in full or partial fulfillment of the

requirements for an equivalent or higher qualification at any other recognized

educational institution

Signed …………………..

Date …………………….

Statement 1

This work is being submitted in partial fulfillment of the requirements for the degree of

Masters in Public Administration.

Statement 2

The work in this paper is my own original work / investigation. All sources used or

referred to have been document. A bibliography is appended

Signed ……………………….

Date ………………………….

Statement 3

I hereby give consent for this work, if accepted to be available for library use.

Signed ……………………….

Date ………………………….

iv

ACKNOWLEDGEMENTS This word of gratitude is directed to those

people who contributed to this piece of work in various ways. Their unwavering support,

encouragement and advice are acknowledged.

I would like to put more emphasis to the following people;

Our heavenly Father making me the unique person that I am

Dr. Sindisile Maclean, my supervisor, for encouraging me and the support he

gave to complete my work.

To my late father, Mr David Sotana, who believed in me and encouraged me to

further my studies as he was deprived the right to education and this is for you

MNGQOSINI, GABA, CIHOSHE, MSUTHU, and MJOBI.

To my mother, Mrs Nonguye Ndzele-Sotana, for believing in me and I am

sincerely thankful to you Ma-DHLOMO (Enkosi mzalikazi).

To my sister, Mistress Nandipha “Letticia’’ Sotana and my nephew Nelisekani

“Percy” Sotana and to my son Simamnkele, “whalie Ngqavu guys.If it was not for

you, I don’t think I was going to stand the challenges but anyway thank you very

much.

Lastly to all my friends and family for understanding that, sometimes I won’t be

with you due to my commitments or school work during big events or gatherings.

LIZO SOTANA

Port Elizabeth

JANUARY 2014

v

ABSTRACT

This study evaluated the levels of job satisfaction experienced by warrant officers and

constables at crime intelligence, protection and security services in King William’s

Town.

Job satisfaction is a personal appraisal of the job and the psychological experience at

work. It is a measure of the general attitudes to work of a specific individual rather than

of a collection of attitudes of an employee to a number of aspects related to his / her

job. These include the work itself, workplace interactions and relationships, rewards and

incentive schemes, and personal characteristics.

The main purpose of this research paper was to identify certain factors impacting on job

satisfaction. The literature study was completed on the factors that influence job

satisfaction. The factors were work itself, promotion, pay, work group and working

conditions. The literature studyrevealed which methods were used in selecting factors

impacting on job satisfaction.

The employees at Crime intelligence, protection and security services (CIPS),

specifically the warrant officers and constables were asked questions in an empirical

study and were asked to complete questionnaires.

After the previous steps were completed, the findings of the study and the empirical

study were made. The recommendations were also made to improve levels of job

satisfaction experienced by warrant officers and constables at Constables at CIPS.

The recommendations made were to assist the management assist the management as

to what needs to be done to motivate members to achieve their objectives.

vi

TABLE OF CONTENTS

Page

Declaration iii

Acknowledgements IV

Abstract VI

List of Figures xv

List of Tables xvi

List of Appendices xvii

CHAPTER 1 INTRODUCTION AND BACK-GROUND OF THE STUDY

1. Introduction 1

1.2 Problem statement 1

1.3 Terminology 2

1.4 Research question 2

1.5 Assumptions 3

1.6 Significance of the study 3

1.7 Research methodology 4

1.8 Ethical considerations 6

1.9 Aims and objectives of the study 6

1.10 Delimitation of research 7

1.10.1 Geographic delimitation 7

1.10.2 Organisational delimitation 7

1.10.3 Subject delimitation 7

1.11 Preliminary literature review 7

1.12 The structure of the research work 9

1.13 Conclusion 10

vii

CHAPTER 2 LITERATURE REVIEW

2.1 Introduction 11

2.2 Job satisfaction defined 11

2.3 Theories of job satisfaction 15

2.3.1 Herzberg’s two factortheory and motivating factors 15

2.3.2 Alderfer’s erg theory 17

2.3.3 Maslow’s needs hierarchy 18

2.3.4 McClelland’s learned needs theory 19

2.4 Factors influencing job satisfaction 21

2.4.1 Frustration and alienation 22

2.4.2 The nature of technology 22

2.4.3 Meaningful work and the nature of supervision 23

2.4.4 Work and psychological well-being 23

2.4.5 Stress at work 24

2.5 Consequences of job dissatisfaction 25

2.5.1 Organisational citizenship behaviour 25

2.5.2 Absenteeism 26

2.5.3 Withdrawal cognitions 26

2.5.4 Turnover 26

viii

2.5.5 Perceived stress 27

2.5.6 Job performance 27

2.6 Measuring job satisfaction 29

2.6.1 Work itself 29

2.6.2 Pay 29

2.6.3 Promotions 30

2.6.4 Supervision 30

2.6.5 Working conditions 30

2.7 Several useful techniques 31

2.7.1 Rating scale and questionnaire 31

2.7.2 Critical incidents techniques 32

2.7.3 Interviews 32

2.8 The causes of job satisfaction 33

2.8.1 Needs fulfillment 33

2.8.2 Discrepancies 33

2.8.3 Value attainment 33

2.8.4 Equity 34

2.8.5 Dispositional / genetic components 34

2.9 Strategies to improve job satisfaction 34

2.10 Conclusion 38

CHAPTER 3 RESEARCH METHODOLOGY

ix

3.1 Introduction 39

3.2 Method of data collection 39

3.3 Advantages and disadvantages of questionnaires 39

3.3.1 Advantages of questionnaires 39

3.3.2 Disadvantages of questionnaires 40

3.4 Construction of questionnaires 40

3.4.1 Demographic information 41

3.4.2 Age 41

3.4.3 Gender 41

3.4.4 Race 42

3.4.5 Work experience 42

3.4.6 Section B: personality job fit 42

3.4.7 Section B: job context (intrinsic) 42

3.4.8 Section D: job content factors (extrinsic) 42

3.4.9 Section E: organisational environment 43

3.4.10 Section F: macro environment 43

3.5 Presentation of data 43

3.5.1 Presentation of the data for warrant officers and constables 43

3.6 The pilot study 44

3.7 Validity and reliability of the questionnaire 44

3.7.1 Validity 44

x

3.7.2 Reliability 44

3.8 Sampling 44

3.9 Sampling size and selection 45

3.10 Collection of data 45

3.11 Capturing and editing of data 45

3.12 Analysis of data 45

3.13 Conclusion 46

CHAPTER 4: ANALYSIS AND INTERPRETATION OF DATA 47

4.1 Introduction 47

4.2 Analysis of demographic information 47

4.2.1 Age 47

4.2.2 Years in the service 48

4.2.3 Gender 49

4.2.4 Race 50

4.3 Qualitative analysis of data 51

4.4 Personality job fit (Section B) 51

4.5 Job context (Section C) 53

4.6 Job content to Section C 55

4.7 Uncertain response to Section C 56

4.8 Negative responses to Section C 56

4.8.1 Nature of the job (Section C job context) 57

xi

4.9 Section D: job context (extrinsic) 58

4.9.1 Section D: Job context (extrinsic) 59

4.9.2 Positive response 60

4.10 Section E: organisational environment 61

4.10.1 Uncertain responses 61

4.10.2 Positive response Section E 61

4.11 Section F: macro environment 63

4.12 Conclusion 66

CHAPTER 5 CONCLUSION AND RECOMMENDATIONS

5.1 Introduction 67

5.2 Resolution of the main problem 67

5.2.1 Sub-problem 1 67

5.2.2 Sub-problem 2 67

5.3 Problems and limitations 67

5.4 Findings of the research project 68

5.4.1 Work itself 68

5.4.2 Pay 68

5.4.3 Promotion 68

5.4.4 Personality 68

5.5 Recommendations 68

5.6 Opportunities for research 70

xii

5.7 Concluding remarks 70

REFERENCE LIST

71

LIST OF FIGURES Page

Figure 2.1: Herzberg’s Two-factor theory 16

Figure 2.2: Alderfer’s ERG theory 18

Figure 2.3: Maslow’s hierarchy of needs 19

Figure 2.4: Relationships between Maslow’s, Alderfer’s and 21

Herzberg’s theories of motivation 21

Figure 2.5 voluntary turnover models 27

Figure 2.6 Forces influencing personality 28

Figure 2.7 Minnesota satisfaction questionnaire 32

Figure 4.1: Responses in terms of age 48

Figure 4.2: Responses in terms of years in the service 49

Figure 4.3: Responses with regard to gender 50

Figure 4.4: Responses in terms of race 51

Figure 4.5: Responses with regard to job personality in Question 2 of

Section B 53

Figure 4.6: Responses to Question 9 of Section C 55

Figure 4.7: Responses to Question 5 of Section C 56

Figure 4.8: Responses to Question 9 of Section C 58

xiii

Figure 4.9: Responses of Question 9 in Section D 61

Figure 4.10 Responses to Question 3 of Section E 63

Figure 4.11: Responses in terms of Question 1of Section F 65

xiv

LIST OF TABLES

Page

Table 3.1: Analysis of data 45

Table 4.1: Responses in terms of age 48

Table 4.2: Responses with regard to years in the service 49

Table 4.3: Responses in terms of gender 49

Table 4.4: Responses in terms of race 50

Table 4.5: Personality job fit 52

Table 4.6: The responses of job content (Section C) 54

Table 4.7: Responses of job content Section C 57

Table 4.8: responses of job content Section C 59

Table 4.9: Responses of job context (extrinsic) Section D 62

Table 4.10: Results of Section E 63

Table 4.11: Results of Section F 63

xv

LIST OF APPENDICES

Page

Appendix A: Questionnaire 74

Appendix B: Cover letter 79

Appendix C: Approval letter 80

Appendix D: Graphs 83

1

CHAPTER ONE INTRODUCTION AND BACK-GROUND OF THE STUDY

1.1 Introduction

The South African Police Service (SAPS) was transformed in 1994 when the new

democratic government took over from the Nationalist government from the 27thof April

1994 when black people had their first democratic right to cast their votes. South Africa

changed gradually as the South African Police force was transformed and the Division

Protection and Security Services was established with the aim of providing protection to

identified people such as the President, former presidents, ministers, deputy ministers,

premiers and members of the executive committee (MEC’s) and any other person who

enter under the category of people who need protection such as state witnesses

(Brogden 1993:14).

The institution also gives physical protection to identified buildings in and around the

province or provinces such as, Parliament, legislatures, offices of the Premiers and their

residential places. This unit was formed by former members of South African Police

Force (Republic), members from the former Homelands such as Transkei,

Bophuthatswana, Venda, and Ciskei (TBVC) states and non-statutory forces like

Mkhonto Wesizwe (MK), Azania People’s Liberation Army (APLA) and members from

Azanian People’s Organisation (AZAPO) (Brewer 1994:26).

1.2 Problem statement

The researcher observed that, member’s book off-sick regularly, report for duty drunk

and are untidy. However, constables and warrant officers are not performing well or

poor performance is experienced and as a result, the security services are

compromised.

The researcher wants to observe and investigate the causes of poor performance and

high absenteeism at the South African Police Service, Division Crime Intelligence, and

Protection and Security Services in King William’s Town.

2

1.3 Terminology

Constable: The Compact Oxford English Dictionary (2008 (revised) defines constable

as a police officer of the lowest rank.

Warrant officer: The Compact Oxford English Dictionary (2008:1171) defines it as a

rank of officer in the army, RAF, US navy, below the commissioned officers and above

the non-commissioned officers.

Job satisfaction: It can be defined as a set of favourable or unfavourable feelings and

emotions with which employees view their work (Newstrom &Davis, 2002:208).

1.4 Research question

What is thelevel of job satisfaction experienced by constables and warrant

officersin theirjobs?

1.4.1 Sub-problems

The sub-problems listed below have been developed from the main problem:

1.4.1.1 Sub-problem One

What factors contribute to job satisfaction?

Job satisfaction can be measured and the discussion of the outcomes of job satisfaction

and job dissatisfaction were outlined.

Job satisfaction factors identified in Sub-problem One have an impact on the levels of

job satisfaction experienced by constables and warrant officers in their day to day jobs.

An empirical study was conducted to address the sub-problem from the constables and

warrant officers at Crime Intelligence, Protection and Security Services in King William’s

Town.

3

1.4.1.2 Sub-problemTwo

After carefully studying and analyzingthe results of the theoretical and empirical study,

what recommendations can be made to improve the levels of job satisfaction faced by

constables and warrant officers at the department of police?

1.5 Assumptions

It is assumed that the offices of Crime Intelligence, Protection and Security Services are

representative of three other satellite offices within the province of the Eastern Cape.

It is also assumed that job satisfaction levels of these constables and warrant officers

are affected to a certain extent. It is also further assumed that factors pertaining to

satisfaction levels of these members in King William’s Town will be applicable to the

other satellites offices of Crime Intelligence, Protection and Security Services in the

Eastern Cape and other provinces in South Africa.

1.6 Significance of the research

Job satisfaction measures can give both managers and researchers a lot of information

with worker attitudes. When this attitude is positive; employees are said to be satisfied

and dissatisfaction exists when the attitude is negative (Moonhead & Griffin 1998).

The significance of the study is that, it helps the management to realise the extent to

which levels of employee’s satisfaction have been affected by environmental changes in

South Africa.

It was important to conduct this study because recent surveys show that police officers,

more especially those who are in the ranks of constable and warrant officers, are not

satisfied with their jobs regarding, promotion, salary adjustments and working conditions

to state a few.

Some police officers are involved in criminal activities in order to boost their salaries and

live under the poverty line as they cannot afford to buy properties with their salaries and

the government does not subsidise them. Others are frustrated and end up killing

people when they perform their duties.

4

I hope this study will strike a chord with police management to use the information to

capacitate them in order to obtain strategies to improve working conditions of

employees.

1.7 Research methodology

Below follows the research methodology related to the study.

1.7.1 Research design

According to Mouton (2001:55) research design is a plan or blue print of how the

researcher needs to conduct the research. The research design is about drawing a plan

that will be followed during the study in order to answer the research question.

The focus of the research design is on the logic of research, aiming at the kind of

evidence that is required to address the research questions. In the research design the

researcher must specify as clearly as possible what he or she intends to find out and

also determine the best way of doing it (Bobbie & Mouton, 2001:72).

The following procedure was adopted to achieve the main aims of the research or

study. In this study the researcher will use a qualitative research design.

The main aims of the study were to evaluate job satisfaction levels of constables and

warrant officers at Crime Intelligence, Protection and Security Services in King William’s

Town.

A literature study was conducted to investigate available literature on job satisfaction

and further study was done to identify factors contributing to job satisfaction and

consequences of job satisfaction or lack thereof and factors contributing to job

satisfaction.

Based on the literature studies, a questionnaire was constructed and administered to

evaluate levels of job satisfaction amongst employees at Crime Intelligence in King

William’s Town and also to investigate their views in terms of factors that influenced job

satisfaction.

5

The empirical data was obtained by means of a survey from constables and warrant

officers in the Buffalo City Metropolitan area and the results from the survey were

presented, analysed and interpreted using the literature findings.

Lastly, conclusions were drawn regarding the evaluation of levels of job satisfaction of

constables and warrant officers at Crime Intelligence, Protection and Security Services

in King William’s Town and presented.

The research methodology used, will be discussed further in Chapter three of this

paper.

1.7.2 Sampling

In this study a probability sampling method will be used as random sampling is selected.

Random sampling will be the sampling method that will be used to select the

participants in the study. A sample of 45 members will be selected from the ranks of

warrant officers and constables Crime Intelligence, Protection and Security Services to

participate on the study by starting at any member and selecting every fifth member

from the list up until all 45 of them are selected.

Through this method, all members will have an equal chance of being selected in the

study.

1.7.3 Data collection

Data will be collected using the five-point Likert scale questionnaire. This questionnaire

will consist of questions in which respondents will have to indicate Strongly Agree,

Agree, Uncertain, Disagree, and Strongly Disagree with or about the statement. The

modified questionnaire will consist of Section A which will deal with the biological details

of the participants pertaining to age, gender, and population group, highest educational

qualifications, employment status, and type of employment and the length of stay in the

area. The Section B deals with personality job fit, Section C job context (nature of the

job) and intrinsic motivation, Section D Job context (extrinsic), Section E (Organisational

Environment), and Section F Macro Environment.

6

1.7.4 Data analysis

In order to control the study, closed-ended questions will be asked from participants

during the interview session. During data analysis, the author will use mean, median,

frequencies and also correlations.

1.7.5 Procedure for data collection

The questionnaire will be administered by the researcher. The researcher will ask an

adult person (18 years and older) who is available at that time at the selected house

during interview to respond to the questions asked in the questionnaire. The researcher

will make means to ensure that the respondent answers the questions without any

influence or help from any other person. Measures will be made to ensure that there is

minimum or completely no disturbances during this session.

1.8 Ethical considerations

Neuman (2003:116-118) suggests that the researcher has a moral and professional

obligation to be ethical, even when research subjects are unaware of or unconcerned

about ethics. The researcher asked permission to conduct research from the (SAPS)

Division Crime Intelligence, and Protection and Security Services since the study

involve constables and warrant officers.

The researcher also received ethical clearance from the ethics committee of the Nelson

Mandela Metropolitan University before the empirical survey was conducted.

1.9 Aims and objectives of the study

The aims of this study are to evaluate the levels of job satisfaction shown by constables

and warrant officers at Crime Intelligence, Protection and Security Services in King

William’s Town.

Objectives of the research are identified as follows:

Evaluate factors that contribute to job satisfaction.

Assess the impact of job satisfaction experienced by constables and warrant

officers in their day to day job.

7

To come up with recommendations that can be made to improve the levels of job

satisfaction faced by constables and warrant officers at the SAPS.

1.10 Delimitation of research

The purpose of having delimitations is to make the study more manageable and

focused (reference). The study will focus on the warrant officers and constables of crime

intelligence, protection and security services (C.I.P.S in King William’s town in the

Buffalo City Metropolitan municipality: Eastern Cape)

However, this does not mean that other aspects of work or study of job satisfaction that

are not mentioned in this paper are not important or relevant.

1.10.1 Geographic delimitation – King William’s Town

The research will be conducted in Buffalo City metropolitan area in the Eastern Cape,

South Africa. The limitation of this study will be inconsideration of the fact that, crime

intelligence, protection services is the provincial office with three other satellites within

the province and it has a large number of these police officials.

1.10.2 Organisational delimitation – King William’s Town

This study was conducted at Crime Intelligence, Protection and Security Services in

King William’s Town. The members, who took part in this study, were from the rank of

constable to the rank of warrant officer and other ranks were not included in this study.

1.10.3 Subject delimitation

The study was only limited to the evaluation of job satisfaction levels and other aspects

were not studied or included in this study.Furthermore the study will be done in the area

of the Buffalo City Metropolitan.

1.11 Preliminary literature review

1. According to Robins &Judge (2009), interesting jobs that provide training, variety,

independence and control satisfy most employees. In other words, most people

prefer work that is challenging and stimulating over work that is predictable and

routine.

8

According to Adams, Arquette, Deutscher, Felki, Jones, McCarthy, Perry &Zaia

(1997:289), it takes a long time to get a particular employee trained to perform at a high

level of productivity.

According to George &Jones (1999:78), managers and researchers view job

satisfaction as important due to its potential to affect a wide range of behaviour in

organisations and contribute to worker’s levels of well- being.

According to Luthans (2002:230), job satisfaction is a pleasurable or positive emotional

state resulting from the appraisal of one’s job.

Luthans (1998:144) further argues that job satisfaction is a specific employee attitude

relating to job satisfaction and organizational commitments are of major interest to the

field of organizational behaviour and the practice of human resources management. Job

satisfaction is a result of employee’s perception of how well their job provides those

things that are viewed as important.

Mullins (2000:520) defines job satisfaction as more of an attitude, an internal state.

Herzberg’s two factor theory could be associated with a personal feeling of

achievement, either quantitative or qualitative.

Robbins &Judge (2009:117) argue that the definition of job satisfaction is clearly a very

broad one and yet breadth is inherent in the concept. Jobs require interacting with co-

workers and bosses following organisational rules policies, meeting performance

standards, living with working conditions that are often less than ideal and the like.

This means that an employee’s assessment of how satisfied he is with the job is a

complex summation of a number of discrete job elements.

Researchers with strong humanistic values argue that satisfaction is a legitimate

objective of an organization; not only is satisfaction negatively related to absenteeism

and turnover, but they argue that organisations have a responsibility to provide

employees with jobs that are challenging intrinsically rewarding (Robbins &Judge,

2009:65).Job satisfaction is an attitude that people have about their jobs and those

9

managers who find job dissatisfaction, can benefit if they adopt a positive attitude

towards environmental changes in their businesses and at the work place.

Participants were informed of their guarantee to anonymity and confidentiality during the

course of the study.

Neuman (2003:214), further, recommends that informed consent to participate in the

study must be sought from the participants. The respondents were informed about their

right to participate in the research voluntary or to decline as they wish and will not be

forced to participate.

1.12 The structure of the research work

The main objective of this study was to evaluate the levels of job satisfaction of

constables and warrant officers at Crime Intelligence, Protection and Security Services

at (SAPS).

The research paper is divided into the following chapters:

Chapter One-This chapter focuses on the introduction and overview of the study.

Chapter Two – It represents a literature review study of levels of job satisfaction and

factors contributing to job satisfaction, results, causes and measures of job satisfaction.

Chapter Three –In this chapter the researcher gives an overview of the research design

applied in this study.

Chapter Four – The empirical results are presented and interpreted.

Chapter Five - The recommendations are made to improve job satisfaction levels of

constables and warrant officers and conclusions presented.

10

1.13 Conclusion

The main aim of this chapter was to identify and address the main problem in this

research or study and procedures to be followed in addressing the main problem and

sub-problems.

The terminology used throughout the study was defined and clarity was given to avoid

any ambiguities in the study and the next chapter presents a theoretical study of job

satisfaction.

11

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction

In the previous chapter the researcher touched on the main problem and sub- problems

of the research. The relevance of the research was mentioned and key concepts and

terminology used weredefined.The layout of the research paper and methodology were

also mentioned.

This chapter provides a literature study of levels of job satisfaction shown by employees

at Crime Intelligence, Protection and Security Services (C.I.P.S) King William’s Town.In

this chapter, job satisfaction theories, factors contributing to such, and job satisfaction

will be broadly defined and presented.

The consequences and methods to measure job satisfaction levels will also be used

and discussed.

2.2 Job satisfaction defined

Job satisfaction is often thought to be synonymous with job attitudes, but one should be

aware that those with theoretical viewpoints may use the term somewhat differently.

Some see job satisfaction as a degree of discrepancy that exists between what that

person perceives is actually gained (Swanepoel, Erasmus, Van Wyk & Schenk,

2003:22-23).

It is an affective or emotional response towards various facets of one’s job and

therefore, job satisfaction is not a unitary concept, rather, a person can be relatively

satisfied with one aspect of his /her job and dissatisfied with one or more other

aspects(Kreitner & Kinicki, 2010:170).

According to Robbins &Judge (2009:113), job satisfaction describes a positive feeling

about a job, resulting from an evaluation of its characteristics.

A person with a high level of job satisfaction holds positive feelings about his/ her job,

while a dissatisfactory person holds negative feelings. When people speak of employee

attitudes, they usually mean job satisfaction. Job satisfaction is the most widely

12

researched area of work related to attitudes and also refers to a person’s general

attitude towards his/her job satisfaction. It is also influenced by many factors and if a

person is satisfied with most of the factors that he/she considers relevant, the person

will experience job satisfaction (Bagraim, Cunningham, Potgieter&Viedge,and 2007:67).

According to Robbins (1998:15) when change is rapid and dramatic, it is sometimes

necessary to approach quality and productivity improvement from the perspective of re-

engineering. Re-engineering reconsiders how work would be done and the

organisations structured as if they were created from scratch.

Bagraim et al. (2007:335) argues that expressions of job satisfaction seem to be a

relatively stable individual trait even across different job satisfactions. This is known as

the dispositional model of job satisfaction.

Robbins (1998:154) argues that, at a broader organisational level, when satisfaction is

measured for the whole organization, those organisations with more satisfied

employees are more effective than those with less satisfied employees.

Bagraim et al. (2007:334) state that, job satisfaction is a personal appraisal of the job

and the psychological experience at work. It is a measure of the general attitudes to

work of a specific individual rather than of a collection of attitudes of an employee to a

number of aspects related to his/her job. These include the work itself, workplace

interactions and relationships, rewards and incentive schemes, and personal

characteristics. Swanepoel et al. (2003:22-23) state that most people want to feel good

about their lives, and since work generally takes up at least half of an individual’s

waking hours, job satisfaction must be considered as important in its own rights and not

just as a means to an end. It has significance, independent of its contribution to

organisational goals such as productivity. The different reactions that people have to job

satisfaction and dissatisfaction can have important implications for performance.

Employees who feel that they have been treated badly even feel justified in stealing

from an employer; thereby helping themselves to what they see as a morally justifiable

supplement to their wages. Similarly, job dissatisfaction appears to be associated with

emotional illness and symptoms of emotional disorder (Wiener, Vardi &Muczyk,

13

1998).Armstrong (2003:240) argues that organisational citizenship behaviour (OCB)

that helps organisations to be more successful is most likely to happen when

employees are motivated, feel committed to the organisations and when their jobs give

them high levels of satisfaction. According to Newstrom &Davis (2002:208-210) job

satisfaction is a set of favorable or unfavourable feelings and emotions with which

employees view their work. It is an affective attitude, a feeling of relative like or dislike

towards something. Therefore, attitudes then consist of feelings, thoughts and intention

to act.

Management needs information on employee job satisfaction in order to make sound

decisions, both in preventing and solving employee problems (Newstrom &Davis,

2002).To get all the information about an employee, the job satisfaction survey can be

used and is also known as a morale, opinion, and attitude, or quality-of –work-life

survey. A job satisfaction survey is a procedure by which employees report their

feelings toward their jobs and work environment. Individual responses are then

combined and analysed (Newstrom &Davids 2002)

Gibson, Ivancevich &Donnelly (1997:106) argue that job satisfaction is an attitude that

individuals have about their jobs. It results from their perceptions of their jobs, based on

factors of the work environment such as the supervisor’s style, policies and procedures,

work group affiliation, working conditions and fringe benefits.

SchermerHorn (1996:164) defines job satisfaction as a degree to which an individual

feels positively or negatively about various aspects of the job.

It represents the personal meaning or perceived quality of one’s job and associated

work experiences. The important aspects of a job that can influence a person’s job

satisfaction include pay, tasks, supervision, co-workers, the work setting and

advancement opportunities.

Gibson, Ivancevich, &Donnelly (1997: 106-107) argue that job satisfaction is an attitude

that individuals have about their jobs. It results from their perceptions of their jobs,

14

based on factors of the work environment, such as the supervisor’s style, policies and

procedures, work group affiliation, working conditions and fringe benefits.

According to Robbins, Judge, Odendaal &Roodt (2009:20), job satisfaction is a

dependent variable which we define as a positive feeling about one’s job resulting from

an evaluation of its characteristics and it represents an attitude rather than behaviour.

Robbins et al. (2009:74) describes job satisfaction as a positive feeling about a job;

resulting from an evaluation of its characteristics. A person with a high level of job

satisfaction holds positive feelings about his / her job; while a dissatisfied person holds

negative feelings. When people speak of employee attitudes, they usually mean job

satisfaction.

Greenberg &Baron (2000:170) define job satisfaction as individuals’ cognitive, affective

reactions toward their jobs.

According to MoorHead &Griffin (1995:64) job satisfaction is an attitude that reflects the

extent to which an individual is gratified by or fulfilled in his / her work.

Extensive research conducted on job satisfaction has indicated that personal factors

such as an individual’s needs and aspirations determine this attitude, along with group

and organizational factors such as relationships with co-workers and supervisors and

working conditions, working policies, and compensation.

According to Luthans (2002:230), job satisfaction is a pleasurable or positive emotional

state resulting from the appraisal of one’s job. Luthans (1998:144) further argues that

job satisfaction is a specific employee attitude relating to job satisfaction and

organizational commitments are of a major interest to the field of organizational

behaviour and the practice of human resources management. Job satisfaction is a

result of employee’s perception of how well their job provides those things that are

viewed as important.

Mullins (2000:520) defines job satisfaction as more of an attitude, an internal state.

15

It could be associated with a personal feeling of achievement, either quantitative or

qualitative. Herzberg’s two-factor theory is essentially a theory of job satisfaction.

2.3 Theories of job satisfaction

Theories that give concept to job satisfaction are presented in this chapter or section.

These involve:

Herzberg’s two-factor theory

Alderfer’s ERG theory

Maslow’s hierarchy of needs

McClelland’s earned needs theory

2.3.1 Herzberg’s two-factor theory and motivating factors

Herzberg’s two- factor theory takes the view that job satisfaction results from the

presence of intrinsic motivators and that job dissatisfaction stems from not having

extrinsic factors.

Herzberg’s model basically assumes that job satisfaction is not a one-dimensional

concept and his research leads to the conclusion that two continua are needed to

interpret job satisfaction correctly(Ivancevich, Gibson, &Donnelly, 1997:133-134).These

are the factors which are related to job context, they are concerned with job

environment and extrinsic to the job itself. These factors are the “hygiene” factors

(analogous) to the medical term meaning preventive and environmental or maintenance

factors. They serve to prevent dissatisfaction.

These other set of factors are those which if present, serve to motivate the individual to

superior effort and performance. These factors are related to job context of the work

itself. They are the motivators or growth factors (Mullins 1996:494-495).

Figure 2.1 illustrates Herzberg’s theory and provides examples of motivators (intrinsic)

and hygiene (extrinsic) factors:

16

Traditional view

Dissatisfaction satisfaction

Herzberg’s view

No satisfaction satisfaction

No dissatisfaction

Dissatisfaction

Figure 2.1: Herzberg’s two-factor theory (Source: Kreitner & Kinicki (2000:188)

According to Figure 2.1traditional view is when an employee is either satisfied or

dissatisfied. Herzberg illustrates that when motivator needs are fulfilled, an employee is

satisfied but does not mean the employee is dissatisfied. With hygiene factors,a similar

situation occurs because if they are not fulfilled, an employee will be dissatisfied and

does not mean if fulfilled an employee will be satisfied.

Herzberg proposed a theoretical relationship between motivator needs, hygiene needs

and job satisfaction:

HYGIENE FACTORS

SUPERVISION

WORKING

CONDITIONS

INTERPERSONAL

RELATIONSHIPS

PAY & JOB

SECURITY

COMPANY

POLICIES

MOTIVATION FACTORS

ACHIEVEMENT

RECOGNITION

THE WORK ITSELF

RESPONSIBILITY

ADVANCEMENT

& GROWTH

17

When motivator needs are met, employees will be satisfied; when these needs

are not met, employees will not be satisfied (but also not be dissatisfied).

When hygiene needs are met, employees will not be dissatisfied; when these

needs are not met and employees will be dissatisfied (Kreitner &Kinicki

2001:188).

2.3.2 Alderfer’s ERG theory

Clayton Alderfer (1972) modified Maslow’s hierarchy of needs theory, but retained many

of its essential features (Bagraim et al., 2007:76).Alderfer’s three needs- Existence (E),

Related (R), and Growth (G), or ERG , correspond to Maslow’s hierarchy of needs in

that the existence needs are similar to Maslow’s physiological and safety categories; the

relatedness needs are similar to the belongingness, social, and love category and the

growth needs are similar to the esteem and actualization categories (Ivancevich et

al.(1997:131). These three groups of needs form a hierarchy but are not activated in

any particular order. All people have existence, relatedness and growth needs but to

different degrees (Bagraim et al., 2007:76).

Alderfer in (Bagraim et al., 2007:76) further described two forms of movement through

his hierarchy to describe which level of needs would become most important for a

person. Bagraim et al., (year) termed the movement up the hierarchy as satisfaction-

progression and movement down the hierarchy as frustration- regression and is a

concept Alderfer introduced to provide us with the insight about motivation and human

behaviour. Frustration-regression movement describes what happens when a person’s

need is frustrated at a higher level. If the satisfaction of the next level of need is

frustrated, this leads to a movement down the hierarchy and the person will attach

greater importance to the lower need level. Alderfer in (Bagraim et al., 2007: 77-78)

proposed two other concepts that are unique to ERG theory: the deficiency cycle and

the enrichment cycle. A person can become locked into a deficiency cycle at the bottom

of Alderfer’s ERG hierarchy. For example, if a person cannot satisfy his or her existence

needs, he or she will more strongly desire the satisfaction of these needs. If conditions

are tough, a person could become obsessed with satisfying these needs. This is a

deficiency cycle. A very different cycle operates at the top of the hierarchy. A person

18

that successfully satisfies his or her growth needs may begin to desire them even more.

This is enrichment. The enrichment cycle motivates a person to want to grow and

develop continually as can be seen in Figure 2.2 below.

Need frustration Need satisfaction

Growth needs

Frustrated

If satisfied

If satisfied

Relatedness

Needs frustrated

Figure 2.2: Alderfer’s ERG theory(Source: Bagraim et al., 2007:78)

2.3.3 Maslow’s needs hierarchy

Maslow’s theory assumes that a person attempts to satisfy the more basic needs

(physiological) before directing behaviour towards satisfying upper level needs (self-

actualisation).Lower order needs must be satisfied before a higher order need such as

self-actualisation begins to control a person’s behaviour. Maslow believes that a

satisfied need ceases to motivate. When a person decides that she is earning enough

pay for contributing to the organization, money loses its power to motivate(Ivancevich et

al., 1997:130).

Importance of:

Growth needs

Importance of:

Relatedness needs

Importance of:

Existence needs

19

Maslow separated the five needs into higher and lower orders. Physiological and safety

needs were described as lower- order needs and social, esteem, and self-actualisation

as higher order needs. The differentiation between the two orders was made on the

premise that higher order needs are satisfied internally (within a person), whereas lower

order needs are predominantly satisfied externally (by things such as pay, union

contracts and tenure) Robbins and Judge (2009:210). Figure 2.3 illustrate how

Maslow’s hierarchy of needs is hypothesized within every human being and there exists

a hierarchy of five needs

Figure 2.3 Maslow’s hierarchy of needs Source: Bagraim et al.,2007:75)

2.3.4 McClelland’s learned needs theory

McClelland in (Bagraim 2007:205) believes that there are two distinct faces of power,

one negative and one positive. The negative face of power is personal power, a win-

lose form of power in which the manager tends to treat others as objects to be used to

* CHALLENGING WORK

* AUTONOMY

* PROMOTION OPPORTUNITY

* OPPORTUNITY FOR CREATIVITY

(SELF-ACTUALISATION)

* prestigious job titles

*merit-based pay

*merit-based promotion

(self- esteem)

* work teams,*social functions, and* company sports (social needs)

* medical cover , *pension plans *dissability insurance and *safety Working conditions (safety needs)

* Attractive pay ,*company cafetaria and * subsidies (physiological needs)

20

get ahead. The positive face of power is social power, used to create motivation or to

accomplish group goals. The use of social power finds more favour withMcClelland.

McClelland has found that the best managers are those who have a high need for social

power coupled with a relatively low need for affiliation. McClelland believes that many

needs are acquired from the culture of a society.

Nelson &Quick in (Bagraim et al., 2007:205) mention the four power-oriented

characteristics of managers who use power successfully:

Belief in the authority system- they believe that the authority system of the

institution is important and valid, and that it is the source of their power.

Preference for work and discipline- these managers like their work, are

orderly, and have a basic value preference for the Protestant work ethic.

Altruism- they put the company and its needs before themselves and their own

needs, because they see their own well- being as integrally tied to organisational

well- being.

Belief in justice- managers who use power successfully believe that justice

should be sought above all else, allowing people to receive that to which they are

entitled and that they have earned.

According to Cook &Hunsaker (2001:469), McClelland also found the power motive to

be a reliable personality characteristic that varied from person to person. People with a

high need for power are more likely to seek out and remain in positions of authority,

while people with a low need for power do not gain satisfaction from influencing others

21

Maslow’s hierarchy of needs

Alderfer’s existence relatedness and growth(ERG) theory

Herzberg two factor theory

Physiological Existence

Hygiene factors

Safety

Love

Relatedness Motivators

Esteem Growth Self-actualization

Figure: 2.4: Relationships between Maslow’s, Alderfer’s and Herzberg’s theories

of motivation (Adapted from: (Mullins1996: 495)

The hygiene factors can be related roughly to Maslow’s lower-level needs and the

motivators to Maslow’s higher- level needs.

Proper attention to the hygiene factors will tend to prevent dissatisfaction, but does not

by itself create a positive attitude or motivation to work.

To motive workers to give off their best, the manager must give proper attention to the

motivators or growth factors.

Herzberg emphasizes that hygiene factors are not a second-class citizen system. They

are as the motivators, but for different reasons. Hygiene factors are necessary to avoid

unpleasantness at work and to deny unfair treatment. Management should never deny

people proper treatment at work. The motivators relate to what people are allowed to do

at work and they are the variables which actually motivate people (Mullins 1996:495).

2.4 Factors influencing job satisfaction

There are some doubts whether job satisfaction consists of a single dimension or a

number of separate dimensions. Some workers may be satisfied with certain aspects of

their work and dissatisfied with other aspects.It appears to be a positive correlation

between satisfaction in different areas of work. This suggests a single overall factor of

job satisfaction and it seems that there is no one general, comprehensive theory which

explains job satisfaction (Mullins 1996:522).

22

Some of the major factors which have a particular influence on job satisfaction include:

Frustration and alienation

The nature of technology

Meaningful work and the nature of supervision

Work and psychological well- being and

Stress at work

2.4.1 Frustration and alienation

Alienation refers to the detachment of the person from his or her work role. The concept

of alienation at work is associated originally with the views of Karl Marx. Marx saw the

division of labour in pursuit of profit, and exploitation by employers as a denial of the

workers’ need for self-expression. Workers become estranged from the product of their

work. Work no longer provided a satisfying experience in itself but, represented a

means of satisfying other external demands (Mullins 1996:523).

Mullins (1996:523) describes alienation in terms of four dimensions: powerlessness,

meaninglessness, isolation and self-estrangement:

Powerlessness denotes the worker’s lack of control over management policy,

immediate work process, or conditions of employment.

Meaninglessness stems from standardization and division of labour. It denotes

the inability to see the purpose of work done, or to identify with the total

production process or finished product.

Isolation is not belonging to an integrated work group or to the social work

organization, and not being guided by group norms of behaviour.

Self-estrangement is the failure to see work as an end in it or as a central life

issue. Workers experience a de-personalized detachment, and work is seen

solely as a means to an end.

2.4.2 The nature of technology

Technology relates to both the physical aspects of machines, equipment, processes

and work layout and the actual methods, systems and procedures involved in the

23

carrying out of work. Technology is therefore a major influence on the general climate of

the organization and the behaviour of people at work.

The nature of the job, the technological layout and the high level of noise restricted the

amount of social interaction and contacts that workers could have with each other. The

opportunities for interpersonal relationships were important, and when these

opportunities were missing, the workers felt deprived. The workers’ main contact with

authority was through the supervisors and this was an important factor in job

satisfaction. There was little contact with the managers and as a result relationships

with management were of little importance (Mullins 1996:524).

2.4.3 Meaningful work and the nature of supervision

According to (Mullins 1996:525) the nature and level of supervision is another factor

which can influence the satisfaction people derive from their work. Supervision involves

technical knowledge, human relations skills and co-ordination of work activities,

effective supervision is necessary for job satisfaction and for high levels of work

performance. Kind and thoughtful leader behaviour is likely to generate high worker

satisfaction. Supervisors who adopt a considerate manner towards their workers tend to

have the more highly satisfied work groups.

2.4.4 Work and psychological well- being

Mullins (1996:526) examined variations among jobs and types of work which enhances

or impair psychological well- being. Controlled experiments are carried out to change

the content of job in a direction predicted to increase employee well- being. Jobs were

designed to shift responsibilities from supervisors to teams of shop-floor workers.

Workers were given greater control over the pacing of their work, distribution of tasks

among themselves, and general organization of their time and effort.

24

2.4.5 Stress at work

There is little doubt that one of the adverse influences of job satisfaction, work

performance and productivity, and absenteeism and turnover is the incidence of stress

at work. It is a complex and dynamic concept and is a source of tension, frustration, and

can arise through a number of interrelated influences on behaviour, including the

individual, group, organizational and environmental factors (Mullins, 1996: 526

Mullins (1996:526) describes stress in human terms as any situation that is seen as

burdensome, threatening, and ambiguous or boring and is likely to induce stress. This

type of situation would normally strike the individual as deserving immediate attention or

concern and is viewed as unfortunate or annoying. There tends to be the feeling that the

situation should not exist, but because of it the person feels disappointed or annoyed

and eventually is prone to anxiety, depression, anger, hostility, inadequacy and low

frustration tolerance.

One potential major source of work stress arises from role incongruence and role

conflict. Role stress can lead to difficulties in communication and interpersonal

relationships and can have an adverse effect on morale, performance and effectiveness

at work and health.

Mullins (1996:527) suggested five organizational situations that are likely to create role

problems and therefore stress for the individual:

Responsibility for the work of others- reconciling overlapping or conflicting

objectives of groups and organisations, of groups and individuals, of self and

superiors.

Innovative functions- conflicting priorities and different psychological demands

between the routine and administrative aspects of the job and the creative side.

Integrative or boundary functions- the particularly stressful role to the co-

coordinator, link person or outside contact, perhaps due to the lack of control

over their demands or resources.

Relationship problems- difficulties with a boss, subordinates or colleagues.

25

Career uncertainty- if future career prospects become doubtful the uncertainty

can quickly become stressful and spread to affect the whole of a person’s work.

2.5 Consequences of job dissatisfaction

According to Kreitner &Kinicki (2004:177) people talk a great deal about the importance

of building employee satisfaction; they assume morale is critical to the functioning of

organisations. Job satisfaction does not influence organisations, but its effect is not

always as strong as one might expect.

The consequences of job dissatisfaction are as follows:

Organizational citizenship behaviour

Absenteeism

Withdrawal cognitions

Turnover

Perceived stress

Performance / job performance

2.5.1 Organizational citizenship behaviour

It consists of employee behaviours that are beyond the call of duty. In addition, research

demonstrated that employee’s citizenship behaviours were determined more by

leadership and characteristics of the work environment than by an employee’s

personality. It appears that, managerial behaviour significantly influences an employee’s

willingness to exhibit citizenship behaviours. This relationship is important to recognize

because employees OCB’s were positively correlated with their conscientiousness at

work, organizational commitment, and performance ratings (Kreitner &Kinicki

2004:213).

26

2.5.2 Absenteeism

Absenteeism is costly and managers are constantly on the lookout for ways to reduce it

and one recommendation has been to increase job satisfaction. If satisfaction

increases, absenteeism should decrease. Studies were done to link satisfaction and

absenteeism and the results were unlikely that the two can be linked because; the

increase in job satisfaction cannot influence absenteeism (Kreitner &Kinicki 2004:214).

2.5.3 Withdrawal cognitions

Although some people quit their jobs impulsively or in a fit of anger, most go through a

process of thinking about whether or not they should quit. Withdrawal cognition

encapsulates this though process by representing an individual’s overall thoughts and

feelings about quitting. Job satisfaction is believed to be one of the most significant

contributors. Results from this study imply that, managers can indirectly help to reduce

employee turnover by enhancing employee job satisfaction (Kreitner &Kinicki

2004:214).

2.5.4 Turnover

It is important to managers because it both disrupts organizational continuity and it is

very costly. Although there are many different things a manager can do to reduce

employee turnover; many of them revolve around attempts to improve employee’s job

satisfaction (Kreitner &Kinicki 2004:214).

Many factors from relating to individuals, either jobs, and economic conditions shape

decisions to move from one job to another. According to this conceptualization, job

dissatisfaction leads employees to think about quitting. In turn this leads to the decision

to search for another job. If the search is successful, the individual develops definite

intentions either to quit or to remain on the job. Voluntary turnoveris amodel that

scientists perceive as a complex process triggered by low job satisfaction. This leads

people to think about quitting and, then, to search for another job. Finally, they form

intentions to quit or to remain on their present jobs. At several steps in this process, the

27

probability of finding an acceptable alternative plays a role (Greenberg &Baron

2000:177-178). These steps are shown in Figure 2.5 below.

Figure 2.5: Voluntary turnover model, (Adapted from Green & Baron, 200:178)

2.5.5 Perceived stress

Stress can have very negative effects on organizational behaviour and individual’s

health. Stress is positively related to absenteeism, turnover, and coronary heart disease

and viral infections. It is hoped that managers would attempt to reduce the negative

effects of stress by improving job satisfaction (Greenberg &Baron 2004:214).

2.5.6 Job performance

One of the biggest controversies within OB research centers on the relationship

between job satisfaction and job performance. The researchers discovered that

employee job satisfaction is a key work attitude managers should consider when

attempting to their employee’s job performance. Researchers believe the relationship

between satisfaction and performance is understated due to incomplete measures of

individual levels of performance (Kreitner &Kinicki, 2004:214-215).

Gibson, Ivancevich, Donnelly &Konopaske (2003:108) warn that no manager should

conclude that personality is an unimportant factor in workplace behaviour, simply

because it is formed outside the organization. Gibson et al., (2003:108) define

personality as being “a relatively stable set of characteristics, tendencies and

Job

satisfaction

Thoughts of

quitting

Intention to

search for

new job

Intention to

quit or stay Action quit

or stays

Thoughts of

quitting

Probability of finding

an acceptable

alternative job

28

temperaments that have been significantly formed by inheritance and by social, cultural

and environmental factors”.

Cultural forces

Hereditary forces

Social class and other

group membership

forces

Family

Relationships forces

Figure: 2.6: Forces influencing personality (Source: Gibson et al., 2003:109)

Figure2.6 shows that four major forces, namely cultural forces, heredity forces, family

relationship forces, and social class and other group membership forces influence an

individual’s personality, which makes a person unique or different.

Bergh &Theron (2006:475) mention that a person’s core evaluations, based on traits of

self- esteem, neuroticism, focus of control and self – efficacy, influence the level of work

satisfaction experienced. It is said that people with an internal locus of control and high

levels of self- efficacy experience more job satisfaction and general life satisfaction,

because they feel enabled to manipulate their environments and therefore possibly feel

more intrinsically responsible for creating their own job satisfaction.

Bergh &Theron (2006) mention that a meaningful job is an important factor of job

satisfaction and a job should include a fair amount of variety, freedom, the use of one’s

skills and abilities, and the receipt of feedback on one’s job. The authors state that a job

The individual’s

Personality

29

should be moderately challenging; if it is too challenging it will cause frustration and

feelings of failure, and if it is not challenging enough, a person will become bored.

2.6 Measuring job satisfaction

According to Greenberg &Baron (2000:172) people have many different attitudes

towards various aspects of their jobs, which are not as easy to assess as you might

think. You cannot directly observe an attitude, after all, and you cannot accurately point

in for its existence based on people’s behaviour. So, for the most part we must rely on

what people tell us to determine their attitudes.

Greenberg &Baron (2000:172) further state that people generally are not open about

this subject and they keep much of what they feel to themselves. Sometimes our

attitudes are so complex and it is difficult to express them in any coherent fashion even

if we are willing to do so. Social scientists have worked hard to develop reliable and

valid instruments designed to systematically measure job satisfaction.

Luthans (1998:144) suggested that there are five job dimensions that represent the

most important characteristics of a job about which people have affective responses.

These are work itself, pay, promotions, supervision and working conditions.

2.6.1 Work itself

The content of the work itself is a major source of satisfaction. Some of the most

important ingredients of a satisfying job uncovered by surveys include interesting and

challenging work, work that is not boring, and a job that provide status(Luthans

1998:145).

2.6.2 Pay

Wages and salaries are recognized to be a significant but cognitively complex and

multi-dimensional factor in job satisfaction. Money not only helps people attain their

basic needs but is instrumental in providing upper level need satisfaction. Employees

often see their contributions to the organization (Luthans 1998:145).

30

2.6.3 Promotions

Promotional opportunities seem to have a varying effect on job satisfaction. This is

because promotions take a number of different forms and have a variety of

accompanying rewards i.e. individuals who are promoted on the basis of performance.

This helps us to understand or explain why executive promotions may be more

satisfying than promotions that occur at the lower level of organisations(Luthans

1998:145).

2.6.4 Supervision

It is another moderately important source of job satisfaction. It can be said that there

seem to be two dimensions of supervisory styles that affect job satisfaction. One is

employee centeredness, which is measured by the degree to which a supervisor takes

a personal interest in the employee’s welfare. It commonly is manifested in ways such

as checking to see how well the subordinate is doing, providing advice and assistance

to the individual and communicating with the worker on a personal as well as an official

level. The other dimension is participation or influence as illustrated by managers who

allow their people to participate in decisions that affect their own jobs. In most cases this

approach leads to higher job satisfaction (Luthans 1998:146).

2.6.5 Working conditions

They have a modest effect on job satisfaction. It the working conditions are good (clean,

attractive surroundings); the personnel will find it easier to carry out their jobs. If the

working conditions are poor (hot, noisy surroundings), personnel will find it more difficult

to get things done. The effect of working conditions on job satisfaction is similar to that

of the work group. If things are good, there may or may not be a job satisfaction

problem; if things are poor, there very likely will be. When there are complaints about

working conditions, these sometimes are really nothing more than manifestations of

other problems (Luthans 1998:146).

31

2.7 Several useful techniques

Rating scales or questionnaires

Critical incidents and interviews

Milton (1981: 159) states that it is important to measure job satisfaction to understand

the source of satisfaction and dissatisfaction andto learn what areas of the workplace

workers are satisfied with or dissatisfied with It is also important to understand the

satisfaction performance relationship, understand the relationship between

dissatisfaction and training, absenteeism, turnover and other possible consequences of

dissatisfaction.

2.7.1 Rating scale and questionnaires

These are most used common approaches to measure or in measuring job satisfaction

and it involves questionnaires in which highly specialized rating scales are completed.

Using this method, people answer questions, thereby allowing them to report their

reactions to their jobs (Greenberg &Baron 2000:172).

One of the most popular questionnaires is the Job Descriptive Index (JDI), in which

people indicate whether each of the several adjectives describes a particular aspect

their work. Questions on the JDI deal with five (5) distinct aspects of jobs such as work

itself, pay,promotional opportunities,supervision and people.

Another widely used measure, the Minnesota Satisfaction Questionnaire (MSQ), uses a

different approach. In this scale, people rate the extent to which they are satisfied or

dissatisfied with various aspects of their jobs. For example pay and chances for

advancement). Higher scores reflect higher degrees of job satisfaction(Greenberg

&Baron, 200:173). According to (Siegel &Lane 1987:426) MSQ rating uses five point

scales ranging from very dissatisfied, neutral to very satisfied and the intrinsic and

extrinsic components of job satisfaction are measured.

The way I feel in my present job

Very dissatisfied

Dissatisfied Neutral Satisfied Very Satisfied

32

Being able to keep busy all the time

Afforded an opportunity to on my own

The way steady employment is provided

Working conditions

Figure 2.7: Minnesota satisfaction questionnaire (Source: Siegel &Lane, 1987:428)

Advantages of rating scales and questionnaires are that they can be completed quickly

and efficiently by many people and when the same questionnaire is already been

administered to thousands of individuals, average scores for people in many kinds of

jobs and types of organisations become available.

This allows the scores of people in a given company to be compared with these

averages and measures of relative satisfaction to be obtained.

2.7.2 Critical Incidents Technique (C.I.T)

It is the second procedure for assessing job satisfaction in which individuals describe

events relating to their work they found to be especially satisfying or dissatisfying. Their

replies then are examined to uncover underlying themes i.e. if many employees

mentioned on the job situations in which supervisors treated them rudely or praised

supervisors for sensitivity during a difficult period, this suggests that supervisory style

plays an important role in their job satisfaction (Baron &Greenberg 2000:173-174).

2.7.3 Interviews

In this type of procedure, job satisfaction is measured by carefully interviewing

employees in face to face sessions (Greenberg &Baron 1997:181). Siegel &Lane

1987:429) explain interviews are not frequently used due to the high cost and

generation of subjective information that is difficult to interpret.

33

After carefully analyzing the different ways of measuring job satisfaction, and

considering the pros and cons of using one of these ways, the researcher opted to use

questionnaires as a means of data gathering or collection instrument or tool for job

satisfaction because other methods are expensive and are more time-consuming as

compared to questionnaires.

2.8 The causes of job satisfaction

There are five predominant models of job satisfaction focused on different causes. They

are needs fulfillment, discrepancies, value attainment, equity, and dispositional / genetic

components.

2.8.1 Needs fulfillment

These models propose that, satisfaction is determined by the extent to which the

characteristics of a job allow an individual to fulfill his/her needs. Although these models

generated a great degree of controversy, it is generally accepted that needs fulfillment

is correlated with job satisfaction (Kreitner & Kinicki, 2004: 210-211).

2.8.2 Discrepancies

These models propose that satisfaction is a result of met expectations. Met

expectations represent the difference between what an individual expects to receive

from a job such as good pay and promotional opportunities, and what he / she actually

receives.When expectations are greater than what is received, a person will be

dissatisfied.

In contrast, this model predicts the individual will be satisfied when he/she attains

outcomes above and beyond expectations (Kreitner &Kinicki, 2004:211).

2.8.3 Value attainment

The idea underlying value attainment is that, satisfaction results from the perception that

a job allows for fulfillment of an individual’s important work values. In general, research

consistently supports the prediction that value fulfillment is positively related to job

satisfaction. Managers can thus enhance employee satisfaction by structuring the work

34

environment and its associated rewards and recognition to reinforce employee’s values

(Kreitner &Kinicki, 2004:211).

2.8.4 Equity

In this model, satisfaction is a function of how fairly an individual is treated at work.

Satisfaction results from one’s perception that work outcomes, relative to inputs,

compare favourably with a significant other’s outcomes / inputs (Kreitner& Kinicki,

2004:211).

2.8.5 Dispositional / Genetic components

Have you noticed that some of your friends appeared to be satisfied across a variety of

job circumstances; whereas others always seem dissatisfied? This model of satisfaction

attempts to explain this pattern specifically.The dispositional / generic model is based

on the belief that job satisfaction is partly a function of both personal traits and

generically/generic factors. As such, this model implies that stable individual differences

are just as important in explaining job satisfaction as are characteristics of the work

environment.

Although only a few studies have tested these propositions, results support a positive,

significant relationship between personal traits and job satisfaction over time periods

ranging from two to 50 years. Generic factors were found to significantly predict life

satisfaction (Kreitner &Kinicki, 2004:211-212).

2.9 Strategies to improve job satisfaction

Various strategies to improve job satisfaction are as follows:

Set new challenges for your employees: if you reveal that an employee isstuck in a

job because of lack of education or a downturn in the economy, it does not mean his

or her work has become drudgery. With a little imagination, he/she can create new

challenges and make the best of the job he/shehas. Here are some ideas for helping

him /her in this situation.

35

Improve job skills: let employee imagining himself / herself in dream job;

the employee might envision himself as an excellent project manager- a

confident communicator and a highly organized person

Let the employee develop his/her own project. TheEmployee can take on

a project that can motivate him and give him a sense of control. Start

small, such as organising a work related celebration, before moving on to

larger goals.

Let the employee mentor a co-worker: Once an employee mastered a job,

he may find it becoming routine. Helping a new co-worker or an intern

advance his her skills can restore the challenge and the satisfaction he or

she desires.

zeniresearch.org.in/(2012)

Match employee abilities with responsibilities: if employee’s abilities may not

match his responsibilities, the job becomes boring. Following are some

suggestions:

Break up the monotony: Take advantage of the work breaks. Read, listen to

music and go for a walk. Even write anemail.

Cross – training: if the work consists of repetitive tasks, such as entering data

or working on an assembly line, talk with the boss about training for different

tasks to fight boredom.

Volunteer for something different: if an employee hears that his company is

launching a new project, he can volunteer for the work team.

Growth opportunities: providing employees better growth opportunities is very

important as far as understanding their abilities are

concerned.zeniresearch.org.in/2012

Keep your employees always positive: inculcate positive thinking in your

employees to reframe their thought process about their job. Changing your

attitude about work will not necessarily happen overnight or increase the job

satisfaction overnight. Following are some techniques:

36

Stop negative thoughts: pay attention to the messages an employee gives

himself. When he catches himself thinking his job is terrible, stop the

thought in its tracks.

Put thingsin perspective: remember everyone encounters good days and

bad days on the job.

Look for the silver lining: reframing can help an employee find the good in

a bad situation. For example; an employee receives a less than perfect

performance appraisal and his boss warns him to improve or move to

another job. Instead of taking it personally or looking for another job right

away, look for the silver lining. The silver lining may be attending

continuing education classes or working closely with a performance coach

and having the satisfaction of showing the boss that you are capable of

change.zeniresearch.org.in/2012

Energize employees: the power of recognition

There is more than enough research to show people are more motivated by

recognition than money. Especially the young blood (generation) with lower

experience as they are already very energetic and dynamic. Cultivating and

motivating them through “recognition” enhance their job satisfaction reduces

attrition rates. It can be provided by the following means;

Increasing their roles and participation

Involving them in decision making process

Empathize with employees and;

Providing succession and career planning opportunities

zeniresearch.org.in/2012

Empower people around us

The three general rules for a boss empowering the people around are

appreciation, approval, and attention. The boss has to voice his or her thanks

and gratitude to others on every occasion. He/ she must praise them for every

accomplishment and pay close attention to them when they talk and want to

interact with their boss. These three behaviours alone will make a boss a master

37

of human interaction and will greatly empower the people around

us.zeniresearch.org.in/2012

Proper management style

The relationship between the manager and subordinates is a very critical one; if

the manager or supervisors are disrespectful or unconcerned about their

subordinate’s emotions, the job satisfaction level is always going to be low, no

matter what the other instrumental factors are. Nobody likes discriminatory

treatment, insulting remarks or overly authoritative behaviour. Employees should

feel at ease in the workplace, therefore the supervision should not unnecessarily

break the comfort level. zeniresearch.org.in/2012

A good salary package can cancel out various minor issues

Probably the most influential factor in job satisfaction is the remuneration one

gets for his job; a reasonable pay will compensate for many hitches, for example

workload, overtime or even a stressful job. Job satisfaction is directly related to

remuneration packages and dissatisfaction mostly come up when a worker feels

that he is not being appropriately compensated for the work he/she is doing for

the company. zeniresearch.org.in/2012

Design jobs that motivate

There are five factors of job design that typically contribute to people’s enjoyment

of a job which leads to job satisfaction:

Skill variety: increasing the number of skills that individuals use while

performing work.

Task identity: enabling people to perform a job from start to finish.

Task significance: providing work that has a direct impact on the

organization or its stakeholders.

Communicate the results of people’s work.zeniresearch.org.in/2012

38

2.10 Conclusion

In Chapter Two the researcher explored the importance of job satisfaction, factors

affecting job satisfaction, consequences of job satisfaction and dissatisfaction,

measuring instruments of job satisfaction and the strategies for improving job

satisfaction. Some organisations having stated the importance of human resources

managementin an organization still pay less attention to the importance of job

satisfaction. Job satisfaction is being determined by how outcomes meet or exceed

expectations. This chapter also discussed reasons of employee’s dissatisfaction and the

ways for improving job satisfaction which ultimately lead to vibrant growth of an

organization by keeping the experienced, trained, talented and skilled employees with a

company to achieve a competitive environment in today’s globally competitive era of

business.

The next chapter which is chapter Three will discuss in detail the research methodology

that will be used.

39

CHAPTER 3: RESEARCH METHODOLOGY

3.1 Introduction

In Chapter 2, job satisfaction theories, factors influencing job satisfaction, motivational

factors, measuring instruments and strategies were discussed.

In this chapter, the researcher will outline method(s) that can be used to collect data.

3.2 Method of data collection

The are several methods which can be used for collecting data; namely questionnaires,

interviews, observation, records and experiments (Treece &Treece, 1982:190).In this

survey, a positivistic methodology is when a sample is drawn from a population and

studied to make inferences about a population (Collis &Hussey, 2003:66). The

researcher chose to use questionnaires as a method to ask the survey questions as it is

less expensive and the writer wanted the respondents to remain anonymous so that

they respond with ease to the questions posed to them.

According to Treece &Treece (1982:228) questionnaire study has advantages and

disadvantages;

3.3.1 Advantages of questionnaire

Questionnaire can be useful if you want to investigate or observe a literate group of the

population

It is a rapid and efficient method of gathering information

It is inexpensive to conduct

The researcher is able to gather information from a widely distributed sample

Respondents remain anonymous and this makes them free to divulge

confidential information

The advantage of using these types of questions is that, values can be assigned

to the different responses.

40

3.3.2 Disadvantages of questionnaires

A very long questionnaire can waste the participant’s time or they can end-up submitting

an incomplete questionnaire due to its length.

The instrument is unable to probe a topic without becoming lengthy

A respondent may walk out or disregard any item he/she chooses without giving

an explanation

The amount of information that can be gathered is limited by the respondent’s

available time. Usually respondents do not take more than 25 minutes to answer

a questionnaire

The researcher cannot observe the respondent’s nonverbal clues

Some items may be misunderstood (Treece &Treece, 1982:228).

3.4 Construction of questionnaires

According to Leedy &Ormrod (2001:202) questionnaires can be constructed by

following these guidelines:

Keep it short

Use simple, clear, unambiguous language

Word your questions in ways that do not give clues about preferred or more

desirable responses

Keep respondent’s task simple

Conduct a pilot study

According to Collis &Hussey (2003:173) questionnaires are associated with both

positivistic and phenomenological methodologies. A positivistic approach suggests that

closed questions should be used, whereas a phenomenological approach suggests

open- ended questions. The questions in the questionnaire were constructed in the

same format as those in the previous chapters and the questions discussed in Chapter

Two seek to know whether those questions are widespread at the selected institutions.

Therefore, respondents were asked to respond to close- ended questions which were

mostly asked in this study. According to Treece &Treece (1982:230) closed – ended

questions are those in which the respondent’s answers are limited to the choices

offered to them.

41

The resultant questionnaire is attached as Appendix A. The questionnaire was divided

into six (6) sections. The sections were designed as follows:

Section A : Demographic information

Section B: Personality job fit

Section C: Job context (intrinsic)

Section D: Job context (extrinsic)

Section E: Organisational environment

Section F: Macro environment

Section A required the respondents to give personal information such as gender, age,

race, work experience and current position. Each question had provided limited answer

options where the respondent had to write the correct answer in the block provided.

Section B, C, D, E and F were developed on a Likert type scale where employees had

to indicate the extent to which they agreed with each question. Likert scale varied from

“Strongly Agree”, “Agree”, to “Uncertain”, “Disagree”, and Strongly Disagree”. All the

questions were formulated in a fair and positive manner.

3.4.1 Demographic information

It is mostly used to describe the personality traits (characteristics) of respondents in a

survey.

3.4.2 Age

Respondents had to indicate as to which age brackets they belong to. This information

could be indicated by number of years these officers served in their respective positions

and to determine which generation dominated in the institution in terms of age and

experience. It could indicate which age group seemed to be more satisfied or

dissatisfied in their jobs.

3.4.3 Gender

The respondents were required to indicate their genders and this was done to

determine how many male and female, warrant officers and constables were

represented in Crime Intelligence, Protection and Security Services (SAPS) King

42

William’s Town(KWT) and whether the respondents were representative of both

genders.

3.4.4 Race

The information provided in terms of whether all racial groups were adequately

represented by the sample and to provide information as to unsatisfactory was

experienced or limited to one or more racial groups.

3.4.5 Work experience

The respondent’s years in the same job were recorded as from between eight to 19 in

one posts.

3.4.6 Section B: Personality job fit

According to George &Jones (1999:86) personality is an important factor affecting job

satisfaction. Questions were asked to respondents in this section and the Likert scale

was used to measure the responses and three (3) questions were asked in this section.

3.4.7 Section C: Job context (intrinsic)

The job context refers to motivational factors as described by Herzberg in his two-factor

theory. In this section, 11 questions were asked in terms or concerning job context. The

questions were based more on promotion, workload, personal and professional growth,

feedback on performance, job expectations, opportunities and recognition. The Likert

scale was used to measure the respondent’s responses in terms of job context

(intrinsic).

3.4.8 Section D: Job content factors (extrinsic)

Two-factor theories by Herzberg were described in Chapter Two above and hygiene

factors are job context factors. Hygiene factors can cause dissatisfaction if not

addressed properly. Herzberg viewed these factors as they can bring an employee to a

state of zero motivation and in this state an employee is either satisfied or dissatisfied.

Likert scale questions were constructed as it was the case with Section B & C above.

43

The questions in this section were based more on general working conditions,

remuneration, and rotation of staff, co-workers interaction, salary increases, promotion

system, appraisals, current position and training programmes. It required a qualitative

approach to analyze it. There were 16 questions constructed for respondents in this

section.

3.4.9 Section E: Organisational environment

It dealt with the factors that affected the job satisfaction of employees in the

organization and five 5 questions were asked to measure the levels to which it affected

the employee’s satisfaction in the organization.

3.4.10 Section F: Macro environment

This section dealt with the factors that are out of the organization but had a direct

impact in the organization. These factors were political factors, physical and

technological factors that can affect the levels of job satisfaction of warrant officers and

constables. In this section, seven questions were constructed for respondents.

3.5 Presentation of data

Leedy (1997:287) states that it is imperative for data to be presented as evidence for

the conclusions to be drawn. Some of the ways of presenting data are charts; graphs;

statistical summaries and tables. Treece &Treece (1982:307) further state that, the data

must be presented in a visual form that demonstrates whether the hypothesis was

accepted or rejected. In this study the researcher wanted to evaluate and compare the

levels of job satisfaction shown by warrant officers and constables in the Buffalo City

metropolitan area. Data collected for the study purposes were presented and the

researcher gave the explanation of the presentation.

3.5.1 Presentation of the data for warrant officers and constables

Of the 15 questionnaires that were sent out, six of them were completed by warrant

officers and another six of the constables responded. This translated to 40% responses

44

from warrant officers and 40% from constables. This was regarded as sufficient for the

purpose of the study.

3.6 The pilot study

Collis &Hussey (2003:175) are of the opinion that, it is essential that you pilot or test

your questionnaire as fully as possible before distributing it. The researcher opted to

use the clerks at his place of work to test the study and the colleagues took the roles of

respondents even if they were not familiar with the whole study. The members, who

were utilized when we tested the study, were automatically excluded from responding to

the final questionnaires to avoid duplication of the roles.

3.7 Validity and reliability of the questionnaire

3.7.1 Validity

It can also be explained as an outcome that you get when you are doing an experiment

and the results are valid for the particular experiment.

According to Dooley (1984:51) validity refers to whether a test measures what it is

supposed to measure, i.e. stepping on the bathroom scales and reading the indicated

number could be regarded as a valid measure of weight. But this procedure would not

be regarded as a valid measure of intelligence or social skills. This validity is not

inherent in a measure but is a function of the fit of a measure and its label.

3.7.2 Reliability

It refers to the consistency of a measure and if there is good agreement between

parallel forms or between different raters using a measure For example,if two friends

measured your height using the same yardstick on the same occasion; you expect them

to arrive nearly at the same result (Dooley 1984:51).

3.8 Sampling

According to Marshall &Rossman (1999:69), when the focus of the study is on a

particular population, the researcher should present a strategy for sampling that

45

population. Reaves (1992:94) states thatasample is a smaller group of unit chosen from

the population that you actually decide to study, or measure, and the study focused on

two units such as warrant officers and constables. Warrant officers and constables were

randomly selected using purposive sampling style.

3.9 Sample size and selection

Sampling was conducted with 15 individuals and as a result of a number of sections at

Crime Intelligence, Protection and Security Services in King William’s Town at the

Buffalo City Metropolitan municipality area, the author decided it was best to get

participation from employees from all the other sections.

3.10 Collection of data

On completion of the questionnaires, the researcher distributed them to participants by

hand as the participants were in the same premises as the researcher. The participants

were asked to complete the questionnaires and return them to the researcher.

3.11 Capturing and editing of data

All the received questionnaires were captured into a spreadsheet document. The

spreadsheets were into four categories. This information was used to generate bar

graphs/ charts for analysis.

3.12 Analysis of data

The analysis of the graphs from the results is covered in Chapter Four of this study.

A total of 15 questionnaires were distributed to participants and response rate for survey

was shown in Table 3.1.

Table 3.1: (Analysis of data)

Total Questionnaires Total Response Response Rate

15 12 80%

The participants that did not respond were only three.

46

3.13 Conclusion

In this chapter a questionnaire was used as a method of data collection in this study.

The questionnaire was constructed according to the information gathered from the

previouschapters. A manner of distribution of the questionnaires to the respondents

namely, warrants officers and constables in the Buffalo City metropolitan area were also

identified. It has been found that productivity leads to satisfaction and dissatisfied

employees tend to stay away from work more than their counterparts (satisfied)

employees.

In the next chapter, the results of the study will be presented and interpreted.

47

CHAPTER 4: ANALYSIS AND INTERPRETATION OF DATA

4.1 Introduction

In Chapter Three the researcher dealt with the construction of the questionnaire and in

this chapter the researcher is concerned with the interpretation of the presented data.

The results from the empirical study are presented and analysed. According to Treece &

Treece (1982:307) state that data can be presented in a number of ways namely;

charts, tables, graphs and statistical summaries and have to be in a visual form to

demonstrate whether the hypothesis was accepted or rejected. The aim of the study

was to evaluate levels of job satisfaction experienced by employees at Crime

Intelligence, Protection and Security Services in King William’s Town. According to

Creswell &Clark (2007:133) presenting qualitative research results may involve a

discussion of the evidence for the themes or categories as well as a presentation of

figures that depict the physical setting of the study. A total of 15 questionnaires were

distributed to respondents and 12 were returned which response rate represented 80

per cent and was sufficient for the purpose of this study.

The results drawn from the questionnaire in Section A will be analysed and interpreted.

4.2 Analysis of demographic information

The purpose of Section A was to collect demographic information of the respondents to

describe the characteristics of the respondents in this study. This section is categorized

in terms of age, years in the service, gender and race.

4.2.1 Age

Question 2 of Section A required of the respondents to indicate their age group.One

respondent fell in the age bracket of 26-30 years, five respondents were in the bracket

of 31-40 years and six respondents indicated that they fell in the age bracket of 41-50

years as can be seen in Table 4.1 below.

48

Table 4.1: Responses in terms of Age

AGE RESPONSE

20-31 yrs. 1 (8.5%)

31-40YRS 5 (41.5)

41-50YRS 6 (50%)

The researcher isusing the columns and graphs to analyse and interpret data

Figure 4.1: Responses in terms of age

4.2.2 Years in the service

Question 3 of Section A required the respondents to state their number of years in the

service serving the institution or organisation. Six (6) (50%) of the respondents were

more than ten years in the service and the other six (6) (50%) of the respondents were

between 8-10 years of service. It was evident from the equal response received from

the respondent’s thatall the respondents had more than five(5) years of service and

that means they are an experienced group(s).

1

56

0

5

10

15

20-31 yrs 31-40YRS 41-50YRS

No

of

resp

on

de

nts

Section A: Question 2(Age)

49

Table 4.2: shows response with regard to years of service.

Years of service Response

more than 10 yrs. 6 (50%)

Figure 4.2: Responses in terms of service

4.2.3 Gender

Gender in terms of Section A Question 5 required the respondents to indicate the

gender of 12 respondents and was found that ten(10) (83.5%)were males and two (2)

(16.5%) were females.

Table 4.3: Response in terms of gender

GENDER RESPONSE

MALE 10 (83.5%)

FEMALE 2 (16.5%)

Figure 4.3 Responses in regard to gender

6 6

0

1

2

3

4

5

6

7

5-10 yrs more than 10 yrs

NO

OF

RES

PO

ND

ENTS

Section A: Question 3response with regard to years of

service

50

4.2.4 Race

In this part of SectionA in Question 6, the respondents are required to indicate their race

and the results are shown below;

Table 4.4: response in terms of Race

Race Response

Asian 1 (8.5%)

BLACK 8 (66.5%)

COLOURED 2 (16.5%)

WHITE 1 (8.5%)

Figure 4.4: response with regard to race

10

2

0

2

4

6

8

10

12

MALE FEMALE

NO

OF

RES

PO

ND

ENTS

Section A: Question 5(Gender)

51

It is evident as presented above that, the majority of warrant officers and constables

eight (8) (66.5%) were blacks. Coloureds were also represented with two (2) (16.5%)

respondents and Asians one (1) (8.5%) and whites represented with one (1) (8.5%)

respondent respectively.

4.3 Qualitative analysis of data

Sections on the questionnaire are categorized into the following ways:

Section B focused on the personality-job fit

Section C based on the job content

Section D focused on the job context

Section E : organisational environment

Section F of the questionnaire focused on the macro environment

4.4 Personality job fit (Section B)

Gibson, Ivancevich, Donnelly &Konopaske (2003:108) warn that no manager should

conclude that personality is an unimportant factor in workplace behaviour simply

because it is formed outside the organization. Gibson et al. (2003:108) define

personality as being “a relatively stable set of characteristics, tendencies and

1

8

2

1

0

1

2

3

4

5

6

7

8

9

Asian BLACK COLOURED WHITE

no

of

resp

on

de

nts

Section A:Question 6Race

52

temperaments that have been significantly formed by inheritance and by social, cultural

and environmental factors”. Newstrom &Davis (2002:208-210) state that job

satisfaction is a set of favourable feelings and emotions with which employees view

their work. It is an affective work. It is an affective attitude, a feeling of relative like or

dislike towards something. Therefore, attitudes consist of feelings, thoughts and

intention to act.

Table 4.5 Personality job fit

Strongly

agree

Agree Uncertain Disagree Strongly

disagree

1. I believe there is a good link

between my job and my

personality

4

(33.5%)

5

(41.5%)

2

(16.5%)

1

(8.5%)

0

(0%)

2. I believe I have personality

traits that helps me cope with

my job

4

(33.5%)

5

(41.5%)

2

(41.5%)

0

(0%)

1

(8.5%)

3. It is very important to

personally do my work

8

(66.5%)

4

(33.5%)

0

(0%)

0

(0%)

0

(0%)

In this part of Section B, the respondents showed that their personalities fit with their

jobs as the majority strongly agreed and agreed that their personalities do fit their jobs.

Only one respondent strongly disagree to the fact that his/her personality and the job is

a good match and the other respondent also disagreed that he/she had a necessary

personality to fit with the job. Two of the respondents were uncertain whether their

personalities do fit with their jobs. It can be concluded from these findings that the

people employed by the institution are suitable candidates to occupy these posts and

the results are demonstrated in terms of graphs (See Figure 4.5 below).

Job personality fit responses to question 2 of section B

53

4.5 Job context (SECTION C)

Herzberg’s model basically assumes that job satisfaction is not a one-dimensional

concept and his research leads to the conclusion that two continua are needed to

interpret job satisfaction correctly (Ivancevich, et al., 1997). These are the factors which

are related to job context; they are concerned with job environment and extrinsic to the

job itself. These factors are the “hygiene” factors (analogous) to the medical term

meaning preventive and environmental or maintenance factors. They serve to prevent

dissatisfaction. These factors include promotion, recognition, opportunities,

expectations, work load and growth. Robbins (2001:22) stresses the importance of a

meaningful, intrinsically rewarding and challenging job.

4

5

2

0

1

0

1

2

3

4

5

6

stronglyagree

agree uncertain disagree stronglydisagree

no

of

res

po

nd

en

tsSection B: Question 2Personality and job fit

54

The results are shown below as Table 4.6

Table 4.6: (Insert caption)

Strongly

agree

Agree Uncertain Disagre

e

Strongly

disagree

1. Freedom to use my

own judgments

1

(8.5%)

4

(33.5%)

3

(25%)

2

(16.5%)

2

(16.5%)

2. The chance to use my

own discretion on the

job

3

(25%)

3

(25%)

1

(8.5%)

3

(25%)

2

(16.5%)

3. The way my co-

workers get along with

each other

0

(0%)

3

(25%)

5

(41.5%)

2

(16.5%)

2

(16.5%)

4. The chance to do

different things from

time to time

1

(8.5%)

6

(50%)

2

(16.5%)

0

(0%)

3

(25%)

5. The way company

policies are put into

practice

0

(0%)

4

(33.5%)

5

(41.5%)

2

(16.5%)

1

(8.5%)

6. The chances for

advancement on this

job

1

(8.5%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

1

(8.5%)

7. My job provides steady

employment

3

(25%)

5

(41.5%)

3

(25%)

0

(0%)

1

(8.5%)

8. I am satisfied with my

chances of promotion

2

(16.5%)

0

(0%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

9. I receive recognition for

my efforts

1

(8.5%)

0

(0%)

3

(25%)

5

(41.5%)

3

(25%)

10. The feeling of

accomplishment I get

from the job

1

(8.5%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

1

(8.5%)

11. There are opportunities

for growth in this

institution

0

(0%)

2

(16.5%)

3

(25%)

3

(25%)

4

(33.5%)

55

Figure 4.6 responses to question 9 (section C – JOB CONTENT (INTRINSIC)

4.6 Job content (Section C)

In Question one it was evident from the people agreed that they were afforded the

opportunity to use their own judgments when it comes to job content (intrinsic). In

Question 2 the respondents were able to use their own discretion on the job as

respondents strongly agreed and agreed with Question two and the other 2 respondents

also disagreed with the statement. In Question 4 (Chance to do different things from

time to time) six (6) respondents agreed through their responses that they are given

chances from time to time. Question (steady employment) 5 respondents agreed with

the statements and in Question 10 the feeling of accomplishment from the job was

recorded with four respondents agreeing to that statement.

1

0

3

5

3

0

1

2

3

4

5

6

strongly agree agree uncertain disagree stronglydisagree

no

of

resp

on

den

ts

Section C: Job contentQuestion 9

56

4.7 Uncertain response to Section C

The way my co-workers get along with each other (Question 3) of the questionnaire

recorded that five respondents were uncertain whether the co-workers get along with

each other. In Question 5 the respondents were uncertain as whether the company

policies are put into practice and in Question 6 the respondents were uncertain about

their chances of advancement on the job and the feeling of accomplishment they get

from the job and of the respondents , four (4) are uncertain about this statement.

Figure 4.7: Responses to Question 5 (Section C- job content)

4.8 Negative responses to Section C

Question 8 (chances of promotion), Question 9 (the recognition for efforts) and Question

11 (the opportunities for growth in this institution) received more responses towards

disagree and strongly disagree and Question 2 (chances to use my discretion) and the

respondent’s responses (3) disagreed with the statement.

0

3

0

6

3

0

1

2

3

4

5

6

7

stronglyagree

agree uncertain disagree stronglyagree

no

of re

sp

on

de

nts

section c: job contextquestion 5

57

4.8.1 Nature of the job (Section C job context)

This section of the study provide an information on how the participants feel about

his/her job and how is being acknowledged by the management.

Table 4:7 Job context factors affecting intrinsic motivation and thus job

satisfaction.

Strongly

Agree

Agree Uncertain Disagree Strongly

disagree

1. Freedom to use my

own judgments

1

(8.5%)

4

(33.5%)

3

(25%)

2

(16.5%)

2

(16.5%)

2. The chance to use my

own discretion on the

job

3

(25%)

3

(25%)

1

(8.5%)

3

(25%)

2

(16.5%)

3. The way my co-

workers get along with

each other

0

(0%)

3

(25%)

5

(41.5%)

2

(16.5%)

2

(16.5%)

4. The chance to do

different things from

time to time

1

(8.5%)

6

(50%)

2

(16.5%)

0

(0%)

3

(25%)

5. The way company

policies are put into

practice

0

(0%)

4

(33.5%)

5

(41.5%)

2

(16.5%)

1

(8.5%)

6. The chances for

advancement on this

job

1

(8.5%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

1

(8.5%)

7. My job provides steady

employment

3

(25%)

5

(41.5%)

3

(25%)

0

(0%)

1

(8.5%)

8. I am satisfied with my

chances of promotion

2

(16.5%)

0

(0%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

9. I receive recognition for

my efforts

1

0

3

5

3

58

(8.5%) (0%) (25%) (33.5%) (25%0

10. The feeling of

accomplishment I get

from the job

1

(8.5%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

1

(8.5%)

11. There are opportunities

for growth in this

institution

0

(0%)

2

(16.5%)

3

(25%)

3

(25%)

4

(33.5%)

Figure 4.8: Question 9 responses to Section C- job content

4.9 Section D: Job context (extrinsic)

Extrinsic factors have a modest effect on job satisfaction. If the working areais good

(clean, attractive surroundings); the personnel will find it easier to carry out their jobs. If

the working conditions are poor (hot, noisy surroundings), personnel will find it more

difficult to get things done. The effect of working conditions on job satisfaction is similar

to that of the work group. If things are good, there may or may not be a job satisfaction

problem; if things are poor, there very likely will be. When there are complaints about

working conditions, these sometimes are really nothing more than manifestations of

other problems (Luthans 1998:146).

1

0

3

5

3

0

1

2

3

4

5

6

Strongly Agree Agree Uncertain Disagree StronglyDisagree

no

of

res

po

nd

en

ts

Section C: Negative responseQuestion 9

59

4.9.1 Section D: Job context (extrinsic)

Job context factors are extrinsic to the job itself and related to the job environment itself

and related to the job environment; they lead to job dissatisfaction.

Table 4.8: Job context: Section D

Strongly

Agree

Agree Uncertain Disagree Strongly

disagree

1. The working conditions

are good

1

(8.5%)

4

(33.5%)

3

(25%)

4

(33.5%)

0

(0%)

2. The praise I get for doing

a good job

2

(16.5%)

2

(16.5%)

2

(16.5%)

4

(33.5%)

2

(16.5%)

3. The competence of my

Manager in making

decisions

0

(0%)

5

(41.5%)

2

(16.5%)

3

(25%)

2

(16.5%)

4. The way my boss handle

his or her subordinates

0

(0%)

4

(33.5%)

1

(8.5%)

3

(25%)

4

(33.5%)

5. The chance to work

independently on the job

1

(8.5%)

3

(25%)

4

(33.5%)

2

(16.5%)

2

(16.5%)

6. I have trust and faith in

the words of my

supervisor/manager

1

(8.5%)

3

(25%)

3

(25%)

4

(33.5%)

1

(8.5%)

7. My manager treats me

fairly

1

(8.5%)

5

(41.5%)

1

(8.5%)

5

(41.5%)

0

(0%)

8. I am kindly satisfied with

the benefits I receive

1

(8.5%)

4

(33.5%)

2

(16.5%)

4

(33.5%)

1

(8.5%)

9. Atmosphere at work is

conducive

0

4

5

0

3

60

(0%) (33.5%) (41.5%) (0%) (25%)

10. My colleagues are

competent

1

(8.5%)

6

(50%)

5

(41.5%)

0

(0%)

0

(0%)

11. I am able to express my

feelings and opinions to

my manager

1

(8.5%)

4

(33.5%)

1

(8.5%)

3

(25%)

3

(25%)

12. My manager always keep

me informed about things

I deserve to know

1

(8.5%)

4

(33.5%)

5

(41.5%)

2

(16.5%)

0

(0%)

13. My manager puts his/her

ear on the ground

1

(8.5%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

1

(8.5%)

14. My manager has an open

door policy

1

(8.5%)

5

(41.5%)

1

(8.5%)

5

(41.5%)

0

(0%)

15. My manager follows the

policies that govern the

institution

0

(0%)

5

(41.5%)

3

(25%)

4

(33.5%)

0

(0%)

4.9.2 Positive response

In Section D the responses received from the respondents had a good balance as most

of the questions received similar responses, some even shared the same response

numbers like, Question 2 respondents were two from Strongly Agree, Agree, Uncertain,

Disagree and four for Strongly Disagree. Question 3(praise I get for doing a good job)

four respondents agreed, six disagreed. Question 11(colleagues are competent) seven

respondents agreed on the statement. Question 15 (my manager has an open door

policy) six respondents agreed that managers had an open door policy. It was evident

from the researcher that, they were responses that were positive to these factors job

contents (extrinsic) and has been noted from the researcher that their institution can

improve from where they are now.See Figure 4.9 (Question 9 Section D- job context)

61

Figure 4.9 (Question 9 Section D- job context)

4.10 Section E: Organisational environment

Question 3 (employees are being capacitated to be able to cope with the changing

institution)had three respondents that agreed to the statement and three respondents

disagreed to the statement.Six also strongly disagreed.

4.10.1 Uncertain responses

In Question 4 and 5 of Section F, the responses recorded at four respectively in terms

of uncertainty.

4.10.2 Positive response Section E

Question 5(Organisation is heading to the right direction) had three respondents that

agreed to the question, four disagreed and one strongly disagreed to the statement and

that means there is a positive response in this question where the respondents had a

variety of responses and that gives the researcher an understanding that, not every

individual is against or happy with the responses at the institution.

0

3

0

6

3

0

1

2

3

4

5

strongly agree agree uncertain disagree strongly agree

no

of

res

po

nd

en

ts

Section D: Job contextQuestion 9

62

Table 4.9: Organisation factors that affect job satisfaction of employees

Strongly

Agree

Agree Uncertain Disagree Strongly

disagree

1.I have a good

leadership

style

3

(25%)

7

(58.5%)

1

(8.5%)

1

(8.5%)

0

(8.5%)

2. I am pleased

by the

promotion and

remuneration I

am getting

2

(16.5%)

5

(41.5%)

1

(8.5%)

4

(33.5%)

0

(0%)

3.Employees

are being

capacitated to

be able to cope

with the

changing

institution

0

(0%)

3

(25%)

0

(0%)

3

(25%)

6

(50%)

4.There is

more

transparence

at work

0

(0%)

2

(16.5%)

4

(33.5%)

4

(33.5%)

2

(16.5%)

5.The

Organisation is

heading to the

right direction

0

(0%)

3

(25%)

4

(33.5%)

4

(33.5%)

1

(8.5%)

63

Figure 4.10:Responses to Section E – Organisational environment

4.11 Section F: Macro environment

The external environmental factors affect each and every one of these factors such as

social, political, physical and technological of the organisation. These might affect job

satisfaction levels of constable and warrant officers at the crime intelligence

agency.Table 4.11 shows Section F in terms of responses

Table 4.11: Section F Responses

Strongly

Agree

Agree Uncertain Disagree Strongly

disagree

1.I like the skills

development plan

3

(25%)

3

(25%)

4

(33%)

1

(8.5%)

1

(8.5%)

2. I condone the

objectives of the

Employment

Equity Act

3

(25%)

6

(50%)

2

(16.5%)

1

(8.5%)

0

(0%)

3.Changing

technology does

1

7

1

2

1

0

3

0

6

3

0

1

2

3

4

5

6

7

strongly agree agree uncertain disagree strongly agree

no

of

res

po

nd

en

ts

Section E: Organisational environmentquestion 3

64

not affect my job (8.5%) (58.5%) (8.5%) (16.5%) (8.5%)

4.I am proud of

my institution

3

(25%)

2

(16.5%)

7

(58.5%)

0

(0%)

0

(0%)

5.Political

environment does

not affect my job

2

(16.5%)

3

(25%)

4

(33.5%)

2

(16.5%)

1

(8.5%)

6.Labour relations

act is affecting

me directly

1

(8.5%)

5

(41.5%)

5

(41.5%)

1

(8.5%)

0

(0%)

7. My

organization is

affording me the

opportunity to

explore and grow

as a person in

life.

1

(8.5%)

4

(8.5%)

0

(0%)

3

(25%)

4

(33.5%)

For Question 1, (six) respondents disagree with the statement. For Question 7 (seven)

respondents disagreed when responding to the statement of Section F. In this section,

the respondents responded in all the questions asked and it showed a great deal of

balance and the researcher tried to explore all the questions by answering them using

the charts. See Figure 4.11 below

65

Figure 4.11: Section F: Macro environment

3 3

4

1 1

0

1

2

3

4

strongly agree agree uncertain disagree stronglydisagree

NO

OF

RES

PO

ND

ENTS

Section F: Macro environmentQuestion 1

66

4.12 Conclusion

This study was conducted in a police department unit (Protection and Security Services)

in South Africa and has shown that the levels of job satisfaction between warrant

officers and constables are average and there is room for improvement as some

members feel that their levels of satisfaction is low whilst others feel the opposite.

67

CHAPTER 5 : CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

In the previous chapter, the researcher based the research seeking to analyse and

interpret the data for research purposes. In this chapter, the researcher will bring

solutions to the researched question (research question) and the sub-questions or sub-

problems. The findings of this research will provide a clear picture as to what

recommendations can our research offer.

5.2 Resolution of the main problem

The research problem discussed in Chapter One of this study was:

What level of job satisfaction is experienced by constables and warrant officers from

their jobs?

The following sub-problems were identified in order to make the main problem more

researchable.

5.2.1 Sub- problem 1

What factors contribute to job satisfaction?

5.2.2 Sub- problem 2

What recommendations can be made to improve the levels of job satisfaction faced by

constables and warrant officers at the SAPS?

5.3 Problems and limitations

No major problems and limitations were experienced in this study except that, three

questionnaires was not returned on time for this study. The information obtained from

the respondents after the cut off time, could not be used for the purposes of this study

because of the time factor.

68

5.4 Findings of the research project

5.4.1 Work itself

The results in this study show that there is a balance between the employees who are

happy at work and those who are not. Therefore, there is a great chance for

management to improve from this level and the employees themselves can change their

behaviour.

5.4.2 Pay

In this study it was discovered that most of employees are not happy with their salaries

and their total package is an insult comparedto the work load. Money not only helps

people attain their basic needs, but is instrumental in providing upper- level needs

satisfaction.Employees often see pay as a reflection of how management views their

contributions to the organization.

5.4.3 Promotion

Most of the employees are not happy with the promotion policy and as a result of that

most of the members are still serving in the same rank for more than fifteen.

5.4.4 Personality

According to the information collected in Chapter 4, the members are best suited for

their jobs as we compare personality with the job.

5.5 Recommendations

The management should not approach challenges unilaterally; they must involve

the employees if they want to practice true democracy.

Ina democratic country, the government is inclusive (bilateral) of its people.

The management is expected to do thatin order to govern or lead people and try

to avoid conflicts with the employees.

The bottom-up approach is recommended in this situation.

69

Promotion policy that governs the institution should not speak to the elite (Non-

statutory) member’s alone; it should accommodate everyone and be based on

merit, i.e. considering number of years in the service or in terms of qualifications

and not be based on political affiliation as is the case and former homeland

members are being sidelined or excluded in the process.

Members in this institution are encouraged to capacitate themselves with skills

and knowledge and that also speak to the management.

The decisions they take or recommendations they make are flawed and

therefore, if they attend management courses and also further their studies

inorder to be able to link skills and knowledge,they can improve job satisfaction in

this institution.

Leadership style adopted by the institution should be a democratic leadership

style and not to practice autocratic style where the management dictates terms in

a public office.

Salary packages should be revisited in order to attract members and keep them

within the institution.

This can assist to retain members to remain with the institution as some

members are applying for better or highly paid jobs in the public sector or private

sector.

The members are involved in criminal activities as a result of poorly paid jobs and

end up stealing or defeating the ends of justice because their well-being is not

taken care of.

Management at C.I.P.S. in King William’s Town should find a way of talking to its

members on the ground and listen to the challenges they are facing on a daily

basis as they provide protection to various departments within the province and

the feedback received in this brainstorming sessions should not be shelved, it

must be used as building blocks towards a better tomorrow of the institution and

its members.

The briefing and de-briefing sessions should be encouraged because they can

assist the management to measure how far the members know their

responsibilities.

70

If there is any chances for improvement, that can be tackled in those session.

These interventions can motivate the members to own the space and take full

responsibility of their actions and not to treat them as machinery that is expected

to deliver the good results.

5.6 Opportunities for research

This study can lay a foundation for further research in this matter explored by the

researcher. If the recommendations can be considered for further research in study, the

researcher believes the results can give a different view altogether.

5.7 Concluding remarks

With regard to the study conducted, it would be reckless, immature and irresponsible for

any institutions to allow members to leave the institution or destroy their future because,

to train a policemen costs a fortune in tax payers’ money and therefore the institution

should find solutions to the problems faced by the members and this could improve job

satisfaction from the members. It is a known phenomenon that to acquire a job in South

Africa is a very difficult exercise because there is a high degree of unemployed youth

and the majority of them are university and technicon graduates and thus the reason

why these members are still retaining their jobs irrespective of whether they are happy

or not.

The institution should have a system in place where they will try to control the staff turn-

over and not just watch whilst the other sectors are training the experienced group of

members in our organization and leave us with inexperienced members

71

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73

Appendix A

Police officer Questionnaire

Please provide the information by placing an “x” in the appropriate block

Section A: Demographical information

1. Current Position

Constable

Warrant officer

2. Age

3. Years employed in present institution

4. Years in current position

5. Gender

Male

Female

6. Racial group

African

Asian

Coloured

White

74

Section B: Personality Job Fit

High agreement between an employee’s personality and occupation results in a more satisfied

individual (Robbins, 1998:152).

Strongly

agree

Agree Uncertain Disagree Strongl

y

disagre

e

4. I believe there is a good

link between my job and

my personality

5. I believe I have

personality traits that

helps me cope with my

job

6. It is very important to me

personally that I do well

in my job

Section C: Job context (nature of the job)

Job context factors affect intrinsic motivation and thus job satisfaction.

Strongly

agree

Agree Uncertain Disagree Strongly

disagree

12. Freedom to use my

own judgments

13. The chance to use my

own discretion on the

job

14. The way my co-

workers get along with

each other

15. The chance to do

different things from

75

time to time

16. The way company

policies are put into

practice

17. The chances for

advancement on this

job

18. My job provides steady

employment

19. I am satisfied with my

chances of promotion

20. I receive recognition for

my efforts

Section D: job context

Job context factors are extrinsic to the job itself and related to the job environment itself and

related to the job environment; they lead to job dissatisfaction.

Strongly

Agree

Agree Uncertain Disagree Strongly

disagree

16. The working conditions

are good

17. My remuneration and the

amount of work I do are

compatible

18. The praise I get for doing

a good job

19. The competence of my

Manager in making

decisions

76

20. The way my boss handle

his or her subordinates

21. The chance to work

independently on the job

22. I have trust and faith in

the words of my

supervisor/Manager

23. My Manager treats me

fairly

24. I am kindly satisfied with

the benefits I receive

SECTION E: ORGANISATIONAL ENVIRONMENT

ORGANISATION FACTORS THAT AFFECT THE JOB SATISFACTION OF EMPLOYEES

Strongly

Agree

Agree Uncertain Disagree Strongly

disagree

1.I have a good

leadership style

2. I am pleased by the

promotion and

remuneration I am getting

3.Employees are being

capacitated to be able to

cope with the changing

institution

4.There is more

transparence at work

5.The Organisation is

heading to the right

77

direction

SECTION F: MACRO ENVIRONMENT

THE EXTERNAL ENVIRONMENTAL FACTORS THAT AFFECT EACH AND EVERY ONE OF THESE

FACTORS SUCH AS SOCIAL, POLITICAL, PHYSICAL AND TECHNOLOGICAL OF THE

ORGANISATION.THESE MIGHT AFFECT JOB SATISFACTION LEVELS OF CONSTABLE AND

WARRANT OFFICERS AT CRIME INTELLIGENT AGENCY.

Strongly

Agree

Agree Uncertain Disagree Strongly

disagree

1.I like the skills

development plan

2. I condone the

objectives of the

Employment

Equity Act

3.Changing

technology does

not affect my job

4.I am proud of

my institution

5.Political

environment does

not affect my job

6.Labour relations

act is affecting

me directly

7. My

Organisation is

affording me the

opportunity to

explore and grow

as a person in

life.

78

Appendix B

79

APPENDIX C

80

81

82

Appendix D: Graphs

1

56

0

5

10

15

20-31 yrs 31-40YRS 41-50YRS

No

of

resp

on

de

nts

Section A: Question 2(Age)

6 6

0

1

2

3

4

5

6

7

5-10 yrs more than 10 yrs

NO

OF

RES

PO

ND

ENTS

Section A: Question 3response with regard to years of service

83

10

2

0

2

4

6

8

10

12

MALE FEMALE

NO

OF

RES

PO

ND

ENTS

Section A: Question 5(Gender)

1

8

2

1

0

1

2

3

4

5

6

7

8

9

Asian BLACK COLOURED WHITE

no

of

resp

on

de

nts

Section A:Question 6Race

84

4

5

2

0

1

0

1

2

3

4

5

6

stronglyagree

agree uncertain disagree stronglydisagree

no

of

res

po

nd

en

tsSection B: Question 2Personality and job fit

1

0

3

5

3

0

1

2

3

4

5

6

strongly agree agree uncertain disagree stronglydisagree

no

of

resp

on

den

ts

Section C: Job contentQuestion 9

85

0

3

0

6

3

0

1

2

3

4

5

6

7

strongly agree agree uncertain disagree strongly agree

no

of re

sp

on

de

nts

section c: job contextquestion 5

1

0

3

5

3

0

1

2

3

4

5

6

Strongly Agree Agree Uncertain Disagree StronglyDisagree

no

of

res

po

nd

en

ts

Section C: Negative responseQuestion 9

86

0

3

0

6

3

0

1

2

3

4

5

strongly agree agree uncertain disagree strongly agree

no

of

res

po

nd

en

tsSection D: Job context

Question 9

0

3

0

6

3

0

1

2

3

4

5

6

7

strongly agree agree uncertain disagree strongly agree

no

of

res

po

nd

en

ts

Section E: Organisational environmentquestion 3

87

3 3

4

1 1

0

1

2

3

4

strongly agree agree uncertain disagree stronglydisagree

NO

OF

RES

PO

ND

ENTS

Section F: Macro environmentQuestion 1