scholarly journals “One Size Fits All”: A Fallacy in Measuring Staff Job Satisfaction—Monetary Recompenses Examined in the Ugandan-Based Chartered Private Universities

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Fred Ssemugenyi
Keyword(s):  
Job Satisfaction ◽  
Human Resource ◽  
Academic Staff ◽  
Private Universities ◽  
Numerical Data ◽  
Modern Human ◽  
Positive Influence ◽  
Sequential Approach ◽  
Resource Officers ◽  
Human Resource Officers

While looking at the senior academic staff in chartered private universities in Uganda, the study intended to establish if the homogeneous motivation model of using money as a sole predictor of job satisfaction fits the unique characteristics of the employees for whom it is intended. Using a mixed-method explanatory sequential approach, both numerical and interview responses were obtained from a statistically representative sample of 136 and 12 key informants, respectively, from six chartered private universities. At the univariate, bivariate, and multivariate levels, data were analyzed using SPSS16.0 software. Results indicated that monetary recompenses such as salary and allowances did not significantly and positively affect employee job satisfaction since the p values were higher than the calculated probability of 0.05, which was the minimum level of significance required in this study to declare a significant effect. The interview responses on the effect of salary and allowances were equally corroborated with the numerical data. However, bonuses were found to have a positive influence with corresponding positive remarks from the interviews. Although there are noticeable flashes of scholarly rigor in the existing body of literature that is skillfully threaded and cogently argued to support monetary incentives, contextual realities on the ground suggested otherwise. Senior academics have continued to quit work despite reasonable pay. Regrettably, at the time of this study, the human resource officers were confident that the ultimate drive for work is money. Little did they know that monetary recompenses have limitations in influencing senior academics. It is thus recommended that the idea of lumping employees into a homogeneous entity with no regard to their uniqueness and the existing individual differences among them is long outdated and deserves no space in modern human resource practices.

scholarly journals Job Satisfaction as a Determinant of Effective Performance on Academic Staff in Selected Public and Private Universities in Mongolia

2015 ◽  
Vol 30 (1) ◽  
pp. 115-145
Author(s):  
Bayasgalan Tsogtsuren
Keyword(s):  
Job Satisfaction ◽  
Academic Staff ◽  
Educational Institution ◽  
Private Universities ◽  
Ministry Of Education ◽  
University Professors ◽  
Public And Private ◽  
Empirical Survey ◽  
Effective Performance ◽  
Education Culture

The aim of this study is to analyze the requirements for effective performance of employees in higher educational institutions of Mongolia. This paper proposed the use of organizational OCTAPACE /Openness, Confrontation, Trust, Authenticity, Pro-active, Autonomy, Collaboration; Experimentation/culture and workplace structure models evaluate job satisfaction and commitment of academic staff. An organizational OCTAPACE culture model is a fairly new concept and experience in Mongolia. This model has been studied and is wellknown in India, Malaysia and western countries. In Mongolia the subject of study has been developed at a low level. This study proposed that an employee' job satisfaction and commitment influence the effective performance of the overall educational institution. Data analysis results indicated that OCTAPACE culture influences job satisfaction and commitment, workplace structure (support, supervisor support) as well as significantly influencing on the job satisfaction and commitment. Based on the collected data, job satisfaction and organizational commitment significantly influence job performance. Mongolia has 17 public and 94 private universities (Mongolian ministry of education, culture and science website). In terms of participants in this study, a theoretical and empirical survey conducted in 160 Mongolian public and in 143 private universities including university professors. Data was estimated by SPSS 21 and Smart PLS 2.0 statistic programs.

scholarly journals Perceived Confidence and Quality: Perception of Employers Towards Fresh Graduates: a Study in Malaysia

2018 ◽  
Vol 7 (3.21) ◽  
pp. 437
Author(s):  
Irza Hanie Abu Samah ◽  
Aidanazima Abashah ◽  
Saraih Ummi Naiemah
Keyword(s):  
Human Resource ◽  
Manufacturing Industry ◽  
Structural Model ◽  
Data Gathering ◽  
Measurement Model ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Resource Officers ◽  
Human Resource Officers

Graduates quality has become a major issue recently especially in today’s scenario. Graduates quality can be varying when it perceived by employers. Different sector of industry has different standard of quality. The interpretation of employers towards graduates counts the job placement of graduates. It is hard to standardized quality across industries. Several attributes show that competence relatedness and autonomy do influence the quality of graduates. A quantitative method was used in this study for data gathering. All items were using 10-point likert scale. The content validity of this questionnaire were reviewed by five human resource professionals, and Cronbach alpha for each item is more than 0.75 which is acceptable. Questionnaires were given to the human resource officers in the company through email. Convenient sampling was applied in this study for data collection. 50 questionnaires were distributed across manufacturing industry and services industry in Malaysia. Using Partial least square to analyze the data, this study found out that competence in communication is the same criteria which majority across industries are seeking upon graduates. Therefore, Industries that involved are manufacturing (34.38%) and services (65.63%).  Measurement model and structural model were assessed to see the relationship. It shows that perception on competence has most influenced towards quality (AVE=0.849, R2=0.734=Q2=0.443).  This study concludes that employers around the world are looking at similar attribute on graduate’s competence. This study also warrants a future research, whereby researcher could get more sample size and by doing sample which involves employers, graduates and educators.

The Influence of Intuition on Human Resource Officers’ Perspectives on Hiring Teachers of Color

2020 ◽  
pp. 105268461989653
Author(s):  
Ramon B. Goings ◽  
Larry J. Walker ◽  
Keah L. Wade
Keyword(s):  
Educational Leadership ◽  
Human Resource ◽  
Teaching Profession ◽  
Teachers Of Color ◽  
Hiring Decisions ◽  
Resource Officers ◽  
Human Resource Officers ◽  
Hiring Teachers ◽  
Teacher Workforce ◽  
Scholarly Discourse

There has been growing scholarly discourse on the topic of diversifying the teacher workforce. However, the perspectives of human resource officers (HROs), who are often involved in the hiring of teachers, are excluded. As a result, this qualitative study explores 12 school district HROs’ perspectives on diversifying the teacher workforce and how intuition specifically influences their hiring decisions of teachers of color. Findings suggest HROs use intuition in determining a candidate’s fit for the organization, but they have conflicting perspectives on whether intuition should be used in hiring decisions. The participants admit teacher diversity is not always their primary goal in hiring decisions while also acknowledging the importance of a diversified teacher workforce. These findings first point to the importance of including HROs in the scholarly discourse on diversifying the teaching profession as in many ways they operate as gatekeepers for teacher candidates. Moreover, given that participants earned their advanced degrees in educational leadership, findings from this study signal the importance of educational leadership programs being intentional in providing coursework on equitable hiring practices, so hiring decisions are not based only on intuitive hunches, but rather on data.

Examining the Preparation of School Human Resource Officers on Developing a Racially Diverse Educator Workforce Post Brown

2019 ◽  
Vol 14 (4) ◽  
pp. 267-280 ◽  
Author(s):  
Ramon B. Goings ◽  
Bryan Hotchkins ◽  
Larry J. Walker
Keyword(s):  
Educational Leadership ◽  
Human Resource ◽  
Formal Education ◽  
Rapid Decline ◽  
Board Of Education ◽  
Resource Officers ◽  
Educational Leadership Programs ◽  
School Based ◽  
Human Resource Officers ◽  
Education Decision

Given the rapid decline of teachers and school leaders after the Brown v. Board of Education decision, there has been an increased conversation on diversifying the educator workforce. Furthermore, little is known about the preparation of human resource officers (HROs) who share responsibility for teacher candidate selection and hiring. This study focuses on 12 HROs’ views on how their formal education prepared them to hire a diverse educator workforce. Findings suggest that HROs did not receive adequate training in their educational leadership program on workforce diversity and hiring. This study provides implications for educational leadership programs that train school-based HROs.

scholarly journals Industrial Revolution 4.0: the Human Resource Practices

2019 ◽  
Vol 8 (3S2) ◽  
pp. 620-624 ◽  
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Business Models ◽  
Industrial Revolution ◽  
Vital Role ◽  
Working Environment ◽  
Human Resource Practices ◽  
German Government ◽  
Resource Officers ◽  
Human Resource Officers

The trend of Industrial Revolution 4.0 (IR 4.0) has been emerged since the year of 2011 by German government. In this IR 4.0 era, automatization is emphasized in the particular industry. With the invention of high technologies on machines in organizations, the practices and business models of organizations would be impacted. The human resource practitioners might be facing several challenges in organizations, such as lacking of skilled workforce in managing the high-technology machines, as well as the employees’ retention in this fast changing working environment. The human resource officers need to ensure that the employees are equipped with the updated knowledge and skills in order to operate the machines. Besides, human resource development is also playing a vital role in IR 4.0. Effective human resource practices could improve the working environment in the era of IR 4.0 by promoting the creativity of employees. Therefore, it could be seen that, in human resource aspects, human resource practices are concerned in organizations in order to match with the trend of IR 4.0. However, there is a lacking of discussion on the aspect of human resource practices, where most of the studies discussed on the technologies aspect of IR 4.0. Hence, this paper intends to discuss the human resource practices that could assist organizations in achieving the goal of IR 4.0.

scholarly journals Job Satisfaction of Academic Staff in the Higher Education: Evidence from Private Universities in UAE

2017 ◽  
Vol 7 (4) ◽  
pp. 193 ◽  
Author(s):  
Adnan Jawabri
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Quantitative Research ◽  
Negative Impact ◽  
Academic Staff ◽  
Private Universities ◽  
Work Place ◽  
Higher Education Management ◽  
Education Management ◽  
Work Done

Job satisfaction in a work place is a feeling of contentment that a n employee derive from his role and responsibilities in the workplace and is dependent upon a number of factors, pertaining to personal, organizational and environmental factors. Considering the job profile and the demand for quality education among universities, the job satisfaction of academic staff in higher education is also affected. This paper aims to examine the job satisfaction of academic staff in higher education as well as private universities in UAE.This study adopts a quantitative research methodology using survey according to 5-point Likert scale instrument. The survey has been divided into ten internal and external factors to determine job satisfaction of academic staff. The data obtained from the survey has been analysed by using statistical and regression analysis.The study concludes that the academic staff of the private universities in UAE has been significantly satisfied with their jobs. It also found that only few factors have positively influenced job satisfaction, especially, supervisor support, promotion and support from colleagues. On the other hand, the study found that recognition and rewards for work done had a negative impact on job satisfaction of academic staff.This study has important implications for higher education management in the development of job satisfaction of academic staff in the UAE. The authors determined that the selected factors, with few exceptions, behaved accordingly to what was expected.

scholarly journals The Influence of Human Resource Practices on Job Satisfaction: Empirical Investigation of Jordan Hotels

2018 ◽  
Vol 8 (4) ◽  
pp. 136
Author(s):  
Daifallah Olaimat
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Human Resource ◽  
Empirical Investigation ◽  
Hotel Industry ◽  
Employee Participation ◽  
Training And Development ◽  
Positive Influence ◽  
Human Resource Practices ◽  
Recruitment And Selection

The present study examined the influence human resource practices on job satisfaction in the context of hotel industry in Jordan. The present study used five human resource practices such as recruitment and selection, performance appraisal, training and development, compensation, and employee participation. A total of 120 responses from 8 hotels were collected and analyzed objectively. Multiple regression was used to test the hypotheses. Results showed that all practices of human resource (i.e. recruitment and selection, performance appraisal, training and development, compensation, and employee participation) had positive influence on job satisfaction.

scholarly journals How do Pay and Promotion influence Job Satisfaction in Tertiary Institutions? Perspectives of Academic Staff in Northern Region of Ghana

2021 ◽  
Author(s):  
alhassan abdul mumin
Keyword(s):  
Job Satisfaction ◽  
Data Collection ◽  
Academic Staff ◽  
Positive Influence ◽  
Northern Region ◽  
Essential Elements ◽  
Sub Saharan Africa ◽  
Educational Institutions ◽  
Annual Review ◽  
Tertiary Institutions

<div>Remuneration and promotion of employees are essential elements in public and private organisational structures. However, there is very little information about how these elements can influence job satisfaction of employees in educational institutions, especially at the tertiary level in many parts of Sub-Saharan Africa, particularly Ghana. This study was undertaken to examine the perspectives of lecturers about how pay and promotion influence job satisfaction in tertiary institutions in Ghana. The study used a mixed method approach for the data collection and analysis. Survey questionnaires and interview protocols were used for the data collection involving 270 participants selected from five tertiary institutions in the Northern Region of Ghana. A logistic regression was used to establish the relationship between academic staff pay and promotion and job satisfaction. The key findings from the study indicated that pay and promotion independently have significant positive influence on job satisfaction of academic staff in tertiary institutions in Ghana. Policy geared towards annual review of salaries and effective promotion system of academic staff of higher educational institutions are important strategies to help generate the desired job satisfaction.</div>

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