Job satisfaction and dissatisfaction in higher education

Abstract

Several articles have reported and discussed the job satisfaction and dissatisfaction of workers in miscellaneous organizations. However, very few empiricallysupported explanations have been given to explain job satisfaction or dissatisfaction. Probes into explanations for job satisfaction and dissatisfaction in higher education using content analytical methodologies. Finds that teaching and research-related activities contribute significantly to both job satisfaction and dissatisfaction of university teachers. Finds also that several miscellaneous dimensions of the jobs of the workers, such as relative job security and changes in university funding mechanisms, contribute to satisfaction and dissatisfaction respectively. Discusses these findings in the light of the two-factor theory and the situational occurrences theory of job satisfaction.

Teachers’ job satisfaction: the effect of principal’s leadership and decision- making style

“…Job satisfaction is not a new issue as it has drawn interests among scholars for many decades (Allport, 1954;Locke, 1969;Oshagbemi, 1997;Koustelios, 2001;Zembylas & Papanastasiou, 2004Menon & Athanasoula-Reppa, 2011Saiti & Fassoulis 2012). This interest can be explained by the belief that job satisfaction contributes to the organizational effectiveness (Saari & Judge, 2004) and that satisfied employees are the greatest assets of any organization (Beri, 2013).…”

University faculty and work-related well-being: the importance of the triple work profile

“…Oshagbemi (1997Oshagbemi ( , 1999 studied the relationship between the triple work profile and job satisfaction in university faculty members. He asked university faculty about tasks that contribute to job satisfaction and found they scored high in teaching and research tasks, whereas they scored low in management tasks.…”

Rally for Normative Demands and Solidarity of Workers

“…The concept of labor solidarity is the relationship between individuals and/or groups formed on the basis of moral feelings and beliefs shared and reinforced by shared emotional experience. Biezenski (1996) explains that solidarity is closely related to leadership style in eliminating conflict, because according to Oshagbemi (1997) and SANDERS (2006), there is a relationship between leadership style and employees based on cohesiveness and behavior of horizontal and vertical solidarity. Furthermore, Tinley (2014) reinforces that strong cohesion and solidarity among women's groups can increase income opportunities for marginalized rural women from micro-enterprise policy projects.…”