A study of job satisfaction among the administrative, executive, secretarial/clerical staff of the public sector organizations in Hong Kong : a test of Herzberg's two-factor theory

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A study of job satisfaction among the administrative, executive, secretarial/clerical staff of the public sector organizations in Hong Kong : a test of Herzberg's two-factor theory

 

Author: Tam, Ching-yu Sandy
Title: A study of job satisfaction among the administrative, executive, secretarial/clerical staff of the public sector organizations in Hong Kong : a test of Herzberg's two-factor theory
Degree: M.Sc.
Year: 1997
Subject: Nonprofit organizations -- China -- Hong Kong -- Personnel management
Job satisfaction
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Pages: x, 208 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1403646
URI: http://theses.lib.polyu.edu.hk/handle/200/1834
Abstract: Researchers have been interested in identifying the factors that lead to job satisfaction and motivation which is regarded by Herzberg as a "generator" empowering employees to do good work on their own initiative rather than through outside stimulations or external rewards. The present study seeks to identify those factors that lead to job satisfaction and dissatisfaction among the administrative, executive, secretarial/clerical staff of the public sector organizations in the light of Herzberg's two-factor theory. Herzberg held that the factors leading to job satisfaction and dissatisfaction are separate and distinct from each other, in other words, the two affects are polarised and unidimensional. Factors that are associated with the individual's needs for psychological growth contribute to job satisfaction and they are referred to as the motivators - viz. achievement, recognition, work itself, responsibility and advancement, and they contribute very little to job dissatisfaction. On the other hand, factors that are associated with the job context are known as the hygiene factors - viz. company policy and administration, supervision, inter-personal relations, working conditions and salary. The lack of hygienes is said to have caused job dissatisfaction and they contribute very little to job satisfaction. Yet, the two-factor theory is not without its limitations and controversies. It has been criticized for the lack of clarity and for the lack of a strong empirical foundation as a result of the coding biases inherent in the methodologies employed by Herzberg and his fellow workers. For the present study, a Job Satisfaction Survey was launched among the administrative, executive, secretarial/clerical staff of the tertiary institutions, government departments and public hospitals. The results have proved that the two-factor theory are not valid. Contrary to the postulations of the theory, the findings of the survey show that motivators lead to both job satisfaction and dissatisfaction e.g. promotion prospects and that hygienes contribute more to job satisfaction than do motivators. With respect to the staff concerned the study confirms that demographic differences in terms of the number of years of work experience, length of service with the present employer, present grade, nature of organizations, gender, number of children and educational attainments have influence on the job satisfaction/dissatisfaction affects as well as on the job attitudes and motivation. Nonetheless, differences arising from the nature of organizations are of relatively lesser significance. The overall affect of this group of staff is one of slight satisfaction, that is, they are not dissatisfied but neither are they particularly satisfied. The overall result is moderated by their dissatisfaction with the perceived lack of promotion prospects, the insufficient provision of training, supervision and the organization's policy and administration. On the basis of these problems that emerge from the study, recommendations for remedial efforts are made in the direction of job enrichment and improvements in the supervisory management style. Furthermore, these public sector organizations should also seek to transform its culture and structure and should render more efforts in the area of staff development and in the provision of training.

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