FACTORS AFFECTING OVERALL JOB SATISFACTION AND TURNOVER INTENTION

This study was conducted to measure the level of job satisfaction and its impact on turnover intention. Job Satisfaction Survey (JSS) questionnaire containing nine facets of job satisfaction and a questionnaire containing three items for measuring job satisfaction and turnover intention respectively were used for data collection from private sector colleges' lecturers of NWFP. 212 questionnaires were completed and returned. Pearson Correlation and Multiple Regression tests were used to test the hypothesis. Result shows that Lecturers of private sector colleges of NWFP are very much dissatisfied with promotion chances. They are moderately dissatisfied with three facets of job satisfaction: Pay, Fringe benefits and contingent rewards while moderately satisfied with operating condition, coworkers, nature of work and communication. Overall job satisfaction of private sector colleges' lecturers is 3.36 with standard deviation of . 71 that can be interpreted as slightly dissatisfied. Besides this, all facets of job satisfaction were found to be significantly associated with turnover intention. The highest correlation with turnover intention was of Pay, Promotion, Fringe benefits and contingent rewards. Overall job satisfaction was found to have a significant negative association with turnover intention. Introduction Private sector colleges disseminate education to hundreds of thousands of students of NWFP, Pakistan. Without education no country can prosper. It is education that enables a country to stand on her feet. I personally met more than twenty principals of private colleges in order to know about actual lecturers' turnover that was more than sixty percent on average. Dissatisfied employees create many problems for their organization in spite of solving its problems. For instance, they may not  Nazim Ali, PhD Research Scholar, Dept. of Management Science, Qurtuba University of Science & IT, D.I. Khan, Pakistan Factors Affecting Overall Job Satisfaction and Turnover Intention Nazim Ali Journal of Managerial Sciences Volume II, Number 2 240 want to teach in a way that is understandable to all students or they may dawdle way most time in immoral discussion or they may not motivate them or they may come to class late and leave the class earlier. Such behaviors definitely lead to poor results and the college may lose new admissions. Researchers have rightly observed that dissatisfied employees if remained in the organization may involve in counterproductive activities such as theft, poor service, destructive rumors and sabotage of equipment. It has also been found that when employees are not satisfied, they report physical disturbances such as tension, depression, lassitude, apprehension and sleeplessness. Dissatisfied employees also complain of stiffness in muscles and joints. Besides these problems, employees' dissatisfaction gives rise to high level of turnover intention 4 which ultimately leads to actual turnover. If the factors with which the employees are not satisfied, are not identified, they can give rise to severe problems for the organization i.e., the employees will show physical disturbances as mentioned above, they may complain of stiffness in muscles and joints or they may leave the organization which is very detrimental for the organization in form of direct and indirect cost. So these factors must be identified so as to overcome the problem of dissatisfaction because it is harmful for the smooth operation of organization. High turnover brings destruction to the organization in the form of direct and indirect cost. According to Staw (1980) Expenditures incurred on the selection, recruitment, induction and training of new employees are direct cost. 6 According to Des & Shaw (2001) Cost of learning, reduced morale, pressure on the existing employees and the loss of social capital are the indirect cost incurred by an organization due to high turnover. 7 Factors Affecting Overall Job Satisfaction and Turnover Intention Nazim Ali Journal of Managerial Sciences Volume II, Number 2 241 Literature Review Job satisfaction Graham (1982, p. 68) defined Job satisfaction as "the measurement of one's total feelings and attitudes towards one's job". Job satisfaction is the constellation of attitudes about job. Job satisfaction is how employees feel about different aspect of their job. Hoppock (1935, p. 47) defined job satisfaction as “any combination of psychological, physiological, and environmental circumstances that causes a person truthfully to say, ‘I am satisfied with my job’”. Many scholars have measured the level of job satisfaction. For example Steven and John after collecting data through job satisfaction survey (JSS) concluded that the overall level of job satisfaction of software developers was 4.05 which can be interpreted as slightly satisfied. Supervision, benefits, coworkers, nature of work had a high mean value of 4.827 (SD 1.214), 4.323 (SD 1.123), 4.641 (SD 0.958), 4.769 (SD 0.993) respectively which can be interpreted that software developers were moderately satisfied with supervision, benefits, coworkers and nature of work. They were slightly agree with pay (mean=3.629, SD= 1.301), contingent rewards (mean=3.850, SD= 1.259), working condition (mean=3.718, SD= 0.978), and communication (mean=3.722, SD= 1.128) while they were slightly dissatisfied with promotion (mean=2.951, SD= 1.263). Similarly Sharaf at al (2008) measured the level of job satisfaction among primary care physicians. They used JSS for collecting data. Overall physicians were slightly satisfied (Mean = 3.46, SD 0.67). They also found that physicians were moderately satisfied with supervision (Mean = 4.62, SD 1.20), coworkers (Mean = 4.58, SD .86) and nature of work (Mean = 4.69, SD 1.06) while slightly satisfied with communication (Mean = 3.80, SD 1.09). Physicians were slightly Factors Affecting Overall Job Satisfaction and Turnover Intention Nazim Ali Journal of Managerial Sciences Volume II, Number 2 242 dissatisfied with pay (Mean = 2.76, SD 1.26), promotion (Mean = 2.56, SD 1.12), fringe benefits (Mean = 2.65, SD 1.09), contingent rewards (Mean = 2.61, SD 1.15), and operating condition (Mean = 2.85, SD .71). Turnover intention Turnover intention may be defined as the intention of employees to quit their organization. Price (1977) has defined “turnover” as the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. 12 Job satisfaction and turnover intention Many studies conducted in different settings found a significant negative correlation between the facets of job satisfaction and turnover intention. Rahman at al (2008) found that job satisfaction had negative effect on turnover intentions of IT professional. Khatri and Fern (2001) concluded that there was a modest relationship between job satisfaction and turnover intentions. Sarminah (2006) found a moderate relationship between job satisfaction and turnover intentions. Korunka et al (2005) also found a significant negative association between job satisfaction and turnover intentions. According to Brough and Frame (2004) job satisfaction is a strong predictor of turnover intentions. Steven and John conducted a study to assess job satisfaction facets and turnover intention of software developers. They took nine facets of job satisfaction in order to see its impact on turnover intention. Turnover intention showed a significant negative correlation with all job satisfaction facets: pay (r = -.486, P < 0.001), promotion (r = -.463, P < 0.001), supervision (r = -.512, P < 0.000), benefits (r = -.231, P < 0.01), rewards (r = -.529, P < 0.000), working condition (r = -.265, P < 0.003), Factors Affecting Overall Job Satisfaction and Turnover Intention Nazim Ali Journal of Managerial Sciences Volume II, Number 2 243 workers (r = -.311, P < 0.000), nature of work (r = -.375, P < 0.000), communication (r = -.526, P < 0.000). Hypotheses Keeping in view the above discussion the following hypotheses are developed. H1: There is a significant positive association between overall job satisfaction and facets of job satisfaction. H2: There is a significant negative association between facets of job satisfaction and turnover intention. H3: There is a significant negative association between overall job satisfaction and turnover intention. Methodology Data was collected through questionnaires from lecturers of private sector colleges of NWFP in the months of January and February 2009. I met lecturers personally in staff rooms during tea break and apprised them of the purpose for which the questionnaire would be used prior to administering questionnaires. So they completed it hardly within ten minutes and returned on the spot. Colleges were selected randomly and conveniently. 212 questionnaires were administered and collected. Measures Job Satisfaction Survey (JSS) questionnaire developed by Spector was used to measure the level of overall job satisfaction and satisfaction with its nine facets: pay, promotion, supervision, fringe benefits, contingent rewards, working condition, coworkers, nature of work and communication. It contains 36 items. JSS uses 6 likert scale containing six choices from 1 (disagree very much) to 6 (agree very much). Factors Affecting Overall Job Satisfaction and Turnover Intention Nazim Ali Journal of Managerial Sciences Volume II, Number 2 244 Questionnaire adapted from the Michigan Organizational Assessment Questionnaire Cammann1979 was used for measuring the level of turnover intentions. It uses 5 likert scale containing five choices from 1 (strongly disagree) to 5 (strongly agree). Cronbach's Alfa for this sample is as follows: Items Cronbach's Alfa