J Geetha Madhuri Journal of Organizational Behavior 2017 The Relationship between Job Satisfaction and Organizational Commitment Among Faculty Members in Select Management Educational Institutions J Geetha Madhuri Journal of Organizational Behavior 2017

Content The overall goal of this article is to look at how people view their job, in relationship to how committed they are to the University cause. If they are happier with their job, will they ….. work harder? Spend more time working Connect with students more etc

Abstract Gave a lot of background information, but not a lot to draw the reader in. A little boring for an abstract

Introduction Starts with a definition of Job satisfaction Discuss downsizing and its effects “without commitment, substantive change becomes problematic” pg 34

Job Satisfaction A component of organizationsl commitment “A global feeling about the job or as a related constellation of attitudes about various aspects or facets of the job” pg 34 A predictor of faculty retention

Literature review Predictors of job satisfaction include Work* Pay* Promotion* Environment Supervision* Co-workers* Influenced by persons perceptions Positive or negative attitude towards a job Differences exist between males and females

Scope and significance Professors need commitment to be good teachers Can help with HR policies Helping to promote future employees Purpose: to find out the perceived employee job satisfaction of faculty members of management educational institutions in the Rayalaseema region

Objectives To identify the general profile of the faculty members To study the relationship between job satisfaction and organizational commitment among the faculty of management educational institutions To study different personal factors that impact the faculty members organizational commitment and job satisfaction To suggest measures for improving faculty job satisfaction in management educational institutions

Methodology Quantitative Males and females Select institutions in Rayalaseema region

Data Collection 100 respondants from 15 universities Sampling technique 25 questions 1-5 likert scale (1 strongly disagree – 5 strongly agree) Scaling 1-5 likert scale ( 1 highly dissatisfied – 5 highly satisfied)

Procedures Permission granted from institutions Consent from respondents 150 sent out – 100 returned Parametric and non parametric statistics were used

Results See table 1 on pg 38

Hypothesis results Always had a null and alternative hypothesis. 6 total (Null) Faculty are satisfied with personal factors Males and females give importance to self recognition Faculty members share strong positive relationships with peers Faculty with various age groups have different levels of stress due to job Faculty members do not give much importance to work environment No significant difference among faculty members belonging to various experience groups regarding the factor of pay and promotion

Results 1 – Reject Null, accept alternate  Not satisfied 3 – Accept null, reject alternate  No difference 4 – Reject Null, accept alternate  Share weak positive relationship 5 – Reject Null, accept alternate  No difference 6 - Reject Null, accept alternate  No difference

Population 5% professor 30 % associate 65% assistant 63% between 21-30 years old 5% over 40 years old 16% have PhD. or equivalent Give more importance to friendly working atmosphere

Conclusions Satisfied in some areas Dissatisfied in some Interpersonal skills Dissatisfied in some Salary Opportunities to grow Recognition Fairness Gender does not play a roll

Conclusion Institutions should pay more attention to HR details Motivation Retention Employee welfare important

Limitations Rayalaseema region (India?) Only a small sample size was returned.

Appendix Included the questionnaire that was sent out.

References 50 listed