Volume 29, Issue 10 (12-2022)                   RJMS 2022, 29(10): 68-77 | Back to browse issues page

Research code: 26676
Ethics code: IR.IUMS.REC.1394.26676
Clinical trials code: 0

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Solhi M, Asivanzadeh E, Irandoost S F. Job Satisfaction and its Effective Factors among the Staff of Iran University of Medical Sciences. RJMS 2022; 29 (10) :68-77
URL: http://rjms.iums.ac.ir/article-1-6782-en.html
Assistant Professor of Health Education and Health Promotion, Social Determinants of Health Research Center, Clinical Research Institute, Urmia University of Medical Sciences, Urmia, Iran , Ehsan.asivand@gmail.com
Abstract:   (849 Views)
Background & Aims: Human resources are the most important asset of an organization, and job satisfaction of employees is a vital issue and one of the signs of success of the organization (1). Job satisfaction refers to the sum of positive desires or feelings that people have about their job. That is, the more job satisfaction a person has, the more they love their job, the more they satisfy their needs through it, and the more they will have positive feelings about it (2). Various factors, such as the ability to work full time, personal independence while working, social status, job security, cooperation with staff, appreciation for work, as well as demographic factors such as age, gender, and educational degree, can affect job satisfaction (5-7). Job satisfaction can motivate employees to work more effectively, so that satisfied people will be more creative and productive than dissatisfied ones (6). Lack of job satisfaction reduces the morale of employees, and this will have adverse effects on the performance of the organization. Dissatisfaction with work can have a direct impact on the incidence of work accidents and unsafe behaviors (8). Overall, there is a strong relationship between employees' job satisfaction and their performance. In terms of the relationship between job satisfaction and performance, studies have shown that the performance of human resources in Iran in the last 10 to 20 years has decreased by about 25 percent (9). In addition to the importance of job satisfaction and organizational environments, in university centers, due to the presence of clients and students, job satisfaction is of special importance and a lack of it disrupts the work of clients as well as educational processes. University employees are involved in the education and training of trained forces in the community, and their job satisfaction affects their jobs and professions and will increase the productivity of the university system on a large scale (13). Therefore, considering the importance of job satisfaction for university staff in improving service provision, the present study was conducted at Iran University to determine the level of job satisfaction and the factors affecting it.
Methods: The current study used a cross-sectional (descriptive-analytical) design. The statistical population included all employees of different administrative departments of the Iran University of Medical Sciences in 2016.  Cochran's sample size estimate formula, a known number of statistical population (about 2000 people), and the score of work satisfaction and dissatisfaction in Miao et al, 2017 were used to establish the sample size (14). The formula yielded a sample size of 460 respondents. To eliminate errors, the total number of samples was decided to be 500 people from among employees with diverse characteristics in July, August, and September 2016, taking into consideration 8% of the additional samples picked using simple random sampling. Inclusion criteria included at least one year of job experience and a willingness to engage in the study, whereas exclusion criteria included a refusal to participate and less than one year of work experience. Data was obtained using the Demographic Information Form and the standard 20-item Minnesota Job Satisfaction Scale established by Weiss et al. (1967). (15). This questionnaire assesses internal contentment (feelings about the intrinsic nature of the job) and outward satisfaction (feelings about the side characteristics of the job). The products are rated on a 5-point Likert scale, ranging from one (totally unhappy) to five (very satisfied) (completely satisfied). The questionnaire yields a minimum score of 20 and a maximum score of 100. The total of the scores achieved in the two areas shows the individual's overall pleasure; a score of 20 to 47 indicates poor contentment, a score of 48 to 76 suggests moderate satisfaction, and a score of 77 to 100 indicates great happiness. The validity and reliability of the questionnaire were accepted in the research by Pouladi and Reishahri, 2006 (16); Martins & Proença, 2012. (17). The implementation process was such that after approving the plan and receiving the code of ethics, the necessary permits for data collection were obtained, and during the process, sufficient information about the research objectives and confidentiality of personal information was provided to participants, and they were given written consent to complete it in a self-reported manner. Finally, 500 questionnaires were sent back, and descriptive and analytical methods were utilized to examine them using SPSS software version 20.
Results: Most respondents (51.8%) were between 31 and 40 years old. Women included 71.8% and men 28.2% of the study subjects. Most respondents were married (76%) and had a diploma (50.6%). 299 subjects (59.8%) were employed on a contract, and the work experience of 11 to 20 years, with 40.4%, had the highest frequency. Internal job satisfaction, with a mean and standard deviation of 6.02 ± 29.26 and internal-external job satisfaction, with a mean and standard deviation of 30.27 ± 6.64 were the average levels. Total satisfaction, with a mean and standard deviation of 59.54 ± 11.46 was an average level of satisfaction. There was a statistically significant negative relationship between age and job satisfaction (r = 0.578; p =-0.003), i.e., with increasing age, job satisfaction decreased. There was a significant relationship between the mean gender score and job satisfaction (p = 0.02), where the average satisfaction of women was higher than that of men. There was a statistically significant relationship between the two variables of education level and job satisfaction (p = 0.433; r = 0.001), i.e. with increasing education, job satisfaction increased. Job satisfaction of individuals was significantly different with respect to their employment status (p = 0.001) and the average satisfaction of subjects with formal employment status was higher than other groups. But there was no statistically significant relationship between marital status and work experience with regard to job satisfaction score (p> 0.05). 
Conclusion: Considering that employee work satisfaction was modest in the current study, promotional initiatives should be tailored to age, gender, degree of education, and employment position. It is important for universities of medical sciences and health services to keep people healthy, so the management system should be able to meet the needs of employees in terms of their health and comfort. This will not only improve job satisfaction but also improve service quality and organizational work efficiency.

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Type of Study: Research | Subject: Occupational Medicine

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