Volume 14, Issue 3, 2019

1. A Conceptual Study on the Antecedents of Job Satisfaction amongst Academics: A Perspective of a Malaysian Private University

- Shireen Shymala Thomas, Sathiavani M Santhiran, Ian Mackechnie & William Chua

People who are satisfied with their jobs perform better than those who are bored, resentful, or otherwise discontent. Feelings of satisfaction bring the will to do more, to think about better ways to do it, and to expand on the job. Satisfied people use their ability better than those who wish they were doing something else. This paper focuses on job satisfaction for academics in a Malaysian university and looks at many factors, from the general – individual, social, cultural, organisational, and environmental, to the specific, such as features of the job, supervisory support and working conditions. Organisations need to create surroundings that are perceived by the workers to be worth the effort they put in. The simplest reward is pay, which is important, but is one aspect only. Broadly, it can be said that workers, to give of their best, need support – they need a background where they can fulfil their own needs while serving the organisation.


2. The Benefits of Workplace Partnership, A Critical Case Analysis

- Karl Greenhough & Brychan Thomas

Employers and employees both need the organisation to succeed for their own best futures. Organisations need the workers as much as the workers need the organisation; they are dependent on each other. Too often there is an adversarial relationship where both are fighting for what they see as best for themselves. A partnership where both look for the best overall advantage should bring a better result, but there is strong resistance. This paper is a critical case analysis of the nature of partnership agreements between management and other stakeholders at the local authority of Rhondda Cynon Taf and the unions in the 1990s. Times were turbulent then and they are turbulent still. Conflict between employers and employees is just one symptom. We are meeting conflict everywhere. The principle of partnership rather than opposition, as a way of life in any context, should lead to better relationships and a better world.


3. Determinants of Organisational Citizenship Behaviour and the Role of Job Characteristics and Organisational Commitment Towards Job Satisfaction: A Case Study of Biocon Sdn. Bhd.

- Kanna Krishnan

Organisational citizenship behaviour (OCB) covers actions that are not in the job description but are important to the team. It means doing more than is absolutely necessary to complete the job. It is more likely to happen when people feel job-satisfaction, and job-satisfaction makes it more likely that workers will be willing to go beyond requirements. This paper provides evidence that it is worth a lot of effort to foster job-satisfaction. Using a three-part questionnaire (biographical, job diagnostics and OCB itself), it studied the relationships between OCB, job satisfaction, job characteristics, and organisational commitment. It found a consistent positive relationship between the variables. Recommendations are to improve supervisory support, training and development, and to find ways of recognising those employees who display high OCB, for example by commendations such as being ‘Employee of the Month’, as well as tangible rewards such as a bonus.


4. An Empirical Study on Leadership Role in the Automobile Manufacturing and Assembly Organisation in Malaysia

- Krishnaveni Sritharan & Chua

The relationship between CEOs and middle-management is important for the smooth running of any organisation. This paper looks at the roles and skills of these groups in the motor industry in Malaysia, using Cameron & Quinn’s Competing Value Framework. This gives four organisational value categories – Clan (emphasis on human relations), Adhocracy (emphasis on flexibility and readiness for change) Market (emphasis on goals and efficiency) and Hierarchy (emphasis on management and communication). In this paper, CEOs scored highest in Clan skills and lowest in Market skills. For middle-managers the opposite was the case. This indicates that in this sample the CEOs were the driving force for market issues, while middle-managers were better at managing relationships. This is not surprising may well be so in most organisations. Market issues and relationship issues are at least as important as each other, so maybe both groups should pay attention to the skills where they score lowest.