Job Satisfaction And Dissatisfaction Of Female Faculty

The need for support and mentorship becomes even more crucial for faculty employed at small, private institutions, because oftentimes the duties of the professoriate are coupled with advising obligations, administrative assignments or committee leadership. To complicate matters further, the smaller faculty usually contributes to a lack of diversity among its members (Schnell, 1992), thus leaving a significant gap in possible mentors for women faculty in search of gender-matches to confide in as they learn the nuances within the academe.

The discussion of job satisfaction and dissatisfaction is largely generated from the theories proposed by Maslow which is known with the so call “the needs theory” and Herzberg’s theory that is called “two-factor theory” or “hygiene theory”. Both job satisfaction and dissatisfaction are assumed critical for the organizations to manage since they absolutely affect the productivity as well as the effectiveness of either the employees or the organization performance. This is proved by Herzberg, Mausner & Snyderman (1959) who argue that in order to boost the productivity of employees in particular and organization in general, it is important

Contrary to the above findings that male and female managers consider themselves to share similar competencies, other studies have observed that women and men in management positions do perceive themselves differently. Female managers participating in these studies indicated that they believed they were more innovative (Bass et al.,1996) and better at getting the job done and setting

The key purpose of the article is to identify the major reasons behind the persistent wage and gender gap between men and women in senior leadership positions. In addition, the article also explores the possible remedies to overcome the identified barriers to women barriers to their advancement to corporate hierarchy. For the purpose, the article investigates the literature on the workplace gender behavioral differences, analyses the empirical findings of the studies related to the relationship between gender diversity in senior management and organizational performance, and reviews the current data on

I conducted a total of 22 individual personal interviews, 11 of which included female executives. When asked what were some of the challenges they faced throughout their tenure? The responses varied but the one thing each clearly stated was “learning the language of the male dominant role”. Other challenges provided were:

Determine if tenure has any impact on job satisfaction and job fit of college professors

The goal on gender equality and impact of gender discrimination varies from country to country, depending on the social, cultural and economic contexts. Anti-discrimination laws have performed a critical role in expanding work place opportunities for women, yet they are still denied full equality in the workplace. Even though they can now secure powerful professional, academic and corporate positions once reserved for men, the ever present glass ceiling still deters the advancement of large segment of the female workforce (Gregory, 2003). Interest in the careers of females remained strong among both scholars and practitioners. Women have made considerable progress in entering the managerial ranks also but not at the highest levels.

Prior to Bush, Moch, and Pooyan’s popular study in 1987, research indicated that demographic differences are associated with job satisfaction, but the evidence had been inconsistent and there was still much to learn about the stability of the reported relationships. To fill the gap that was missing in previous research, Bush et al. (1987) conducted a meta-analysis which collected results across numerous independent samples to better understand existing relationships among populations. The authors included age, race, gender, education, job tenure, and organizational tenure in their demographic variables. Data was collected from 21 organizations where the mean age was 36.8 and over half of the participants had a college education. Participants averaged 7.3 years in their current job and 10.3 years at the organization.

Kimmel contends that women’s participation in the work force is taking place in every level, even in the major professions. For example, today, “women make up 12.9 percent of all architects and engineers, 32.3 percent of doctors, and 46 percent of university professors” (Kimmel; 248). These percentages are likely to increase even more as women pursue more higher education.

Organisations nowadays are becoming more diverse through recruitment and they must respond to the pressure faced by this diverse workforce, especially the increased participation of women in the workplace (Wirth, 2001a). Conversely, organisations must take into account aspects enhancing women’s career development (Burke, 2002). Factors that help women advance in organisations have been identified but are yet to be tested (Knorr, 2005). The purpose of this paper is to examine the effects of the organisational factors that help women’s career advancement in the workplace but also explore any further organisational or social

It is very important for an organization to maintain all employees’ job satisfaction especially in the service industry. By providing job satisfaction to all employees, it will help reduce problems and cut costs such as decreasing absenteeism rate of all staff, increase productivity level, lower turnover rates, saving up on training costs and also advertising costs for recruiting new employees. When employees are satisfied with their jobs, employees will retain and also stay loyal to the company. The cause of dissatisfied employees can be caused by following reasons:

Job satisfaction, in accordance to research done by Alexander, Litchtenstein and Hellman (1998), is extremely vital to any organization because in the absence of it there can be a decrease in employee commitment, and with such an important variable missing this can lead to a domino effect of poor work ethic, customer satisfaction and profit. Additionally, studies have shown that fear can also be used as a form of motivation; however, it is temporary and has a negative outcome (Lall and Zaidi, 2008). Such outcome can have a decline in job satisfaction which would further result in the lack of productivity, therefore causing an impact in the organization.

Author 1 :Mr.Lims Thomas, Assistant Professor, Department of Social Work, St.Thomas’ College (Autonomous), Thrissur, Kerala, India Email : limsthomas09@gmail.com

a relationships between the effort put at a work and the result of their performance from that effort

The report іs the result of a survey whіch was undertaken on Employees іn educatіonal sector. The objectіves of the project have been fulfіlled by gettіng response from the Employee's assocіated to these segments through a personal іntervіew іn the form of a questіonnaіre. The responses avaіlable through the questіonnaіre are used to evaluate the Job satіsfactіon for the Employees іn educatіonal sector.