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Conference Paper · June 2016
DOI: 10.13140/RG.2.1.1599.6403
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2 authors , including:
Olcay Genc
Iskenderun Technical University
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Olcay Genc
1
Hilmi Coskun
2
E-GTZ 2016
Tuzla, June 02-04, 2016
JOB SATISFACTION LEVEL OF CONSTRUCTION INDUSTRY EMPLOYEES
Summary: Success of an organization is hidden in job satisfaction. Job satisfaction represents a combination of positive or negative feelings that workers have towards their work and causes a series of influences on various aspects of a company. Job satisfaction is a combination of psychological, physiological and environmental situations that make a person truthfully say I am satisfied with my job. There are many factors that effects job satisfaction. In this study, factors, which affects construction employees’ job satisfaction, such as communication level at work, social status differences and effects, educational level, gender and fair compensation level were analysed by using a questionnaire. The questionnaire was delivered to both employer and employees who work in construction sector. Answers were analysed by using 4 Level Likert Scale.
According to results, despite the fact that the employers say their employees in different status have the same rights in their company, they organize occupational trainings and seminars to increase work efficiency very often and they pay fair wages that meet the employees expectations; employees think that employees in different status somewhat have the same rights in their company, their companies organize occupational trainings and seminars to increase work efficiency once in a few years, and although their wages is fair, it does not meet their expectations.
Key words: Construction industry, Social problems, Job satisfaction, In-job-training, Wage policy,
Work efficiency
1
MSc Civil Engineer, PhD student, Iskenderun Technical University, Construction Faculty, Civil
Engineering Department, İskenderun, Hatay, Turkey, genc_olcay@hotmail.com
2
Assistant Prof., Iskenderun Technical University, Construction Faculty, Civil Engineering
Department, İskenderun, Hatay, Turkey, e_erdis@hotmail.com
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1.
INTRODUCTION
Employees have the power to uplift or ruin a business and they are considered worthful resources to companies [2]. Success of an organization is hidden in job satisfaction, which is related with job turn over and life satisfaction [2]. When an employee employed in a company, it brings the needs, desires and experiences together.
Job satisfaction represents a combination of positive or negative feelings that workers have towards their work and causes a series of influences on various aspects of a company. Employee loyalty is one of the most significant factors of it [1]. Many studies have shown that job satisfaction has big impact on the on the motivation and productivity of workers, and hence also on performance of business organizations [1].
There are different approaches to define job satisfaction. Spector [8] gave one of the most used definitions of job satisfaction in 1997 [1]. According to him, job satisfaction is associated with how people feel about their job and its various aspects [8].
Hoppock [5] defined job satisfaction as a combination of psychological, physiological and environmental situations that make a person truthfully say I am satisfied with my job .
Vroom [10] defines job satisfaction as affectional alignments on the part of individuals toward work duties, which they are presently holding. Davis [4] says that job satisfaction is closely linked to employees’ behaviors in the work place. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment, according to Kaliski [6]. Job satisfaction can also be defined as the extent to which a employee is content with the rewards he/she gets out of his/her job, especially in terms of intrinsic motivation [9]. Negative and unfavorable attitudes towards the job indicate job dissatisfaction says Armstrong [3].
There are many factors that effects job satisfaction. According to Rue and Byars
[1,7], job satisfaction factors can be sorted as below:
 Superiors’ concern for employees

Job design (Such as scope, depth, interest, perceived value, etc.)

Wages (external and internal consistency)

Working conditions

Social relationships

Perceived opportunities

Levels of desire [1,7]
In this study, factors, which affects construction employees’ job satisfaction, such as communication level at work, social status differences and effects, educational level, gender and fair compensation level were analysed by using a questionnaire that answered by both employers and employees who work in Turkish construction sector.
2.
METHOD
This study is based on a survey model. A questionnaire was formed and delivered to the participants. The survey consists of 11 questions regarding construction employees’ job satisfaction, such as communication level at work, social status differences and effects, educational level, gender and fair compensation level.
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The universe of the study is employer and employees who work in Turkey’ construction industry. The sample of the study consist 30 employers and 30 employees. 4
Level Likert Scale was used in the data analysis. Weighted averages were calculated by giving 4 points to the most positive option and 1 point to the most negative option and results were analysed.
3.
RESULTS
In case of occupational accident, what kinds of supports are provided to employees?
How the superiors are concerned with the employees' problems?
Do the employees in different status have the same rights in your company?
Are you satisfied with precautions on occupational health and safety in your company?
How often occupational trainings and seminars to increase work efficiency are organized in your company?
Moral and financial support
(%)
100,00
Very concerned
(%)
56,67
Certainly they have
(%)
40,00
Very satisfied
(%)
40,00
Very often
(%)
56,67
Does your company get involved with the employees' outer view?
Do you think the wages paid to employees in your company is fair and meet expectations? the
Get involved fully
(%)
16,67
Fair and meet the expectation
(%)
40,00
Financial support only
(%)
0,00
Concerned
(%)
40,00
They have
(%)
36,67
Satisfied
(%)
53,33
Annually
(%)
36,67
Get involved
(%)
10,00
Fair but doesn't meet the expectation
(%)
53,33
Moral support only
(%)
0,00
Somewhat concerned
(%)
3,33
Somewhat they have
(%)
16,67
Somewhat satisfied
(%)
6,67
Once in a few years
(%)
6,67
Somewhat get involved
(%)
36,67
Not fair
(%)
3,33
None
Average
Rating
(%)
0,00
Unconcerned
(%)
0,00
They don't
(%)
6,67
None
(%)
0,00
4,00
Average
Rating
3,53
Average
Rating
3,10
Average
Rating
3,33
None
(%)
Average
Rating
0,00
3,50
Doesn't get involved
(%)
36,67
Doesn't meet the expectation
(%)
3,33
Average
Rating
2,07
Average
Rating
3,30
Table1. Job satisfaction factors related with employers from employer view
The employers’ view of job satisfaction factors related with employers is shown in table 1. It is stated that employers provide both moral and financial support when an occupational accident occur in their company. Employers also think that their wages is fair and meet the employee’s expectations.
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What is the level of confidence between employees who work in different status?
What kinds of problems occur in your because company of differences in education level of employees?
Do personal characteristics such as language, religion, race, creed, color, sex, political opinion, philosophical beliefs etc. cause any discriminations between employees?
Full confidence
(%)
36,67
Grouping and communication problems
(%)
6,67
Certainly they do
(%)
13,33
Controlled confidence
(%)
63,33
Grouping problems
(%)
16,67
They do
(%)
6,67
Somewhat confidence
(%)
0,00
Communication problems
(%)
20,00
Somewhat they do
(%)
0,00
No confidence
(%)
0,00
None
(%)
56,67
None
(%)
80,00
What do you think about impact of female employees on work efficiency in construction industry?
They increase the work efficiency
(%)
46,67
They increase the work efficiency but not fair enough
(%)
26,67
They somewhat increase the work efficiency
(%)
16,67
They don’t increase the work efficiency
(%)
10,00
Table 2. Job satisfaction factors related with employees from employer view
Average
Rating
3,37
Average
Rating
1,73
Average
Rating
1,47
Average
Rating
3,10
When table 2 is examined, it is noted that employers disagreed on personal characteristics such as language, religion, race, creed, color, sex, political opinion, philosophical beliefs etc. cause any discriminations between employees.
In case occupational of accident, what kinds of supports are provided to employees?
How the superiors are concerned with the employees' problems?
Moral and financial support
(%)
76,67
Very concerned
(%)
Financial support only
(%)
20,00
Concerned
(%)
Moral support only
(%)
0,00
Somewhat concerned
(%)
None
(%)
3,33
Unconcerne d
(%)
Average
Rating
3,70
Average
Rating
2,77
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Do the employees in different status have the same rights in your company?
3,33
Certainly they have
(%)
3,33
70,00
They have
(%)
20,00
26,67
Somewhat they have
(%)
66,67
0,00
They don't
(%)
10,00
Average
Rating
2,17
Are you satisfied with precautions on occupational health and safety in your company?
How often occupational trainings and seminars to increase work efficiency are organized in your company?
Very satisfied
(%)
3,33
Very often
(%)
6,67
Satisfied
(%)
13,33
Annually
(%)
30,00
Somewhat satisfied
(%)
80,00
Once in a few years
(%)
36,67
None
(%)
3,33
None
(%)
26,67
Average
Rating
2,16
Average
Rating
2,16
Does your company get involved with the employees' view?
Do you think the wages paid to employees in your company is fair and meet expectations? outer the
Get involved fully
(%)
3,33
Fair and meet the expectation
(%)
6,67
Get involved
(%)
6,67
Fair but doesn't meet the expectation
(%)
66,67
Somewhat get involved
(%)
56,67
Not fair
(%)
16,67
Doesn't get involved
(%)
33,33
Doesn't meet the expectation
(%)
10,00
Average
Rating
Table 3. Job satisfaction factors related with employers from employees view
1,80
Average
Rating
2,70
The employees’ view of job satisfaction factors related with employers is shown in table 3. It is stated that their employers provide both moral and financial support when an occupational accident occur in their company. Employees also think that their wages is fair but doesn’t meet their expectations.
What is the level of confidence between employees who work in different status?
Full confidence
(%)
3,33
Controlled confidence
(%)
56,67
Somewhat confidence
(%)
40,00
None
(%)
0,00
Averag e
Rating
2,63
What kinds of problems occur in your company because of differences in education level of employees?
Grouping and communicatio n problems
(%)
46,67
Grouping problems
Communicati on problems
(%)
16,67
(%)
20,00
None
Averag e
Rating
(%)
16,67
2,93
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Do personal characteristics such as language, religion, race, creed, color, sex, political opinion, philosophical beliefs, etc. cause any discrimination between employees?
They certainly do
(%)
6,67
They do
(%)
16,67
Somewhat they do
(%)
0,00
None
(%)
76,67
Averag e
Rating
1,36
What do you think about impact efficiency of female employees on work construction industry? in
They increase the work efficiency
(%)
40,00
They increase the work efficiency but not fair enough
(%)
26,67
They somewhat increase the work efficiency
(%)
20,00
None
(%)
13,33
Averag e
Rating
2,93
Table 4. Job satisfaction factors related with employees from employees view
When table 4 is examined, it is noted that employees don’t think personal characteristics such as language, religion, race, creed, color, sex, political opinion, philosophical beliefs etc. cause any discriminations between employees. They also think that female employees increase the work efficiency although it is not fair enough.
4.
CONCLUSION AND RECOMMENDATIONS
In this study aiming to examine job satisfaction level of construction employees by using factors such as communication level at work, social status differences and effects, educational level, gender and fair compensation level; it is found that both employers and employees agreed on their companies provide both moral and financial support when an occupational accident occur; personal characteristics such as language, religion, race, creed, color, sex, political opinion, philosophical beliefs etc. do not cause any discrimination between employees; although it is not fair enough, female employees increase the work efficiency; and their companies somewhat get involved with the employees' outer view. Despite the fact that the employers say their employees in different status have the same rights in their company, communication problems occur because of differences in education level of employees, they are very satisfied with precautions on occupational health and safety, they organize occupational trainings and seminars to increase work efficiency very often and they pay fair wages that meet the employees expectations; employees think that employees in different status somewhat have the same rights in their company, grouping problems occur because of differences in education level of employees, they are somewhat satisfied with precautions on occupational health and safety, their companies organize occupational trainings and seminars to increase work efficiency once in a few years, and although their wages is fair, it does not meet their expectations.
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It is understandable to expect better working conditions for both employees and employers in order to achieve greater efficiency. It can be suggested that if the employers and employees define what they expect from each other at the onset of employment, then they can have a better working conditions beneficial for both sides.
Acknowledgement
Authors thank to Bilgiye Calis for her help to collect the survey data.
5.
REFERENCES
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Vol. 3 Issue 4, p: 77-86.
2.
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3.
Armstrong M.: A Handbook of Human resource Management Practice, 2006, Tenth
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4.
Davis K., Nestrom J.W.: Human Behavior at work: Organizational Behavior, 1985, 7 edition, McGraw Hill, New York, p.109
5.
Hoppock R.: Job Satisfaction, 1935, Harper and Brothers, New York, p. 47
6.
Kaliski B. S.: Encyclopedia of Business and Finance, 2007, Second edition, Thompson
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7.
Rue L. W., Byars L.: Management, Skills and Application, 2003, 10 ed., McGraw-
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8.
Spector, P. E.: Job Satisfaction: Application, Assessment, Causes And Consequences,
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9.
Statt D.: The Routledge Dictionary of Business Management, 2004, Third edition,
Routledge Publishing, Detroit, p. 78.
10.
Vroom V. H.: Work and Motivation, 1964, John Wiley and Sons, New York, p.99
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