Oczekiwania wobec pracodawcy a zadowolenie z pracy naukowców

• Autorzy: Marzena Feldy , Marta Bojko

Warianty tytułu

Job Expectations and Satisfaction among Scientists

• Języki publikacji: PL

Abstrakty

Obserwowana od kilku lat na rynku pracy malejąca podaż wykwalifikowanych osób gotowych podjąć zatrudnienie skutkuje umacnianiem się pozycji pracownika. Konsekwencje tego procesu dotykają nie tylko przedsiębiorstwa, ale są również odczuwalne dla instytucji naukowych. Celem artykułu jest diagnoza poziomu zadowolenia z rożnych aspektów pracy i przywiązania do miejsca zatrudnienia w grupach naukowców o odmiennych profilach oczekiwań wobec pracy. Na tej podstawie możliwe będzie wskazanie instytucjom naukowym tych aspektów pracy, o które powinny dbać, aby zapewnić naukowcom wysoki poziom satysfakcji z miejsca zatrudnienia. Aby dostarczyć wiedzy w tym zakresie, analizie poddano materiał empiryczny zgromadzony w ramach badania kwestionariuszowego przeprowadzonego przez OPI PIB w 2017 roku na reprezentatywnej próbie 840 naukowców zatrudnionych we wszystkich typach jednostek naukowych w Polsce. Pracownicy, którzy wzięli udział w sondażu, znajdowali się na różnych etapach kariery naukowej i reprezentowali wszystkie obszary nauki. Na podstawie deklaracji dotyczących oczekiwań wobec pracodawcy przeprowadzono analizę czynnikową i podzielono respondentów na trzy grupy: 1) wymagających, 2) aspirujących i 3) niezaangażowanych. Pracownicy wymagający wyróżniają się wysokimi oczekiwaniami w zakresie wszystkich badanych aspektów pracy: ekonomiczno-organizacyjnych, rozwojowo-społecznych oraz elastyczności zatrudnienia. Z kolei naukowcy aspirujący wyżej niż inne grupy cenią sobie przede wszystkim aspekty rozwojowo-społeczne. Ich przeciwieństwem są zaś pracownicy niezaangażowani, dla których aspekty rozwojowo-społeczne są najmniej ważne, a pozostałe kwestie umiarkowanie istotne. Badanie zadowolenia poszczególnych grup naukowców z obecnego pracodawcy wskazuje na konieczność koncentracji zatrudniających ich instytucji naukowych na odmiennych aspektach pracy. W przypadku pracowników wymagających ważne okazuje się zadbanie o ich dobrostan ekonomiczny. Natomiast dla podniesienia satysfakcji z pracy naukowców z grupy aspirujących istotne będzie zapewnienie im wyższego poziomu zadowolenia ze sfery rozwojowo-społecznej. Największe wyzwanie może stanowić usatysfakcjonowanie pracowników niezaangażowanych, którzy deklarują stosunkowo niski ogólny poziom zadowolenia z miejsca pracy, a jednocześnie nie mają ugruntowanych oczekiwań wobec zatrudniających ich instytucji. (abstrakt oryginalny)

EN

The decreasing supply of qualified people ready to take up employment, observed for several years on the labour market, results in the strengthening of the employee's position. The consequences of this process affect not only the companies but also scientific institutions. The employee's market, which is shaped as a result of the following changes, forces employers to focus increasingly on activities aimed at attracting and retaining individuals who constitute their human capital. The aim of our article is to diagnose satisfaction levels of various job facets and differences in attachment to the workplace in groups of scientists with varied job expectation profiles. On this basis, it will be possible to indicate the job facets that scientific institutions should take into consideration in order to provide researchers with a high level of job satisfaction. To broaden knowledge about the subject, we used data collected by the National Information Processing Institute in 2017 in a nationwide representative sample of 840 scientists who were at various stages of their academic career, represented all areas of science and worked in all types of scientific units in Poland. By performing factor analysis and a clustering procedure on variables describing researchers' job expectations we were able to categorize the respondents into three groups: 1) demanding, 2) aspiring and 3) unengaged. The demanding employees have high expectations in all job facets that we examined, i.e.: economic and organizational matters, developmental and social opportunities as well as employment flexibility. The aspiring scientists above all appreciate developmental and social opportunities more than other groups. On the contrary, the unengaged employees value developmental and social opportunities the least while other job facets are moderately significant for them. The survey of satisfaction of particular groups of scientists with their current employer indicates the need to focus the scientific institutions employing them on different aspects of work. In the case of demanding employees, it is important to take care of their economic wellbeing. On the other hand, in order to increase satisfaction from work of scientists from the aspiring group, it will be important to provide them with a higher level of satisfaction from the development and social sphere. The greatest challenge may be the satisfaction of unengaged employees who declare a relatively low general level of satisfaction with the workplace, and at the same time do not have well-established expectations towards the institutions employing them. (original abstract)

Słowa kluczowe

PL

Pracownicy naukowi; Instytucje; Rynek pracy; Zadowolenie z pracy; Oczekiwania; Dobrostan

EN

Academic staff; Institutions; Labour market; Job satisfaction; Expectations; Well-being

• Czasopismo: Marketing Instytucji Naukowych i Badawczych
• Rocznik: 2020
• Numer: nr 1 (35)
• Strony: 1--28

Twórcy

autor

Marzena Feldy

• Ośrodek Przetwarzania Informacji

autor

Marta Bojko

• Ośrodek Przetwarzania Informacji

Bibliografia

• Alniaçik, Ü., Alniaçik, E., Akçin, K., Erat, S. (2012). Relationships between career motivation, affective commitment and job satisfaction. Procedia - Social and Behavioral Sciences, 58, 355-362.
• Ambrose, S., Huston, T., Norman, M. (2005). A qualitative method for assessing faculty satisfaction. Research in Higher Education, 46, 803-830.
• Antonowicz, D. (2015). Między siłą globalnych procesów a lokalną tradycją. Polskie szkolnictwo wyższe w dobie przemian. Toruń: Wyd. Nauk. UMK.
• Aslan, A.S., Shaukat M.Z, Ahmed, I., Shaha, I.M., Mahfar, M. (2014). Job Satisfactions of Academics in Malaysian Public Universities. Procedia - Social and Behavioral Sciences, 114, 154-158.
• Aydin, A., Uysal, S., Sarier, Y. (2012). The effect of gender on job satisfaction of teachers: a meta-analysis study. Procedia - Social and Behavioral Sciences, 46, 356-362.
• Baranik, L.E., Roling, E.A., Eby, L.T. (2010). Why does mentoring work? The role of perceived organizational support. Journal of Vocational Behavior, 76, 366-373.
• Bender, K.A., Heywood, J.S. (2006). Job satisfaction of the highly educated: The role of gender, academic tenure, and earnings. Scottish Journal of Political Economy, 53, 253-279.
• Bilimoria, D., Perry, S.R., Liang, X., Stroller, E.P., Higgins, P., Taylor, C. (2006). How do female and male faculty members construct job satisfaction? The roles of perceived institutional leadership and mentoring and their mediating processes. Journal of Technology Transfer, 31, 355-365.
• Callister, R.R. (2006). The impact of gender and department climate on job satisfaction and intentions to quit for faculty in science and engineering fields. Journal of Technology Transfer, 31, 367-375.
• Castillo, J.X., Cano, J. (2004). Factors Explaining Job Satisfaction Among Faculty. Journal of Agricultural Education, 45(3), 65-74.
• Claus, L. (2013). Global talent management: An overview. W: L. Claus (red.), Global HR Practitioner Handbook (vol. 1, 117-137). Silverton: Global Immersion Press.
• Claus, L. (2019). HR disruption - Time already to reinvent talent management. Business Research Quarterly, 22, 207-215.
• Edgar, F., Geare, A. (2005). HRM practice and employee attitudes: Different measures - Different results. Personnel Review, 34(5), 534-549.
• Eyüpoglu, S.Z., Saner, T. (2009). The relationship between job satisfaction and academic rank: A study of academicians in Northern Cyprus. Procedia - Social and Behavioral Sciences, 1(1), 686-691.
• Fernandez-Macias, E., Munoz de Bustillo Llorente, R. (2005). Job satisfaction as an indicator of the quality of work. The Journal of Socio-Economics, 34(5), 641-673.
• Fila, M.J., Paik, L.S., Griffeth, R.W., Allen, D. (2014). Disaggregating job satisfaction: Effects of perceived demands, control, and support. Journal of Business and Psychology, 29(4), 639-649.
• Friedman, S.D. (2014). What Successful Work and Life Integration Looks Like. Harvard Business Review, (October).
• Haar, J.M., Russo, M., Sune, A., Ollier-Malaterre, A. (2014). Outcomes of work-life balance on job satisfaction, life satisfaction and mental health: A study across seven cultures. Journal of Vocational Behavior, 85(3), 361-373.
• Hagedorn, L.S. (2000). Conceptualizing faculty job satisfaction: components, theories, and outcomes. New Directions for Institutional Research, 27, 5-20.
• Holden, E.W., Black, M.M. (1996). Psychologists in medical schools - professional issues for the future: How are rank and tenure associated with productivity and satisfaction? Professional Psychology: Research and Practice, 27(4), 407-414.
• Hryniewicz, J. (2012). Stosunki pracy w polskich organizacjach. Warszawa: Scholar.
• Islam, M.A., Cheong, T.W., Yusuf, D.H., Hazry, D. (2011). A study on generation Y behaviours at workplace in Penang. Australian Journal of Basic and Applied Sciences, 5(11), 1802-1812.
• Izvercian, M., Potra S., Ivascu, L. (2016). Job satisfaction variables: A grounded theory approach. Procedia - Social and Behavioral Sciences, 221, 86-94.
• Janger, J., Nowotny, K. (2016). Job choice in academia. Research Policy, 45(8), 1672-1683.
• Jiang, H., Men, L.R. (2015). Creating an engaged workforce: The impact of authentic leadership, transparent organizational communication, and work-life enrichment. Communication Research, 44(2), 225-243.
• Judge, T.A., Thoresen, C.J., Bono, J.E., Patton, G.K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127, 376-407.
• Karanges, E., Beatson, A., Johnston, K., Lings, I. (2014). Optimizing employee engagement with internal communication: A social exchange perspective. Journal of Business Market Management, 7(2), 329-353.
• Knoll, D.L., Gill, H. (2011). Antecedents of trust in supervisors, subordinates, and peers. Journal of Managerial Psychology, 26(4), 313-330.
• Knoop, R. (1995). Relationships among job involvement, job satisfaction and organizational commitment for nurses. Journal of Psychology, 29, 641-666.
• Kwiek, M. (2016). Uniwersytet w dobie przemian. Instytucje i kadra akademicka w warunkach rosnącej konkurencji. Warszawa: Wydawnictwo Naukowe PWN.
• Lemon, L.L., Palenchar, M.J. (2018). Public relations and zones of engagement: Employees' lived experiences and the fundamental nature of employee engagement. Public Relations Review, 44, 142-155.
• Locke, E.A. (1976). The nature and causes of job satisfaction. W: M. D. Dunnette (red.), Handbook of Industrial and Organizational Psychology (1297-1343). Chicago: Rand McNally.
• Machado, M.L., Meira Soares, V., Brites, R., Brites Ferreira, J., Gouveia, O.M.R. (2011). A Look to Academics Job Satisfaction and Motivation in Portuguese Higher Education Institutions. Procedia - Social and Behavioral Sciences, 29, 1715-1724.
• Mazor, A.H., Zucker, J., Sivak, M., Coombes, R., Van Durme, Y. (2017). Reimagine and Craft the Employee Experience: Design Thinking in Action. Deloitte Development LLC.
• Meyer, J.P., Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
• Mumford, K., Sechel, K. (2019). Job satisfaction amongst academic economists in the UK. Economics Letters, 182, 55-58.
• Munir, R.I.S., Rahman, R.A. (2016). Determining Dimensions of Job Satisfaction using Factor Analysis. Procedia - Economics and Finanse, 37, 488-496.
• Ng, T.W.H., Soresen, K.L., Yim F.H.K. (2009). Does the job satisfaction-job performance relationship vary across cultures? Journal of Cross-Cultural Psychology, 40(5), 761-796.
• Okpara, J.O., Squillace, M., Erondu, E.A. (2005). Gender differences and job satisfaction: A study of University teachers in the United States. Women in Management Review, 20, 177-190.
• Oshagbemi, T. (2003). Personal correlates of job satisfaction: Empirical evidence from UK universities. International Journal of Social Economics, 30(12), 1210-1231.
• Özpehlivan, M., Acar, A.Z. (2015). Assessment of a Multidimensional Job Satisfaction Instrument. Procedia - Social and Behavioral Sciences, 210, 283-290.
• Qu, H., Zhao, X. (2012). Employees' work-family conflict moderating life and job satisfaction. Journal of Business Research, 65(1), 22-28.
• Phelps, E., Zoega, G. (2013). Corporatism and job satisfaction. Journal of Comparative Economics, 41, 35-47.
• Poggi, A. (2010). Job satisfaction, working conditions and aspirations. Journal of Economic Psychology, 31, 936-949.
• Porter, L.W., Steers, R.M., Mowday, R.T., Boulian, P.V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603-609.
• Raziq, A., Maulabakhsh, R. (2015). Impact of working environment on job satisfaction. Procedia - Economics and Finanse, 23, 717-725.
• Rozporządzenie ministra nauki i szkolnictwa wyższego z dnia 25 września 2018 r. w sprawie wysokości minimalnego miesięcznego wynagrodzenia zasadniczego dla profesora w uczelni publicznej (Dz.U. poz. 1838).
• Ruck, K., Welch, M. (2012). Valuing internal communication; management and employee perspectives. Public Relations Review, 38, 294-302.
• Rutherford, B., Boles, J., Hamwi, G.A., Madupalli, R., Rutherford, L. (2009). The role of seven dimensions of job satisfaction in salesperson's attitudes and behaviors. Journal of Business Research, 62, 1146-1151.
• Sabharwal, M. (2011). Job satisfaction patterns of scientists and engineers by status of birth. Research Policy, 40(6), 853-863.
• Sageer, A., Rafat, S., Agarwal, P. (2012). Identification of variables affecting employee satisfaction and their impact on the organization. IOSR Journal of Business and Management, 5(1), 32-39.
• Saner, T., Eyüpoglu, S.Z. (2012). The age and job satisfaction relationship in higher education. Procedia - Social and Behavioral Sciences, 55, 1020-1026.
• Saner, T., Eyüpoglu, S.Z. (2013). The Gender-Marital Status Job Satisfaction Relationship of Academics. Procedia - Social and Behavioral Sciences, 106, 2817-2821.
• Sharma, R.D., Jyoti, J. (2009). Job satisfaction of university teachers: An empirical study. Journal of Service Research, 9(2), 51-80.
• Skalli, A, Theodossiou, I, Vasileiou, E. (2008). Jobs as Lancaster goods: Facets of job satisfaction and overall job satisfaction. Journal of Socio-Economics, 37, 1906-1920.
• Spagnoli, P., Caetano, A., Santos, S.C. (2012). Satisfaction with job aspects: Do patterns change over time? Journal of Business Research, 65, 609-616.
• Stringer, L. (2006). The link between the quality of the supervisor-employee relationship and the level of the employee's job satisfaction. Public Organization Review, 6(2), 125-142.
• Stutzer, A. (2004). The role of income aspirations in individual happiness. Journal of Economic Behavior & Organization, 54, 89-109.
• Szwabowski, O. (2014). Uniwersytet, fabryka, maszyna. Uniwersytet w perspektywie radykalnej. Warszawa: Książka i Prasa.
• Tabachnick, B.G., Fidell, L.S. (2013). Using Multivariate Statistics (6th ed.). Boston: Pearson.
• Tett, R.P., Meyer, P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings. Personnel Psychology, 46(2), 259-294.
• Ustawa z dnia 20 lipca 2018 r. - Prawo o szkolnictwie wyższym i nauce, Dz.U. poz. 1668 z późn. zm.
• Yin-Fah, B.C., Foon, Y.S., Chee-Leong, L., Osman, S. (2010). An exploratory study on turnover intention among private sector employees. International Journal of Business and Management, 5(8), 57-64.

Identyfikatory

DOI

10.2478/minib-2020-0001