Job Satisfaction of Kuwaiti Male Hospital Employees
Job satisfaction is a concern of all companies large and small around the world. Building employee loyalty was ignored for several decades, but in recent years companies have been focusing on employee loyalty through offering perks that often lead to job satisfaction and thus the employee stays in the job. Without job satisfaction, turnover for a company can be detrimental to budgets and projects. By increasing employee satisfaction, the company is ensuring their profits because more time will be spent working on projects rather than hiring replacement employees.
The job satisfaction of Kuwaiti people is a fairly new avenue that is being explored. Information about job satisfaction is minimal, but is definitely a worthwhile endeavor and needs to be studied in more detail. Most studies to date are based on the differences on job satisfaction in regard to gender. One study found that the different genders are not significantly different in the variables that correspond to their job satisfaction (Al-Ajmi, 2006); while another study showed discrepancies in the way the variables corresponded with job satisfaction and gender (Bond, Punnett, Pyle, Cazeca, & Cooperman, 2004).
Unfortunately, the majority of the few studies have been gender based. This study on the other hand is focused on the male perspective. The hypothesis was focused on the job satisfaction of the males in a given organization. Since no studies have been focused on private hospital employees, this organization became the main focus of this study. A random sample of twenty males, in one Kuwaiti hospital, was given a questionnaire to complete. All twenty of the males completed the survey and returned it. Finding the twenty participants proved harder than expected. Many of the Kuwaiti private hospitals do not allow outside studies to be conducted, and several hospitals were contacted prior to finding one that would the employees to complete the questionnaire. The main difference between the hospital administration and the study subjects was that the subjects were quite happy to oblige and complete the survey.
Findings and Results
The information from the questionnaire led to interesting results. While the variables are not correlated to one another, there is a definite explanation as to the variables that are associated with job satisfaction, which variables are negative to job satisfaction and which are neutral. Understanding these basic variables is instrumental to understanding the concept of job satisfaction in males working at private hospitals in Kuwait.
The age range of the males in this study was from 20 years of age to over 66 years old. In fact, the majority of the subjects were 66 years old or more and this age group consisted of 55% of the study sample (see Appendix 1). The average length of time at the job was less than three years, with 60% of the respondents falling in this group (See Appendix 2), and the majority of the respondents, at 60% as well, were middle-management within the organization (See Appendix 3).
The most interesting part of this study was there was overall satisfaction in the areas of communication, contribution, leadership and corporate practices was good. There were no overt dissatisfying areas in these sections, but alike, there were no overtly satisfying areas. They did not seem to play a major role in the male employee job satisfaction (See Appendices 4-7). The feeling was that this middle ground that included these intrinsic factors was good only because of the perks and environment, or extrinsic factors of the organization, in which these employees worked on a daily basis.
The work practices and work environment scored high on the job satisfaction survey, while the IT facilities were deemed only adequate. This finding did not seem to affect the overall job satisfaction; it was just integrated as part of the job. However the extrinsic values that were important factors to job satisfaction included good working condition, full appreciation of work, wages, and job security to name a few (See Appendix 8-9). These are variables that have been added by the organization that help increase job satisfaction and thereby increasing job security and stability for the organization. The other benefits that led to job satisfaction included educational and development classes, and job promotion (See Appendix 10).
Looking at the research data, the majority of male employees at this hospital are over 66 years old, in middle-management and have been there less than three years. This shows that employment satisfaction could be a problem. Those people employed longer than 3 years is only 15% of the study and less than 12 months is 20% of the study. Based on this and no other information, there could be a correlation between job dissatisfaction and the amount of time on the job. This data shows a trend of most employees leaving within 3 years. This may or may not be true. Other factors that should be considered could include how long the hospital has been operating, how it has grown in the last few years, and if it became privatized recently. All of these factors could change the way the data appears.
From these findings it can be shown that job satisfaction is based on two aspects of the sample subject. The first is that many organizations work hard to ensure job satisfaction of their employees by offering incentives, benefits, and other items that are deemed as essential or expected by the individual. Sometimes the organization listens and other times it does not and thereby ignoring individual needs and wants and disrupting the satisfaction of employees with their work environment. Success needs to be a joint effort for most societies and organization. When the organization helps the employee to succeed, then the organization will succeed as well.
Studying job satisfaction is not an easy task. The concept of job satisfaction in its own definition is very individualistic, meaning what is important to one person, is not always important to others. The study shows that many items associated with job satisfaction are on an above average scale in this Kuwaiti private hospital. However, there are also benefits that the employees could care less about, and would prefer other incentives and benefits. Again, it is very individualistic.
The most interesting aspect of this study was that Kuwaiti organizations, at least this private hospital, are willing to listen to their employees to a point. There does seem to be some dissatisfaction and this could be due to unmet individual needs that are discussed in the study (See Appendix 10). Unmet individual needs and goals will cause a person to look elsewhere to fulfill that need hence high turnover in an organization. Does this mean that every employee is dissatisfied? Of course it does not mean every employee will leave. What it means is that the administration needs to evaluate the individual needs and expected benefits of the employees and find a way to change and incorporate those benefits and perks.
Not everyone will always fall in line with the majority, but the majority will keep the organization on the right tract to employee job satisfaction whether male or female. The study of job satisfaction is definitely needed to be researched more in Kuwait and around the world. In this highly transient society organization need to grow and learn how to keep their mobile employees attached and working. Many companies allow telecommuting, and other such benefits, and these organizations seem to have less of a turn over rate than other companies that are falling behind in the times. Employee satisfaction is important and with new technology and societal norms, is a concept that needs to be at the top of the research list for organizations that want to succeed.
Al-Ajmi, R. (2006, December). The Effect of Gender on Job Satisfaction and Organizational Commitment in Kuwait. International Journal of Management, 23(4), 838-844. Retrieved December 28, 2008, from Business Source Premier database.
Bond, M., Punnett, L., Pyle, J., Cazeca, D., & Cooperman, M. (2004, January). Gendered Work Conditions, Health, and Work Outcomes. Journal of Occupational Health Psychology, 9(1), 28-45. Retrieved December 30, 2008, doi:10.1037/1076-8922.214.171.124