INTERNATIONAL JOURNAL of ACADEMIC RESEARCH
Vol. 8. No. 5. November, 2016
DETERMINATION OF JOB SATISFACTION LEVELS OF SPORT SECTOR EMPLOYEES 1
2
Yavuz Kilic , Erkut Tutkun *, Murat Elioz
1
1
Ondokuz Mayis University, Yasar Dogu Faculty of Sport Sciences, Samsun, 2 Uludag University, Faculty of Sport Sciences, Bursa (TURKEY) *Corresponding author:
[email protected] DOI: 10.7813/2075-4124.2016/8-6/A.5 Received: 25 Oct, 2016 Accepted: 30 Nov, 2016
ABSTRACT The aim of this study was determine the job satisfaction levels of male and female employees who work for private and public organizations in sport sector. A total of 91 employees, 40 females and 51 males, working in the city of Samsun participated in the study. Data was collected through questionnaire forms, one of the qualitative research methods. “Minnesota Satisfaction Questionnaire” was used to find out employees’ job satisfaction levels and numbers and percentages were used for descriptive statistics, while arithmetic mean ± standard deviation was used for other statistics. In the analysis of the data normally distributed, independent ttest was used to compare two subgroups, and the significance was determined to be 0.05. It was found that gender doesn't change the job satisfaction and the level of job satisfaction is higher in employees working in public sector when compared with employees in the private sector, in married individuals when compared with singles and in administrative staff when compared with sports staff. As a conclusion, It can be said that marital status, duty status in the workplace and sector variables affect job satisfaction. Key words: Sport, Job Satisfaction, Sport Sector, Employee 1. INTRODUCTION A society’s keeping up with fast changes and developments depends on conscious upbringing of individuals who are not only physically but also mentally healthy. Presence of qualified work force is possible through realization of investments and goals put forward by institutions. To do this, it is extremely important to bring employees to the work place not only physically but also mentally. There is no doubt that employees who are happy, who love their jobs and who can take initiatives about their work will be extremely effective and make creative contributions. Job satisfaction can be defined as the harmony of the characteristics of the job and the characteristics individuals find in themselves. Job satisfaction, which is defined as the pleasure felt by employees in evaluating their job or as the emotional satisfaction they reach, consists of attitudes that employees develop towards their jobs (Avsaroglu et al., 2005). Job is very important in human life and if an employee spends an important part of his/her life at the work place (Turkcapar, 2012) and continues to do this for at least 20-25 years, it is important for him/her to take pleasure from his/her job to be happy in terms of his/her organic and psychological existence. Thus, the pleasure an employee gets from his/her job affects his/her life to a great extent and the satisfaction he/she gets from the job influences his/her life (Orucu et al.,2006). When job satisfaction increases, employee’s happiness also increases; when job satisfaction decreases, the employee becomes uncomfortable and consequently indifference and disharmony increase (Yilmaz and Karahan, 2009). Job satisfaction or dissatisfaction occurs as a result of a great number of factors such as gender (Eginli, 2009; Aksit 2010), age (Demirsoy, 2009), education (Samadov, 2006), personality (Sabuncuoglu and Tuz, 2005), the quality of job (Dagdeviren, 2007) and pay (Sabuncuoglu and Tuz 2005). These factors can cause satisfaction or dissatisfaction in people (Yilmaz and Karahan, 2009). Individuals who have high job satisfaction have positive feelings, attitudes and behaviors about their jobs. These individuals tend to show their positive attitudes and behaviors at work also within the society and within the family. On the other hand, individuals with low job satisfaction levels reflect the problems they have in their work place to their social life and the individuals around them negatively (Gamsiz et al., 2013) A great number of managers who know well that being successful requires loving the job and who think about increasing the efficiency of their employees aim to keep their employees’ happiness and satisfaction high. It is extremely important for managers who try to increase their employees’ job satisfaction levels to have high levels of job satisfaction themselves in terms of the institution they work for (Donuk, 2009). The basic criterion that determines the efficiency and effectiveness of institutions is being able to find out people’s behaviors and to ensure that these behaviors act on the goals of the institution (Sahin, 2008). Similarly, job satisfaction and satisfaction levels are main factors that affect success for sports management. In sports sector where success is assessed with performance and winning and losing are
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INTERNATIONAL JOURNAL of ACADEMIC RESEARCH
Vol. 8. No. 6. November, 2016
valuable, it is extremely important for managers, trainers and athletes to have good motivation and this is what makes job satisfaction important. The aim of this study is to analyze the job satisfaction levels of men and women who work in sports sector and the factors that influence job satisfaction. 2. METHODOLOGY A total of 91 volunteers, 40 females and 51 males, working in the sports sector in the city of Samsun participated in our study. “Minnesota Satisfaction Questionnaire” was used to find out employees’ job satisfaction levels. The 20-item questionnaire, which was developed by Weiss et al., (1967) and translated into Turkish by Baycan (1985), was used as data collection tool in order to compare the job satisfaction levels of female and male employees working in sports sector. The data obtained were transferred to SPSS for Windows 19.0 program and they were assessed. Numbers and percentages were used for descriptive statistics, while arithmetic mean ± standard deviation was used for other statistics. In the analysis of the data normally distributed, independent t-test was used to compare two subgroups, and the significance was determined to be 0.05. 3. RESULTS 51 (56%) of the participants were male while 40 (44%) were female. 46 (50,5%) of the participants were found to be married, while 45 (49,5%) were found to be single. 45 (49,5%) 30 and younger, 26 (28,6%) were between 31 and 40 years of age, 14 (15,4%) were between 41 and 50 years of age and 6 (6,6%) were found to be 50 and older. In terms of educational status, 2 (2.2%) were found to be primary school graduates, 1 (1.1%) was found to be secondary school graduate, 14 (15.4%) were found to be high school graduates, 70 (76.9%) were found to be university graduates and 4 (4.4%) were found to have master’s degree. 55 (60,4%) of the participants were found to be working in public sector, while 36 (39,6%) were found to be working in private sector. 51 (56%) were found to be working in their institution for less than 5 years, 20 (22%) between 6 to 10 years and 20 (22%) for 11 or more years. 40 (44%) of the participants were found to be administrative staff, while 51 (56%) were found to be sports staff. 32 (35.2%) of the participants were found to have a salary of 1000 TL and less, 38 (41,8%) were found to have a salary of between 1001-2000TL, 18(19.8%) were found to have a salary of between 2001-3000 TL and 3(3,3%) were found to have a salary of more than 3000 TL. Table 1. Comparison of some variables with job satisfaction
Sector Gender Marital Status Duty
Variable
Mean
SD
Public
75,08
20,10
Private
68,21
13,00
Female
76,1
19,4
Male
76,6
18,6
Married
77,8
19
Single
75
18,8
Administrative staff
77,4
18,8
Sportive staff
75,4
19,2
t
p
2,989
0,014*
-0,780
0,339
3,557
0,005*
7,100
0,000*
p
