The Determinants Of Job Satisfaction Among Secondary School Teachers
[MORO LOCAL GOVERNMENT AREA, KWARA STATE, NIGERIA]

Zembylas & Papanastasiou (2006 ) studied the sources of job satisfaction and dis-satisfaction in Cyprus, it is claimed that teachers derive satisfaction from such aspects as: “working with children and seeing them grow and achieve, making a contribution to the society, working collaboratively with colleagues and achieving personal professional growth”. They also found that pay, working time and vacation influence job satisfaction although they were not of great significance.
Rasku & Kinnunen (2003), found that finnish primary school teachers expressed more job satisfaction than their counterparts in other European countries in which the study was conducted. Their satisfaction was a result of the fact that they are assured their wellbeing through working. Research findings indicate that “both hygeine’s (SIC) and motivators or work-related needs of employees are predictors of job satisfaction among Nigerian teachers” (Oloube, 2007). His findings are contrary to Herzberg’s Two Factor Theory which differentiates “satisfiers” from “dis-satisfiers”. This implies that both “hygiene” and “motivators” influence job satisfaction among employees. Other researchers also argue that teachers in the United Kingdom and Australia derive their job satisfaction from aspects such as: “students and others, self-growth, mastery of professional skills, feeling part of a collegial, supportive environment….” (Dinham & Scott, 2000).
Robbins & Judge (2008) asserted that employees derive their job satisfaction from such facets as: the job itself, salary, possibilities to advance themselves, supervision, and relationship with their workmates. They argue that of all these job facets the enjoyment with the job itself indicated the greatest correlation to high job satisfaction levels on the overall. They argue that majority of the employees focus quite often on the pay when talking about the phenomenon of job satisfaction. According to “the essence of job satisfaction can be captured by measuring five facets of a job-work itself, pay, promotions, co-workers, and supervision”. They add that apart from examining employees’ satisfaction using those five aspects general job satisfaction general job satisfaction may be measured as well.
Similarly, argues that the most common facets or aspects of job satisfaction include the following: “appreciation, communication, co-workers, fringe benefits, job conditions, nature of the work itself, organisation policies and procedures, pay, personal growth, promotion opportunities, recognition, security and supervision”.
Job satisfaction can be measured using the nine facets approach. In other words, the survey instrument has to include nine job satisfaction facets or factors and those facets include: “pay, promotion, supervision, operating conditions, co-workers, nature of work and communication”. The author provides further descriptions of such facets of Job satisfaction.
Job Satisfaction Facets    Description
1.         Pay:             Satisfaction with pay and pay raises
2.        Promotion:        Satisfaction with promotion opportunities
3.        Supervision:        Satisfaction with the person’s immediate supervisor
4.        Benefits:        Satisfaction with fringe benefits
5.       Contingents rewards:    Satisfaction with rewards (not necessarily  
Monetary) given for good performance
6.    Operating conditions:    Satisfaction with rules and procedures
7.    Co-workers:        Satisfaction with co-workers
8.    Nature of work:        Satisfaction with the type of work done
9.    Communication:        Satisfaction with communication within the organization
Similarly, job satisfaction is associated with eight facets and these include salary, promotion, supervision, fringe benefits, rewards, procedures, workmates and the nature of the job.