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

Sierpe does not include communication in the above list of job satisfaction components or antecedents. In his study on job satisfaction among university lecturers and professors in the United Kingdom employed a modified Job Descriptive Index which included eight aspects and these include: “(1) teaching; (2) research; (3) administrative and managerial duties; (4) present pay; (5) opportunities (6) supervision/supervisor; (7) co-workers; (8) physical conditions/working facilities”. This implies previous researchers do not occur on the facets of job satisfaction though some the facets are similar. In short, the previous studies reveal various job satisfaction facets or dimensions and these are as follows: recognition, salary, fringe benefits, promotion opportunities, collegiality (co-workers or social relations, acceptance), physical working environment or working conditions, supervision/leadership style.
Job Facets        Description
Pay:            Fairness, opportunities, frequency of raises promotion
Supervision:         Level of competence, fairness, interest in subordinates
Benefits:            Range of benefits, comparative value
Contingent rewards:    Recognition, appreciation, reward
Operating procedures:    Rules and procedures, red tape, amount of work
Co-workers:        Level of competence, friendliness
    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.
However, Sierpe does not include communication in the above list of job satisfaction components or antecedents. Job satisfaction among university lecturers and professors in the United Kingdom employed a modified Job Descriptive Index which included eight aspects and these include: “(1) teaching; (2) research; (3) administrative and managerial duties; (4) present pay; (5) opportunities (6) supervision/supervisor; (7) co-workers; (8) physical conditions/working facilities”. This implies previous researchers do not occur on the facets of job satisfaction though some the facets are similar. In short, the previous studies reveal various job satisfaction facets or dimensions and these are as follows: recognition, salary, fringe benefits, promotion opportunities, collegiality (co-workers or social relations, acceptance), physical working environment or working conditions, supervision/leadership style.
Nature of work Interest, meaningfulness, enjoyment achievement and advancement or personal growth opportunities. Most of these aspects were identified by researchers from developed countries and just a few from developing countries such as South Africa. However, some scholars emphasize on just five or six of those facets, nonetheless this study measures teacher job satisfaction using most of facets stated above.
Concepts of Teachers’ Job Satisfaction
    Job satisfaction results in teachers’ performance, job turnover, absenteeism and involvement in teachers’ union activities (Organ and Bateman, 2005 & Robbins & Judge, 2008). However, there is no empirical data that justifies direct or indirect influence of employees’ satisfaction on productivity.
    This implies that satisfied teachers can contribute significantly to the improvement students” academic performance and school effectiveness at large. Similarly, Shann (2001) asserts that job satisfaction helps to retain teachers and makes them committed to their job and through this also makes their schools very effectiveness. In other words, job satisfaction contributes to improvement of teaching, students’ learning and teacher retention.
    This implies that high satisfaction with these variables would contribute to their intention to remain in the job. However, recent survey conducted among 245 human resource representatives and 7,101 workers in United States of America revealed that employees do not remain in their jobs because of good salaries and fringe benefits, but they stay because of the collegial relationship with co-workers and managers (Office Pro, 2008).