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Harare
Zimbabwe
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1. ASSIGNMENT DETAILS

Submitted By – Student Number 77435834

Group Code ZIM0112A – Individual Assignment
Date Submitted : 2013/09/16
Module Code MBL925P
Assignment Number (1 or 2) Assignment 2
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Lecturer Prof Serumaga-Zake

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Courage Shoniwa 77435834 shoniwac@ta.co.zw 100%

PERCENTAGE OBTAINED : _________

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Table of Contents Page
1. INTRODUCTION .........................................................................................................................................................2
1.1 Research problem ..............................................................................................................................................2
1.2 Statement of the research problem ................................................................................................................2
1.4 Delineation ..........................................................................................................................................................2
2. LITERATURE REVIEW................................................................................................................................................3
Relationship with Supervisors ......................................................................................................................................4
3. EXPOSITION OF MEASURED VARIABLES AND LEVEL OF MEASUREMENT .......................................................5
4. FREQUENCY TABLES AND DESCRIPTIVE STATISTICS OF VARIABLES .............................................................5
4.1 Age .......................................................................................................................................................................5
4.2 Gender .................................................................................................................................................................8
4.3 Experience ...........................................................................................................................................................8
5. THE PROFILE OF THE RESPONDENTS ................................................................................................................ 10
5.1 Age..................................................................................................................................................................... 11
5.2 Gender ............................................................................................................................................................... 12
5.3 Work experience ............................................................................................................................................... 12
6. CHI- SQUARE TEST TO INVESTIGATE ASSOCIATIONS .................................................................................... 12
6.1 Age with: job promotion, relationship with the supervisor and satisfaction with the benefits. ...................... 13
6.2 Gender with: job promotion, relationship with the supervisor and satisfaction with the benefits. ................ 15
7. RECOMMENDATIONS ............................................................................................................................................. 17
8. CONCLUSION ........................................................................................................................................................... 17
9. LIST OF REFERENCES ............................................................................................................................................ 18

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 1. INTRODUCTION
When a new Government was elected in South Africa in1994, the public had high
expectations on the improvement of service delivery in the public sector. However 19 years
later there seem to be no improvement in the service delivery. The purpose of this study is
to analyse employees’ perception on the factors of service delivery; the factors that affect
their abilities to deliver public quality service in South Africa (study limited to Gauteng
Province only)

1.1 Research problem

 Does training have a bearing on the level of job satisfaction in the public sector?
 Can a relationship between an employee and co-workers, and/or supervisors have an
impact on the service delivery?
 Does the lack of a clear job description affect the level of service delivery?
 Is service delivery affected by the employee’s satisfaction with the benefits?
 To what extend is service delivery being affected by job promotions in the public
sector,
 Is service delivery in the public service sector influenced by the work environment?

1.2 Statement of the research problem

Service delivery in South Africa has been deteriorating of late. Most people are struggling to
understand what is causing this decline in service delivery in the public sector, could it be the
lack of skills or it is being caused by the poor working environment.

1.3 Objectives of the research study

The aim of this study is to analyse the public sector service delivery and employees working
conditions. The study will also identify the factors that affect employees’ job satisfaction in
South Africa.

1.4 Delineation
This research will only focus on service delivery in the Gauteng Province of South Africa and
as such it is acknowledged that this research will be limited to that province only although
South Africa has nine provinces. It is however important to do such a research as it will
provide an insight into problems faced by other provinces in South Africa.

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 2. LITERATURE REVIEW
The aim of this chapter is to provide the academic framework for the research topic:
Analysing employees’ perception on the factors of service delivery; the factors that affect
their abilities to deliver public quality service in South Africa.

The South African public sector is one of the most advanced public sectors in Africa.
According to Cameron and Sewell (2003), the South African public sector has embraced
some of the management technics usually used in the private sector. One such technique is
Performance Management. Thus this research will analyse the level of job satisfaction in the
public sector having taken into account that the sector have embraced such techniques as
performance management.

According to Vroom (1967), job satisfaction is the response of the employees against the
role they play in their work. This research study will attempt to test the relationship between
job satisfaction and other factors such as job promotion, relationship with supervisors and
training amongst others. However according to Vroom’s theory of satisfaction, happiness and
productivity do not have a positive correlation. Thus even if employees are happy with their
work that in itself does not translate to increased productivity. In addition Vroom realised
that there are individual factors such as an individual’s personality, skills, knowledge and
experience that affect job performance as well.

According to Buitendach (2005) the significances of job satisfaction can be major for the
employee due to the fact that it involves their emotional feelings. Buitendach (2005) went on
to identify the intrinsic factors that relate to job satisfaction. These factors include variety,
skill utilization and autonomy. These factors will also be considered in the testing and
analysis of the results of our study on job satisfaction in the South African public sector.
Luthans (1995) states that there are three dimensions of supervision that affect job
satisfaction. The first dimension relates to the extent to which supervisors concern
themselves with the wellbeing of their employees. This factor also be analysed as it relates
to the problem area of job satisfaction in the public sector.
.
According to a research study by Angel and Wissman (1983) there is a relationship between
the number of years of work experience and income. Our current study will further extend

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 this study in that will try to establish a relationship between work experience and level of
satisfaction employees have with their jobs.

According to Hackman and Oldham (1976) there are five core job characteristics (skill variety,
task identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for outcomes, and
knowledge of the actual results), in turn influencing work outcomes (job satisfaction,
absenteeism, work motivation, etc.). The five core job characteristics can be combined to form
a motivating potential score (MPS) for a job, which can be used as an index of how likely a job
is to affect an employee's attitudes and behaviours. The motivating potential score (MPS) can be
calculated, using the core dimensions discussed above, as follows;

Relationship with Supervisors

Effective managers know their employees need recognition and praise for their efforts and
accomplishments. Employees also need to know their supervisor's door is always open for them to
discuss any concerns they have that are affecting their ability to do their jobs effectively and
impeding their satisfaction at the office.

http://smallbusiness.chron.com/factors-affecting-job-satisfaction-20114.html [Accessed on 9
September 2013]

Several studies take a social approach to job satisfaction, examining the influence of supervision,
management, and co-worker social support.

Some studies have shown that the better the relationship, between fellow workers and between
workers and their immediate boss, the greater the level of job satisfaction (Arne L. Kalleberg and
Loscocco, 1983).

In a research by Savery, (1989), the influence of certain factors under the direct control of
management and affecting the level of job satisfaction in the headquarters of a major local
government in Western Australia are examined. It is concluded that those factors leading to
conflict, whether internal (to the person) or external (between people) will lead to reduced job
satisfaction.
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 3. EXPOSITION OF MEASURED VARIABLES AND LEVEL OF
MEASUREMENT
MEASURED VARIABLE SCALE OF MEASUREMENT

Age Ratio
Gender Nominal
Work Experience Ratio
Training Ordinal
Relation with co-worker Nominal
Job description Ordinal
Satisfaction with benefits Ordinal
Job promotion Ordinal
Work environment Ordinal
Overall job satisfaction Ordinal

4. FREQUENCY TABLES AND DESCRIPTIVE STATISTICS OF VARIABLES

The background variables are age, gender, and experience

4.1 Age
Frequency tables

RANGE FREQUENCY PERCENTAGE

1 15 - 24 4 7%
2 25 - 34 10 17%
3 35 - 44 14 24%
4 45 - 54 22 37%
5 55 and above 9 15%
Total 59 100%

Mean

Because the data grouped data the mid-point of the group will be used to calculate the
mean.

The open ended group of above 55 years has been closed to calculate the mid-point for that
range. The assumption is 64 as the maximum age and this is consistent with the previous
ranges.
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 RANGE FREQUENCY (f) MID POINT (X) fX
1 15 - 24 4 20 78
2 25 - 34 10 30 295
3 35 - 44 14 40 553
4 45 - 54 22 50 1,089
5 55 and 64 9 60 536
Total 59

MEAN = =78+295+553+1089 2551

4+10+14+22+9 59

The mean is therefore= 43

Median

The median is the middle value when the values are arranged in order of size. Because its
grouped data, we cannot find an exact value for the median, but we can find the class which
contains the median

RANGE FREQUENCY PERCENTAGE

1 15 - 24 4 7%
2 25 - 34 10 17%
3 35 - 44 14 24%
4 45 - 54 22 37%
5 55 and above 9 15%
Total 59 100%

There are 59 respondents, so we are looking for the class which contains (59+1)/2 i.e. 30 th
value. The median is there within the 45 to 54 age group

Mode

The most is the most common value and it is the 45 to 54 age group.

Standard deviation

Because its grouped data the midpoint of the group will be used to calculate the Standard
deviation.

2
RANGE FREQUENCY (f) MID POINT (X) fX x f
1 15 - 24 4 20 78 1,521
2 25 - 34 10 30 295 8,703
3 35 - 44 14 40 553 21,844
4 45 - 54 22 50 1,089 53,906
5 55 and 64 9 60 536 31,862

Sf = S xf = S x 2f
Total 59 2,551 117,835

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 (Sxf)2
SSx = Sx f -
2

n
= 117,835 - 110,255
SS x = 7,580

7,580
58

130.68

11.43

There the standard deviation of the age is 11.4

Bar diagram of age

Pie chart of age

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 4.2 Gender
The frequency table for the gender is shown below

DESRIPTION FREQUENCY PERCENTAGE

1 MALE 12 20%
2 FEMALE 47 80%
Total 59 100%

Mode

The mode of a set of data is the number with the highest frequency.

In this case the mode is the Female group with 47 respondents out of 59 in total

Bar diagram of gender

Pie chart of gender

4.3 Experience
Frequency tables

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 RANGE FREQUENCY PERCENTAGE
1 10 and below 4 7%
2 11-20 8 14%
3 21-30 7 12%
4 31 and above 40 68%
Total 59 100%

Mean

Because the data grouped data the mid-point of the group will be used to calculate the
mean. The open ended group of above 31 years has been closed to calculate the mid-point
for that range. The assumption is 40 as the maximum experience and this is consistent with
the previous ranges.

RANGE FREQUENCY (f) MID POINT (X) fX

1 10 and 0 4 5 20
2 11-20 8 16 124
3 21-30 7 26 179
4 31 and 40 40 36 1,420
Total 59

MEAN = =+20+124+179+1,420
59

The mean is therefore= 30

Median

The median is the middle value when the values are arranged in order of size. Because its
grouped data, we cannot find an exact value for the median, but we can find the class which
contains the median

RANGE FREQUENCY PERCENTAGE

1 10 and below 4 7%
2 11-20 8 14%
3 21-30 7 12%
4 31 and above 40 68%
Total 59 100%

There are 59 respondents, so we are looking for the class which contains (59+1)/2 i.e. 30th
value.

The median is there within the 31 and above Experience group

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 Mode

The most is the most common value and it is the 31 and above Experience group

Bar diagram of work experience

Pie chart of work experience

5. THE PROFILE OF THE RESPONDENTS

In business research the demographic characteristics of respondents (age, gender and work
experience) play a very significant role in expressing views about the problem area (service delivery
in the public sector). In this research study the background variables (age, gender, and work
experience) of the 59 respondents were obtained through the confidential questionnaires
distributed by the researcher. This information will be summarised and analysed in this chapter.

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The tables below show the profile of respondents by age group, gender, and work experience. The
tables also show the split by gender for the two other background variables (age and work
experience).

AGE GENDER (FREQUENCY) GENDER (%)

RANGE FREQUENCY PERCENTAGE MALE FEMALE TOTAL MALE FEMALE TOTAL
1 15 - 24 4 7% - 4 4 0% 100% 100%
2 25 - 34 10 17% 4 6 10 40% 60% 100%
3 35 - 44 14 24% 5 9 14 36% 64% 100%
4 45 - 54 22 37% 2 20 22 9% 91% 100%
5 55 and above 9 15% 1 8 9 11% 89% 100%
Total 59 100% 12 47 59 20% 80% 100%

GENDER
DESRIPTION FREQUENCY PERCENTAGE
1 MALE 12 20%
2 FEMALE 47 80%
Total 59 100%

EXPERIENCE GENDER GENDER (%)

RANGE FREQUENCY PERCENTAGE MALE FEMALE TOTAL MALE FEMALE TOTAL
1 10 and below 4 7% 2 2 4 50% 50% 100%
2 11-20 8 14% - 8 8 0% 100% 100%
3 21-30 7 12% - 7 7 0% 100% 100%
4 31 and above 40 68% 10 30 40 25% 75% 100%
Total 59 100% 12 47 59 20% 80% 100%

5.1 Age
Age of the respondents is one of the most important characteristics in understanding their views
about the factors that affect their abilities to deliver public quality service in Gauteng Province,
South Africa. From the analysis 7% of the respondents were below the age of 24years, 17% were
within 25 – 34 years, 24% were within the 35 to 44 years range. The 45 to 54 range had 37%
while 15% of the respondents were above 55 years.

There were no males below the age of 24years as all the respondents in that category were female.
Of the 10 respondents in the 25 to 34 years category, 40% were male and 60% were female. Of
the 14 respondents in the 35 to 44 years category 36% were male and 64% were female.

The average age of the respondents was 43 years (South Africa’s national statistics was 25 years).
While the median age was 45 to 54 years. (national statistics was 25 years)
http://www.statssa.gov.za/publications/P0302/P03022013.pdf [Accessed on 1 September 2013]

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5.2 Gender
Gender is also an important factor in analysing the employees’ perceptions on the service delivery
in the public sector in South Africa.

There is a gender disparity because 80% of the respondents were female while only 20% were
male. According to the 2011 South African general census the population was 51% female and
49% male. Thus whilst the sample split does not represent the demographic split of the country in
general, it might reflect the general split of the employees in the public sector.

5.3 Work experience

It is important to study the work experience of the respondents because work experience has a
potential to affect the level of service delivery by the employees.

The majority of the respondents (68%) had over 31 years of experience, while only 7% had below
10 years of experience. 14% had between 11 to 20 years of experience, while 12% had between
21 and 30 years of experience.

6. CHI- SQUARE TEST TO INVESTIGATE ASSOCIATIONS

A chi-squared test ( test) is a statistical test commonly used to compare observed data with
data we would expect to obtain according to a specific hypothesis. The chi-square test is a
“goodness of fit” test: it answers the question of how well do experimental data fit expectations.

In this chapter we will use the test to investigate the association between:

a) Age with: job promotion, relationship with the supervisor and satisfaction with the
benefits.
b) Gender with: job promotion, relationship with the supervisor and satisfaction with the
benefits.

Formulae for the test

Where obs = Observed and exp = expected.

A critical factor in using the chi-square test is the “degrees of freedom”, which is essentially the
number of independent random variables involved i.e. (row -1) x (column -1) degrees of freedom.

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The significance level was set at the 5% level, and p-values smaller than .05 were interpreted as
indicative of significant differences.

6.1 Age with: job promotion, relationship with the supervisor and satisfaction
with the benefits.

The null hypothesis (H0) asserts the independence of the variables under consideration (so,
for example, in this study the null hypothesis may be that: age and job promotion are
independent of each other).

The alternative hypothesis (H1) is one in which a difference (or an effect) between two or
more variables is anticipated by the researchers; that is, the observed pattern of the data is
not due to a chance occurrence.

Age with job promotion

H0 = There is no relationship between age and job promotion

H1 = There is a relationship between age and job promotion

The degrees of freedom is simply the number of classes of minus 1. (5-1)*(5-1) = 16

The significance level was set at the 5% level, and p-values smaller than .05 were
interpreted as indicative of significant differences.

Observed data

AGE AGE RANGE RESPONSE CLASS 1 2 3 4 5 Total

1 15 - 24 # of respondants - - 1.0 1.0 2.0 4.0

2 25 - 34 # of respondants - 3.0 2.0 3.0 2.0 10.0
3 35 - 44 # of respondants 2.0 - 4.0 7.0 1.0 14.0
4 45 - 54 # of respondants - 5.0 7.0 10.0 - 22.0
5 55 and above # of respondants 2.0 3.0 4.0 - - 9.0
TOTAL 4.0 11.0 18.0 21.0 5.0 59.0

Expected data

AGE AGE RANGE RESPONSE CLASS 1 2 3 4 5 Total

1 15 - 24 # of respondants 0.3 0.75 1.22 1.42 0.34 4.00

2 25 - 34 # of respondants 0.7 1.9 3.1 3.6 0.8 10.00
3 35 - 44 # of respondants 0.95 2.61 4.27 4.98 1.19 14.00
4 45 - 54 # of respondants 1.49 4.10 6.71 7.83 1.86 22.00
5 55 and above # of respondants 0.61 1.68 2.75 3.20 0.76 9.00
TOTAL 4.00 11.00 18.00 21.00 5.00 59.00

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 0.27 0.75 0.04 0.13 8.14
0.68 0.69 0.36 0.09 1.57
1.16 2.61 0.02 0.82 0.03
1.49 0.20 0.01 0.60 1.86
3.17 1.04 0.57 3.20 0.76

= 30.26

P 26.30

Because is greater than p, we reject the H0 and accept H1 and conclude that there is
some association between age and job promotion.

Age with relationship with supervisor

H0 = There is no relationship between age and relationship with supervisor

H1 = There is a relationship between age and relationship with supervisor

The degrees of freedom is simply the number of classes of minus 1. (5-1)*(5-1) = 16

The significance level was set at the 5% level, and p-values smaller than .05 were
interpreted as indicative of significant differences.

Observed data

AGE AGE RANGE RESPONSE CLASS 1 2 3 4 5 Total

1 15 - 24 # of respondants 1.0 1.0 - 1.0 1.0 4.0

2 25 - 34 # of respondants 1.0 3.0 1.0 5.0 - 10.0
3 35 - 44 # of respondants 2.0 3.0 4.0 5.0 - 14.0
4 45 - 54 # of respondants 5.0 4.0 6.0 7.0 - 22.0
5 55 and above # of respondants 2.0 1.0 3.0 3.0 - 9.0
TOTAL 11.0 12.0 14.0 21.0 1.0 59.0

Expected data

AGE AGE RANGE RESPONSE CLASS 1 2 3 4 5 Total

1 15 - 24 # of respondants 0.7 0.81 0.95 1.42 0.07 4.00

2 25 - 34 # of respondants 1.9 2.0 2.4 3.6 0.2 10.00
3 35 - 44 # of respondants 2.61 2.85 3.32 4.98 0.24 14.00
4 45 - 54 # of respondants 4.10 4.47 5.22 7.83 0.37 22.00
5 55 and above # of respondants 1.68 1.83 2.14 3.20 0.15 9.00
TOTAL 11.00 12.00 14.00 21.00 1.00 59.00

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 0.08667 0.04273 0.94915 0.12611 12.81780
0.40077 0.45890 0.79431 0.58313 0.16949
0.14264 0.00817 0.13836 0.00006 0.23729
0.19674 0.05033 0.11644 0.08808 0.37288
0.06180 0.37680 0.34988 0.01291 0.15254

= 18.73

P 26.30

We accept H0 and reject H1 because is less than P. We conclude that there is no

association between age and relationship with supervisor

6.2 Gender with: job promotion, relationship with the supervisor and
satisfaction with the benefits.

Gender with job promotion

H0 = There is no relationship between gender and job promotion

H1 = There is a relationship between gender and job promotion

The degrees of freedom is simply the number of classes of minus 1. (2-1)*(5-1) = 4

The significance level was set at the 5% level, and p-values smaller than .05 were
interpreted as indicative of significant differences.
Observed data

GENDER RESPONSE CLASS 1 2 3 4 5 Total

1 FEMALE # of respondants 2.0 8.0 15.0 18.0 4.0 47.0

# of respondants
2 MALE 2.0 3.0 3.0 3.0 1.0 12.0
TOTAL 4.0 11.0 18.0 21.0 5.0 59.0

Expected data

AGE GENDER RESPONSE CLASS 1 2 3 4 5 Total

# of respondants
1 15 - 24 3.2 8.76 14.34 16.73 3.98 47.00
# of respondants
2 25 - 34 0.8 2.2 3.7 4.3 1.0 12.00
TOTAL 4.00 11.00 18.00 21.00 5.00 59.00

0.44176 0.06639 0.03047 0.09659 0.00007

1.73023 0.26002 0.11935 0.37833 0.00028

= 3.12

The degrees of freedom is 4 and P is 9.488.

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 Because is lower than p, we accept the H0 and reject H1 and conclude that there no is
some association between gender and job promotion.

Gender with relationship with supervisor

H0 = There is no relationship between gender and relationship with supervisor

H1 = There is a relationship between gender and relationship with supervisor

The degrees of freedom is simply the number of classes of minus 1. (2-1)*(5-1) = 4

The significance level was set at the 5% level, and p-values smaller than .05 were
interpreted as indicative of significant differences.

Observed data

GENDER RESPONSE 1 2 3 4 5 Total

CLASS
# of respondants
1 FEMALE 8.0 9.0 12.0 17.0 1.0 47.0
# of respondants
2 MALE 3.0 3.0 2.0 4.0 - 12.0
TOTAL 11.0 12.0 14.0 21.0 1.0 59.0

Expected data

AGE GENDER RESPONSE 1 2 3 4 5 Total

CLASS
1 15 - 24 # of respondants 8.8 9.56 11.15 16.73 0.80 47.00
2 25 - 34 # of respondants 2.2 2.4 2.8 4.3 0.2 12.00
TOTAL 11.00 12.00 14.00 21.00 1.00 59.00

0.06639 0.03273 0.06440 0.00440 0.05193

0.26002 0.12818 0.25222 0.01722 0.20339

= 1.08

The degrees of freedom is 4 and P is 9.488.

Because is lower than p, we accept the H0 and reject H1 and conclude that there no is
some association between gender and relationship with supervisor.

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 7. RECOMMENDATIONS
The objective of writing this mini-dissertation was to analyse employees‟ perception on the
factors of service delivery and the factors that affect their abilities to deliver public quality
service in Gauteng Province, South Africa.

According to the results of the study, there is an association between age and job promotion.
Thus our recommendation is that management in the public sector need to employ younger
staff and also recognise their contribution so as to ensure the sustainability of service
promotion. If there is a relationship between age and promotion then there is a chance that
promotion is not linked to job performance but to the number of years a person has worked for
the public sector.

Since there is no relationship between age and relationship with supervisor our
recommendations is that there is no need to change the age mix of the employees since the
current set up has no impact on relationship and job performance. However as mentioned
above job promotion should be tied to performance not to a good relationship with a supervisor.

The impact of Gender on job performance was also analysed. From the research results, there is
no relationship between gender and job promotion. Thus our recommendations are that the
public sector should employ more women so as to ensure a proper balance in gender without
affecting job performance. This is motivated from the fact that historically the public sector had
been employing mainly male employees. However our research has shown that there is no
relationship between gender and job promotion thus implying that both male and female are
being promoted in the public sector.

8. CONCLUSION
Through literature, it was made clear that there are various factors that can influence the levels
of job satisfaction of employees in the public sector. It was further noted that job satisfaction
also has a bearing on the level of service that is offered by the employees in the public sector in
South Africa. Based on the data collected and findings that emerged from this study there is
evidence to prove that there level of service is indeed affected by a number of factors including,
work experience, training, relationships with co-workers and supervisors. If these factors are
adjusted to employees’ satisfaction then the level of service delivery will improve in the public
sector in South Africa. Future researches should consider doing the search on the greater South
African area and not just limit the research on the Gauteng province only.
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 9. LIST OF REFERENCES

Angle, J. & Wissman, D.A. (1983).Work Experience, Age and Gender Discrimination. Social Science
Quarterly, 64(1): 66-84.

Buitendach, J.H., & De Witte, H. (2005). Job insecurity, extrinsic and intrinsic job
satisfaction and affective organizational commitment of maintenance workers
in a parastatal. South African Journal of Business Management, 36(2), 27-
38.
Cameron, R. & Sewell, B. 2003. The implementation of performance management in the Cape
Town Municipality: 1996-2000. SAJEMS NS
Cascio, W.F. (2010). Managing human resources: Productivity, quality of life, profits (8th ed.).
Boston, MA: McGraw-Hill Irwin.

Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory.
Organizational Behaviour and Human Performance, 16, 250-279.

<http://smallbusiness.chron.com/factors-affecting-job-satisfaction-20114.html> [Accessed on 9
September 2013]

http://www.statssa.gov.za/publications/P0302/P03022013.pdf [Accessed on 1 September 2013]

Lawson K. Savery, (1989) "The Influence of Job Factors on Employee Satisfaction", Journal of
Managerial Psychology, Vol. 4 Iss: 1, pp.27 – 31
Luthans,F. (1995). Organisational Behaviour. (7th ed.). McGraw-Hill.

Noe, R.A., Hollenbeck, J.R., Gerhart .B. & Wright, P.M. (2008). Human Resources Management:
Gaining a Competitive Advantage (6th ed.). New York, M.A: McGraw-Hill Irwin.

Spector, P.E. Job Satisfaction. In: Application, Assessment Causes and Consequences. Sage,
London, 1997
Swanepoel, B., Erasmus, B., Van Wyk, M. & Schenk, H. (2009). South African Human Resource
Management: Theory and Practice (4th ed.). Pretoria: Juta.

Vroom, H. (1967). Work and motivation. New York: John Wiley and Sons.
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