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Job Satisfaction and its Effects on The Work Performance of Elementary Teachers

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Understanding job satisfaction is key to gaining insight into how teachers engage with their roles and contribute to the learning environment. This study assessed the level of job satisfaction and its effect on the work performance of elementary teachers in the Lanuza District. It also examined the relationship between teacher demographics and job satisfaction, identified which work performance domains had the most influence, and explored whether job satisfaction correlated with performance. Using a descriptive research design, data were collected through a validated researcher-made questionnaire from 93 elementary teachers (11 males and 82 females).

Results revealed that teachers were generally “Highly Satisfied” in areas such as responsibility, interpersonal relations, and the nature of the work itself. However, satisfaction was lower in domains related to salary and advancement opportunities. Work performance was consistently rated from “Very Satisfactory” to “Outstanding” across competency domains. Despite high satisfaction levels, the study found no significant relationship between job satisfaction and performance. Additionally, none of the five work performance domains significantly predicted performance outcomes. Most demographic factors were unrelated to satisfaction, although age showed a moderate association with satisfaction in areas like interpersonal relations, working conditions, and the work itself. Similarly, the number of trainings attended was moderately linked to satisfaction in professional growth and recognition.

The study concludes that while job satisfaction is generally high among teachers, it does not directly influence work performance. Further research is recommended to explore other factors that may mediate or moderate this relationship.

Leader–Member Exchange as A Driver of Job Satisfaction: Examining The Mediating Role of Perceived Organizational Support and The Moderating Role of Work Engagement

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This study investigates the influence of Leader–Member Exchange on Job Satisfaction, with Perceived Organizational Support as a mediating variable and Work Engagement as a moderating variable among employees in high-risk industries. The research was conducted among construction and mining workers who had completed occupational safety training at PT Sepakat Safety. Drawing on Social Exchange Theory and the Job Demands–Resources framework, the study seeks to explain the relational and psychological mechanisms underlying employee satisfaction in safety-sensitive environments. A quantitative approach was applied using structured questionnaires distributed to eligible respondents. Data were analyzed through structural equation modeling to examine direct and indirect relationships among the variables. The findings reveal that Leader–Member Exchange has a strong positive and significant effect on Job Satisfaction. Leader–Member Exchange also significantly enhances Perceived Organizational Support, which subsequently exerts a positive influence on Job Satisfaction. Mediation analysis indicates complementary mediation, demonstrating that leadership quality affects Job Satisfaction both directly and indirectly through organizational support perceptions. Work Engagement shows a significant direct effect on Job Satisfaction; however, its moderating role is not supported. Overall, the results emphasize the importance of relational leadership and organizational support in improving employee satisfaction within high-risk industrial contexts.

How Job Satisfaction Shapes Affective Commitment: The Moderating Roles of Innovative Climate and Innovative Behavior in a Government Institution

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Public sector organizations face persistent challenges in strengthening employees’ affective commitment within rigid bureaucratic structures and increasing demands for innovation. Job satisfaction remains a critical issue, and efforts to promote an innovative climate and innovative behavior do not always translate into stronger emotional attachment to the organization. These conditions highlight the importance of understanding how job satisfaction and innovation-related factors interact in shaping affective commitment. This study examines the effect of job satisfaction on affective commitment, with innovative climate and innovative behavior tested as moderating variables. A quantitative explanatory design was employed using a census survey of 115 civil servants and probationary civil servants at the Regional Office XII of the National Civil Service Agency in Pekanbaru, Indonesia. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Job satisfaction was modeled as a second-order construct reflected by satisfaction with pay, promotion, supervision, coworkers, and the work itself. The results indicate that job satisfaction has a positive and significant direct effect on affective commitment. Innovative climate and innovative behavior also show significant direct effects, but their moderating effects are not supported. Satisfaction with promotion emerges as the most dominant dimension, followed by satisfaction with pay and supervision. Overall, job satisfaction remains the primary antecedent of affective commitment, while innovative climate and innovative behavior act as complementary contributors. These findings highlight the importance of fair career advancement, equitable compensation, and supportive organizational practices.

Quality of Work Life of Female School Teachers – An Empirical Analysis

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This study examines the quality of work life among female school teachers in Thiruvananthapuram district in Kerala. The study investigates; various organizational and personal factors influence their professional well-being and satisfaction. The comprehensive literature review, identifies gender inequality, workplace stress, work-life balance challenges, and organizational support as critical dimensions The research employs quantitative methodology to assess the key variables, like workload, working hours, flexibility, organizational support, and stress levels among fifty participants. Descriptive statistical analysis reveals that organizational support emerges as the most consistently positive factor with the highest mean and lowest variability. On the other hand, workload presents the lowest satisfaction levels with significant individual differences in stress experiences. Correlation analysis indicates a significant negative relationship between organizational support and stress levels, that reflects an enhanced organizational support, that effectively mitigates workplace stress among female teachers. The findings suggest that targeted interventions focusing on workload management, improved work flexibility, sustained organizational support, and stress reduction strategies are essential for enhancing the quality of work life and professional sustainability of female school teachers in Thiruvananthapuram.

The Effect of Transfers, Employee Performance Appraisal, And Talent Management on Employee Engagement Mediated by Job Satisfaction at Tax Offices Under the Regional Office of The Directorate General of Taxes in Yogyakarta Special Region

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 This study aims to analyze the effect of transfer, employee performance appraisal, and talent management on employee engagement, with job satisfaction as a mediating variable. The phenomenon of resignation requests or transfer of employees to other institutions is an issue frequently faced by various organizations, this is also the case at vertical units at the Regional Office of the Directorate General of Taxes in the Special Region of Yogyakarta. The research focused on the variables of transfers, performance appraisal, and talent management in the public sector which is rarely conducted. The researcher intends to examine employee engagement within organizations relate to Human Resource Management (HRM) policies. This research is quantitative, using questionnaires as the data collection method. The population in this study consisted of 381 employees from five tax offices. A purposive sampling method was used. From the 76 questionnaires collected, the data were then analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results of the study show that: (1) Talent Management has a positive and significant effect on job satisfaction, (2) Employee Performance Appraisal has a positive and significant effect on employee engagement, (3) Job Satisfaction has a positive and significant effect on employee engagement, (4) Talent Management has a positive and significant effect on employee engagement mediated by job satisfaction. This study will strengthen existing knowledge that HRM practices should be context-specific rather than universal, in order to better accommodate the unique human resource conditions at the Directorate General of Taxes.

Adaptive Work Discipline in the Digital Era: The Roles of Work Climate, Job Satisfaction, and Work Culture in Higher Education Institution

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The transformation of work landscapes due to digitalization and post-pandemic dynamics demands organizations, including higher education institutions, to create a conducive, satisfying, and positive work environment in order to support employee discipline. This study aims to analyze the influence of work climate, job satisfaction, and work culture on the work discipline of employees at Pancasakti University, Tegal. This quantitative research involved a population of 139 employees, with a sample of 58 respondents selected through proportional random sampling. Primary data were collected using a Likert-scale questionnaire and analyzed with multiple linear regression. All data processing and statistical analyses were conducted using SPSS version 23. The results indicate that work climate, job satisfaction, and work culture significantly influence work discipline, both partially and simultaneously, contributing 83.1% to the variance of work discipline. These findings emphasize the importance of improving work climate, enhancing job satisfaction, and strengthening work culture as strategies for promoting employee discipline in higher education institutions, especially in the context of flexible and technology-based work practices.

The Influence of Governance and Job Satisfaction on the Performance of Husada Hospital Mediated by Employee Loyalty

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Background: Hospital performance is vital for sustaining quality healthcare services. At Husada Hospital, fluctuations in inpatient numbers and workforce trends from 2019 to 2024 underscore the need to understand how governance and job satisfaction influence performance. Employee loyalty may play a key mediating role, yet this relationship remains underexplored.

Objective: This study aims to analyze the effects of governance and job satisfaction on hospital performance, and to assess the mediating role of employee loyalty in these relationships.

Methods: This quantitative study was conducted at Husada Hospital, Jakarta, from June 9–13, 2025, involving 160 employees selected through proportionate stratified random sampling. Data were collected using Likert-scale questionnaires and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) via SMARTPLS to assess direct and mediated relationships among governance, job satisfaction, employee loyalty, and hospital performance.

Results: PLS-SEM analysis showed that governance and job satisfaction significantly influenced employee loyalty (R² = 0.580) and hospital performance (R² = 0.413). Employee loyalty had the strongest direct effect on performance (β = 0.642) and significantly mediated the effects of both governance and job satisfaction, highlighting its key role in improving hospital outcomes.

Conclusion: Governance and job satisfaction significantly influence employee loyalty, which plays a key role in enhancing hospital performance. Job satisfaction had the strongest effect on loyalty, while loyalty emerged as the most dominant predictor of performance. Loyalty also mediated the effects of governance and job satisfaction on performance, confirming its central role in linking internal organizational factors to hospital outcomes.

The Analysis of Job Satisfaction and Employee Experience on Turnover Intention in Telecommunication Service Companies

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Employee turnover is a rising issue in Indonesia’s information and communication sector. PT XYZ reported a turnover rate of 17.2% in 2024. This study investigates the influence of job satisfaction and employee experience on turnover intention among PT XYZ’s permanent employees. Grounded in Job Characteristics Model (Hackman & Oldham, 1976), Organizational Commitment Theory (Allen & Meyer, 2000), and Turnover Process Theory (Mobley, 1977), this research uses a quantitative method involving 45 respondents. Descriptive statistics show both job satisfaction (mean = 3.24) and employee experience (mean = 2.53) at “Fair” levels. Turnover intention also scored “Fair” (mean = 2.14), signaling moderate retention risks. Pearson correlation shows significant negative relationships between job satisfaction (r = -0.482), employee experience (r = -0.404), and turnover intention. Multiple linear regression reveals job satisfaction as a marginally significant predictor of turnover intention (B = -0.480, p = 0.059), while employee experience has no significant effect.The study proposes data-driven solutions including improvements in compensation, career growth, recognition, and conflict resolution. Findings offer practical insight into PT XYZ and support future research on turnover dynamics.

The Effect of Excess Role on Physical and Psychological Health and Job Satisfaction The Role of Burnout Mediation

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This study aims to explore the effect of role overload on physical and psychological health, as well as job satisfaction of employees in the Prosecutor’s Office. Role overload experienced by employees can cause prolonged stress, which has a negative impact on mental and physical health. Using a cross-sectional survey, data were collected from 371 Prosecutor’s Office employees in Surakarta and Central Java. The results showed that role overload had a significant effect on physical and psychological health, and contributed to the level of job satisfaction. In addition, burnout was found to be a mediator in the relationship between role overload and job satisfaction. This study provides important insights into human resource management in the public sector to create a better working environment for employees.

Mediation Effect of Job Satisfaction between Transactional Leadership and Employee Performance

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The basis for conducting this study was to investigate the effect of transactional leadership behaviour on employee performance as well as the role job satisfaction played as a mediating variable in the relationship between transactional leadership style and employee performance. Evidence of previous studies that investigated how transactional leadership affected employee performance were contained in the literature. However, studies that indicated the role job satisfaction played in the transactional leadership-employee performance relationship were scanty. This necessitated conducting the study to determine the mediating effect of job satisfaction between predictor and outcome variables.

A survey research design was the basis for carrying out the study. Data were collect on a scale that ranged from strongly disagree 1, to strongly agree, 4. Data collection was from a random sample of 226 employees of a food and beverage manufacturing company in Lagos State, Nigeria. Inferential statistics involving simple and multiple regression was the basis for data analyses.

The findings indicated that job satisfaction partially mediated the relationship between transactional leadership style and employee performance; the effect of transactional leadership on employee performance was positive as well as the effect of transactional leadership on job satisfaction. However, there was insignificant positive effect of job satisfaction on performance.

The conclusion of the study stated that transactional leadership was a good predictor of employee performance. It was also indicated that the management of the studied company should ensure the availability of factors that promote job satisfaction and give more attention to ensuring the adequacy of rewards for attaining goals in a transactional relationship with employees as a means of boosting performance.