THE EFFECTS OF PROFESSIONAL DEVELOPMENT OPPORTUNITIES ON JOB SATISFACTION
Keywords:
professional development, career opportunities, job satisfaction, human resource managementAbstract
The purpose of this paper is to examine the relationship between professional development opportunities and job satisfaction. In this research job satisfaction is dependent variable. Professional development opportunities as an independent variable are divided into seven sub-variables. The following demographic and social variables were observed as control variables: gender, age, level of education, work experience and the currently job position. Quantitative research methodology was applied in the paper. Based on the survey questionnaire, data from 143 employees in the surveyed company were collected. Data processing was performed on the basis of statistical software for social sciences - SPSS (Statistical Package for Social Sciences - SPSS). The main findings indicate positive impact of professional development opportunities on employee job satisfaction. The originality of this paper refers to the acquisition of new scientific facts and knowledge related to the human resource management, and more specific related to the human resource development, motivation and job satisfaction. The research model, created scales related to professional development opportunities, and set of observed control variables can be used to repeat the research in the observed organization, in order to continuously monitor the relationship between individual elements of professional development opportunities and job satisfaction. The five-point Likert type scale which is used in this research is analytical enough to obtain important information on job satisfaction, and can serve managers in the company to adopt corrective activities and measures in order to improve employee satisfaction. The complete model can also be used to conduct comparative research in other organizations in the country and the region. The research limitations refer to the fact that relationship between a defined dependent and independent variable was observed in a single business entity. However, the broad coverage of employees in the observed business entity and their answers provides a good basis for replication of the research construct in other organizations or business branches in order to add significance and universality to the model.
References
Akdere, M., & Egan, T. (2020). Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly, 31(4), 393-421. https://doi.org/10.1002/hrdq.21404.
Bahtijarević-Šiber, F. (1999). Menadžment ljudskih potencijala. Zagreb: Golden Marketing. ISBN: 953-6168-77-4.
Cherif, F. (2020). The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector. International Journal of Sociology and Social Policy, 40(7/8), 529-541. doi:10.1108/IJSSP-10-2019-0216.
Elrehail, H., Alzghoul, A., Alnajdawi, S., & Hussein Ibrahim, H.M. (2019). Employee satisfaction, human resource management practices and competitive advantage: The case of Northern Cyprus. European Journal of Management and Business Economics, 29(2), 125-149. doi:10.1108/EJMBE-01-2019-0001.
Goswami, I., & Dsilva, N. R. (2019). Impact of job satisfaction and job stress on employees’ life in Mumbai’s hospitality sector: An empirical study using SEM. Journal of Strategy and Management, 12(3), 330-346. doi:10.1108/JSMA-01-2019-0012.
Kakkar, S., Dash, S., Vohra, N., & Saha, S. (2020). Engaging employees through effective performance management: an empirical examination. Benchmarking: An International Journal, 27(5), 1843-1860. doi:0.1108/BIJ-10-2019-0440.
Kaye-Essien, C. W. (2020). Performance reporting delay in local government: a global south view. International Journal of Public Sector Management, 33(4), 477-4966. doi:10.1108/IJPSM-06-2019-0177.
Kulkarni, P., Mutkekar, R., & Ingalagi, S. (2020). Role of strategic management for employee engagement and skill development for start-ups. Vilakshan – XIMB Journal of Management, 1-17. doi:10.1108/XJM-07-2020-0036.
Mickson, M.K., & Anlesinya, A. (2020). Enhancing job satisfaction among local government servants in Ghana. International Journal of Public Leadership, 16(1), 1-16. doi:10.1108/IJPL-03-2019-0007.
Noe, R.A. (2017). Employee training and development, 7th edition. New York: McGraw-Hill Education.
Rai, A., & Maheshwari, S. (2020). Exploring the mediating role of work engagement between the linkages of job characteristics with organizational engagement and job satisfaction. Management Research Review, 1-25. doi:10.1108/MRR-10-2019-0442.
Soomro, A.B., & Shah, N. (2019). Determining the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance. South Asian Journal of Business Studies, 8(3), 266-282. doi:10.1108/SAJBS-12-2018-0142.
Sparr, J.L., Knipfer, K., & Willems, F. (2017). How leaders can get the most out of formal training: The significance of feedback-seeking and reflection as informal learning behaviors. Human Resource Development Quarterly, 28(1), 29-54. https://doi.org/10.1002/hrdq.21263.
Zolak Poljašević, B. (2021). Menadžment ljudskih resursa: Tradicionalni u susret savremenom pristupu. Banja Luka: Ekonomski fakultet Univerziteta u Banjoj Luci. ISBN: 978-99938-46-94-9.