A STUDY OF RELATIONSHIP BETWEEN ABSENTEEISM AND JOBS

SATISFACTION AMONG EMPLOYEES, UiTM SHAH ALAM

AZFAR BIN AZMI

A dissertation submitted in partial fulfillment of the

requirement for the award of the degree of
Master of Science (Human Resource Development)

Faculty of Management
Universiti Teknologi Malaysia

JULY 2015

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To my beloved family

iv

ACKNOWLEDGEMENT

In the name of ALLAH, the Most Gracious and the Most Merciful
First and foremost, I would like to express my greatest gratitude to ALLAH
S.W.T for the guidance, strengths and His blessing in completing this thesis. Without the
guidance from ALLAH S.W.T, I would never be here and not be able to finish this work
on time.
Not forgotten, I would like to give a big thanks to my family especially my
beloved parents, Mr. Azmi Kamis and Mrs. Noriza Kassim , my beloved wife Mrs.
Tengku Nurul Aishah, my beloved mother in law Mrs. Ramlah Mohd Tajuddin and my
other family members especially my beloved sister, Ms. Izzati Azmi who encourage and
give moral support to me in furthering my master degree. They are the ones that give me
spirit and hope every day.
I would also like to convey my warmest gratitude to my research supervisor,
Assoc. Prof. Dr Ishak Mad Shah who had supervised, lead and advices me in preparing a
good thesis and for all his contribution. All the useful advice from the first day of
submitting this report was safe inside my heart. Thanks go to families and friends who
gave spirits and advices all day long, staying with me through pain and hard time. Only
ALLAH S.W.T can reward those good deeds.
A million thanks to all these great people. May all good deeds will be rewarded
by ALLAH S.W.T.
Ameen.

ABSTRACT

This study investigates on the relationship between absenteeism factors and jobs
satisfaction among employees in Faculty of Civil Engineering, Universiti Teknologi
MARA (UiTM) Shah Alam Campus. It pursues of three main objectives which are to
determine the relationship between absenteeism factors with jobs satisfaction, to
determine the dominant factors of absenteeism towards jobs satisfaction and to
determine the different factors of absenteeism towards jobs satisfaction by demographic
factors. The study was conducted utilizing merely quantitative method by distributing a
set of questionnaire to a total of 100 populations of employees in Faculty of Civil
Engineering, UiTM Shah Alam. Data obtained were analyzed using methods such as
reliability test, correlation, multiple regression, t-test and anova in the Statistical
Package for the Social Sciences (SPSS), version 19. Findings from the study indicate
that job satisfaction does not influence directly the absenteeism among the employees in
the Faculty of Civil Engineering. However, only one factor that is working conditions
classed under job satisfaction has strong relation with individual absenteeism and social
absenteeism. The result reveal that individual factor in absenteeism shows significant
result (0.026, p<0.05) with jobs satisfaction and influence the most towards jobs
satisfaction. The results also reflect that there are no relationship and differences
between male and female towards absenteeism and job satisfaction from this sample
study. Furthermore, based on the one way-ANOVA test, results show that all of the
demographic factors which are race, education level and year of working experience are
not significant with absenteeism. Moreover, to determine the different factors of job
satisfaction by demographic factors using the one way-ANOVA test shows that race and
education level are not significant with job satisfaction.

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ABSTRAK

Kajian ini dijalankan untuk mengenalpasti hubungan antara faktor-faktor

ponteng kerja dan kepuasan kerja dalam kalangan kakitangan di Fakulti Kejuruteraan
Awam, Universiti Teknologi MARA (UiTM) kampus Shah Alam.Ia mengandungi
tiga objektif utama iaitu untuk menentukan hubungan antara faktor-faktor ponteng
kerja dengan kepuasan, menentukan faktor-faktor dominan ketidakhadiran ke arah
kepuasan kerja dan menentukan faktor-faktor yang berbeza ketidakhadiran ke arah
kepuasan kerja dengan faktor demografi. Kajian ini dijalankan dengan menggunakan
kaedah kuantitatif dengan mengedarkan set soal selidik keatas seramai 100 populasi
pekerja di Fakulti Kejuruteraan Awam, UiTM Shah Alam. Data yang diperolehi
dianalisis dengan menggunakan kaedah seperti ujian kebolehpercayaan, korelasi,
regresi, ujian-t dan ANOVA dalam pakej statistik untuk Sains Sosial (SPSS) versi
19. Hasil kajian menunjukkan bahawa kepuasan kerja tidak mempengaruhi secara
langsung ketidakhadiran dalam kalangan pekerja di Fakulti Kejuruteraan Awam.
Walau bagaimanapun, hanya satu faktor yang dikelaskan di bawah kepuasan kerja
iaitu persekitaran kerja mempunyai hubungan yang kukuh dengan ketidakhadiran
individu dan ketidakhadiran sosial. Hasilnya menunjukkan bahawa faktor individu
dalam ketidakhadiran menunjukkan hasil yang ketara (0,026, p <0.05) dengan
kepuasan kerja. Keputusan juga menunjukkan bahawa tidak ada hubungan dan
perbezaan antara lelaki dan perempuan terhadap ketidakhadiran dan kepuasan kerja
daripada kajian sampel ini. Berdasarkan ujian sehala-ANOVA, keputusan
menunjukkan bahawa kesemua faktor demografi iaitu bangsa, tahap pendidikan dan
pengalaman tahun bekerja adalah tidak signifikasi dengan ketidakhadiran. Selain itu,
untuk menentukan faktor-faktor yang berbeza tentang kepuasan kerja dengan faktor
demografi menggunakan ujian sehala-ANOVA menunjukkan bahawa bangsa dan
tahap pendidikan tidak signifikan dengan kepuasan kerja.

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TABLE OF CONTENTS

CHAPTER

TITLE

PAGE

DECLARATION
DEDICATION
ACKNOWLEDGEMENTS
ABSTRACT
ABSTRAK
TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES
LIST OF ABBREVIATIONS

ii
iii
iv
v
vi
vii
x
xi
xii

INTRODUCTION
1.1 Introduction
1.2 Background of Study
1.3 Problem Statement
1.4 Research Questions
1.5 Research Objectives
1.6 Purpose of Research
1.7 Scope of Study
1.8 Significance of Study
1.9 Limitation of Study
1.10 Conceptual and Operational Definition
1.10.1 Absenteeism
1.10.2 Job Satisfaction
1.10.3 Employees
1.11 Conclusion

1
1
4
6
7
7
7
8
9
10
11
11
12
12

LITERATURE REVIEW
2.1 Introduction
2.2 Background of University Teknologi
MARA (UiTM)
2.3 Malaysia Education
2.4 Human Resource Development in

13
13
15
18

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Malaysia
2.5 Social Cognitive Theory (SCT)
2.6 Maslows Hierarchy of Needs Theory
2.7 Herzbergs Motivation/ Hygiene Theory
(Two factors theory)
2.8 Absenteeism
2.8.1 Social Factor
2.8.2 Individual Factor
2.8.3 Health Factor
2.9 Job Satisfaction
2.9.1 Work
2.9.2 Income
2.9.3 Working Condition
2.9.4 Self Esteem
2.9.5 Policy and Management
2.9.6 Intrinsic Rewards
2.9.7 Interpersonal Relationship
2.10 Study on Absenteeism and Job
Satisfaction in Other Countries
2.11 Study on Absenteeism and Job
Satisfaction in Malaysia
2.12 Conclusion
3

RESEARCH METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Research Approach
3.3.1 Quantitative
3.4 Variables and Measures
3.4.1 Independent Variable
3.4.2 Dependent Variable
3.5 Survey and Questionnaire
3.6 Population and Sample Size
3.7 Validity
3.7.1 Face-to-face Validity
3.7.2 Content Validity
3.7.3 Construct Validity
3.8 Pilot test
3.9 Data Analysis
3.9.1 Reliability Test
3.9.2 Correlation
3.9.3 Multiple Regression
3.9.4 T-Test and ANOVA
3.10 Development of Conceptual
Framework
3.11 Conclusion

19
22
23
25
27
28
30
32
34
35
36
38
39
40
41
42
44
47

48
48
50
50
51
52
52
53
54
55
56
56
57
61
62
62
63
64
65
66
67

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REFERENCES
Appendices A

RESEARCH FINDINGS
4.1 Introduction
4.2 Descriptive Statistics
4.3 Relationship Between Absenteeism and
Job Satisfaction
4.4 Regression Analysis
4.5 Difference Between Gender with
Absenteeism and Job Satisfaction Factor
4.6 Difference Between Groups
4.7 Conclusion
CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
5.2 Summary
5.3. Discussion
5.3.1 To Determine The Relationship Between
Absenteeism Factors and Job Satisfaction
5.3.2 To Determine The Dominant Factors of
Absenteeism Towards Job Satisfaction
5.3.3 To Determine The Different Absenteeism
Factors On Jobs Satisfaction Through
Demographic Factors
5.4. Implication of Study
5.5. Recommendations
5.6. Conclusion

68
68
69
74
75
76
79

80
81
82
82
83
85

86
88
89
90
117-124

LIST OF TABLES

TABLE NO.
3.1

TITLE
Factor Analysis and Reliability Test for

PAGE
58

Variable
4.1

Respondent Demographic Factor

69

4.2

Relationship Between Absenteeism and Job

70

Satisfaction
4.3

Inter-Relationship between absenteeism with

72

job satisfaction
4.4

Multiple Regression of Individual, Social, and

74

Health towards Job Satisfaction

4.5

Difference In Level Of Absenteeism And Job

76

Satisfaction By Gender
4.6

Difference Between Demographic Factor

77

With Absenteeism
4.7

Difference Between Demographic Factor

With Job Satisfaction

78

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LIST OF FIGURES

FIGURE NO.
2.1

TITLE
Social Cognitive Theory Conceptual Model

PAGE
21

with Examples Adapted from Bandura

2.2

Abraham Maslow Hierarchy of Needs

24

3.2

Newly Developed Conceptual Framework

66

Used For Survey From Development

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LIST OF ABBREVIATIONS

UiTM

UniversitiTeknologi MARA

ETP

Economic Transformation Program

NKEA

National Key Economic Areas

PEMANDU

Performance Management and Delivery Unit

MOE

Ministry of Education

MEF

Malaysian Employeers Federation

MYR

Malaysia Ringgit

RIDA

Rural and Industrial Development Authority

MARA

Majlis Amanah Rakyat

ITM

Institut Teknologi Mara

WHO

World Health Organization

NPE

National Philosophy of Education

PTE

Philopsophy of Teacher Education

MQA

Malaysia Qualifications Agency

ISO

International Organization for Standardization

BTMC

Basic Training Methodology Course

SCT

Social Cognitive Theory

GMR

World Bank Global Monitoring Report

US

United States of America

RNs

Registered Nurses

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ILO

International Labor Organization

SPSS

Statistical Package for the Social Sciences

EFA

Exploratory Factor Analysis

KMO

Kaiser-Meyer-Olkin

UTM

Universiti Teknologi Malaysia

UIA

Universiti Islam Antarabangsa

MSU

Management Science University

CHAPTER 1

INTRODUCTION

1.1

Introduction

This study is to identify the factors influencing absenteeism and jobs satisfaction
among employees at Faculty of Civil Engineering, Universiti Teknologi MARA (UiTM
Shah Alam Campus). Previous studies findings on absenteeism and job satisfaction in
related field were analyzed and discussed. Detail elaboration of the study, problem
statement, research questions, scope of study and limitation of study are elaborated
below.

1.2

Background of Study

Human resource development has been well known long time ago in developing
personal and performance of an organization. Workforce productivity is the amount of

2
goods and services that a worker produces in a given amount of time. It is one of several
types of productivity that economists measure. Workforce productivity can be measured
for a firm, a process, an industry, or a country. It is often referred to as labor productivity
(Anonymous, 2001). Hence labor productivity is very important since it can greatly
influnece the performance of an organisation. Over the past few years, pilled of news on
absenteeism issues among employee have been noticed. It has been mentioned by Ping
(n.d.), about 300 million of days have been wasted due to absenteeism among
employees. This shows a huge total loss for an organisation to develop and lessen its
productivity. Absence from work is one of the main challenging issues in the workplace
not only in educational service but also to the other services aswell. Absenteeism is well
known as one of the factors that affects organization productivity. According to Cole
(2002) and Mason and Griffin (2003) stated that absenteeism has indirect implication
towards the running cost of an organization such as hiring of casual staff, reduced
productivity, turnover and potential loss in revenue. Robinson (2002) further notes that
the indirect costs of absenteeism can be up to three times higher than the direct costs of
absenteeism. So it is very important that every organization should focus on this disease
from affecting the whole organization that can lead to continued unscheduled absences.

Job satisfaction and absenteeism among workers has been identified to be the
major key performance indicator that influence the performance of an organisation.
However factors influencing these two major key performance indicator has not been
clearly indentified and hence been addressed properly.

The Economic Transformation Program (ETP) has been recently unveiled in

2010 which underlined 12 main pillars named the 12 National Key Economic Areas
(NKEA) which aspects of education feature prominently (Goh, 2012). Mentioned in the
Performance Management and Delivery Unit (PEMANDU, 2010), education is one of
the core driver of Malaysias economic activity for its economic growth, productivity
and human capital development (Goh, 2012). The Ministry of Education (MOE) has

3
come up with a Blueprint outlining strategies and initiatives for the enhancement of the
National Education System in Malaysia based on three specific objectives which are
understanding the current performance and challenges, establishing a clear vision and
aspirations, and outlining a comprehensive transformation programme for the system,
including the key changes to the Ministry (Anonymous, 2012). The major driver of
economic development comes from the higher education has been well established. The
role of higher education plays an important role as it will effects further changes to the
countrys development. In order to remain competitive, the productivity needs to be
improved. Thus, higher education has the capacity, knowledge, and research necessary
to help achieve these goals (Sampson, 2003; 2004).

In facing rapid development in this globalisation era, education was seen as the
most challenging field recently (Tharek, 2011). It has been acknowledge that one of the
most challenging professions in giving social services is the profession of university
lecturer due to its critical role in delivering knowledge to the students. Thus, helps in
producing high quality of graduates for the countrys future development. Among the
courses offered in the higher education level, civil engineering is categorize under one of
the critical area that contribute to the development of the country. They are responsible
to the production of professional workers that will involve in the management and in the
field sector.

Therefore this research focused on the identification of job satisfaction and

absenteeism among employees in higher education industries in civil engineering as the
scope of this study. Selected samples data were taken from Civil Engineering from
UniversitiTeknologi MARA (UiTM) Shah Alam since UiTM is well known as the
biggest university in Malaysia. They have high staff and student population. The
management on job satisfaction and absenteeism among the staff findings would be
beneficial to the organisation for achieving excellent performance.

4
1.3

Problem Statement

Employee absence is a significant cost to the organisation (Annonymous, 1999).

Since 1999, absenteeism rates have risen to their highest level and the most concern is
that almost employee absent does not come from physical illness (Yorges, 1999). This
had caused important concern among researchers where issues on absenteeism among
employees have been rigorously being studied. It has been discovered that most studies
had focused on the relationship between absenteeism and employee attitudes but most of
the results shows week relations between them (Sagie, 1998). Poor absence
measurement had cause researchers in identifying the absence measurement as the aim
to reassess relevant classification of absence behaviour and its measures. Therefore,
ample of research have been done in identifying the cause of absenteeism among
employees.

Concerning on the absence measures, it has been identified that the most
important single predictor and has a strong correlation with absence was job satisfaction
(Sagie, 1998; Betty et al., 2007). Absenteeism and job satisfaction among the employees
has been well understood to be the contributing factors to the performance of an
organisation. This is supported by Mason and Griffin (2003) that the running cost of an
organization such as hiring of casual staff, reduced productivity, turnover and potential
loss in revenue can be directly influence by absenteeism. Additionaly, according to Wit
(2006) absenteeism contribute towards

organisations productivity, profits and

employee morale is been influence. Besides that, job satisfaction plays a crucial role for
the organisation achievement which has been mentioned by Bakan and Buyukbese
(2013), organizations cannot achieve competitive levels of quality, either at a product
level or a customer service level, if their employees do not feel satisfied or do not
identify with the company. All this studies shows that absenteeism and job satisfaction
are important in effecting the performance of an organisation. Unfortunately, study in
Malaysia on absenteeism and job satisfaction have been found to be individually studied

5
where lack of studies does not focus on the relationship between absenteeism and job
satisfaction. Therefore this study has been conducted in order to set out for the future
research agenda in applying effective strategies for a workplace performance strategy.

Furthermore, Betty et al. (2007) discovered that there is limited study on

absenteeism has been done in developing country compared to develop country. This
shows that concern from the viewpoints of study in developing country is still lack of
attention. As Malaysia is heading towards in becoming a develop country, to be effective
strategies will need to focus on areas learned from the develop country itself especially
study on absenteeism among employee. Approaches to workplace attendance need to
take into account which directly contributes towards the organisation performance, and
subsequently to the country development.

Over the past few years, pilled of news on absenteeism issues among employee
have been noticed. Previous study shows that in 2007, Malaysian Employeers Faderation
(MEF) spend over MYR2.7 billion a year for the employees who is absent (Utusan
Malaysia Online, 9 March 2013). In 2009, it was reported in (Sharuddin, 2009) that
nearly about five percent of government servent was involve in absenteeism at work,
even there were cases reported where there are employee that was found to be absent
from work for three months. Recently, nearly 5,000 government servant that was
categorize as a free rider is been put under the surveillance of the public service
department for several discipline problem such as being absent from work for 200 days
in a year, late for work, involve in business and loss focus in work until performance
evaluation marks was below than 60 percent (Mustapha, 2015).

Despite of studies related to absenteeism, the understanding of work absence is

still lack in many ways. Much of the research is focus on specific organisation and not in
a holistic approach. Factors influencing absenteeism and job satisfaction have been

6
given little attention in high level education. Over the last decade, Malaysia has
experience in the development of quality assurance in higher education with the
introduction of Malaysian Qualification Network (MQA). Specific attention was given
focusing on education and training as it seems as one of the major contributors towards
the country development which involves all staff in higher learning education
institutions. It has been reported by Norizan (2012), a total of 59.5% employees in
higher education institutions was reported intention to resign. This had caused negative
effect not only to the institution but also to the country financially and practically in
terms of replacement cost and disrupted work (Norizan, 2012). This study has been
conducted based on the evidents reported from diferrent sources. Therefore, UiTM has
been selected as the case study for this research purpose because it is categorize as one
of the government statutory bodies. Hence this research focused on faculty of Civil
Engineering of University of Technology Mara as case study for this project. The scope
of this study will be elaborated below.

1.4

Research Questions

This research has been conducted to answer the research questions below:
i.

Is there any significant relationship between absenteeism factors with jobs

satisfaction?

ii.

What are the dominant factors of absenteeism that effect jobs satisfaction among
employees in Faculty of Civil Engineering, UiTM Shah Alam?

iii.

What are the different factors of absenteeism towards jobs satisfaction by

demographic factors?

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1.5

Research Objectives

The above mentioned problems can be address through several findings from the
objectives listed below:
i.

To determine the relationship between absenteeism factors with jobs satisfaction

ii.

To determine the dominant factors of absenteeism towards jobs satisfaction

iii.

To determine the different factors of absenteeism towards jobs satisfaction by

demographic factors.

1.6

Purpose of Research

The purpose of this research is to identify and determine the factors influencing
jobs satisfaction and absenteeism among employees in the faculty of civil engineering,
UiTM Shah Alam. Thus, the objective of this research is listed in section 1.5 above

1.7

Scope of Study

This study focused on the relationship between absenteeism and job satisfaction
among employees in faculty of civil engineering, UiTM Shah Alam. As UiTM has been
acknowledge as the largest university in Malaysia and the only universitys for
bumiputeras, the respondent of this research were employees in Faculty of Civil
Engineering, UiTM Shah Alam.

8
A set of questionnaire was used as an instrument of this research. It was
developed based on the three objectives of this research (refer to 1.6). The newly
constructed questionnaire was then validated through construct and content validation
procedure by conducting pilot study. Final questionnaire was developed through the
results obtained from the pilot study. Several amendments have been done in the
questionnaire by referring to the results from the pilot study. The finalized questionnaire
was then distributed to the employees at Faculty of Civil Engineering UiTM Shah Alam.
The results from the questionnaire were analyzed. Conclusions and recommendations
were then established.

1.8

Significance of Study

The significance of this study can be seen from three perspectives; which are
knowledge perspectives, organization perspectives, and employees perspective. Every
perspective is important in contributing towards improving human capital in higher
education industry.

From knowledge perspective, this study is very important to help readers to

provide better understanding and knowledge of the relationship between absenteeism
and job satisfaction among employees from Faculty of Civil Engineering in Universiti
Teknologi MARA, Shah Alam. This study can be the guideline for future research
related on absenteeism and job satisfaction in order to achieve a successful institution.

Furthermore, from the organization perspectives, findings from this study are
insightful as it reveals employees inherent problems in managing their routine activities

9
or programmes which are related with their job satisfaction. This can help the
organization to plan and establish organisation management policies to be put into
practice in order to eliminate this problem. This can help the organization to create a
positive working atmosphere for the employees especially among employees towards
improving higher institution learning. Further, in this study, it can support the
organization to improve the employees job performance in the future as well as to
increase lecturers job satisfaction.

In addition, in terms of employee perspectives individually, this study can also

support the employees to increase their job performance in the future. employees can be
able to improve themselves by learning lesson from this study. In order to improve
education performance, throughout this study lecture should be aware on current
situation occurred so that they can improves themselves and prepare for the future
challenges.

1.9

Limitation of Study

Despite contributions of the present study, several limitations have been noted.
The first limitation is that, this study only focus on respondent from Faculty of Civil
Engineering UiTM that consist of lecturers, administration staff, laboratory assistant and
technicians. Results obtained from this study are only applicable to civil engineering
UiTM Shah Alam.

10
Secondly, this study only focuses on employees perspective as the second
limitation in this study. Employees perspective can be more on their emotional answer
which will caused bias and may increase the possibility of common method bias. The
results in this study can be different due to different respondent.

Thirdly, during data collection, there is time consuming on waiting replies from
the respondent. They are hard to reach where they do not have time to reply or return
their response within given period of time. However, the findings had taken about a
month to gather the data. Moreover, the result of this study only represent the respondent
opinion at this time being, however if the data collection was done in a different time,
the respondent opinion may differ from the current respondent opinion.

Lastly, the accuracy of the findings is one of the limitations in this study. It
depends on the honesty of the respondent in answering the questionnaire. They may lead
to giving an insignificant answer due to their seriousness in answering the questions.
Thus, results can be different in the future based on the respondents perspective.

1.10

Conceptual and Operational Definition

This section describes the variables according to the conceptual and operation
definitions. These variables are described as below:

11
1.10.1 Absenteeism

Absenteeism is one of the most studied constructs in organizational behavior and

human resources (Halbeslaben et al., 2014; Romeo & Strom, 2011). Shahzada et al.
(2011), identified illness, permitted leave, voluntary absenteeism, as common forms of
absenteeism. Underlined by Anonymous (1999), absenteeism is the non-work attendance
due to sanctioned leave such as annual leave, long service leave and non-illness related
leave, such as maternity or parental leave which also has been generally define as the
unplanned absence leave.

Absenteeism in operational context is define as an employee who does not come

to work with a reasonable excuse and contributes towards poor individual performance.
Absenteeism in this study can be measured by factors such as social, individual and
health.

1.10.2 Job Satisfaction

Ni, et al. (2011) and Pool and Pool, (2007) defined job satisfaction is an attitude
which is made by individuals in associated to their jobs. It results from how the
individual look at their job as well as how the individual can fit into the organization.
People that find their jobs are interesting might be more motivated, work harder, and
therefore perform better.

12
Job satisfaction in operational context is define as when an employee is satisfied
with his role in the organization, the condition of the organization and is motivated and
interested to come to work. Job satisfaction in this study can be measured by factors
such as work, income, working condition, self esteem, policy and management, intrinsic
reward and interpersonal relationship.

1.10.3 Employees

According to Shaefar (2009) employees is an individual who works part-time or

full-time under a contract of employment, whether oral or written, express or implied
and has recognized rights and duties. Employees are also called workers.

Employees in operational context refer to the employees who work in the Faculty
of Civil Engineering in Universiti Teknologi MARA. It consists of lecturers,
technicians, laboratory assistant, and administration staff.

1.11

Conclusion

This chapter focus on the factors that contribute to absenteeism among

employees in Faculty of Civil Engineering, UiTM Shah Alam towards job
satisfaction. The sample population in this study is being selected from the main
department of the targeted faculty. The aspect of employees absenteeism in
workplace is assessed through three main factors which are individual, health and
social.

13

CHAPTER 2

LITERATURE REVIEW

2.1

Introduction

In this chapter, we will discuss on the conceptualization, model/ theories and

hypotheses development related to the study. Furthermore, in this chapter the
researcher will discuss on the past studies that have been done inside the country and
outside the country regarding on this study. Throughout the chapter, the researcher
hopes to provide the readers substantial literature review and knowledge regarding
this topic.

2.2

Background of Universiti Teknologi MARA (UiTM)

Universiti Teknologi MARA (UiTM) is one of the public universities in

Malaysia. UiTM main campus is located in Shah Alam, and has 12 state campuses, 6
satellite campuses in Shah Alam, 11 state satellite campuses and 21 affiliated
colleges. It has vast network and a workforce of 17,770, the university offers more
than 500 academic programmes in a conducive and vibrant environment. It is also

14
home to some 175,200 students. It is also home to some 175,200 students.
(University Profile, n.d.)

UiTM was first establishing in 1956 an known as Dewan Latihan RIDA

(RIDA Training Centre) 1956 1965. Dewan Latihan RIDA held its first
convocation in 1964 and 50 graduates were awarded certificates by Tun Abdul
Razak, the Deputy Prime Minister of Malaysia. Later on, in June 1965 Dewan
Latihan RIDA becomes Maktab MARA or MARA College. The change of the name
also meant that the college is no longer operating under Rural and Industrial
Development Authority (RIDA) (Historical Development, n.d.).

On 14 October 1967, MARA College officially change its name to Institut

Teknologi MARA (ITM). This was a response to the country crucial need for trained
manpower at professional and semi-professional levels, especially among
bumiputeras. However, in august 1999, the Prime Minister of Malaysia of that time,
YAB Dato' Seri Dr Mahathir Mohamad announced the change in name of ITM to
Universiti Teknologi MARA (UiTM). This remarked another acknowledgement
from the government; a major restructuring exercise was carried out in order to
consolidate the University's resources for optimum productivity. (Historical
Development, n.d.).

Meanwhile the vision of the University is to establish UiTM as a premier

university of outstanding scholarship and academic excellence capable of providing
leadership to Bumiputerass dynamic involvement in all professional fields of worldclass standards in order to produce globally competitive graduates of sound ethical
standing. On the other hand the mission of the university is to enhance the
knowledge and expertise of Bumiputeras in all fields of study through professional
programmes, research work and community service based on moral values and
professional ethics. (University motto, vision, mission, philosophy, and objectives,
n.d.).

15

They are five main objectives underline by Universiti Teknologi Mara that is
to provide maximum opportunities for bumiputeras to pursue professionallyrecognised programmes of study in science, technology, industry, business, arts and
humanities. To provide quality and innovative programmes of study relevant to
current market needs and customer demands, and in line with policies of national
development. To establish a human resource development programme as a tool for
the assimilation of a value system within the university community. To ensure that
UiTM graduates are adequately prepared to join the local as well as the global
workforce. To establish UiTM as a centre of excellence that is accountable for the
effective and efficient management of its human resources, finances and assets in
order to achieve its educational objectives, while playing its role as a catalyst in
community development. (University motto, vision, mission, philosophy, and
objectives, n.d.).

Compared to other universities in the country, UiTM is still categorize as one

of the youngest university, however it has earned its place as becoming one of
Malaysia's innovative and entrepreneurial universities. Today, UiTM draws strength
from the initiatives of its founding fathers, exploring and mastering various frontiers
of knowledge as it works towards reaching greater heights and celebrating more
accomplishments at home and abroad. The main mission is to put UiTM on the world
map.

2.3

Malaysia Education

Education has become a prominent role as the integral part of the

governments developmental policy. In facing this globalization era, education has
undergone tremendous change and development over the past few years. Since 1983,
Malaysia started to enhance its education system which focused on increasing

16
education technology (Jamil et al., 2011). Further, as education is becoming more
challenging, Malaysia government had implemented strategies and plan for further
improvements. The Sixth Malaysian Plan (1990-1995) has brought a major focus on
the expansion of educational opportunities, increased access to all levels of education
and on strengthening and improving quality education. In the Seventh Malaysia Plan
(1996-2000), the government had improved the man-power needs in the Science and
Technology fields and also the objectives of education and training in order to
produce an ample amount of skilled and quality workers. In the Nineth Malaysian
Plan (2006-2010), the government intends to move the economy up the value chain,
and to intensify the development of human capital into a knowledge-based economy.
Through all of these plans, Malaysia had aware on the importance of education
which has been one of the mediums of the countrys performance.

Globalisation has partially brought many changes in the Malaysia education

system. This has transformed the landscape of student learning programs with the
advancement in technology which equipped with computers, internet connection and
LCD projectors (Deni et al. 2013). As Malaysia started to push towards becoming a
developed country, a visionary policy entitled Vision 2020 starts to be its main
target. Stated by Jamil et al. (2011), vision 2020 had underlined that access to quality
education, human quality development and educationally competitive Malaysian
schools and high learning institution ranks among its most important challenges. As
teaching has to be revolutionalised, it needs to evolve and be consistently adjusted to
support learning within a more complex and challenging teaching environment (Deni
et al., 2013). This was important for the development of a community that can
improve the quality development of an educational system (Akhavan , 2005; Ghonji
et al., 2013). Therefore, the Ministry of Education (MOE) takes the responsible in
playing a crucial role in the development of teaching staffs quality and performance
which has been guided by the National Philosophy of Education (NPE) and
Philosophy of Teacher Education (PTE).

Constantly, Malaysian government had also implemented strategies and

guidelines at the national level to ensure deliverance of quality education for further

17
teaching programmes which is in the higher education. The Malaysian Qualifications
Agency (MQA) was formed to ensure that quality education is delivered at national
higher educational institutions in Malaysia. It also provides vital terms of reference
and important guidelines to ensure that university programmes in Malaysian
universities meet a high standard. Another one most common strategies is
International Organization for Standardization (ISO) certification to ensure the
deliverance of quality education which has been implemented in the public
universities in Malaysia. Another improvement reported by Azam and Zainurin
(2011) who disclosed the impact of participation in Basic Teaching Methodology
Course (BTMC) which was designed to equip new academic staff with knowledge
and skills in various aspects of teaching, such as current pedagogy, assessment and
educational technology. The other strategies which also commonly being
implemented and practised is staff participation in conferences and in-service
workshops, courses and training as part of staff development (Deni et al., 2013).
These strategies and programmes which have been implemented are important in
enhancing the quality of teaching especially among lecturers.

In the last ten years, worlds leading countries come up with absolutely new
intellectual economy, which is based on three fundamental elements which are
innovations, communications and education (Yasseyeva and Tuyakayeva, 2012). It is
undeniable that education is very important and essential for everyone. It is the most
important element for the civilization of human society as it plays as the main factor
of innovative economy and society. Therefore, one way to educate people in
delivering knowledge is through educational institution such as schools, colleges and
universities. Instead of producing and transmitting knowledge as a social good, the
educational institutions are placing emphasis on the production of knowledge as a
marketable good and a saleable commodity (Lee, n.d.). Although education has a
significant influence on life, the average education is not the same in different areas.
Numbers of researchers by foreign and domestics scientist are concentrating on
studying education aspects internally and externally. In the past few decades, studies
and experiments have been conducted to determine the factors that affect students
achievement (Hasan et al., 2010).

18
2.4

Human Resource Development in Malaysia

Human resource development has been discovered to be the main factor

contributes on productivity achievement. In Malaysian New Economic Policy (NEP)
which has been implemented by the government has shown a significant growth.
Even though there are many problems inside and outside of the country, Malaysia
development has shown clear progress for its economic growth recently.

In order to achieve 2020 mission, the country should focus on its human
capital development as it can be as one of the measurement of the countrys
performance. Productivity, innovation, competition and capability on technology
control can also be measured through its human capital development. Therefore,
policy and programme should be well planned in order to develop high quality
community that can increase workers productivity.

Every employee has their own problems which affects their work
performance and productivity of an organisation. In drawing attention to the growing
crisis on absenteeism and jobs satisfaction problem among employees, it has been
underlined by the Ministry of Education that development of economic growth,
productivity and human capital must be well planned and maintained. Therefore,
employees should be well prepared mentally and physically in facing future
challenges.

Employees in higher education industries are one of the human capital

resources in an organisation. They play an important role in giving their services to
the people thus, producing high productivity of work. There is not enough adequate
research on absenteeism towards jobs satisfaction among employees in higher
education industries being hardly discover. At the same time, there is growing
concern on absenteeism problems occur recently. Additionally, jobs satisfaction may
also related with absenteeism factors such as environment, social, sickness, family

19
and individual. Hence, this study is useful in identifying the cause of absent at work
among employees as related to the sources of job satisfaction.

2.5

Social Cognitive Theory (SCT)

Social Cognitive Theory is a research made by Albert Bandura. It is one of

the learning theories based on the ideas that people learn by watching what others do,
and that human thought processes are central to understanding personality.
According to Miller (2006) this theory provides a framework for understanding,
predicting and changing human behavior.

This study is developed to be focus on the acquisition of social behaviours,

furthermore SCT stressed that learning occurs in a social context and that learning is
process gained through observation. SCT has been applied broadly to such diverse
areas of human functioning as career choice, organizational behavior, athletics, and
mental and physical health (Pajares, 1996; Schunk and Zimmerman, 1994; 1998).

Bandura (1989) states that SCT is based on several basic assumptions about
learning and behavior. One assumption concerns triadic reciprocal-ity, or the view
that personal, behavioral, and environmental factors influence one another in a
bidirectional, reciprocal fashion. That is, a person's on-going functioning is a product
of a continuous interaction between cognitive, behavioral, and contextual factors. For
instance, classroom learning is shaped by factors within the academic environment,
especially the reinforcements experienced by oneself and by others. At the same
time, learning is affected by students' own thoughts and self-beliefs and their
interpretation of the classroom context (Bandura, 1989).

20
SCT describes that people have an ability to influence their own behavior and
the environment in a purposeful, goal-directed fashion (Bandura, 2001). Earlier
forms of behaviorism that advocated a more rigorous form of environmental
determinism contradicts with SCT. Bandura (2001) mention that SCT does not deny
the importance of the environment in determining behavior, but it does argue that
people can also, through forethought, self-reflection, and self-regulatory processes,
exert substantial influence over their own outcomes and the environment more
broadly.

21

Size of surroundings

Coworkers/Teachers
Social

Physical

Peers/Friends

Temperature
of room

Environmental Factors

Family

Race/Ethnicit
y
Behavioral Factors

Personal Factors

Gender
Vary by
Program

Protective
Equipment Use
In Agriculture

Age

Youth/Adult
Frequency/Intensity
of Physical Activity

Figure 2.1: Social Cognitive Theory Conceptual Model with Examples Adapted from Bandura (2011)

Beliefs

22
Maslows Hierarchy of Needs Theory

2.6

Abraham Maslow developed the Hierarchy of Needs model in 1940-50s

USA, and the Hierarchy of Needs theory remains valid today for understanding
human motivation, management training, and personal development Maslow (1954)
in his work motivation and personality has turned out to be the most widely
referred theory in the study of human motivation even though it has been criticized
by most scholars (Hoy & Miskel, 2008)

Adiele (2013) explains the levels of Maslows need hierarchy from lowest to highest
include:

1) Physiological or Basic Needs

These include needs to satisfy hunger, thirst, sex, shelter, and other bodily needs.
Physiological needs are the most basic and their fulfilment is essential for survival.

2) Safety Needs
Safety needs include security and protection from physical and emotional harm.
They are needs for freedom from threat, danger, or deprivation, and involve self
preservation.

3) Belongingness and Love Needs

These include the desire for affection, belongingness, acceptance, and friendship.
These are concerned with an individuals ability to exist in harmony with other
people.

23
4) Esteem Needs
These include needs for self- respect, achievement, competence, autonomy selfconfidence, status, recognition, attention, dignity and appreciation, when these needs
are satisfied, a sense of adequacy results, but when they are not satisfied, it produces
feelings of helplessness and inferiority.

5) Self-Actualization Needs
This means to become more and more what of one to become everything that one is
capable of becoming. Maslow views an individuals motivation in terms of a predetermined order of needs each with its own rank

2.7

Herzbergs Motivation/ Hygiene Theory (Two factors theory)

This theory was developed by Herzberg, Manusner, Peterson and Capwell

who identified certain factors as satisfiers and dissatisfies. Factors such as
achievement, recognition, responsibility etc, are categorize under satisfiers, the
presence of which causes satisfaction but their absence does not result in
dissatisfaction. On the other hand, factors such as supervision, salary, working
conditions etc are categorized under dissatisfies, the absence of which causes
dissatisfaction. Their presence however, does not result in job satisfaction (Daftuar,
1982).

The factors found to affect job satisfaction included recognition, and

responsibility. Herzberg refers to these factors as motivation factors. These are
related to the job itself and the results that the performance of the job causes. The
factors found affecting job dissatisfaction included salary, company policies,
technical competence, interpersonal relations and working conditions. These factors,
which Herzberg calls hygiene factors, are related to the environment of the job.

24
Herzberg used a semi-structured interview with a sample of accountants and
engineers to arrive at his findings (House, 1991).

According to Shah (1990), Herzberg dual-factor theory helps managers to be

aware that to motivate workers, they must recognize the non-monetary factors
(intrinsic motivation) which make workers to put in their best. Non-monetary
incentives such as challenging work, responsibility, advancement, and independence
can be achieved through job enrichment. Also, managers know that the hygiene
factors (extrinsic factor) must be properly managed to prevent dissatisfaction at
work.

Self
Actualisation

Esteem: need for prestige

Higher-order needs
Social: the need to develop close
associations with people
Safety: The need for protection

Lower-order needs
Physiological: the need for food, clothing, shelter, sex, etc

Figure 2.2: Abraham Maslow Hierarchy of Needs

Source: Robins (2001) Organizational Behaviour

25
2.8

Absenteeism

Absenteeism due to various reasons has always happened and stills remains
to be one of the most important problems of schools and nations (Reid, 2005).
Various studies in the USA and the UK confirm this fact. Absenteeism is also
significant due to the fact that it signals a number of anti-social behaviors that trigger
personal and developmental problems in children (Bell et al., 1994). Absenteeism is
one of the most studied constructs in organizational behavior and human resources
(Halbeslaben et al., 2014; Harrison and Martocchio, 1998).

There are many definitions of absenteeism found in the previous study.

However, there is no universal or standard definition on absenteeism but a consistent
definition of this term is unfortunately absent in research or in individual institutions
(Anonymous, 1999).

Also, Absenteeism is defined as the lack of presence of an employee for a

planned work (Johns, 2002; Kristensen et al., 2006; Senel & Senel, 2012). Rogers
and Herting (1993) and Senel and Senel (2012) defined absenteeism as a choice
made by employees which occurs when an employee is absent due to reasons other
than illness. Basically absence can be divided into an involuntary part and a
voluntary part. Involuantary absence, e.g. certified sickness or funeral attendance, is
beyond the employees immediate control, whereas voluntary absence, e.g.
uncertified sickness and shirk, is under the direct control of employee and is often
based on personelaims (Nielsen, 2008; Senel & Senel, 2012). For this study,
absenteeism is defined as unscheduled absence from work, regardless of the reason,
including long and short term disability.

James and Brian (1992) and Senel and Senel (2012) stated that, absenteeism
takes two forms. These two forms are frequent offender and long-term absentee.
Frequent offender is deliberate and planned and is usually the result of satisfying the

26
urge for an attitude adjustment. This form places a temporary inconvenience on the
manager who must find a substitute for the day or partition the absent workers
workload to other individuals. The second form, the long term absentee, is unplanned
and usually results from a work of nonwork injury and is not correlated to
employees attitude, abilities or value system. They found out, this second type has
more prohibitive costs in terms of indemnity.

There are many definitions of absenteeism found in the previous study.

Absenteeism can be defined as frequent absence from work without no concreate
explaination. This syndrome is commonly rising both in developed and developing
countries.

According to World Bank's Global Monitoring Report-2008 (GMR)

Absenteeism among health care workers is the utmost in India, A survey carried out
in 2002 -03, has found that rate of absenteeism among healthcare workers in India is
42%. (Nanjuda, 2014). Meanwhile, Nisanth (2014) mention that absenteeism occurs
when the employees fails to attend to work when they are scheduled to work.
However, this category does not apply to Employees who are away from work on
recognized holidays, vacations, approved leaves of absence, or approved leaves of
absence (Johns, 2007). Absenteeism is very costly for the employers due to the
employer need to find replacement workers (Nisanth, 2014). Meanwhile, Winkler
(1980) found that more recent studies are focusing to understand absenteeism as an
indicator of psychological, medical, or social adjustment to work.

Absenteeism is very costly to an organization. However, many organisations

still does not understand the important of having an adequate absenteeism policy
despite absenteeism causing a major impact on the organisations productivity,
profits and employee morale (Wit 2006). One of the ways to fight it is by having an
effective management of nonattendance at work. Besides the cost implications,
absenteeism is influenced by dozens of interrelated factors which make it even more
difficult to quantify, qualify or rectify (Tylczak, 1990, Obasan, 2011). A manager
has a lot of responsibilities that must be handle and one of it is tackling the problem
of absenteeism to work among the employees because if the problem is not handle
properly it may lead to the service delivery, staff morale, and could lead to financial

27
losses (Munro 2007). Furthermore, in a research made by Yende (2005) and Rabe
(2001), failure to control absenteeism by the management has cause absenteeism rate
to increase.

In South Africa, absenteeism has caused the economy to suffer annual loss
around R 2 Billion. Meanwhile, in the year 2002, absenteeism has cause USA
(United States of America) about $ 40 Billion due to cost of lost work. (Yende 2005).

2.8.1

Social Factor

Many studies have suggested that even absenteeism from work is an incident;
the main factor causing it comes from socio-cultural and organizational factors
(Chetia & Gogoi, 2012). It can also be defined as behaviours which are incongruent
with an influential group or charismatic individuals (Noon et al., 2003).

Social problems are normally seen from two main perspectives - the
subjective and the objective. The common belief of subjective theorists is that
motivational or subjective intention of action is an indispensable criterion for
determining social situations. Spector and Kitsuse, representing this perspective,
define social problems as the activities of individuals or groups making assertions
of grievances and claims with respect to some putative conditions (Noon et
al.,2003). At any rate, none of these definitions seems to relate social problems
literally to value.

Rubington and Weinberg (1995) fill this gap by defining social problem as
an alleged situation that is incompatible with the values of a significant number of
people who agree that an action is needed to alter the situation. Rather than

28
comprising a fifth category, community variables -- which are clearly important
when looking at the problem of truancy among youth are reflected throughout the
four categories above. For example, economic conditions and culturally-based
attitudes toward education (mentioned under family factors) could easily be
considered community-related variables (Atkinson, 2011).

A groups or organisations culture can also influence absenteeism Wit

(2006) define organizational culture is the set of values, norms, and beliefs shared by
members of an organization. However, organization culture can only influence on
work-related values and behaviour. Moreover, national culture and cultural diversity
plays a huge role in influencing organization culture.

2.8.2

Individual Factor

There are many individual factors that can be linked to absenteeism such as
past absence history, education, personality and the abuse of drugs and alcohol
(Australasian Faculty Of Occupational Medicine, 1999).

The causes of absenteeism are many and include serious accidents and
illness, low morale, boredom on the job, lack of job satisfaction, inadequate
leadership and poor supervision, Personal problems (financial, marital, substance
abuse, childcare eldercare etc.) Chuan (2005) and Eby and Freeman (1999) stated
that high absenteeism rate is a result of low commitment. When employees are
absent, this will cause the employers to bear the cost of absenteeism in the workplace
that includes both direct and indirect cost such as loss of productivity, use of
contingent workers, overtime cost, etc.

29
The perception of need by an individual can influence the employee to be
absent from work especially when they fell that that they are not important and play a
small role. This is been shown during SARS, when a number of interviewees felt that
nonclinical staff were more likely to be absent than clinical staff because they would
see their work as less important in a disaster (Lesperance & Miller, 2009).

In a research conducted by Wit (2006) and Evans and Porter (1997) using
personality tests, has pointed out that employees who suffer from personality traits,
such as anxiety and emotional instability, are most likely to be absent from work
compared to workers that have an emotion stable.

Another major factor that influence absenteeism rate is poor/ weak

leadership. Weak leadership can cause unsatisfactory condition among the
employees pertaining to the unfair treatment received by the employees (Munro
2007). This may affect the psychology of the employee and lead to job stress, which
will affect the performance of an employee.

Also the nature of the work itself such as repetitive tasks, monotony,
routinisation, danger and role ambiguity may lead in influencing the individual to be
absent from work. Hence, it is very important for the employee to be in the work that
fits the most so that they will not suffer from psychological matter that will influence
them to be absent from work (The Australasian Faculty Of Occupational Medicine
1999). This is supported by a research made by Wit (2006) that further states job
link to work stress such as working conditions, shift work, long hours, a job that
involves risk or danger, the introduction of new technology into the work
environment, and work underload contributes to absenteeism to work

According to a study made by Australasian Faculty of Occupational Medicine

(1999), lifestyle and behavioural factors such as smoking and excessive alcohol
intake has a significant relationship. Alcohol involvement has an adverse association

30
with workplace attendance either as a consequence of abuse or as an inappropriate
coping mechanism to intrinsic and extrinsic stressors

2.8.3

Health Factor

In a study made by Wit (2006) and Steers and Porter (1987) found that the
major cause of absenteeism is poor health or injuries. The average number of
sickness absence days per year has been discovered to be one of the major problems
causing inefficient of related activities or production loss which may affects the
whole economy directly or indirectly. Work delays and productivity decline are often
the first sign of something wrong in the workplace and may precede events such
accidents and injury (Anonymous, 1999). Absenteeism has been mentioned by
Anonymous (1999) as a key health and safety issue reflecting the effects of work and
the work environment which include treat injuries and diseases. Lost work time due
to illness and injury far outranks lost time due to industrial disputation.

Sickness absent is more related to ilness or work injury. Anonymous (1999)

has discovered two types of absenteeism which are involuntary absence
(unavoidable) and voluntary absence (avoidable). Medically, it is more likely to
reflect unavoidable absence due to medical conditions and uncertified absence is
more likely to reflect avoidable or attitudinal absence which is less related to the
presence of a medical condition (Searle, 1986). According to Yende (2005), 70% of
employees given for sick leave because of mental and emotional issues.

Johns (2007), explains that the causes of absenteeism are many and include
serious accidents and illness, low morale, boredom on the job, lack of job
satisfaction, inadequate leadership and poor supervision, Personal problems
(financial, marital, substance abuse, childcare eldercare etc.

31
In United States (US), a study has found that obese employees tend to be
absent from work due to illness substantially more than their non-obese counterparts
(Australian Institute of Health and welfare (2005); Tucker and Friedman 1998). In a
smaller study, Australian Institute of Health and welfare (2005) and Pronk et al.
(2004) found that severe obesity (but not obesity) was related to a higher number of
work loss days.

In Spain, it has been discovered by Cuesta (2012) that the sickness absence
rate had increased from 2% to 2.5% which mostly comes from occupation and
educational attainments. This shows that both areas plays a crucial role in explaining
absenteeism due to sick leave. Vnnen et al. (2003) mentioned that the majority of
the previous studies on sickness absenteeism are related with stress-related health
disorders which caused huge individual, social and economic losses in all sectors of
work life. Thus, problems which affect health can cause low quality and achievement
of work (Vnnen et al., 2003).

Futhermore, in the health care industry, absenteeism is a major concern to the

workers who face an increased risk of illness and injury due to their job demands and
work environment (Eriksen et al., 2003; Thomson, 2005). The health care workforce,
including, physicians, registered nurses (RNs), patient care assistants, therapists
(especially respiratory), and front-line administrative staff, have an increased
exposure to infectious diseases compared with the typical working population, but
with varying degrees depending on the work conditions and the level of patient
contact (Sepkowitz, 1996; Stone, 2000).

According to a study made by Munro (2007), on shift work in United States

of America, the study showed that the impact of shift work on absenteeism because
changes in sleep patterns affect work productivity and mood patterns which could
lead to a greater incidence of chronic illness.

32
Meanwhile, according to Faundez et al. (2014) and Cox et al. (2000), some
studies has shown that work stress is the main factor in influencing among 50% and
60% of employee absenteeism, which is concluded by Hochwlder and BergstenBrucefors (2005) and Faundez et al. (2014) that involve 2% of health professionals, a
concept defined by the International Labor Organization (ILO, 1991) as nonattendance at work by an employee during a normally scheduled work period,
excluding vacation periods, strikes and sick leave attributable to an individuals
incapacity, with the exception of pregnancy or imprisonment.

2.9 Job Satisfaction

A persons level of job satisfaction can be determined by variety of factors.

These include factors such as the level of pay and benefits, the perceived fairness of
the promotion system within a company, the quality of the working conditions,
leadership and social relationships, the job itself. Other influences on satisfaction
include the management style and culture, employee involvement, empowerment and
autonomous workgroups (Pavin & Kabir, 2011).

In a research made by Maslow (1954) states that human needs from a fivelevel hierarchy ranging from physiological needs, safety, belongingness and love,
esteem to self-actualization. Based on Maslows theory, job satisfaction has been
approached by some researchers from the perspective of need fulfilment (Kuhlen,
1963; Worf, 1970; Conrad et al., 1985).
Job satisfaction can also become one of the drivers that can influence an
employee to attend to work. (Obasan, 2011). It is very crucial for the top
management to identify the key element among employees, because the key elements
will influence employees level of job satisfaction within an organizational setting.

33
Organizational research over the last four decades has been widely studying
about job satisfaction. Improving employee satisfaction has become one of the main
corporate objectives in recent years (Bakan & Buyukbese, 2013; Garcia et al., 2005).
It is realized that organizations cannot achieve competitive levels of quality, either at
a product level or a customer service level, if their employees do not feel satisfied or
do not identify with the company (Bakan & Buyukbese, 2013; Garcia et al., 2005).

Ramayah et al. (2011) and Nash (1985) has studied the nature of job
satisfaction in the industrial world and found out that Job satisfaction is not only link
to one factor but many factors and differs in its impact on individuals satisfaction
with life due to every work has its own importance from individual to individual.

Moreover, job satisfaction was also predicted by the level of education and
graduates job satisfaction was linked with the knowledge and skills acquired during
the study and the match between educational level and job level (Mora et al., 2007;
Battu et al., 1999). On the other hand, studies on job satisfaction among gender by
Kamarulzaman and Ibrahim (2013) and Ssesanga and Garrett (2005) has found that,
there are no relationship between gender and employees job satisfaction.

Study made by Alam and Mohammad (2010) and Moore (2002), has found
that among the factors that contribute to peoples intention to quit their jobs is lack of
job satisfaction. It has been suggested that low job satisfaction is the cause of
withdrawal, which may take the form of absence, lateness, labour turnover, and even
sickness and accidents. One form is that there are many kinds of withdrawal, and that
these (labour turnover, absenteeism and lateness) are among four usual responses to
job dissatisfaction. (Argyle, 1989).

According to Arnold and Feldman (1986), states that an individual who likes
and values his job highly and feels positive towards it, is categorize as an individual
who has a high job satisfaction. This is link with the study made by Argyle (n.d) and

34
Bateman and Organ (1983), further state that, satisfied non-academic university staff
are engaged more in a wide variety of `good citizenship' behaviour at work - they
were more punctual, dependable, helpful, cooperative and tidy, and they created less
waste, made fewer complaints and were angry less frequently.

Job satisfaction can show how an individual feels about their job that is
positive or negative. Usually, job satisfaction is measured in terms of feelings about
various job facets, including the work itself, pay, promotion, co-workers, and
supervision (Schermerhorn et al., 1994). Meanwhile, Wit (2006) and Gilmer and
Deci (1977) states that a dissatisfied employee are more likely to withdraw
temporarily or permanently from an organisation compared to an employee that is
satisfied.

2.9.1

Work

According to Lumley (2011) the nature of work satisfaction is defined as the

employees satisfaction with the type of work they do. Robbins (1993) states that
Mentally challenging work is been preferred by employees that can provides them
with opportunities to use their skills and abilities and offers a variety of tasks,
freedom and feedback on how well they are doing. The formation of specific goals,
feedback on progress towards these goals, and reinforcement of desired behaviour all
stimulate motivation and require communication. Furthermore, Robbins (1993)
explain that the formation of specific goals, feedback on progress towards these
goals, and reinforcement of desired behaviour all stimulate motivation and require
communication.

Moreover, Dwivedi (2000) explains that most employees crave intellectual

challenges on jobs. They tend to prefer being given opportunities to use their skills

35
and abilities and being offered a variety of tasks, freedom, and feedback on how well
they are doing. These characteristics make jobs mentally challenging. Jobs that have
too little challenge create boredom. But too much challenge creates frustration and a
feeling of failure. Under conditions of moderate challenge, employees experience
pleasure and satisfaction.

Futhermore, Hackman and Oldham (1976) describe five core dimensions of

job characteristics are as follows skill variety, task identity, task significance,
autonomy, task feedback. Skill Variety is the degree to which a job entails a variety
of different activities, which demand the use of number of different skills by the
jobholder. Task Identity is the degree of which the job requires completion of a
whole and identifiable piece of work that is doing a job from beginning to end with a
visible outcome. Task Significance is the degree to which the job has a impact on
the work of other people, in an organization. Autonomy is the degree to which the
job provides substantial freedom, independenceto the individual in scheduling the
work and in determining the procedures to be used in carrying it out. Task feedback
is the degree to which carrying out the work activities required by the job results in
the individual being given direct and clear information about the effectiveness of his
or her performance.

2.9.2

Income

Most individuals choose to spend the majority of their adult lives in paid
employment. The reason why most individuals choose to devote themselves to work
are varied. When individuals are asked why they work, however, money is one of the
most commonly-cited reasons. This is supported by studies made by Judge et al.
(2010) states, No other incentive or motivational technique comes even close to
money with respect to its instrumental value. The choice to work may not be seen as

36
much of a choice at all by many people, since money provides sustenance, security,
and privilege.

There are lots of variable that influence job satisfaction. Promotions are an
important aspect of employees life. According to Brown (2001), work can be major
affected by Considerable increase in pay or wage of an employee. Different
organizations or institutions use promotion as a reward for high productivity of their
workers which accelerate their efforts. It can be only useful way of compensation
where employee gives signifi-cant value to promotion, if not then pay or wage
increment is best reward for more exertion (Muhammad et al., 2012).

According to Lora and Chaparro (2008), in economics, income is the most

revered variable. At aggregate level, the total income generated in a country is a
measure of the size of its economy. Per capita income reflects the conditions of
productivity and the purchasing power of the population, and the growth rate of this
variable is the yardstick by which the material progress of a country is usually
measured. On the other hand, on an individual level, personal disposable income
represents the range of options which individuals have available to achieve
maximum satisfaction. According to conventional economic theory, each increase in
income makes possible an increase in satisfaction, albeit in ever-decreasing
quantities as needs tend to become satiated.

2.9.3

Working Condition

Job can be performed under different kind of circumstances varied from

completely comfortable environment to very difficult and dangerous to employees
life and health. According to Bakotic et al. (2013) difficult working condition can be
influence by: (1)external factors such as climate- temperature, lighting in the

37
workplace, noise and interference, dust, smoke and other harmful factors;(2) factors
that are subjective such as gender and age of the worker, tiredness, unfavourable
posture during work, etc.

According to Kahya (2007), in his study, he found that poor workplace

conditions such as physical and environment condition can result in creating
employee performance to decrease of following organization rules, quality,
cooperating with co-workers to solve task problems, concentrating the tasks,
creativity, and absenteeism. Meanwhile, in manufacturing companies the major
concern is to focus on improving worker productivity, which is one of the job
performance measures. Some of the common features of these companies are heavy
loadings, adverse environment, poor humanmachine system design, unpleasant
working conditions, etc. Heavy loadings, workplace conditions such as inclement
weather, extreme heat/ cold, chemical smell, noise, poor lighting, vibration, and dust
have direct or indirect effects on employee job performance. These conditions can
lead to lead to low employee performance such as low productivity, poor quality,
physical and emotional stress which cause high cost.

Employees that meet specific requirements in terms of age, sex,

qualifications, health, physical and mental condition and psychological capabilities
can perform job that are categorize under difficult working conditions. Employees
performance can be influence by difficult working conditions. Therefore it is
necessary to take measures to eliminate uncomfortable working conditions or, if not
possible, to take appropriate safety measures. So it is very important, to carry out
safety measures at work to ensure the working conditions without danger to life or
health, or, to avoid accidents, injuries, occupational diseases and, or at least mitigate
their consequences

38
2.9.4

Self Esteem

Ahmed (2012) defines Self-esteem as represents the overall value that one
places on oneself as a person. It reflects a person's overall evaluation or appraisal of
his or her own worth. Self-esteem directs beliefs and emotions such as triumph,
despair, pride and shame.

According to Maslows need hierarchy theory of motivation, the esteem

needs have two versions, a lower one and a higher one. The lower one is the need for
the respect of others, the need for status, fame, glory, recognition, attention,
reputation, appreciation, dignity, even dominance. The higher form involves the need
for self-respect, including such feelings as confidence, competence, achievement,
mastery, independence, and freedom.

Aronson et al. (2001), states self-esteem as peoples evaluations of their own

self-worth, that is, the extent to which they view themselves as good, competent, and
decent. Judge et al. (1997) defines self-esteem as the most fundamental
manifestation of core evaluation as it represents the overall value that one places on
oneself as a person. It refers to an individuals self-acceptance, self-liking and selfrespect and has long been viewed as an essential component of mental health.
Individual with high self-esteem will feel worthwhile as human beings, and respect
themselves, yet they are aware of their faults. However, individuals with low selfesteem, will often feel deficient, unworthy and inadequate as human beings, and
allow their perceived weaknesses to dominate how they feel about themselves.

In addition, studies made by Judge and Larson (2001) shows that previous
research suggests that individuals with high self-esteem maintain optimism in the
face of failure which makes future success, and as a result, future satisfaction, more
likely. On the other hand, it is believed that individuals believe themselves to be
worthy and valuable in general are likely to believe that they are worthy and valuable
in specific settings, such as the workplace.

39
2.9.5

Policy and Management

In an organizations, it a very vital for human resources to play a key role in

supporting and maintaining. Oramana et al. (2011), states that employees are also
the most important part in organizations and are strategic in organization
competitions. On the other hand, studies made on term of human resources principles
by Arthur (2007) discuss about the employee values, beliefs, and norms regarding
what leads to performance and the allocation of organizational resources.

According to Maicibi (2013), human resources are known by organization to

play a huge role in gaining a competitive advantage in todays highly competitive
global business environment. In different parts of the world, human resource policies
and job satisfaction are been studied widely. It is assumed that human resource
policies are closely associated with job satisfaction (Ting, 1997). Moreover,
Applebaum et al. (2000), states that many scholars and practitioners believe that well
written and sound human resource policies result in better level of job satisfaction
which ultimately improves organizational performance. It is therefore; very
important to understand what make human resources satisfied in knowledge
enterprises for performance to be realized. Organizations that examine their human
resource needs are more likely to succeed in devising appropriate human resource
polices for their staff as compared to those that does not analyze their human
resource needs (Samuel et al., 2014).
Armstrong (2009) states how the organization wants to handle key aspects of
people management are related to Human Resource Management policies. Carrell et
al.,(1992) explain that they are guides to management thinking and are used by
management to achieve organizational human resource objectives. Futhermore,
Berbeito (2004) states that human resource policies should be able to keep the right
balance among organizational staff, build moral, improve quality, develop teams and
productivity through rewarding employees, promoting and developing them for
effective organizational performance. In this way positive work attitudes and
behavior among employees are been promoted. Job satisfaction on the other hand, is
the positive emotional state resulting from an employees job experience (Parker,

40
2008). It involves peoples attitudes, feelings or thoughts towards their organization,
work, and workers,(Saleen et al., 2013).

2.9.6

Intrinsic Rewards

Rewards always play an important role in organizations growth and better

performance. According to Clifford (1985), there are two kinds of rewards, that are
intrinsic rewards and extrinsic rewards and further divide into subcategories. Intrinsic
rewards subcategory are been divided into task significance, task autonomy and task
involvement. Extrinsic rewards are been subcategorize as the social and
organizational rewards.

Hackman and Oldham (1976) states that task significance is which employees
doing work that is beneficial and helpful for others. Meanwhile, Hackman (1980)
define task autonomy as the degree of freedom in scheduling of work and determined
procedures that employees carry out at work. Furthermore Khan et al. (2013) defines
task involvement is degree of how much task is interesting and challenging.

Social rewards refer those that can be derived from interaction with others on
job such as having a good relationship with the supervisors or other employees in the
organization. On the other hand, organizational rewards are the tangible rewards that
are visible in nature like pay, promotions, and other job related benefits.

41
2.9.7

Interpersonal Relationship

Positive interpersonal relationships at work foster a variety of beneficial

outcomes for individuals and organizations. Organizations and individuals have an
advantage impact when there is an positive impact at work. Studies has shown that
friendships at work can improve individual employee attitudes such as as job
satisfaction, job commitment, engagement and perceived organizational support
(Cherniss, 1991; Morrison, 2009). Furthermore, when peers act as confidantes to
discuss bad and unpleasant work experiences, employees negative work can be
mitigated (Song & Olshfski, 2008).

Specifically, immediate superiors and subordinates have a positive impact on

creating a friendship opportunity, when the organizational norms encourage
communication between them. In addition, Lu (1999) and Berman et al. (2002)
explain that friendships at work may form simply because of the close proximity,
interactions and shared experiences of co-workers.

Meanwhile, Rousseau (1995) in his research recommend that to promote a

climate of openness and friendship among their staff and to set positive examples of
desired workplace relationships managers may be instructed to promote a climate of
openness and friendship among their staff. On the other hand, common strategies for
promoting a climate of friendship was been identified by Berman et al. (2002) such
as providing employees the opportunity to socialize; encouraging them to act friendly
toward one another and to seek each other for emotional support; and training
supervisors to establish positive relationships with employees.

42
2.10

Study on Absenteeism and Job Satisfaction in Other Countries

A study made by Karambir Singh (2014) on relationship between job

satisfaction and absenteeism trends in College Teachers of Non-Professional
Institutions in Punjab are found to be approaching high degree of satisfaction.
Further, there exists a non significant negative correlation (-0.06409) between job
satisfaction level of College Teachers of Non-Professional Institutions and
absenteeism trends among them. The research also states the importance of teaching
fraternity in improving the educational level of the society and furthering the overall
interest of society.

Besides that, a study made by Ezzat Jafar Jalal et al. (2014) onrelationship
between job satisfaction, absence wasfrom work and turnover among nurses. The
study aims to determine the rate of absence from work and turnover among a group
of nurses employed by a medical university in Tehran, Iran and to find any
significant relationship between these factors and nurses job satisfaction.Result
shows there were significant relationship between job satisfaction and 10 or more
days of sick leave (<0.047), times of having been reprimanded (< 0.003), having
been blamed due to choosing nursing as a career (<0.031), the person who has
blamed them (<0.001), teamwork dividing method (<0.001), spouses job
(<0.05), and the reason for turnover (<0.006). There was also a significant
relationship between worklife quality and job satisfaction (<0.000).

Hence, study made by

Thirulogasundaram and

Sahu (2014) on job

satisfaction and absenteeism interface in corporate sector. In this study, results show
that the extrinsic sources of job satisfaction have a direct impact on absenteeism.
Thus, in this paper we have paid much importance that employers should pay
required attention to extrinsic sources of job satisfaction to motivate and that will
help to reduce absenteeism.

43
Futhermore, a study was conducted by Senel and Senel (2012), on the cost of
absenteeism and the effect of demographic characteristics and tenure on absenteeism.
The goal of this paper is to present relationship between demographic characteristics,
tenure, department and absenteeism, and the cost of absenteeism to the company. In
this study, 479 bluecollar employees of an automobile manufacturing company were
included. Results of the study, shows that absenteeism is related to educational level,
the number of children and department, it is not related with tenure. Also, it is found
that the annual cost of absenteeism is $ 42, 000.

Another study was conducted by riaz et al. (2011) on job satisfaction among
non phd faculty in universities has shown that overall job satisfaction among the nonPhD faculty members of universities was very low. Further, the motivator and job
satisfaction components have significant impact on the overall job satisfaction of the
non-PhD faculty. Based on the results, to improve the job satisfaction among non
PhD faculty, the management of the universities is recommended to focus on the job
motivators (advancement, recognition) and hygiene (interpersonal/administration
relationship, policies, compensation).

Moreover, a study made by Obasan (2011) on Impact of Job Satisfaction on

Absenteeism has found that the extrinsic sources of job satisfaction have a direct
impact on absenteeism. Thus, this research recommends that employers should pay
due attention to extrinsic sources of job satisfaction as major practical tools to
reducing absenteeism.

44
2.11

Study on Absenteeism and Job Satisfaction in Malaysia

According to Yusuf et al. (2014), in a studied carried out on Job Satisfaction

among Employees in a Manufacturing Company in North Malaysia, found out that
there is a significance difference between male and female worker, and between
single and married workers. The finding shows significance different when ages of
groups of respondent were considered and no significance different in a group of
worker that is based on experience.

Abdullah and Hui (2014) carried out a study on The relationship between
communication satisfaction and teachers job satisfaction in the malaysian primary
school.

This study used to identify the relationship between communication

satisfaction and job satisfaction among the primary school teachers. Findings from
this study shows there is a small but significant positive relationship between
communication satisfaction and job satisfaction.

A study was conducted on the impact of employees job satisfaction and

stress on work quality by Kamaruddin et al. (2012). The research objective of this
study is to determine the relationship of job satisfaction, stress, and work quality.
Further, the study was carried out in two companies in Masai city, where
standardized established questionnaires by Spector and NIOSHs Generic were
distributed to all of the employees in the companies. The findings showed that there
were insignificant relationship between job satisfaction and stress on work quality.
This research enables the selected companies to understand their employees job
satisfaction and stress, and the result can be used as a reference to improve their
efficiency.

Meanwhile, study made by Tahir (2011) on factors influencing students

absenteeism in university level (University Malaysia Sarawak) has found out that

45
there was a significant relationship between factors of subject interest, lecturer skills,
students attitude, and health problem towards absenteeism.

Futhermore a research conducted by Azizi et al. (2010) on The Effect of

Various Modes of Occupational Stress, Job Satisfaction, Intention to Leave and
Absentism Companies Commission of Malaysia shows that the finding indicates that
factor such as external environment contribute to the occupational stress. This
external factor is beyond the control of the organization. The occupational stress do
not have direct effect on intention to leave and absenteeism but have direct negative
effect on job satisfaction. Job satisfaction have negative effect on intention to leave
and absenteeism

Another study is been made by Alam and Mohammad (2009) on level of job
satisfaction and intent to leave among malaysian nurses. This study investigates the
level of job satisfaction and intent to leave among malaysian nurses. The objectives
of the study were to examine the level of perceived job satisfaction and intention to
leave. Based on the literature reviews an instrument of six facets of job satisfaction
and intention to leave was developed to find the level of perceived job satisfaction
and intention to leave. Findings of this study suggested that the nursing staffs were
moderately satisfied with their job in all the six facets of job satifaction such as
satisfaction with supervisor, job variety, closure, compensation, co-workers and
HRM/management polices and therefore exhibits a perceived lower level of their
intention to leave the hospital and the job.

In addition, a study carried out by Bokti and Talib (2009) on a preliminary

study on occupational stress and job satisfaction among male navy personnel at a
Naval Base in Lumut, Malaysia. The study determined the level of occupational
stress, job satisfaction and relationship between occupational stress and job
satisfaction facets. The majority of the male navy personnel reported moderate levels
of job satisfaction in the favorable nature of work facet. High occupational stress on
the other hand, was related to an unknown superiors evaluation of ones workplace

46
performance. It has been found that occupational stress was associated with overall
job satisfaction and in eight of its facets. Collectively, results provide evidence that
both instruments are reliable in the Malaysian military setting context.

A study has been made by Noraani and Zaizura (n.d) on measuring job
satisfaction from the perspective of interpersonal relationship and faculty workload
among academic staff at Public Universities in Kelantan, Malaysia. Among the
objective of this study is to determine the influence of interpersonal relationship and
daily workload on job satisfaction among lecturers in public universities in Kelantan.
Result from the study indicates that there was positive significant relationship
between interpersonal relationship and job satisfaction, whereas daily workload and
satisfaction was inversely correlated. Organization should consider these variables in
promoting satisfaction among employees in order to enhance organizational
citizenship.

Refer to the studies which have been done, absenteeism and job satisfaction
have been actively being studied. In order to achieve high performance in an
organisation, different approach has been used base on types of organisation.
Different organisations have different kind of approach. Therefore, holistic study
focusing on absenteeism and job satisfaction have been rigorously being done.

47
2.12

Conclusion

Based on the past research that has been made, it shows that there are many
factors that can cause absenteeism among employees. So, it is important that we
study this, so that we can have a clear understanding on the factors that cause
absenteeism in an organization of higher education industry. This chapter also had
explained on social factor, individual factor, health factor, absenteeism and job
satisfaction, work, income, working condition, self esteem, policy management,
intrinsic rewards, and interpersonal relationship. Last but not least, this researcher
also explains the study on absenteeism and job satisfaction in Malaysia and other
countries as well.

48

CHAPTER 3

RESEARCH METHODOLOGY

3.1

Introduction

This section is a brief overview of the main data collection techniques. It

involves the analysing of research methods applied in this research work in order to
corresponding with the research objectives. It involves several steps use as a
guideline for this research to be done. It focuses on the methodology of the research
by discussing the research design, population and sample, research instruments and
statistical techniques. This chapter serves to explain how the objectives mentioned in
Chapter 1 to be achieved during the research process.

3.2

Research Design

According to Finn et al. (2000), research is about enquiry, discovery, and

revealing something, which was previously unknown, uncertain or needed in testing
the validity of existing knowledge. Research is a creative process, and requires the
use of suitable methods of data collection and analysis.

49
Burns and Grove (2003) define a research design as a blueprint for
conducting a study with maximum control over factors that may interfere with the
validity of the findings. Parahoo (1997) describes a research design as a plan that
describes how, when and where data are to be collected and analysed. Polit, Beck
and Hungler (2001) define a research design as the researchers overall for
answering the research question or testing the research hypothesis. Research design
can be simply defined as a technique to get data and solve the problems (Yahaya et
al., 2011). A research design is the structure designed to answer the research
question. According to Allison et al. (2000) a research design includes the planning
of the research procedure as well as the procedure for data collection and analysis.

Sekaran (1992) highlights six elements of research design: Type of

investigation: Causal versus non-causal; Purpose of the study: exploratory,
descriptive, hypothesis testing; Extent of researcher interference with the study;
Study setting: contrived versus non-contrived; Unit of analysis: Individual, dyads,
groups, organizations, cultures; Time horizon of study: cross-sectional versus
longitudinal.

There are several designated methods to conduct an academic study. The

purpose of research can be categorized into exploratory research, descriptive
research, confirmatory research and explanatory research (Yin, 1994). This part
described the research flow which used to conduct the entire study including plan of
method and structure to conduct data collection and analysis in the study. It also can
be simply explained as the framework or plan for a study used as a guideline in
collecting and analyzing data.

50
3.3

Research Approach

There are two research approaches that are commonly used in a scientific
research, namely the quantitative research approach and the qualitative research
approach. Stated by Baron and Kenny (1986) and Neuman (2003), qualitative
research is using non-numerical examination to discover the relationship between a
problem by observing in order to predict or explain the status of the problem. It uses
categories, images and words, images to describe the events, while quantitative
research uses numbers and statistics presented in figures to explain a scenario.

3.3.1

Quantitative

Quantitative research is conclusive in its purpose as it tries to quantify the

problem and understand how prevalent it is by looking for projectable results to a
larger population. Here we collect data through surveys (online, phone, paper),
audits, points of purchase (purchase transactions), and click-streams.

This study use quantitative method approach. In quantitative research, all

concepts are redefined into the language of variables (Neuman, 2011). This approach
has been used because the result analysis of the main research problem in this study
involves a lot of information that need to be presented in the numerical figure which
more focus on the respondents views and opinion. Furthermore, the results of this
study is analyse by using SPSS software to measure the respondents perception.
Quantitative research used questionnaires and structured interviews to collect data
from the sample of the study (Wozencroft, 2008).

51
The main items in quantitative research include independent variable,
dependent variable, mediating variable which underlies and observed relationship
between independent and dependent variable (Baron & Kenny, 1986, Neuman,
2003).

3.4

Variables and Measures

Simply defined, a variable is a concept that varies (Neuman, 2011).

Meanwhile, according to Sekaran and Bougie (2010), variable is anything that can
take on differing or varying values. The values can differ at various times for the
same object or person, or at the same time for different objects or persons.

The methods has been used in the research are library search and through a
survey with the selected respondents. Most of the selection of variables in this study
and questionnaire for data collection has been referred from the previous studies.
This includes from the various reading sources such as journals, articles, newspaper
and research papers. In designing this study, using the key measures from the
literature based on their importance and highly being studied by other researchers, a
well-structured questionnaire has been developed. It is very important to choose the
right sampling technique for a study to be conducted appropriately. Thus, it will give
higher accuracy and faster results.

52
3.4.1

Independent Variable
The independent variable is the variable varied or manipulated by the

researcher. It can be simply explain as a predictor or controlled variable. Also, it can

be described as the cause variable, or the force or condition that acts on something
else (Neuman, 2011). In this study, three major factors which contribute towards
absenteeism have been discovered based on the literature. These independent
variables are health, individual and social. These variables have been selected based
on its influence on employees absences. It is important to identify which of these
variables have influence the most on absenteeism of the employees in higher
education industry.

3.4.2

Dependent Variable

A dependent variable is a variable that is measured that is affected during the

experiment which responds to the independent variable. The changes in the
independent variable cause changes in the dependent variable. It can be simply
explain that the dependent variable depends on the independent variable. Changes
to the independent variable will then measure any resulting changes to the dependent
variable. This study had focused on jobs satisfaction as the dependent variable. This
variable was being studied to identify its influence by the independent variables as
the factors which contribute towards absenteeism.

53
3.5

Survey and Questionnaire

A questionnaire is a preformulated written set of questions to which

respondents record their answers, usually within rather closely defined alternatives.
Questionnaires are an efficient data collection mechanism when the researcher
knows exactly what is required and how to measure the variable of interest.
Questionnaires can be administerd personally, mailed to the respondents, or
electroniclly distributed (Sekaran & Bougie, 2010). The questionnaire is used to
record data in all survey-based studies and is one of the most widely used survey data
collection techniques. Questionnaires are used to gather primary data on a number of
samples (Wegner, 2000).

Structured questionnaire was designed through the adoption and modification

process in order to maintain the reliability of the questions based on the structure of
this research purpose. Most of the questionnaires are used for developing questions
or formal interviews to gather informations and to form the structure of the
questionnaire. The reffered questionnaire has been taken from many resources which
have been published in prior research such as Limbu et al. (2014), Halbesleben et al.
(2014), Roelen et al. (2013), Bergogni et al. (2013), Borgogni et al. (2013), Restrepo
and Salgado (2013), Madibana (2010), Zulkefly and Baharuddin (2010), and many
more. These refered questionaires are based on related studies. Each questionnaire
had been divided into two parts. The first part will be focus on the background or
general information of the respondents which is for demographic studies while the
second part will be more focus on the variables which had been identified based on
the literature. The questionnaire was designed in a simple and straight forward
approach where the respondents only need to circle or choose his or her responding
answer. The scales of questions approached for independent variable focuses on
absenteeism factors which are individual (Halbesleben et al., 2014; Bergogni et al.,
2013; Punnett et al., 2007), social (Borgogni et al., 2013) and health (Merrill et al.,
2013; Zulkefly & Baharuddin, 2010; Medibana, 2010) which have been gathered
from the literature related with each factor that contribute on absenteeism. Questions
for the dependent variable has been referred to the study conducted by Limbu et al.

54
(2014) and Roelen et al. (2013) which focus on jobs satisfaction whereas for the
mediating variable, the questions are focus on absenteeism which have been referred
from Restrepo and Salgado (2013), Harrison and Martocchio (1998) and Clenney
(1992). In order to have a clear view and straight forward questions, the scales were
modified in line with the objectives of this research approach.

3.6

Population and Sample Size

The population refers to the entire group of people, events, or things of

interest that the researcher wishes to investigate. It is the group of people, events, or
things of interest for which the researcher wants to make inferences (Sekaran &
Bougie, 2010).

On the other hand, sample is a subset of the population. It comprises some

members selected from it. In other words, some, but not all, elements of the
population from the sample (Sekaran & Bougie, 2010). To make accurate inferences,
the sample has to be representative. A representative sample is one in which each and
every member of the population has an equal and mutually exclusive chance of being
selected.

There are many types of samples, including a random sample, a stratified

sample, and a convenience sample, but they all have the goal of accurately creating a
smaller subset from the larger set of general participants such that the smaller subset
is representative of the larger set. In this study, employees from Faculty of Civil
Engineering UiTM Shah Alam have been selected as the main targeted respondent.
Focusing on the importance of higher education employees involves in the working
sector, they need to be prepared for the future development. Therefore, in creating
positive attitudes among employees their performance should be focus on. As

55
engineering courses is one of the critical professions, a simple random sampling
procedure was used to ensure that every person in the population has an equal chance
of being selected. There are about 115 employees in Faculty of Civil Engineering,
UiTM Shah Alam.

In the large-scale data analysis stage, this study refers to Krejcie and Morgan
(1970) which had appointed that the minimum sample size of 100 to 120 population
sizes is 80 to 92. Therefore, more than 92 sample size is accepted for this study.
There were only 82 surveys received completely from the total questionnaire which
have been delivered. Based on the active response received, the overall response rate
was 82% (82/100). According to Sekaran (2003), response rate between 60-70% is
considered high. Therefore, the data of this study is accepted.

Each item in the questionnaire has been constructed through a comprehensive

literature review which also used the same approach with the previous studies such
as Hsu (2008) and Zhang et al. (2009).

3.7

Validity

Validity test provides information about what really measures. It also

indicates the degree to which a test, measurement or instrument is capable of
achieving certain aims. Bond (2003) mentioned that validity refers to procedures or
steps taken by the researcher to make sure that the measure to be used in a main
study is valid and proper inferences can be made about the construct of interest based
on the data.

56
3.7.1

Face-to-face Validity

Face validity means validity at face value where the survey items are sent to
the expertise for suggestions or modification (Churchill & McLaughlin, 2001). In the
earlier stage of data collection, expertise from academician and industry people
examined each items based on their perspective. Previous researches had mentioned
the amount of interview sessions for face validity must be minimum of four is
enough (Lin, 2007; Hsu, 2008; Johnson & Leenders, 2009). Therefore, in order to
have an accurate selection of variables, four interview sessions have been conducted.
One of the interviewees was from the academician research background while the
others were from the employees of the faculty itself. Few amendments of the
questionnaire had been done based on the information gathered from the interview
sessions. The constructed questionnaire can be referred in Appendix.

3.7.2

Content Validity

Content validity indicates the extent which a test represents the universe of
items from which it is drawn. It also considered as a non-statistical type of validity
where it covers the meanings included in the concept (Ramayah, 2011). This study
has a high degree of content validity as it is ensured by extended judgement and
through literature search where the survey instruments were mainly adopted and has
been modified which is same with Lau (2011). All of the variables were measured
based on five-point Likert scales (1-5 point scales). Each items measured at 1-5 likert
scale which represents different meanings for each number. 5 represents strongly
agree, 1 implies strongly disagree whereas 3 represented as modest or undecided.
Based on Anastasiadou (2007), each variable must have more than two factors to be
accepted for statistical data analysis. As for the items for each variable, it must be at
least one item for one variable (Zhang et al., 2009).

57
3.7.3

Construct Validity

Construct validity was used to analyse the instrument applied as the content
validity was not sufficient enough as it pertains to the content of the test whereas
descriptions and decisions were made based on respondents responses to the test
items (Norzaidi et al., 2009). It examines whether test performance reflects an
underlying constructs or set of related variables.

Therefore, exploratory factor analysis (EFA) was performed. EFA was used
to measure the same thing and to what degree it measures it besides determining
whether the variables identified are in confirmatory to the literature (Salam, 2011;
Norzaidi et al., 2009). The results of EFA were shown in Table 4.1 where each items
were selected based on their loading values. Based on Wong and Musa (2011)
specified that loading factors of less than 0.4 must be dropped in the factoring
process. Therefore, high loading value that is greater than 0.4 has been accepted.

The Kaiser-Meyer-Olkin (KMO) has been used to determine whether there is

a good dimension for this study. Lee et al. (2007) stated that KMO statistics used to
measure sampling adequacy for validation and to define if the sub-scales were
suitable for factor analysis which examines sampling sufficiency. Mentioned by Piaw
(2009) and Hair Jr. (2010), the KMO value of greater than 0.50 indicates sufficient
correlations.

In this study, KMO value in Table 4.1 for both absenteeism and job
satisfaction shows greater than 0.50. Thus, it indicates that the data does not have
multicollinearity problem. Therefore, it can be use for further analysis.

58
Table 3.1: Factor Analysis and Reliability Test for Variables (n = 30)
Code

Component

Loading

B1

Work

B1a

You are usually assign with important work

0.870

B1b

You are happy with the given responsiblities as it gives you

0.900

opportunity to utilize your knowledge and skills

B1c

You have enough freedom to make your responsiblities

Cronbach's
B2

Income

B2a

Your monthly income is sufficient enough to lead decent life in

0.784
0.800

0.819

the society
B2b

Your income is approriate to your qualification

0.949

B2c

You are very much underpaid in relation to the amout of work

0.782

that you do
B2d

You are paid with approriate wage level for the amount of work

0.592

B2e

Head of Department have affair and reasonable justice in staff

0.642

promotion and salary advancement

B2f

Concern on achievement of the performance

Excluded

B2g

Current salary account is suitable for staffs responsiblities in the

Excluded

faculty
Cronbach's

0.892

B3

Working Condition

B3a

You feel comfortable working in this faculty

Excluded

B3b

The faculty has enough resources

Excluded

B3c

The faculty has a conducive teaching learning environment

Excluded

B3d

You are happy with the number of working periods allocated to

0.497

you
B3e

You are not overloaded with work

0.835

B3f

Faculty provides standard items, materials, tools, utensils in the

0.870

workplace
B3g

Proper ration of staff to work with

0.855

B3h

You are capable of performing well

0.839

B3i

Faculty environmental facilities performances

Excluded

59
B3j

Positive work atmosphere

Cronbach's

Excluded
0.906

B4

Self Esteem

B4a

Your work are duly acknowledged by your Head of department

0.810

B4b

Your Head of Department gives you credit when you do a great

0.938

job
B4c

Your work are normally successful, but your seldom receive

0.924

praise or recognition for your effort

Cronbach's

0.864

B5

Policy and Management

B5a

Action plan is prepared before actual performance

0.828

B5b

You are satisfied of annual staff's appointment and deployment

0.864

B5c

You are satisfied with the working policy

0.941

B5d

You are satisfied with the faculty administration

0.871

B5e

Your Head of department is capable of giving command

0.827

Cronbach's

0.910

B6

Intrinsic Rewards

B6a

You play a role in educational staff's performance evaluation

Excluded

B6b

You have opportunities to be promoted in accordance with your

Excluded

competence
B6c

You have opportunity to attend a workshop, seminar to enhance

0.840

your skills and broaden your experiences

B6d

Job designs of your position have been improved regularly

0.887

B6e

You feel honoured to be selected as a faculty staff

0.851

Cronbach's

0.849

B7

Interpersonal Relation

B7a

Your colleagues and your superiors are helping together

Excluded

B7b

Pleasant and friendly work atmosphere between you and your

0.509

superiors
B7c

You are supported in educational quality development from

0.726

your supervisors
B7d

Your colleagues and your head of department are enthusiastic to

collaborate

0.964

60
B7e

Head of department give practical advice on performance

0.852

Cronbach's

0.808

Keiser-Meyer-Olkin (KMO)

0.503

Individual

C1

I feel I have much work to do

Excluded

C2

My work usually need to meet deadlines

0.819

C3

I feel there is inadequate coverage to handle my job

Excluded

responsibilities
C4

I am confident to keep in a good mood, even in tense situations.

0.810

C5

I am confident to remain calm in very stressful situations.

0.776

C6

I am confident to recover quickly after a period of intense

Excluded

activity
C7

I am confident to solve all the conflicts that may occur with my

0.659

colleagues
C8

I am confident to defend my rights when treated unfairly

0.781

C9

I am confident to earn the esteem of all my colleagues

0.717

C10

I have the chance to do something that makes use of my

0.822

abilities.
Cronbach's

0.848

Social

D1

Me and my colleagues support one another

Excluded

D2

My boss treat the employees equally

0.879

D3

The top management support employees needs

0.881

D4

My boss is able to provide emotional and instrumental support

0.846

in times of need
D5

Leadership values shown among the top management

0.871

D6

I usually have conflict with my boss

Excluded

Cronbach's

0.898

Health

E1

I suffer from minor ailments

Excluded

E2

I suffered from chronic condition

Excluded

E3

I suffered from work related injuries

0.840

E4

I experience a lot of physical pain during my working hours.

0.896

61
E5

I could not overcome difficulties during my working hours.

Excluded

E6

I am feeling unhappy and depressed with my work

0.715

E7

I think myself as worthless

0.690

E8

I have lost my confidence

0.839

E9

I am capable of making decision

Excluded

E10

I am able to concentrate

Excluded

Cronbach's

0.903

Keiser-Meyer-Olkin (KMO)

0.644

Note: All factor loadings are acceptable with loading factor mostly above 0.50

3.8

Pilot test

Before starting the survey, a pilot study is necessary, which can test the draft
questionnaire and revise it if necessary (Wegner, 2000). The pilot study to test the
questionnaire for this research involves giving the questionnaire to a small group of
people in order to test the questions and the results. This group of people needs to be
similar to the target population.

Employees from various backgrounds in higher education industry have been

selected to answer the survey in the pilot-test. In order to certify consistency and
reliability of the questionnaire, several analyses had been conducted. This step is
very important to discover any problems related to the design of the questions in the
questionnaire. Bulmer and Warwick (1993) explained that there are five objectives of
the analysis to be achieved which are important to ensure that the questionnaire is
simple and easy to understand to the respondents, the questions are clear and specific
as possible, to identify any of the questions leading or loaded, to know whether the
questions is applicable to the respondents of whom it will be asked, and does the
respondents can read the questions well. This stage is crucial to carry out as it is
important for real and final analysis.

62
At this stage, to improve the comprehensibility, 30 respondents of employees
in higher education industry from various backgrounds have been tested. It consists
of 10 respondents from Universiti Teknologi Malaysia (UTM), 10 respondents from
Universiti Islam Antarabangsa Malaysia (UIAM), 5 respondents from Management
Science University (MSU) and another 5 from Consist College.

According to Sekaran and Bougie (2010), 10 to 30 respondents should be

enough for the pilot test. Results from the analysis, redundant and ambiguous items
were either modified or eliminated. New items were added wherever necessary.

3.9

Data Analysis

All analyses have been done with the Statistical Package for the Social
Sciences (SPSS), version 19. Data will go through several to examine the content or
information contained in the questionnaire.

3.9.1

Reliability Test

The reliability of a measure indicates the extent to which it is without bias

and hence ensures consistent measurement across time and across time and across
the various items in the instrument (Sekaran & Bougie, 2010). Li et al. (2005)
mentioned that reliability values indicate the degree to which operational measures
are free from random error and measure the construct in a consistent manner.
Reliability analysis has been conducted to test the internal consistency of the
instruments in the questionnaire. Reliability values indicate the degree to which

63
operational measures are free from random error and measure the construct in a
consistent manner (Li et al., 2006). It is also used as an approach measuring the
items in working together as a set and should be capable of independently measuring
the same construct (Mokhlis, 2009). Mokhlis (2009) and Sproles and Kendall (1986)
had stated that the value which can be accepted is 0.40 or higher. In this stage, there
should be no repetitions of the same questions through Chronbach value in the
range of 0.4 to 1 is acceptable as mentioned by Lin (2007). As mentioned earlier by
Mokhlis (2009) and Sproles and Kendall (1986), Cronbachs coefficient at 0.40 or
higher was considered acceptable. However, Cuieford (1965) and Lin (2007) points
out that the value of Cronbachs which is higher than 0.7 indicates high reliability
while the value between 0.7 and 0.40 means acceptable reliability, as for the value
less than 0.4 means the reliability should be rejected.

The internal consistencies of the elements in the questionnaire have been

measured through reliability test. It was assessed by Cronbachs . Based on Table
3.1, all of the variables including independent, dependent and mediating variables
shows high reliability values which was more than 0.40. The value of Cronbachs
which is higher than 0.7 indicates high reliability (Lin, 2007). Table 4.2 shows the
minimum value of factor loading is 0.497 while the highest factor loading is 0.964.
Therefore, all of the values of factor loading are greater than 0.40 which indicate that
the questions items are reliable and consistent. Hence the developed models are
accepted for data survey collection.

3.9.2

Correlation

Correlation looks at the relationship between two variables in linear fashion.

A Pearson correlation describes the relationship between two-continuous variable.
Simple bivariate correlation, refers to the correlation between two continuous
variable, and is the most common measure of linear relationship. This to identify the

64
range of possible values from -1 to +1 which the values indicates the strength of the
relationship while the sign (+ or -) indicates the direction (Coakes and Ong, 2011).

3.9.3

Multiple Regression

Multiple regression analysis is used to test the effects of n independent

(predictor) variables on a single dependent (criterion) variable. Regression tests the
deviation about the means, and all variables must be at least interval scaled.
Computationally, regression analysis may be conducted using either a raw data
matrix (respondents by variables) or a correlation matrix.

Regression analysis measures the degree of influence of the independent

variables on a dependent variable. In the case of simple bivariate regression where
there is a single independent variable, the dependent variable could be predicted from
the independent variable by the simple equation.

Multiple regressions have been used in order to test the hypotheses or

research questions in this study. Stated by Chong et al. (2009), in order to analyze
the relationship between a single dependent variable and several independent
variables, multiple regression analysis should be used. Multiple regressions were
used to test the relationship between dependent variable and independent variables
(Coakes & Ong, 2011). As mentioned by Zailani et al. (2012), multiple linear
regression analysis was used to analyze the relationship between a single dependent
variable and several independent variables. In order to achieve the objectives of this
study, 5% level of significance (alpha) has been selected. This study had selected F
value (p<0.05) as the range of significant level. Haron (2010) stated that the smaller
the p-value indicates very significant or extremely significant the results are.

65
It is also was used to develop models relating the two measures between the
independent variables and the dependent variable. The selections to test the items are
significant or not based on significant value or critical value. Stated by Hair et al.
(1998) and Zailani et al. (2012), multiple linear regression analysis was used to
determine the influence of a set of independent variable and a dependent variable. In
order to reach the objectives in this study, 5% level of significance (alpha) has been
selected. Referred to Haron (2010), studies involving surveys usually used 5% and
10% as the most selected level of significance. This study has selected F value
(p<0.05) as the range of significant level. The other way to test the sample data is by
determining the p-value (probability value) where it ranges from 0 to 1 where the
confidence interval selected in this study is 95%. The smaller the p-value is, very
significant or extremely significant the results are (Haron, 2010).

3.9.4

T-Test and ANOVA

T-test is use to see the difference between two groups or variables such as
between gender with absenteeism and job satisfaction. It is used to test weather
results is significant with the level of significance of 0.05 or 0.01. This part of
analysis is use to determine the difference of level of absenteeism and job
satisfaction among employees in Faculty of Civil UiTM Shah Alam.

On the other hand, ANOVA test is use to compare the means of more than
two groups or levels of a variable. It is also to test the level of significant at the level
of 0.05 or 0.01. One way-ANOVA test used to identify the relationship of the
demographic factors of the respondents with absenteeism and job satisfaction.

66
3.10

Development of Conceptual Framework

The development of conceptual framework for this research was developed

through several stages. The initial stage was analysing and validating the data
collected from the literature and face-to-face interview. Social Cognitive Theory
Conceptual Model with Examples (Bandura, 2011) as shown in Figure 2.1 in chapter
two previously has been adapted as a guidance for this research framework.

The main components highlighted in this framework examine three main

factors which are environmental, behaviour and personal which are related with the
research findings. These main factors have the key input required for the
measurement of human thought processes and to understanding personality.
Furthermore, this framework can be used for the framework in this study as it
provides a framework as guideline for understanding, predicting and changing
human behaviour. Therefore, through this research framework, the important key
factors in an organisation have been highlighted. This study has identified
absenteeism as a measurement which contributes towards jobs satisfaction

JOB SATISFACTION
1. Work
ABSENTEEISM

2. Income

1. Individual

3. Working Condition

2. Social

4. Self Esteem

3. Health

5. Policy and Management

6. Intrinsic Reward
7. Interpersonal Relationship

Figure 3.2: Newly Developed Conceptual Framework Used for Survey Form
Development

67
3.11

Conclusion

This chapter discussed the research methodology of how the study is

conducted, in which location, and to whom the research is conducted. This study
used a questionnaire that has several parts to collect quantitative data. This is because
the use of questionnaire is to have high reliability. In addition, the items used in this
questionnaire were referred from the questionnaire that has been built by researchers
in the previous study. The findings of the data collected will be analyzed and
explained in the next chapter.

68

CHAPTER 4

RESEARCH FINDINGS

4.1

Introduction

This section discussed on research findings according to the objectives of the

research. Results from the analysis have been discussed based on the actual finding
stage which focused on the descriptive analysis, correlation analysis and regression
analysis.

4.2

Descriptive Statistics

Descriptive statistics shows the background of research analysis. This study

involves 82 active employees in the Faculty of Civil Engineering, UiTM Shah Alam
during the sampling sessions were performed. Table 4.1 shows the demographic
factor of the respondents obtained from the survey.

69
Table 4.1: Respondent demographic factor
Percentage
Items

Range

(%)

Mean

Std.dev

Female

64.6

1.65

0.48

Male

35.4

Malay

98.8

1.01

0.11

Chinese

1.2

Indian

Others

SPM

9.8

4.04

1.35

Certificate

6.1

Diploma

7.3

Bachelor Degree

28.0

Postgraduate

48.8

0-5 Years

67.1

1.67

1.07

How long have you been

6-10 Years

12.2

working?

11-15 Years

8.5

15> Years

12.2

What is your gender?

What is your race?

What is your level of

education?

4.3

Relationship Between Absenteeism and Job Satisfaction

The first objective in this study is to determine the relationship between

absenteeism and jobs satisfaction among employees in Faculty of Civil Engineering
UiTM Shah Alam. To analyze this relationship, correlation Pearson analysis had
been used.

70
Table 4.2: Relationship between Absenteeism with Job Satisfaction

Absenteeism

Pearson

Score of

Score of

Absenteeism

JobSatisfaction

-.295

Correlation
Sig. (1-tailed)

JobSatisfaction

.004

82

82

Pearson

-.295**

Correlation
Sig. (1-tailed)

.004

82

82

** p<0.05

Table 4.2 shows the relationship between absenteeism with job satisfaction.
Results show that there is significant result between these two variables (r = -0.515,
p<0.05). Results show that the relationship strength between absenteeism and job
satisfaction is high which is in line with findings obtained by other researchers such
as Borgonani et al., (2013) and Bandura, (1997). Analysis of this results shows that
there is no influence between levels of absenteeism whether it is high or low for the
employees with job satisfaction. In addition, Table 4.2 below shows interrelationship between absenteeism and job satisfaction. Results shows there is only
one factor of absenteeism which do has strong relationships with job satisfaction
factors. This can be considered as isolated problem which cannot be used as an
indicator and conclusion towards this analysis. Hence it can be said that job
satisfaction does not influence the absenteeism among the employees in the Faculty
of Civil Engineering.

However factor of working conditions classed under job satisfaction indicated

strong relation with individual absenteeism. This can be seen from significant result
analysis (p<0.05) between working condition with individual (0.007, p<0.05) and

71
social (0.041, p<0.05) which indicates strong relationships. Internally, results also
shows there are significant between each factor for each variable.

In job satisfaction, work and income and work and intrinsic rewards factors
shows significant results (0.019,

p<0.05; 0.049, p<0.05). Also, self esteem and

policy management and self esteem and interpersonal relation shows significant
results (0.000,

p<0.05; 0.006,

p<0.05). On the other hand, in absenteeism,

individual factors shows significant results for social and health (0.000, p<0.05;
0.000, p<0.05) while social and health also shows significant results (0.001,
p<0.05). These significant results indicate high relationships between each one and
another. Therefore, changing of one factor could change the other factor. It can be
concluded that work and income, intrinsic rewards, self-esteem, policy management,
interpersonal relation, social and health shows significant relationship which is
directly related to each other and influence the job satisfaction and absenteeism in the
sampled organisation.

72
Table 4.3: Inter-Relationship between Absenteeism with Job Satisfaction
Work
Work

Income

WorkingCondition

SelfEsteem

PolicyManagement

IntrinsincRewards

InterpersonalRelation

Individual

Social

Health

.230

.129

-.108

-.117

.184

.020

-.151

-.022

.067

.019**

.123

.168

.147

.049**

.428

.088

.422

.276

.230

.165

.084

.168

.024

.154

-.169

-.113

-.011

.019**

.069

.226

.066

.415

.083

.065

.155

.461

Pearson
Correlation
Sig. (1tailed)

Income

Pearson
Correlation
Sig. (1tailed)

WorkingCondition

Pearson

.129

.165

-.048

.030

.054

.088

-.270

-.193

.085

.123

.069

.334

.394

.314

.215

.007**

.041**

.225

-.108

.084

-.048

.395

.118

.275

-.100

.026

-.079

.168

.226

.334

.000**

.145

.006**

.185

.408

.241

-.117

.168

.030

.395

.003

.144

.026

-.154

-.032

.147

.066**

.394

.000**

.490

.098

.410

.083

.388

.184

.024

.054

.118

.003

.232

-.078

.011

-.046

.049**

.415

.314

.145

.490

.018**

.243

.460

.340

.020

.154

.088

.275

.144

.232

-.105

-.063

-.024

.428

.083

.215

.006**

.098

.018**

.174

.287

.417

Correlation
Sig. (1tailed)
SelfEsteem

Pearson
Correlation
Sig. (1tailed)

PolicyManagement

Pearson
Correlation
Sig. (1tailed)

IntrinsincRewards

Pearson
Correlation
Sig. (1tailed)

InterpersonalRelation

Pearson
Correlation
Sig. (1tailed)

73
Individual

Pearson

-.151

-.169

-.270

-.100

.026

-.078

-.105

.448

-.522

.088

.065

.007**

.185

.410

.243

.174

.000**

.000**

-.022

-.113

-.193

.026

-.154

.011

-.063

.448

-.339

.422

.155

.041

.408

.083

.460

.287

.000**

.001**

.067

-.011

.085

-.079

-.032

-.046

-.024

-.522

-.339

.276

.461

.225

.241

.388

.340

.417

.000**

.001**

Correlation
Sig. (1tailed)
Social

Pearson
Correlation
Sig. (1tailed)

Health

Pearson
Correlation
Sig. (1tailed)

** p<0.05

74
4.4

Regression Analysis

To achieve the second research objectives, regression analysis has been

conducted. Multiple linear regressions were used to developed models relating two
measures between independent and dependent variable.

Table 4.4: Multiple Regression Of Individual, Social and Health Towards Jobs
Satisfaction
R

0.311

R Square

0.097

F Value

2.779

Sig

0.047*

Model

Sig.

(Constant)

128.233

15.671

0.000

Individual

-0.591

-2.269

0.026*

Social

-0.239

-0.913

0.364

Health

-0.377

-1.606

0.112

a. Dependent variable: Jobs Satisfaction

Significance level: *p<0.05

Based on Table 4.4 (model summary of multiple regression) above, the pvalue of this test is lower than alpha (0.047, p<0.05) and also indicated by the Fvalue of 2.779. This indicates that the model is a good fit for the data which explains
that the integration of selected factors in absenteeism which are individual, social and
health does significantly influence jobs satisfaction in the full model. Unfortunately,
social (0.364, p>0.05) and health (0.112, p>0.05) does not fit the data individually.
This does not indicate that there is no influence between this independent variable
and dependent variable since there is difference which really exists from each of the
internal factor. However, individual factor in absenteeism shows significant result
(0.026, p<0.05) with jobs satisfaction. This indicates that it has positive impact

75
towards jobs satisfaction with high relationships between both factors. The R value is
the correlation of these three independent variables that were entered into the
regression model. By referring to R square (0.097) which is explain variance, is
equally the square of multiple R (0.311) which shows the fitness of regression model.
It means that 9.7% of the variance (R square) for jobs satisfaction has been
significantly explained by the three independent variables. However, 90.3% of
balance changes in jobs satisfaction could be explained by other variables which
have not been covered in this study. The highest Beta () value among these three
independent variables is individual (-0.591) which indicates low magnitude with jobs
satisfaction. This explains that individual influence the most towards jobs satisfaction
but low on its magnitude. Hence it revealed that individual personality plays an
important factor on job satisfaction and absenteeism. Therefore recruiting right
individual for the right post is very important in ensuring the excellent performance
of an organisation.

4.5

Difference Between Gender with Absenteeism and Job Satisfaction

Factor

The third objective can be achieved through t-test analysis. Table 4.5 shows ttest analysis for the difference between absenteeism and job satisfaction with gender.
Results show that both absenteeism (0.124, p>0.05) and job satisfaction (0.058,
p>0.05) factors are not significant. Therefore, this results explain that there is no
difference between male and female with absenteeism and job satisfaction. The level
of absent and job satisfaction between gender has no difference.

76
Table 4.5: Difference in Level of Absenteeism and Job Satisfaction by Gender
Equal

Absenteeism

Gender

variances

Male

assumed

Female

Equal
variances

T
-.146

Male
Female

not

-.136

Mean

29

49.7241

53

49.9057

29

49.7241

53

49.9057

29

104.7931

53

106.0000

29

104.7931

53

106.0000

Sig.

0.124

assumed
Equal
variances
Job
Satisfaction

Male
Female

-.709

assumed
Equal
variances

Male
Female

not

-.771

0.058

assumed
**p<0.05

4.6 Difference Between Groups

Further explain for the demographic factors in this study, Table 4.6 shows the
results of one way-ANOVA test. Results for key performance of absenteeism factor
show none of the demographic factors which are race, education level and year of
working experience is significant. All of the demographic factors is not significant
with absenteeism. Race is 0.472 (p>0.05), education level is 0.474 (p>0.05) and year
of working is 0.208 (p>0.05) shows high level of value. Therefore, it explains that all
of these demographic factors does not influence on absenteeism. Difference in race,
education level and also year of working does not relate to absenteeism factor
directly.

77
Table 4.6: Difference between Demographic Factors with Absenteeism
Key
organisation

Demographic

performance

factor

factor
Race

Education
Level
Absenteeism

Year of
Working
Experience

Demographic
factor

Mean

background
Malay

49.8889

Chinese

46.0000

SPM

49.6250

Certificate

52.4000

Diploma

53.1667

Bachelor

50.0000

df

df

(between

(within

groups)

groups)

Sig.

80

.521

0.472

76

.918

0.474

78

1.551

0.208

Degree
Postgraduate

49.0270

Others

48.3333

0-5 years

49.9273

6-10 years

52.4000

11-15 years

47.1429

15> years

48.7000

**p<0.05

Further explain, based on the Table 4.7 below, it shows the result of ANOVA
to determine the different factors of job satisfaction by demographic. The finding
result show that race and education level are not significant with job satisfaction.
Both factors show high level of 0.535 (p>0.05) and 0.950 (p>0.05). However, result
for year of working experience show significant with job satisfaction (0.002,
p<0.05). This explains that working period do affect the level of job satisfaction of
the employees whereas the other demographic factors which are race and education
does not affects the level of job satisfaction.

78
Table 4.7: Difference between Demographic Factors with Job Satisfaction
Key
organisation

Demographic

performance

factor

factor
Race

Education
Level
JobSatisfaction

Year of
Working
Experience

Demographic
factor

Mean

background
Malay

105.6296

Chinese

101.0000

SPM

106.8750

Certificate

106.2000

Diploma

105.5000

Bachelor Degree

105.9130

Postgraduate

104.7838

Others

108.3333

< 5 years

107.4727

6-10 years

99.4000

11-15 years

105.1429

15> years

101.6000

df

df

(between

(within

groups)

groups)

Sig.

80

.389

.535

76

.226

.950

78

5.283

.002*

79
4.7 Conclusion

The results of the analysis carried out in this study has answered all the
questions and objective questions raised in this study. Results from the analysis
shows that job satisfaction does not influence directly the absenteeism among the
employees in the Faculty of Civil Engineering. However, only one factor that is
working conditions classed under job satisfaction has strong relation with individual
absenteeism and social absenteeism. Meanwhile, to determine the dominant factors
of absenteeism towards job satisfaction, result shows that individual factor influence
the most towards jobs satisfaction but low on its magnitude. Futhermore, to
determine the different absenteeism factors on jobs satisfaction through demographic
factors, results shows that there are no relationship and differences between male and
female towards absenteeism and job satisfaction. Based on the one way-ANOVA
test, results show that all of the demographic factors which are race, education level
and year of working experience are not significant with absenteeism. To determine
the different factors of job satisfaction by demographic factors using the one wayANOVA test shows that race and education level are not significant with job
satisfaction. However, result for year of working experience show significant with
job satisfaction.

80

CHAPTER 5

CONCLUSIONS AND RECOMMENDATIONS

5.1

Introduction

This chapter summarises the findings from previous results analysis and
discussions earlier mentioned in chapter 4. Conclusions were displayed based on the
objectives of this study. Recommendations based on the findings as well as for future
research regarding these issues were also stated.

The main aim of this study was to look into the The relationship between
absenteeism factors and job satisfaction among employees in Faculty of Civil
Engineering, UiTM Shah Alam. The objectives of the study were formulated and
they were to investigate 1) to determine the relationship between absenteeism factors
with job satisfaction. 2) to determine the dominant factors of absenteeism towards
job satisfaction. 3) To determine the different factors of absenteeism towards job
satisfaction by demographic factors. For the purpose of this research, a set of
questionnaire were distributed to a group of 100 respondents consisting of employees
from Faculty of Civil Engineering UiTM Shah Alam.

81
5.2

Summary

The main purpose of this study conducted is to investigate the relationship

between absenteeism factors and jobs satisfaction among employees in Faculty of
Civil Engineering, Universiti Teknologi MARA (UiTM) Shah Alam Campus.

The objective of this study are to to determine the relationship between

absenteeism factors with jobs satisfaction, to determine the dominant factors of
absenteeism towards jobs satisfaction and to determine the different factors of
absenteeism towards jobs satisfaction by demographic factors. This study had refered
to three types of theory which are social cognitive theory, Maslows Hierarchy of
Needs Theory, and Herzbergs Motivation/ Hygiene Theory.

The total of population involved in this study is 115 of employees in Faculty

of Civil Engineering, UiTM Shah Alam. The employees in Faculty of Civil
Engineering, UiTM Shah Alam consist of lecturers, administration staff, laboratory
assistant and technicians. Methods such as reliability test, correlation, multiple
regression, t-test and anova in the Statistical Package for the Social Sciences (SPSS),
version 19 were used to analyzed the obtain data.

Findings shows that only one factor that is working conditions working
classed under job satisfaction has strong relation with individual absenteeism and
social absenteeism.. It is also found that, from this study, the conclusion that can be
made is individual factor in absenteeism shows significant result (0.026, p<0.05)
with jobs satisfaction. This explains that individual influence the most towards jobs
satisfaction but low on its magnitude. Besides that, from these study analysis it can
be seen that absenteeism level for the Faculty of Civil Engineering in UiTM are not
influenced by gender, race, education level and year of working experience.
Furthermore, based on the one way-ANOVA test, results show that all of the
demographic factors which are race, education level and year of working experience

82
are not significant with absenteeism. Moreover, to determine the different factors of
job satisfaction by demographic factors using the one way-ANOVA test shows that
race and education level are not significant with job satisfaction

5.3

Discussion

5.3.1

To Determine The Relationship Between Absenteeism Factors and Job

Satisfaction

Findings from the study indicate that job satisfaction does not influence
directly the absenteeism among the employees in the Faculty of Civil Engineering.
However, only one factor that is working conditions classed under job satisfaction
has strong relation with individual absenteeism and social absenteeism.

This shows that employees in the faculty of Civil Engineering prefer working
condition as one of their job satisfaction factor. For the relationship between working
condition and individual absenteeism can be seen through their personal views.
Several example of working condition that is related with individual factor that can
boost their motivation to come to work such as safe, clean, and comfortable working
condition. With these entire in place, employees can concentrate on their task and
this will increase their personal performance, provide a feeling of safety, comfort and
motivation and this will lead to job satisfaction and absenteeism can be driven away
in an organization. On the other hand, poor working condition brings out a fear of
bad health in employees. The more comfortable the working condition is, the more
productive will be the employees.

83
This is in line, with the study made by Kahya (2007), that poor workplace
conditions such as physical and environment condition can result in creating
employee performance to decrease of following organization rules, quality,
cooperating with coworkers to solve task problems, concentrating the tasks,
creativity, and absenteeism.

The other factor of absenteeism which influences working condition is social

absenteeism. This is also supported by Danica and Tomislav (2013) that difficult
working condition can be one of the factors influencing social absenteeism. It is
divided into two main factors. The first are external factors such as climatetemperature, lighting in the workplace, noise and interference, dust, smoke and other
harmful factors; and the second factors that are subjective such as gender and age of
the worker, tiredness, unfavourable posture during work, and others.

As for the other job satisfaction and absenteeism factors they are inter-link
between themselves. This shows that job satisfaction and absenteeism does not have
strong relationship but it is connected by certain factors. .

5.3.2

To Determine The Dominant Factors of Absenteeism Towards Job

Satisfaction

From this study, the conclusion that can be made is individual factor in
absenteeism shows significant result (0.026, p<0.05) with jobs satisfaction. This
explains that individual factor influence the most towards jobs satisfaction but low
on its magnitude which indicates that it does not have a strong relationship but
connects between each other.

84
This show that employees in Faculty of Civil Engineering tend to prefer work
that offer them opportunity to apply their skills and abilities, offer them freedom and
varieties in choosing their work method, allows for employees participation in the
decision making process, and work condition that are safe and clean. Hence, if an
organization applies all of the mention work characteristics this will lead to jobs that
are highly motivating and employees are likely to be satisfied with their job and this
will create higher quality works, which in turn could lead to lower rates of
absenteeism. This is proven by studies conducted by Wit (2006) and Evans and
Porter (1997) using personality tests, that shows employees who suffer from
personality traits, such as anxiety and emotional instability, are most likely to be
absent from work compared to workers that have an emotion stable.

Also the nature of the work itself such as repetitive tasks, monotony,
routinisation, danger and role ambiguity may lead in influencing the individual to be
absent from work. Thus, it is very important for the employee to be in the work that
fits the most so that they will not suffer from psychological matter that will influence
them to be absent from work (The Australasian Faculty Of Occupational Medicine
1999). This is supported by a study conducted by Wit (2006) that shows that job link
to work stress such as working conditions, shift work, long hours, a job that involves
risk or danger, the introduction of new technology into the work environment, and
work underload contributes to absenteeism to work

Hence it revealed that individual personality plays an important factor on job

satisfaction and absenteeism. Therefore recruiting right individual for the right post
is very important in ensuring the excellent performance of an organisation.

85
5.3.3

To Determine The Different Absenteeism Factors On Jobs Satisfaction

Through Demographic Factors.

Based on the study, the results reflect that there are no relationship and
differences between male and female towards absenteeism and job satisfaction from
this sample study. Furthermore, study shows that the level of absenteeism and job
satisfaction between genders has no influence between them. According to
Kamarulzaman and Ibrahim (2013) and Ssesanga and Garrett (2005) based on their
study on job satisfaction among gender, they found out that there are no relationship
between gender and employees job satisfaction. This is also supported by a study
made by Platsidou and Diamantopoulou, that there is no difference between male and
female with reference to job satisfaction.

However, this result is contrast with study made by Fako et al. (2009) found
that male workers are more likely to be satisfied with their jobs than female workers
especially in organizations where males have more opportunities for advancement or
where females are the last to be employed and the first to be fired. On the other hand,
few studies of Olorunsola (2010) and Bas and Ardic (2002) supported male
employees were more satisfied than the female employees.

Furthermore, based on the one way-ANOVA test, results show that all of the
demographic factors which are race, education level and year of working experience
are not significant with absenteeism. Therefore, this explains that difference in race,
education level and also years of working is not related to absenteeism factor directly

Meanwhile, to determine the different factors of job satisfaction by

demographic factors using the one way-ANOVA test shows that race and education
level are not significant with job satisfaction. This is supported by a study made by

86
Bowen et al. (1994) that found no such relationship of education level and job
satisfaction. Howeever, some studies do indicate that increasing ones educational
level increases his or her level of job satisfaction (Andrews, 1990; Berns, 1989). In
contrast, studies made by Scott et al.(2005) shows low significant relationships were
found between race and job satisfaction.

However, result for year of working experience show significant with job
satisfaction. This shows that year of working experience plays an essential role in
affecting the level of job satisfaction of the employees whereas the other
demographic factors which are race and education does not affects the level of job
satisfaction. This is supported by a study conducted by Nestor and Leary (2000) that
as ones years of experience increased as an extension faculty member, the overall
job satisfaction increased as well.

5.4

Implications of Study

The first objective is to determine the relationship between absenteeism

factors and job satisfaction result reveals that job satisfaction does not directly effect
absenteeism among the employees in the Faculty of Civil Engineering. This
implicates that some factor are not covered in the study may effect the result.
Therefore, future research should identify the other factors which is not covered in
this study. Hence, job satisfaction could be seen from a wider and larger perspectives
such as from the Islamic perpectictives.

As for the other result, it shows that working condition has strong relation
with individual absenteeism and social absenteeism. This implicates that working
condition is affected by the individual and social absenteeism. The relationship

87
between working condition and individual plays a crucial role through the passion of
the person itself towards the job, this may lead to a happy working condition that the
employees tend to handle their work even under working under pressure. Therefore,
it suggested that the faculty should enhance the motivation of it s employees by
organizing more motivation courses and program that can stimulate the motivation of
the employees. Futhermore, their interest also can contribute towards motivating
them to come to work. Moreover, good relationship among colleagues can create a
great social atmosphere that will lead towards a better working condition. Therefore,
the faculty is suggested to create programmes or activities together such as outing
activities, family day and many more so that it can enhance the the relationship
among the employees, thus creating a great working condition.

The second objective is to determine the dominant factors of absenteeism

towards job satisfaction. Results from this study reveals that individual factor is the
most dominant factor towards job satisfaction. This implicates that individual factor
influence the most towards job satisfaction compared to other absenteeism factors.
Therefore, it is suggested that the faculty should provide a counselor to help the
employees to act in accordance with their talents, interests, attitudes, abilities and
opportunities for self-improvement.

The third objective is to to determine the dominant factors of absenteeism

towards job satisfaction. From the study,it shows that there are no relationship and
differences between male and female towards absenteeism and job satisfaction. This
implicates that there are no discrimination towards both gender. Futhermore, from
the study, the result also reveals that all of the demographic factors which are race,
education level and years of working experience are not significant with
absenteeism. This implicates that absenteeism is not been influence by any of the
demographic factors which are race, education level and years of working
experience.

88
Moreover, from the study, result also reveals that race and education level are
not significant with job satisfaction. However, result for years of working experience
show significant with job satisfaction. This implicates from all of the demographic
factors which are race, education level and years of working experience, only years
of working experience can influence job satisfaction. Therefore, it is suggested that
the

faculty should apply knowledge management in the faculty. Knowledge

management is about managing the knowledge of and in the organization. It consist

of capturing and documentation of individual explicit and tacit knowledge, then,
dissemination of the knowldege within the organization. This is important as source
of learning for employees that are lack of working experience. This can help increase
the knowledge of the employees and shared together between the employees. Hence,
it is also suggested that faculty can also apply mentor-mentee program whereby the
less experience employee are been paired with the experience employee, this way it
can help to support and develop the experience among the employees, thus creating a
good relationship between them.

5.5

Recommendations

Through the experience in conducting the survey, analysing and discussing

on the findings from this research work several recommendations were listed below:

1. Recommendations for future research using same sample categories but at

different site. Results from this research are only accurate for the sample studied.
This research was limited to employees from Faculty of Civil Engineering. Therefore
it is recommended that the same research work to be performed on equivalent sample
from other universities in and outside the country.

89
2. Recommendations for future research using different theoretical approach
The design of the questionnaire in this research work was based on social cognitive
theory, Maslows Hierarchy of Needs Theory, and Herzbergs Motivation/ Hygiene
Theory (Two factors theory). Therefore, it is suggested that the same research results
using other approach.

3. Recommendations for future research on other industries.

Researchers can also expand the scope of the study by conducting research in
different industries in different field. Thus, comparison based on industry can be
done to study the relationship between absenteeism and job satisfaction.

5.6

Conclusion

Referring to the comments summarized above, it can be concluded that this

study has achieved the objectives set by the researcher. It is hoped that this study can
contribute significantly to other researchers to further explore this area in greater
depth. However, this study can be used by all agencies, whether government, private
sector, Non-Government Organization (NGO), statutory body to help reduce
absenteeism and increase job satisfaction among employees in higher education
industry.

90

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APPENDIX A

A STUDY OF THE RELATIONSHIP BETWEEN ABSENTEEISM AND JOB

SATISFACTION AMONG EMPLOYEES IN FACULTY OF CIVIL
ENGINEERING, UiTM SHAH ALAM

The purpose of this questionnaire is to determine the relationship between

absenteeism factors with jobs satisfaction, to determine the dominant factors of
absenteeism towards jobs satisfaction and to determine the different factors of
absenteeism towards jobs satisfaction by demographic factors.

The questionnaire consists of two sections which are Section A and Section
B. Every answer will be use for the research purpose only and will be keep
confidential.Please be frank and honest when answering each question. Thank you.

Prepared by: AZFAR BIN AZMI (Master Candidate)

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SECTION A: DEMOGRAPHIC BACKGROUND
*Fill in the following information about the study participant. Your answers to the following questions will
be used for research purposes only and will be kept strictly confidential.
What is your Gender?
Male
Female

What is your Race?

Malay
Chinese
Indian
Others

What is your level of education?

SPM
Certificate
Diploma
Bachelor Degree
Postgraduate

How long you have been working?

< 5 years
6-10 years
11-15 year
15 > year

SECTION B: ABSENTEEISM FACTORS

*Please tick () a box of each line to indicate how *Please circle your answer
much you agree or disagree with each of the
following statement.

119
Strongly
Disagree

Disagree

Undecided

Agree

Strongly
Agree

You are usually

assign
with
important work
You are happy with
the
given
responsibilities as it
gives
you
opportunity to utilize
your knowledge and
skill
You have enough
freedom to make
your responsibilities

Your
monthly
income is sufficient
enough to lead
decent life in the
society
Your
income
is
appropriate to your
qualification
You are very much

Work
B1a

B1b

B1c

Income
B2a

B2b

B2c

underpaid in relation
to the amount of
work that you do
B2d

You are paid with

appropriate

wage,

level for the amount

of work
B2e

B2f

B2g

Head of Department
have affair and
reasonable justice in
staff promotions and
salary advancement
Concern
on
achievement of the
performance
Current
salary
account is suitable
for
staffs

120
responsibilities
the faculty

in

Working Condition
B3a

You feel comfortable

working in this faculty

B3b

The faculty has

enough resources

B3c

The faculty has a

conducive
teaching
learning environment

B3d

You are happy with

the
number
of
working
periods
allocated to you
You
are
not
overloaded
with
work
Faculty
provides
standard
items,
materials,
tools,
utensils
in
the
workplace
Proper ration of staff
to work with

B3h

You are capable of

performing well

B3i

Faculty
environmental
facilities
performances
Positive
work
atmosphere

Your work are duly

acknowledged
by
your
Head
of
department
Your
Head
of
Department
gives
you credit when you
do a great job
Your
work
are
normally successful,
but your seldom
receive praise or
recognition for your
effort

B3e

B3f

B3g

B3j
SELF ESTEEM
B4a

B4b

B4c

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POLICYMANAGEMENT
B5a

B5b

B5c

B5d

B5e

Action
plan
is
prepared
before
actual performance
You are satisfied of
annual
staff's
appointment
and
deployment
You are satisfied
with the working
policy
You are satisfied
with the faculty
administration
Your
Head
of
department
is
capable of giving
command

INTRINSIC REWARDS
B6a

B6b

B6c

B6d

B6e

INTERPERSONALRELATION

You play a role in

educational staff's
performance
evaluation
You
have
opportunities to
be promoted in
accordance with
your competence
You
have
opportunity
to
attend
a
workshop,
seminar
to
enhance
your
skills and broaden
your experiences
Job designs of
your position have
been
improved
regularly
You feel honoured
to be selected as a
faculty staff

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B7a

B7b

B7c

B7d

B7e

Your colleagues
and
your
superiors
are
helping together
Pleasant
and
friendly
work
atmosphere
between you and
your superiors
You are supported
in
educational
quality
development
from
your
supervisors
Your colleagues
and your head of
department are
enthusiastic
to
collaborate
Head
of
department give
practical advice
on performance

INDIVIDUAL FACTOR
C1

I feel I have much

work to do

C2

My work usually
need
to
meet
deadlines
I feel there is
inadequate coverage
to handle my job
responsibilities
I am confident to
keep in a good
mood, even in tense
situations.
I am confident to
remain calm in very
stressful situations.
I am confident to
recover quickly after
a period of intense
activity
I am confident to
solve all the conflicts
that may occur with
my colleagues

C3

C4

C5

C6

C7

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C8

I am confident to
defend my rights
when
treated
unfairly
I am confident to
earn the esteem of
all my colleagues

I have the chance to

do something that
makes use of my
abilities.

D1

Me
and
my
colleagues support
one another

D2

My boss treat the

employees equally

D3

The
top
management
support employees
needs
My boss is able to
provide emotional
and
instrumental
support in times of
need
Leadership
values
shown among the
top management

I
usually
have
conflict with my boss

I suffer from minor

ailments

E2

I suffered from
chronic condition

E3

I suffered from work

related injuries

E4

I experience a lot of
physical pain during
my working hours.

C9

C10

SOCIAL FACTOR

D4

D5

D6

HEALTH FACTOR
E1

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E5

I
could
not
overcome difficulties
during my working
hours.
I am feeling unhappy
and depressed with
my work
I think myself as
worthless

E8

I have lost
confidence

my

E9

I am capable
making decision

of

E10

I am able
concentrate

to

E6

E7