INJIBARA HEALTH SCIENCE AND BUSINESS COLLAGE

DEPARTMENT OF CLINICAL PHARMACY

Assessment of job satisfaction and its determinants among Pharmacy professionals

working at Injibara City, Awi zone, Amhara region

By

1. Bereket Abera
2. Esubalew Mamo
3. Mulugeta Teshome
4. Ermias Nibret
5. Bezawit Alemu
6. Heven Abebe
7. Elsabet Yeshiwas
8. Yazacew Endalew
9. Yordanos Argeta
10. Helen Yitayew
11. Mahder Getahuns

Advisor: Getaye Yenet (B. Pharm)

A Research Proposal Submitted to Department of Pharmacy, Injibara Health Science and Business
Collage in Partial Fulfillment for the Bachelor of Science in Clinical Pharmacy

July, 2024

Injibara, Ethiopia

I
Acknowledgments

To the Highest God who ordained this path for us before we even knew about it and made it possible for us to
undertake this journey. Thank you, Lord, for the strength, wisdom, grace and every provision we needed to
make this dream a reality.

Our special thanks go to our advisor Getaye Yenet (B. Pharm) for his repeated and tireless constructive
comments throughout the development of our research paper.

Finally, we express our deep gratitude to the respondents who participated in the study, without whom this
research wouldn’t have been a reality.

II
ABSTRACT

Background: Job satisfaction is an employee’s affective reaction to a job based on comparing actual outcome
with desired outcome. Job satisfaction of pharmacy professionals is highly important in building up motivation
and efficiency as higher job satisfaction determine better performance and higher level of patient satisfaction.

Objective: To assess job satisfaction and its determinants among pharmacy professionals working in working
at Injibara City, Awi zone.

Method: A cross-sectional study design was conducted among pharmacy professionals working at Injibara
City, Awi zone from February, 2024 to May, 2024using self-administered questionnaire.

Results: Out of 106 pharmacy professionals included in the study, 62(58.5%) were dissatisfied and 44(41.5%)
were satisfied with their job. There was no association between job satisfaction and socio-demographic
characteristics. The major reason for dissatisfaction were due to poor opportunity to develop, lack of feeling
responsibility in their work place, time pressure, poor relation with coworkers and managers.

Conclusion: The findings of this study showed a low level of job satisfaction among pharmacy professionals
surveyed. Factors found to influence job satisfaction were the opportunity to develop, responsibility, time
pressure and relation with coworkers. No association was found between socio-demographic characteristics
and job satisfaction.

III
Table of Content

Content pages

Acknowledgment…………………………………………………….….II

Abstract…………………………………………………………………………….….III

Table of contents......................................................................................................IV

List of tables..................................................................................................................VIII

List of figures…………………………………………………………………….……..IX

Acronyms........................................................................................................................X.

1. BACKGROUND AND INTRODUCTION

1.1Introduction............................................................................................................... 1
1.2Statement of the problem…………………………………………………………....3

1.3 Significance of the study............................................................................................ 3

1.4 Research objectives.....................................................................................................4

1.2.1General objective...................................................................................................4

1.2.2 Specific objectives..............................................................................................4

2. LITERATURE REVIEW

2.1 Job satisfaction theories…………………………………………………………..…5

2.1.1Content theory of job satisfaction………………………………………….…….5

2.1.2 Maslow’s hierarchy of needs……………………………………………………...5

2.1.3 Herzberg’s two factor theory………………………………………………………5

2.1.4 Hygiene factors…………………………………………………………………….6

2.1.5 Motivators………………………………………………………………………….6
IV
 2.1.6 Process theory of job satisfaction………………………………………………….6

2.1.7 Expectancy theory…………………………………………………………………6

2.1.8 Job characteristic model…………………………………………………………...7

2.1.9 Equity theory………………………………………………………………………7

2.2 Summary……………………………………………………………………………….7

2.2.1 General satisfaction………………………………………………………………..8

2.2.2 Staff relation………………………………………………………………………8

2.2.3 Time pressure……………………………………………………………………..9

2.2.4 Responsibility…………………………………………………………………..…9

2.2.5 Opportunity to develop……………………………………………………………9

2.2.6 Finding of other researches…………………………………………………………9

3. MATERIALS AND METHODS

3.1. Study setting ...............................................................................................................11

3.2. Study period ................................................................................................................11

3.3. Study design…………………………………………………………………………..11

3.4. Source population........................................................................................................11

3.5. Study population..........................................................................................................11

3.6 Inclusion and Exclusion criteria…………………………….........................................11

3.7. Sample size determination……………………………………………………………..12

3.8. Sampling technique.......................................................................................................12

3.9. Study variables...............................................................................................................12

V
 3.9.1. Dependent variable………………………………………………………….……..12

3.9.2. Independent variables……………………………………………………………...12

3.10. Data collection and management………………………………..................................12

3.10.1. Data collection…………………………………………………………………….12

3.10.2. Data quality assurance…………………………………………………………….12

3.10.3. Data entry and processing…………………………………………………………12

3.10.4. Operational definitions……………………………………………………………13

3.11. Ethical considerations....................................................................................................13

3.12 Limitation of the study………………………………………………………………….13

3.13 Data analysis…………………………………………………………………………….14

4. RESULTS

4.1 Descriptive statistics ……………………………………………………………..……15

4.1.1 Socio-demographic characteristics of respondents…………………………………..….15

4.2 Inferential statistics…………………………………………………………………...18

5. DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.1 Discussion……………………………………………………….……………………22

5.2 Conclusion……………………………………………………………………………24

5.3 Recommendations……………………………………………………………………25

VI
REFERENCES…………………………………………………………………………26

APPENDICES………………………………………………………………………….28

Appendix A: Informed consent and Questionnaire……………………………………..28

Appendix B: Time table and budget …………………………………………………..33

VII
LIST OF TABLES

Table 1: Satisfaction by age category of respondents………………………………….15

Table 2: Association between socio-demographics and level of satisfaction………....20

Table 3: Comparison of factors associated with job satisfaction……………………...20

VIII
LIST OF FIGURES

Fig. 1: Gender of the respondents……………………………………………………………………15

Fig. 2: Marital status of the respondents……………………………………………………………..16

Fig. 3: Level of education of the respondents………………………………………………………..17

Fig. 4: Type of institution in which the respondents work…………………………………………..17

Fig. 5: Level of satisfaction of the respondents……………………………………………………...18

IX
Abbreviations and Acronyms

US: United States

MDGs: Millennium development goals

ETB.: Ethiopian birr

X
1. Background

1.1 Introduction

Job satisfaction is an employee’s affective reaction to a job based on comparing actual outcome with
desired outcome (1). It is recognized as a complex construct that includes employees feeling about a
variety of both intrinsic and extrinsic job elements. Further it was expressed that employees expect their
job to provide an accumulation of features like pay, promotion, autonomy for which the employee has
certain preferential values. The range and importance of these values vary across individuals, but when
the accumulation of unmet expectations becomes sufficiently large, satisfaction is lower and there is
greater probability of withdrawal behavior (2).

Job satisfaction is actually a combination of intrinsic and extrinsic job satisfactions. Intrinsic job
satisfaction is when workers consider only the kind of work they do and the tasks that make up the job,
while extrinsic job satisfaction is when workers consider the conditions of the work, such as but not
limited to pay, coworkers, management time and communication.

Every healthcare professional is an important part of the healthcare system, and shortage in any area
creates problems for other cadres of workers. The healthcare industry requires a more skilled workforce
today as a result of advancement in medical technology and the demand for more sophisticated patient
care.

Job satisfaction among pharmacy professionals is increasingly being recognized as a measure that
should be included in quality improvement programmers. Low job satisfaction can result in increased
staff turnover, which affects the efficiency of health services.

In many countries employers pay close attention to the subjective well-being of their employees and its
impact on their jobs. In Denmark, several companies regularly conduct their own job satisfaction
surveys and an employee satisfaction index has been computed for a number of European countries. The
European Union has called the attention of member states to the quality aspects of work and highlighted
the importance of improving job quality to promote employment and social inclusion (3).

1
The search for enhanced productivity has been a major concern for all organizations in more developed
societies. In developing countries the need to optimize productivity is also a consideration. Job
satisfaction of employees has been found to be an important factor affecting productivity and has
received considerable interest (4).

The subject of job satisfaction is particularly relevant and of interest to public health practitioners due to
the fact that organizational and employees’ health and well-being rest a great deal on job satisfaction
(5).This is particularly important because employees in a healthcare delivery system are expected to
provide quality patient care while working in a highly stressful environment.

From the point of view of employees, job satisfaction may reflect benefits that peoples may be looking
for when they take the job; these benefits are usually determined by the employer based on their strategy
to be profitable and competitive in requiring and retaining people. On the other hand, job related factors
that affect satisfaction relate to employees′ desire to use their skills and abilities to make a meaningful
contribution and to be valued. From an organization point of view they employee people to perform
specific tasks in order to achieve their business goals when organizations finds people who fit their job
requirements and are happy with what is being offered, then a win-win situation is created between the
employer and the employee.

Herzberg and Mausner in 1959 suggested a motivation-hygiene theory where factors influencing job
satisfaction are separate from those that lead to job dissatisfaction. Factors leading to satisfaction,
describes as motivators, were promotional and personal growth opportunities, responsibilities,
achievements and recognitions (6).These are factors that are intrinsically rewarding to the individual.
Extrinsic factors described as hygiene factors, leading to job dissatisfaction include pay, physical
working conditions, job security, company policies, quality of supervision and relationship with
coworkers(7).

Another important theory that examines job satisfaction is value theory. This theory claims that job
satisfaction exists to the extent that job outcomes (such as rewards) an individual matches those
outcomes that are desired. The more people receives outcomes they value, the more satisfied they will
be; the less they received outcomes they value, the less satisfied they will be. The key to satisfaction to
this approach is the discrepancy between job rewards and employees′ desires. The greater the
discrepancy the less people is satisfied (6).

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1.2 Statement of the problem

Job satisfaction of pharmacy professionals is highly important in building up motivation, retention,

performance and efficiency as higher job satisfaction determine better performance and higher level of
patients satisfaction (8).Where as job dissatisfaction resulting in burnout and turnover would exacerbate
the current shortage and result in serious understaffing of health care facilities. This has the potential to
have a negative impact on the delivery of patient care because there is evidence to suggest the reduction
in health professionals’ staff below certain level is related to poor patient outcomes (9).

A survey conducted in Ethiopia between 2003 and 2008 showed that 62.5 % of pharmacists and 36.4%
of pharmacy technicians were dissatisfied with their job. Reasons for dissatisfaction were low salary,
narrow opportunity for further education, inadequate facility and supplies (7). But a study conducted in
south west Ethiopia in 2013 showed that only 39.2% of pharmacy professionals were dissatisfied. The
major factors that contribute to dissatisfaction were inadequate salary, poor participation with team
members, lack of motivation, insufficient on service training and poor health institution infrastructure
(10).

1.3 Significance of the study

Pharmacy professionals play a great role in determining the efficiency, effectiveness and sustainability
of health care systems, it is paramount to understand what motivates them and to what extent they are
satisfied by the organization and other contextual variables. Job satisfaction is also an essential part of
ensuring quality care, as dissatisfied pharmacy professionals are likely to give poor quality and less
efficient care. According to Tzeng in 2002, there is evidence of a positive correlation between
professional satisfaction and patient satisfaction. Besides this it is also important to enhance
organizational productivity, for health care system quality improvement, to increase the quality of life of
professionals and the society. Overall it is important for the development of a county.

A number of studies have addressed job satisfaction among pharmacy professionals. But in Ethiopia
specifically Amhara region, in injibara city limited studies have been available. Given the noticeable
lack of studies addressing job satisfaction among pharmacy professionals in injibara city, this study will
attempt to address the gap in the literature. The information obtained will hopefully assist in assessing

3
 level of satisfaction and identifying factors influencing job satisfaction among pharmacy professionals’
in different healthcare institutions.

1.4 Research objectives

1.4.1 General Objective

 To assess the level of satisfaction and its determinants among pharmacy Professionals in injibara city.

1.4.2 Specific Objectives

 To determine the level of job satisfaction among pharmacy professionals at injibara city.

 To determine factors influencing job satisfaction among pharmacy professionals at injibara city

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2. LITERATURE REVIEW

2.1 JOB SATISFACTION THEORIES

We now look at different theories of job satisfaction, to determine how they can be utilized to improve
and increase job satisfaction.

2.1.1. Content theories of job satisfaction

The content theory of job satisfaction rests on identifying the needs and motives that drive people. The
theory emphasizes the inner needs that drive people to act in a particular way in the work environment.
These theories therefore suggest that management can determine and predict the needs of employees by
observing their behavior.

2.1.2 Maslow’s hierarchy of needs

According to Maslow’s theory, people’s needs range from a basic to a high level. These needs are
present within every human being in a hierarchy, namely physiological, safety and security, social,
status and self-actualization needs. Failure to satisfy one need may have an impact on the next level of
need. Low order needs takes priority before the higher order needs are activated, so that needs are
satisfied in sequence. According to this theory, people who are struggling to survive are less concerned
about needs on the higher levels than people who have time and energy to be aware of higher level
needs.

2.1.3 Hertzberg’s two-factor theory

In the late 1950s, Frederick Herzberg developed a theory that there are two dimensions to job
satisfaction, “motivation” and “hygiene”. The work characteristics associated with dissatisfaction
(hygiene factors) vary from those pertaining to satisfaction (motivators) in that motivators lead to
satisfaction, although their absence may not lead to dissatisfaction. The motivators include achievement,
recognition and intrinsic interest in the work itself. The continuing relevance of Herzberg is that there
must be some direct link between performance and reward, whether extrinsic as in recognition or
intrinsic as in naturally enjoyable work, to motivate employees to perform and improve their job
satisfaction.

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2.1.4 “Hygiene” factors

Hygiene factors are features of the job such as policies and practices, remuneration, benefits and
working conditions, corresponding to Maslow’s lower order of needs. Improving these factors may
decrease job dissatisfaction and thus increasing of motivators. Inadequate hygiene factors may lead to
dissatisfaction, but at the same time adequate hygiene factors do not necessarily lead to job satisfaction.
Hygiene factors need to be tacked first, and the motivators can follow. Organizations cannot afford to
ignore hygiene factors as employees will be generally unhappy and thus likely to seek other
opportunities, while mediocre employees might stay on, and compromise the organization’s success.

2.1.5 Motivators

According to Herzberg, motivators include job content such as responsibility, self-esteem, growth and
autonomy. These satisfy high order needs and can result in job satisfaction. Granting employees more
responsibility and creativity in their jobs is an example of a motivator which may encourage them to
exert more effort and perform better.

2.1.6 Process theories of job satisfaction

Behavior is a fundamental indication of an individual’s perception and expectations about a situation

and possible outcome of behavior. Process theories define how and by which goals individuals are
motivated. They are based on the assumption that people make conscious decisions regarding their
behavior. The most common process theories are the equity theory, the expectancy theory and the job
characteristics model.

2.1.7 Expectancy theory

This theory was developed by Vroom who asserts that job satisfaction is based on people’s beliefs about
the probability that their effort will lead to performance (expectancy) multiplied by the probability that
performance leads to rewards (instrumentality) and the value of perceived rewards (valence).This theory
is based on the belief that the amount of effort exerted on a job depends on the expected return and may
result in increased pleasure or decreased displeasure, and that people may perform their job and be
satisfied if they believe that their efforts will be rewarded. The fundamental principle of expectancy
theory is the understanding of individuals’ goals and the linkages between effort and performance,
performance and rewards, and rewards and individual goal satisfaction. This theory recognizes that there

6
is no universal principle that explains people’s motivation and is regarded as a contingency model.
Understanding what needs a person seeks to satisfy does not ensure that the individual perceives high
performance as necessarily leading to the satisfaction of these needs.

2.1.8 Job characteristics model

Bergh and Thereon describe this model as an interactive model that develops employees and the work
environment to achieve maximum fit in the work environment. The model asserts that the job should be
designed to possess characteristics to enable conditions for high motivation, satisfaction and
performance. There are five core characteristics of the job that influence workers’ behavior and attitude,
namely, skill variety, task identity, task significance, autonomy and feedback. The relationship between
core job characteristics and work outcomes is moderated by employees’ growth-need strength,
knowledge, skill, and context satisfaction, therefore the relationship between core job characteristics and
work outcomes may differ.

2.1.9 Equity theory

This theory emphasizes the comparison of existing conditions against some standard by using the
relationship between two variables (inputs and outcomes). Inputs are what an individual contributes to
an exchange, while outcomes represent what an individual obtains from an exchange. Equity theory
suggests that individuals assign weights to various inputs and outcomes according to their own
perception of relative importance. According to Daft and Noël (2001), equity theory is a process of job
satisfaction that focuses on individuals’ perceptions of how fairly they are treated compared to others.
This implies that, if people perceive their treatment as less favorable than that of others with whom they
compare themselves, they are likely to be less motivated to perform better. This theory therefore posits
that people compare the ratio of their outputs to inputs with the ratio of outputs to inputs of others.

1.1. SUMMARY

Satisfaction with one’s profession can affect not only motivation at work but also career decisions,
personal health and how one relates with others. The literature shows that what contributes to job
satisfaction or dissatisfaction is not only the nature of the job but also the expectation of what an
individual perceives the job should provide. Health workers are at great risk of job dissatisfaction

7
generally compared to professionals in other types of organizations. Low job satisfaction impacts on
staff turnover and absenteeism, which could reduce the efficiency of health services.

Factors influencing job satisfaction vary in nature as there are personal factors and expectations
involved, which tend to generate exceptions, therefore generalizations are risky. The future of the
healthcare work environment poses significant challenges for employers and employees. The
implication for managers is that if healthcare facilities desire to attract and retain healthcare
professionals, they will need to find ways to cater for intrinsic job satisfaction factors as well as
additional benefits.

2.2.1 General satisfaction

Job satisfaction among healthcare professionals is an important predictor of individual well-being,

general life satisfaction and job performance. Job satisfaction is an important factor in patient care, and
there is also evidence to suggest that a high level of job satisfaction results in good patient outcomes and
health systems outcomes. Job satisfaction is a complex set of interrelationships of roles, responsibilities,
tasks, interaction, rewards and incentives. The reviewed literature indicates low levels of general
satisfaction among healthcare professionals. Dissatisfaction with autonomy in clinical decision-making,
systems roles, and the amount of time spent with patients and poor salaries were some of the problems
identified. What follows looks at some of these factors one by one.

2.2.2 Staff relation

Numerous studies conducted among healthcare professionals point to the importance of interpersonal
relationships in job satisfaction, and show that they lead to increased patient safety, improved quality of
care and greater patient satisfaction. Highly functioning teams have also been shown to offer great
support to inexperienced staff. Specifically within healthcare, there has been a growing need to improve
teamwork. Introducing team-building activities has resulted in stronger interpersonal; relationships,
improved staff communication, understanding and clarity of roles as well as greater job satisfaction.

8
2.2.3 Time pressure

Time is a subjective experience despite the fact that it can be measured. While the quality of time is of
great importance so is quantity. Literature shows that perceived time pressure is associated with low job
satisfaction among healthcare professionals. Dissatisfaction about time pressure expressed by healthcare
professionals may indicate concerns about autonomy.

2.2.4 Responsibility

Employee participation may enhance motivation through power sharing, and increased responsibility is
as a predictor of positive responses. Employee participation can afford individuals an opportunity to
make key managerial decisions that have an impact on other employees, thus increasing job satisfaction
and performance. Herzberg’s two-factor theory suggests that intrinsic work factors such as employee
recognition and skills development may increase job satisfaction. Increased work responsibility may be
related to many factors suggested in the two-factor model as recognition and interpersonal relationships
have implications for individuals’ identity.

2.2.5 Opportunity to develop

Career development determines the nature and quality of individuals’ lives, and the social and economic
contribution they make. Career development is crucial for an effective labor market. When individuals
find a career path that utilizes their full potential, they are likely to be motivated and productive thus
increasing job satisfaction. Opportunities to develop afford individuals the prospect of further enhancing
themselves and growing within the ranks of their career.

2.3 FINDINGS OF OTHER RESEARCHS

According to the study conducted in US, most respondents were satisfied with their positions, with 68%
“more” satisfied and 32% “less” satisfied. Pharmacists in independent and inpatient hospital pharmacies
reported the highest rates of satisfaction (80% and 78%, respectively) while pharmacists in chain
pharmacies reported much lower rates of satisfaction 53% than those in all other settings (P<0.05) and
were 66% less likely to be satisfied than those in independent pharmacies (11).In contrary, a study
conducted in Great Britain concerning the link between job satisfaction and intentions to quit the
profession, pharmacists appeared to be satisfied with their work, although female pharmacists were
more satisfied than their male counterparts. Pharmacists working in the community sector were less
9
satisfied than those in other sectors. Salary was consistently ranked as one of the aspects of their work
that pharmacists found least satisfying, regardless of age, sex, or sector of practice. Strength of desire to
practice pharmacy was a predictor of both job satisfaction and intentions to quit pharmacy (12).

A study conducted in china on job satisfaction among young hospital pharmacist showed that, about
90% of respondents were satisfied with their working environment, utilization of skills, and promotion.
Almost all young hospital pharmacists were satisfied with his/her supervisors, coworkers and workload.
However, only about 76% of young hospital pharmacists were satisfied with their work pay and their job
satisfaction was decreased as the age increased (p< 0.05) (13). Health worker motivation reflects the
interactions between workers and their work environment. Because of the interactive nature of
motivation local organizational and broader sector, policies have the potential to affect motivation of
health workers either positively or negatively, and as such to influence health system performance. Yet
little is known about the key determinants and outcomes of motivation in developing and transition
countries (14). A key constraint to achieving the millennium development goals (MDGs) is the absence
of a properly trained and motivated workforce. Loss of clinical staff from low and middle-income
countries is crippling already fragile health care systems. Health worker retention is critical for health
system performance and a key problem is how best to motivate and retain health workers (15).

At the heart of each country’s health system, health workers Struggle to provide high-quality care to
growing patient loads in increasingly challenging working conditions. In developing countries,
especially in sub-Saharan Africa, pharmacists were facing shortages of supplies, poor compensation,
inadequate management systems, and heavy workloads. Job satisfaction among employees is an
indicator of organizational effectiveness, and is influenced by organizational and dispositional factors
(16, 17). According to a study conducted in south west Ethiopia on job satisfaction 60.8 % were satisfied
and 39.2% were dissatisfied on their job. The major reason for satisfaction were helping the needy and
professional gratification .The major reason for dissatisfaction were inadequate salary ,poor interaction
with other health care team members, lack of motivation, insufficient on service training and poor health
institution infrastructure(10).

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3. MATHERIALS AND METHODS

3.1. Study setting

The study was conducted in Injibara, the town of the Awi zone. The Awi zone is one of the 12 zones in
the Amhara regional state. There are three district hospitals, one general hospital, 46 health centers and
203 health posts. It also has 190 private health facilities, including 114 clinics, 75 community
pharmacies, and one medium diagnostic laboratory center. In urban and rural public health facilities,
there are 2,043 health professionals and 533 health extension personnel employed. In Injibara city, there
are one General hospital, 1 private hospital, one health center, Zonal health department and 36
community pharmacies.

3.2. Study period

The study was conducted from February, 2024 to May, 2024

3.3. Study design

A cross sectional was conducted using a self-administered questionnaire.

3.4 Population

3.4.1 Source population &Study population

The source population of this study was all Pharmacy professionals working at Injibara.

The study population of this study was all Pharmacy professionals working at Injibara city.

3.5. Inclusion and exclusion criteria

3.5.1. Inclusion criteria

All pharmacists and pharmacy technicians who work at Injibara city and give their consent to participate
in the study

11
3.5.2. Exclusion criteria

Pharmacists and pharmacy technicians who are not willing to participate in the study

3.6. Sampling and sample size

All pharmacy professionals working at Injibara city were included in the study. All participants was
contacted by the researcher and invited to complete the self-administered questionnaire.

3.7. Study variables

3.7.1 Dependent variable

The level of satisfaction among pharmacy professionals

3.7.2 Independent variables

Socio-demographic characteristics: age, sex, educational level, place of work, monthly income and
relation with coworkers

3.8. Data collection and management

3.8.1 Data collection

The data was collected from pharmacy technicians and pharmacists working in private and
governmental hospitals by using self-administered questionnaire which is prepared by the investigators.

3.8.2 Data quality management

To assure the quality of data, the self-administered questionnaire was pretested during data collection
period errors were corrected.

3.9. Data entry and data analysis

Quantitative data from returned questionnaires was coded and was analyzed by SPSS version 23.
Association between socio-demographic characteristics and job satisfaction as well as comparison of

12
level of satisfaction among Pharmacy Professionals was assessed for statistical significance using chi-
square test of association. Factors influencing job satisfaction was determined by using student t-test.

3.10. Ethical consideration

Ethical clearance was obtained Injibara Health Science and Business college research review committee.
Data collection was conducted after approval of the study by concerned authorities. The respondents
were informed of their right to refuse or agree to participate in the study. All participants give a written
informed consent before the start of the study. To assure confidentiality participants were asked to
identify them by name.

3.11. OPRATIONAL DEFINATIONS

Pharmacy technicians are pharmacy professionals who have a minimum of high-school diploma or
attend post-secondary training at vocational schools or community colleges and responsible to help
pharmacists dispense medicine, mix compounds, count tablets and bottle up drugs. Their work falls
under the supervision of pharmacists who must review their preparations before they go to customers.

Druggist as a diploma holder person in pharmacy licensed to prepare, and dispense drugs upon written
order (prescription) from a licensed practitioner such as a physician, dentist, health officers and nurses.
Pharmacist is degree holder person responsible to prepare, formulate, dispense, and provide clinical
information on drugs or medications to health professionals and patients.

Pharmacy professional: is pharmacist, druggist or pharmacy technician who is responsible to prepare,

formulate, compound, and dispense drugs to clients with appropriate drug related information.

Job satisfaction is a state of being satisfied by individuals for opportunities that he/she achieves success
in his/her life.

3.12. DATA ANALYSIS

Quantitative data from the returned questionnaires were coded and entered into a Microsoft Excel
spreadsheet (Microsoft Office, 2007). The statistical software SPSS version 23 was used to analyze the
generated data. Descriptive and inferential statistical analyses were employed. Data were also
summarized using pie charts, bar graphs and tables for the interpretation of findings. Statistics were

13
based on percentages and frequencies. Association between socio-demographic characteristics and job
satisfaction was assessed for statistical significance using the ‘chi-square’ test of association. Factors
influencing job satisfaction were also determined using chi-square and p-value. The relationship
between dimensions of job satisfaction was measured using Pearson correlation.

14
4. RESULTS

The results are presented in two parts: the first part describes the overall findings of the study in
descriptive statistics, while the second part comprises the inferential statistics calculated.

4.1. DESCRIPTIVE STATISTICS

4.1.1. Socio-demographic characteristics of respondents

70%

60% 58.5%

50%
41.5%
40%

30% sex

20%

10%

0%
Male female

Fig.1 gender of the respondents

Of the 106 respondents, 44 (41.5%) were males and 62 (58.5) were females.

Table 1: satisfaction by age category of respondents

Age (year) No of respondents Percentage (%)

25-34 86 81.1

34-44 17 16.1

>44 3 2.8

15
 Total 106 100

Table 1 above shows 81.1 %( n=86) of the respondents were within the age category of 25-34, 16.1%
(n=17) were within the age category of 34-44 and 2.8% ( n=3) were within the age category of above 44.

70

60 57.6%

50

40 38.7%
marital status

30

20

10
2.8%
0.9%
0
single married divorced widowed/
widower

Fig.2 marital status of the respondents

Of the 106 respondents, 38.7 %( n=41) were single, 57.6 %( n=86) were married, 2.8 %( n=2) were
divorced and 0.9% were widowed/widower.

90 84.0%
80

70

60

50

40 level of education

30

20
12.3%
10
3.7%
0
diploma degree master

16
Fig.3 level of education of the respondents

Of the 106 respondents 12.3 %( n=13) had diploma, 84.0 %( n=89) had degree and 3.7 %( n=4) had
master′s degree

type of institution

15.1%

governmental
private

84.9%

Fig.4 type of institution in which the respondents work

15.1 %( n=16) of the respondents were working in governmental health facilities where as 84.9 %
( n=90) were working in private facilities.

4.2 INFERENTIAL STATISTICS

In this section, the overall results given above are further analyzed to elicit possible correlations that will
contribute to making inferences.

Table 2: level of satisfaction

Level of satisfaction No. of respondents Percentage (%)

Satisfied 44 41.5

Not satisfied 62 58.5

17
The level of job satisfaction among respondents was tested using the satisfaction questionnaire. First, the
level of satisfaction of respondents for each question was coded as:1=strongly
agree;2=agree;3=uncertain;4=disagree;5=strongly disagree. Then the average for each respondent and
the average total was calculated using a statistical software SPSS version23.According to licker scale
respondents having a value less than the average total were assumed to be not satisfied and respondents
having a value greater than the average total were assumed to be satisfied. Finally, the frequency for
satisfaction and dissatisfaction was calculated to know the total amount of respondents who were not
satisfied and satisfied. According to this study 58.5 %( n=62) of respondents were not satisfied where as
41.5 %( n=44) of respondents were satisfied.

level of satisfaction

not satisfied
41.5.% satisfied

58.5%

Fig.5: level of satisfaction of the respondents

Table 2:socio-demographic characteristics and level of satisfaction.

variable Level of satisfactio n Chi square value P v a l u e

Not satisfied S a t i s f i e d
S e x M a l e 2 ( 1 . 9 % ) 4 2 ( 3 9 . 6 ) 9 0 . 7 4 5 . 0 0 0
F e m a l e 2 ( 1 . 9 % ) 60(56.6%)
A g e 2 5 - 3 4 4 5 ( 4 2 . 5 % ) 25(23.6%) 2 7 . 2 2 3 . 0 1 6
3 5 - 4 4 0 17(16.04%)
> 4 4 1 ( 0 . 9 % ) 2 ( 1 . 9 % )

Marital status S i n g l e 4 0 ( 3 7 . 7 % ) 0 4 6 . 1 9 3 . 0 0 0

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 M a r r i e d 2 1 ( 1 9 . 8 % ) 40(37.7%)
d i v o r c e d 0 1 ( 0 . 9 % )
Level of education D i p l o m a 1 3 ( 1 2 . 3 % ) 0 1 5 . 2 9 5 . 0 0 0
D e g r e e 4 9 ( 4 6 . 2 % ) 40(37.7%)
M a s t e r 0 3 ( 2 . 8 % )
Working institution Governmental Hospital 1 5 ( 1 4 . 7 % ) 15(14.7%) 1 3 . 3 7 3 . 0 0 0
Private Hospital 5 ( 4 . 9 % ) 6 ( 5 . 9 % )

Duration of service 0 - 5 2 5 ( 2 3 . 6 % ) 1 ( 0 . 9 % ) 4 0 . 5 9 0 . 0 0 0
5 - 1 0 3 7 ( 3 4 . 9 % ) 25(23.6%)
> 1 0 0 1 8 ( 1 7 % )

Table: 2 above shows chi-square analysis results between respondents’ socio-demographic

characteristics and level of satisfaction.

Table 3: Comparison of factors associated with job satisfaction

V a r i a b l e s L e v e l o f s a t i s f a c t i o n Chi square P v a l u e

N o t s a t i s f i e d Satisfied

General satisfaction L o w 5 7 ( 5 3 . 8 % ) 0 8 7 . 5 0 8 . 0 0 0

H i g h 5 ( 4 . 7 % ) 44(41.5%)

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Opportunity to develop L o w 5 9 ( 5 5 . 7 % ) 0 9 4 . 4 3 2 . 0 0 0

H i g h 3 ( 2 . 8 % ) 44(41.5%)

Responsibility L o w 6 2 ( 5 8 . 5 % ) 18(17%) 4 8 . 5 4 3 0 . 0 0 0

H i g h 0 26(24.5%)

Patient Care L o w 5 9 ( 5 5 . 7 % ) 1(0.9%) 9 0 . 3 9 9 0 . 0 0 0

H i g h 3 ( 2 . 8 % ) 43(40.6%)

Time pressure L o w 6 0 ( 5 6 . 6 % ) 3(2.8%) 8 6 . 3 7 8 0 . 0 0 0

H i g h 2 ( 1 . 9 % ) 41(38.8%)

Staff Relation L o w 6 2 ( 5 8 . 5 % ) 8(7.5%) 7 6 . 8 1 6 0 . 0 0 0

H i g h 0 36(34%)

Table 3 show the chi-square analysis results of factors associated with job satisfaction. The results
showed that general satisfaction, opportunity to develop, responsibility; time pressure were significantly
associated with job satisfaction.58.5 % of respondents were highly dissatisfied with their
responsibility ,staff relation at p value .000. Almost 56.6 % of participants were significantly dissatisfied
with their time pressure. The results also indicated that respondents were significantly dissatisfied with
the level of general satisfaction, opportunity to develop at p value .000.

5. DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.1 DISCUSSION

Job satisfaction is the degree of favorableness with which the employees view their work. It is an issue
that affects the lives of all workers including health professionals and is also a factor that determines
whether an employee will remain in a position or seek work elsewhere. Furthermore, job satisfaction can
influence the quality of work produced.

20
In this study a total of 106 pharmacy professionals working in government and private hospitals in
Injibara city were included. The result of this study showed that, 62 (58.5.9%) of respondents claimed
that they were dissatisfied with the job they were provided (figure 6). This finding is consistent with
previous study done in South west Ethiopia. The major reason for dissatisfaction were due to poor
opportunity to develop, lack of feeling responsibility in their work place, time pressure, poor relation
with coworkers and managers.

The findings in this study indicates that 59(55.7%) of respondents were dissatisfied with their
opportunity to develop. In contrast to this, a study conducted in South Africa showed that 82.4% of
respondents were satisfied with their opportunity to develop. Expectancy theory asserts that job
satisfaction is based on people’s beliefs about the probability that effort will lead to performance
(expectancy) multiplied by the probability that performance leads to rewards (instrumentality) and the
value of perceived rewards. This theory is based on the belief that the amount of effort exerted on a job
depends on the expected return and may result in increased pleasure or decreased displeasure, and that
people may not perform their job and be dissatisfied if they believe that their efforts will not be
rewarded, perhaps through a job promotion. Career opportunities allow individuals the prospect of
developing their careers further.

Almost 58.5 %( n=62) of the respondents were significantly dissatisfied with their responsibilities. In
contrast to this study, a study conducted in South Africa, almost three-quarters (73.9%) of the
respondents were significantly satisfied with their responsibilities. Herzberg’s two-factor theory
suggests that intrinsic work factors such as employee recognition and skills development may increase
job satisfaction. Increased work responsibility may be related to many related factors suggested in the
two-factor model because recognition and interpersonal relationships have implications for individuals’
identity. Employees who have a greater sense of involvement in the workplace, and greater latitude and
innovation on how to approach their work may have less job strain and thus greater job satisfaction.

In this study, majority of the respondents 58.5%( n=62) were dissatisfied with their time spent. This
finding is consistent with previous study done in South Africa and inconsistent with a study done in
china in which all young hospital pharmacists were satisfied with his/her workload. This difference may
be because of pharmacists in china have more freedom to do their work and they may have less non
clinical tasks to do compared to Ethiopians.

21
About 57.9 %( n=64) and 59.0 %( n=59) of the respondents were dissatisfied with their coworkers and
managers respectively. It is consistent with the finding of a study done in South Africa in which the
participants were satisfied with the relationship with co-workers.

LIMITATION OF THE STUDY

Limitations to this study are:

1. Because the survey instrument used was a self-reporting measure, the information presented by
participants is based upon their subjective perceptions. Although participants were assured of
confidentiality, it is therefore possible that they either over- or under-reported their level of
satisfaction.
2. There is a possibility that responses of individuals who did not participate may have differed in some
manner from those who were participated.

5.2 CONCLUSION

The aim of this study was to determine the level of job satisfaction and factors influencing job
satisfaction among pharmacy professionals at Injibara. By employing a cross-sectional descriptive
approach, the level of satisfaction, factors influencing job satisfaction and the relationship between the
different dimensions of job satisfaction of one hundred and six pharmacy professionals were surveyed
using a self-administered questionnaire. Both descriptive and inferential statistical methods were used in
analyzing the data.

22
 The findings of this study showed a low level of job satisfaction among pharmacy professionals
surveyed. However factors found to influence job satisfaction were the opportunity to develop,
responsibility, time pressure, relation with manager and relation with coworkers. No association was
found between socio-demographic characteristics and job satisfaction. The study also found that there
was a positive medium association between job satisfaction and opportunity to develop, responsibility,
relation with coworker and relation with managers.

The following are the main findings from this study.

1. The study found a low level of job satisfaction among pharmacy professionals surveyed. 59% were
dissatisfied with their job.

2. Factors found to be significantly associated with job satisfaction were, opportunity to develop,
responsibility, time pressure, relation with coworkers and relation with managers (p=0.000).

3. 55.7 % of the respondents were dissatisfied with their work due to limited opportunity to develop.

.4. 55.7% of the respondents were dissatisfied with their job due to lack of appreciation and cooperation
from the patient as well as limited time given for each patient.

5.3 RECOMMENDATION

Health bureau

Although the results of a single survey cannot in themselves be considered as a solid foundation for
making decisions in health planning, the results of this study suggest that interventions should be carried
out to increase levels of job satisfaction among pharmacy professionals at injibara. Since job satisfaction
has a strong correlation with job performance, it is imperative to reinforce relevant human resources
polices, improving working conditions and compensation.

Health Care institutions

Since relation with coworkers and managers are the determinant factors that affect satisfaction,
recommendation was given to improve relation between pharmacy professionals with their coworkers
and managers.

23
 Researchers

Further research is necessary in this area to clearly depict the association between socio demographic
characteristics and job satisfaction determinants

References

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satisfaction in a self managed system for monitoring group achievement. Human relations 1991; 44 (5);
517-537

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3. European Commission (2002. Employment Europe.

http://www.eurofound.europa.eu/eiro/2002/10/feature/eu0210204f.htm.

4. Collins, K., Jones, M.L., McDonnell, A., Read, S., Jones, R. & Cameron, A. (2000). Do new roles
contribute to job satisfaction and retention of staff in nursing and professions allied to medicine?
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5. Hospital nurses’ job satisfaction: Individual and organizational characteristics, Journal of Advanced
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6. GREENBERG, Jerald, and Robert A. Baron: Behavior in Organizations: Understanding and Managing
the Human Side of Work, 8th edition, Prentice Hall, New Jersey. 2003;153-154

7. ROBBINS P. Stephen: Organizational Behavior, 10th edition, Prentice Hall, New Jersey. 2003;73

8. Mowday RT.Strategies for adapting to high rate of employee turnover. Human Resource Management
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9. Fridrkin SX.Pear SM, Williamson TH etal.The role of understaffing in central venous catheter
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11. Elizabeth S: Exploring the relationship between pharmacist job satisfaction, intention to quit the
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12. Manuel J: Pharmacists’ Sources of Job Satisfaction: Inter-Gender Differences in Response. American
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14. Franco L: Determinants and consequencesof health worker motivation in hospitals in Jordan and
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15. Mischa W: Motivation and retention of health workers in developing countries; a systematic review.
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Annexes

INJIBARA HEALTH SCIENCE AND BUSINESS COLLEGE

DEPARTMENT OF PHARMACY

Annex I : Informed consent

26
We are 5th year clinical pharmacy students who are students at Injibara Health science and business
college, department of pharmacy. We need you to fill the questionnaire here below to conduct our
research study in the partial fulfillment of the requirements for bachelors of pharmacy. The focus of the
research is to investigate the level of job satisfaction and its determinants among Pharmacy professionals
working at Injibara City, Awi zone, Amhara region. To attain this purpose, your participation in this self
-administer questionnaire is very helpful and we will be very grateful if you can assist us by
participating in the questionnaire. It takes a maximum of 15 minutes .The information you provide is
confidential and at no time you are not required to answer the questionnaire by your name. Data will be
analyzed in aggregate .If you have any question don’t hesitate to ask. The information you give is very
important and therefore kindly be frank in your responses. You have the right not to participate if you
are not voluntary.

Do you agree to participate? Yes No

Sig. ___________________

Thank you very much for your participation

Structured self administered questionnaire to extract information on assessment of job satisfaction and
its determinants among pharmacy professionals.

Part I. Socio-demographic characteristics of the participants

1. Sex: Male Female

2. Age ………………….

3. Marital status single married divorced widowed other…………………….

5 What is your level of education? Diploma Degree Master other…………………….

6. Name of the institution you work? Private Government

7. How long have you worked at this institution? A. Pharmacist B. Pharmacy technician

Part II: Evaluation of job satisfaction

27
Kindly decide how you feel about the aspect of your job described by the statement and tick the
appropriate box

1. If I could choose the career again

I would make the same decision

2. My job has more advantages than

disadvantages

3. My income is a reflection of the

work I do

4. There is no personal growth in

my work

5. I would like to change my career

6. I really enjoy my work

7. In general I am satisfied with

my work

GENERAL SATISFACTION Strongly agree Agree uncertain disagree strongly disagree

OPPORTUNITY TO DEVELOP Strongly agree agree uncertain disagree strongly disagree

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8.I have sufficient opportunity to develop
Develop in my work

9.The variation in my work is satisfactory

10. My work is mentally stimulating

11. I experience frustration in my work

due to limited resources

12. I find my work routine non stimulating

13. Too much is expected from me at work

RESPONSIBILITY strongly agree agree uncertain disagree strongly disagree

14. I enjoy the status in the community as a healthcare professional

15.I receive recognition for tasks well done

16.I am entrusted with great responsibility in my work

PATIENT CARE strongly agree agree uncertain disagree strongly disagree

17. The patients appreciate

29
what I do for them

18. I have sufficient time

for each patient

19. My patients co-operate because

they understand my working conditions

TIME PRESSURE Strongly agree agree uncertain disagree strongly disagree

20. There are many non clinical tasks that I have

to do

21. I have enough freedom to decide how I do my work

22. I spend more time doing what could be done by others with less experience &
training

STAFF RELATION Strongly agree agree uncertain disagree strongly disagree

23. I have a good working relationship with my colleagues

24. There is an atmosphere of co-operation between staff

& management 25. There is a clear

channel of communication at my workplace26. My manager is concerned about my

well being

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27. Management does involve staff in
decision making

28. I can depend on my colleagues

for support 29. I am happy with the management

style in my department

31