Abstract
Purpose. The purpose of the study was to identify which of the following factors were viewed as contributing to job satisfaction and dissatisfaction among Personnel Commissioners and their Directors in merit systems in California public school districts: Intrinsic (activity; independence; variety; social status; moral values; security; social service; authority; ability utilization; responsibility; creativity; achievement); and Extrinsic: (supervision [human relations]; supervision [technical]; institutional policies and practices; compensation; advancement; recognition). Herzberg, Mausner, and Snyderman's (1959) Two-Factor Theory of Motivation served as an analytical model. Methodology. Descriptive research was used in this study. A total of 149, or 67 percent, of the Personnel Commissioners and fifty-six, or 76 percent, of the Directors of Personnel Commissions representing the seventy-six merit system K--12 public school districts in California were selected at random and surveyed. Data collection was done using a variant of the Short-Form Minnesota Satisfaction Questionnaire (MSQ). Responses to the individual questionnaires were tabulated, and mean scores and standard deviations were developed. Additionally, t-tests were used to determine a relationship between the satisfaction scores from Directors and Personnel Commissioners. A qualitative analysis was done for responses to two open-ended questions. Findings. The data indicated that Commissioners tended to be satisfied with all of the aspects of their jobs. Their highest levels of satisfaction stemmed from intrinsic factors such as moral values, social service, ability utilization, and achievement. There was satisfaction expressed for extrinsic job factors of supervision (technical), supervision (human relations), and institutional policies and practices. Conclusions and recommendations. Personnel Commissioners felt they were serving the community with high moral values, making use of their experience and abilities and thoroughly enjoyed their feelings of accomplishment. Personnel Commissioners were also satisfied with coworkers and supervision. Recommendations included creation of a standard Personnel Commissioner job description, training from the California School Personnel Commissioners Association, increasing interactions between Personnel Commissions and boards of education, site visits with classified employees and Directors suggested enhancement of Personnel Commission compensation.