Ha: There is a positive correlation between transaction leadership styles of academic deans and the job satisfaction of business faculty members in the Florida College System.
Research Question 3: How do basic employment and related demographic considerations impact job satisfaction within the targeted population?
H3: There is no significant correlation between the years of teaching experience and job satisfaction of business faculty members in the Florida College System.
Ha: There is a positive correlation between the years of teaching experience and job satisfaction of business faculty members in the Florida College System.
H4: There is no significant different among the educational levels of business faculty members with respect to overall job satisfaction in the Florida College System.
Ha: There is a significant difference among the educational levels of business faculty members with respect to overall job satisfaction in the Florida College System.
H5: There is not a significant difference between male and female business faculty members with regards to overall job satisfaction in the Florida College System.
Ha: There is a significant difference between male and female business faculty members with regards to overall job satisfaction in the Florida College System.
Population and Sampling
The proper selection of a population and sample size is critical to the success of a research project (Creswell, 2008). The purpose of the sample size is to select a population that is representative of the target population and is large enough to minimize the effects of random variation (Creswell, 2008). The population for this study consists of full time academic deans and full time business faculty direct reports in all of the colleges within the Florida College System, with the exception of Florida State College at Jacksonville. The goal is to achieve a confidence interval of 95% with the population sample.
Spector's JSS consists of 36 items that have been demonstrated to related directly to job attitudes (how employees feel) and specific aspects of their job, such as their pay, promotion, supervision, benefits, other contingent rewards as well as the operational procedures, overall nature of their work and the communication within and between other employees and management. It is comprised of nine facets: pay (with alpha = .75), promotion (with alpha = .73), supervision (with alpha = .82), fringe benefits (with alpha = .73), contingent rewards (with alpha = .76), operating procedures (with alpha = .62), coworkers (with alpha = .60), nature of work (with alpha = .78), and communication (with alpha = .71). The internal consistency reliabilities (alpha) are based on a sample that consisted of 2,870 participants. Each facet is evaluated with four items from which the researcher gets a total score. Total alpha is .91 for all the facets (Spector, 1985). Typically, the literature suggests that the alpha level needs to be...
Without internal reliability, the validity of the scales are called into question (McMillan & Schumacher, 2006). The internal consistency reliabilities (alpha) are based on a sample that consisted of 2,870 participants. Each facet is evaluated with four items from which the researcher gets a total score. Total alpha is .91 for all the facets (Spector, 1985). Typically, the literature suggests that the alpha level needs to be at least .70 to be considered to be a reliable scale. Without internal reliability, the validity of the scales are called into question (McMillan & Schumacher, 2006).
The MLQ-5x is a 45 item questionnaire that considers seven areas when assessing the leader's behaviors: idealized influence, inspirational motivation, intellectual stimulation, individualized consideration, contingent reward, and laissez-faire behaviors. Studies have shown that the full complement of these elements may be the best for ensuring validity, but the short version has less demonstrated reliability, at least under some conditions (Muenjohn and Armstrong, 2008).
Data Collection Techniques
I don't know how you intent to do this.
The data that is collected will be arranged in appropriate manners consistent with the selected elements of the IBM SPSS ™ GradPack software. I have no knowledge of how this will be done.
The many elements of the JSS and MLQ have been allied with internal and external job satisfaction and leadership components. Seems that I would need to know more about the specific kinds of assessments to be done.
Reliability and Validity
Transition and Summary
The underlying approach and methodology for studying the questions at hand have been proven in a number of previous settings. This section reviews why this approach is appropriate for the Florida State System. It also highlighted the specific quantitative methods and instruments to be used and linked them to the specific research questions and a series of hypotheses. The next section will
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and sampler set (3rd ed.). Red Wood, CA: Mind Garden.
Gill, a., Mand, H.S., Culpepper, a., Mathur, N., and Bhutani, S. (2011). The relations of transformational leadership and empowerment with student perceived academic performance: A study among Indian commerce students. Business and Economics Journal. BEJ-34.
Ismail, a., Baizura, N., Abidin, N. And Tudin, R. (2009). Relationship between transformation leaderhip, empowerment and followers' performance: An empirical study in Malaysia. / www.revistanegotium.org.ve 13 (5) 5-22.
Klein, J., & Takeda-Tinker, B. (2009). The impact of leadership on community college faculty job satisfaction. Academic Leadership: The Online Journal, 7(2), 5. Retrieved from http://www.academicleadership.org/article/the-impact-of-leadership-on-community-college-faculty-job-satisfaction
Mardanov, I.T., Heischmidt, K. & Henson, a. (2008). Leader-member exchange and job satisfaction bond and predicted employee turnover. Journal of Leadership & Organizational Studies. 15(2), 159-175. doi: 10.1177/1548051808320985
Muenjohn, N. And Armstrong, a. (2008). Evaluating the Structural Validity of the Multifactor Leadership Questionnaire (MLQ), Capturing the Leadership Factors of Transformational-Transactional Leadership. Contemporary Management Research. Vol. 4, No. 1. 3-14.
Newhall, S. (2012). Preparing our leaders for the future. Strategic…
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