satisfaction of their workforce (Lise and Judge, 2004). Organizations want their employees to be satisfied to become productive, efficient committed (Shamil and Jalees, 2004). Job satisfaction is the degree of an employee's affective orientation towards their job (Tsigilis, Zachopoulou, and Grammatikopoulos, 2006). Thus, job satisfaction is a very important attribute that is frequently measured by all types of organizations (Beyth-Marom, Harpaz-Gorodeisky, Bar-Haim, and Godder 2006; Wikipedia, 2009; Sattar, Khan, and Nawaz, 2010). Job satisfaction is mostly predicted either with the factors of job satisfaction or demographic and personal attributes of the employees. The factors include pay, work, supervision, promotion, work environment, and coworkers (Williams and Sandler 1995; Stacey, 1998;Ellickson and Logsdon, 2001; DeVane and Sandy, 2003; Lise and Judge, 2004). Other investigators have used the concepts like personal and organizational factors (Saiyadain, 1998), personal & job characteristics (Sokoya, 2000), challenging work, equitable rewards, encouraging working conditions, supportive co-workers, personality (Naval and Srivastava, 2004), and the "demographic relationships" between satisfaction and the faculty (Shamil and Jalees, 2004; Tsigilis et al., 2006; Saifuddin, Khair-uz-Zaman, and Nawaz, 2010). Employees are diverse in their demographic attributes, which have implications for the degrees of satisfaction from job dimensions like pay, work, promotion etc (Sokoya, 2000). For example, gender, age, education, designation, numbers of years in organization and marital status of the employees have widely been found critical in determining job satisfaction (Stacey, 1998;Marion, 2001;Bas and Ardic, 2002;Shah and Jalees, 2004;Chughtai and Zafar, 2006;Eker, Anbar, and Dirbiyik, 2007;Asadi, Fadak, Khoshnodifar, Hashemi, and Hosseininia, 2008;Malik et al., 2010;Sattar, et. al., 2010). This study explores the issue of job satisfaction among the academicians in public and private sector universities of Khyber Pakhtunkhwa, Pakistan by empirically recording their attitudes and demographic attributes. Stepwise regression has been used to compute the significance of employeedemographics on their attitudes. # II. # Literature Review Experience tells that satisfied worker is involved and committed to his/her duties while dissatisfied workers practice negative attitudes of absenteeism and turnover (Locke and Latham, 2000:249-250;Bas and Ardic, 2002). Job satisfaction relates to an individual's perceptions and evaluations of the job, which are affected by the needs, circumstances, and expectations (DeVane and Sandy, 2003). It is an emotional response to a job situation that is determined by how well outcomes meet or exceed expectations, for example, if employees are treated unfairly, work hard but rewarded less, they are likely to develop negative attitudes toward their job, officers and colleagues. However, if they are treated fairly and paid well, they are expected to have positive attitudes for the organization (Luthans, 2005:212). Thus, job satisfaction is the expression of contentment by an employee with regard to different dimensions of job (Wikipedia, 2009;Malik et al., 2010;Sattar et al., 2010). Job satisfaction of academicians is well reported and certain factors of job satisfaction have been researched over and over showing that work, pay, promotion, supervision, co-workers and environment collectively defines the job satisfaction of the employees (Bas and Ardic, 2002;Santhapparaj and Alam, 2005;Beyth-Marom, et. al., 2006;Eker, et. al., 2007;Malik et al., 2010). Literature also provides evidence that employees express diverse attitudes about these factors of satisfaction due to their demographic diversities (Sattar et al., 2010). Different surveys are coming up with a variety of results where some demographics are emerging as having significant implications while other attributes have no or little impacts on the responses. # a) Job Satisfaction (js) Job satisfaction is a general attitude which is determined by the factors of job satisfaction (such as, pay, work, superior's attitude, environment etc.); personal characteristics of the worker (demographics); and social or group factors (Shajahan and Shajahan, 2004:116). People working in the private or government organization have certain needs to satisfy, which must be understood by the human resource management of the respective organization like university (Malik, Nawab, Naeem, and Danish, 2010). Job satisfaction is defined as the contentment felt of the workers after a need is fulfilled (Williams and Sandler 1995;Robins, 1998: 170). It is a general attitude which is determined by the job predictors (i.e. pay, job, superior behavior and environment etc.) and the personal attitude (demographics) and other social and group factors (Shajahan and Shajahan, 2004:116). People working in the private or government organization bring with them certain needs that affect their performance therefore, understanding how these needs are related with performance and how rewards can lead to job-satisfaction are the urgent issues for every organization working at any level (Sattar et al., 2010;Malik et al., 2010). Research on the role of demographic factors in determining organizational attitudes is going on across the world by using a variety of statistical tools (Bas & Ardic, 2002;Shah and Jalees, 2004;Smith, Candall, and Hulin, 1969;Oshagbemi, 1999). Similarly, 'regression tools' have been used to predict worker behavior wherein both demographics and factors of job satisfaction has been used as predictors (Santhapparaj and Alam, 2005;Chughtai and Zafar, 2006;Beyth-Marom et al., 2006;Karimi, 2007;Eker et al., 2007). It is therefore critical for every HEI to perform demographic analysis and then use the findings in decision making thereby increasing the chances of job satisfaction (Saifuddin et al., 2010). # b) Demographic Impacts on Job Satisfaction Several studies have explored the demographic attributes by using them as predictors of organizational attitudes, for example, gender, sector, designation, marital status, age, qualification, and experience (Saiyadain, 1998;Naval and Srivastava, 2004). The catalyst role of employee's personal attributes and demographic characteristics is recorded by almost every researcher on job satisfaction. Almost all the researchers have identified 'demographics' as the change agents, which modify employee's attitude towards different aspects of his/her job (Bas and Ardic, 2002;DeVane and Sandy, 2003). Demographics also affect workers attitudes in terms of productivity, involvement and commitment on one hand and on the other hand the degrees of absenteeism and turnover or intention to leave (Shamil and Jalees, 2004). Another group of researchers have recorded that age, gender, experience, department, foreign qualification or exposure to different culture, and technological challenges always influence the overall satisfaction of the employees (Tella, Ayeni, and Popoola, 2007;Asadi, et al., 2008;Sattar et al., 2010;Malik et al., 2010). So there are several demographic variations among the workforce which influence the degrees of satisfaction from pay, supervision, work, and environment etc. for example sector (public and private), age, gender, education, qualifications, length of service and marital status etc. of the workers have widely been found critical in determining the satisfaction level (Rocca, and Kostanski, 2001 Given that, researchers have also identified the impact of demographic variables on overall job satisfaction and its different elements and workers related attitude such as, pay, coworkers, supervision, promotions, physical conditions, teaching and research, governance, productivity, involvement, and commitment in different work settings including academic environments (Oshagbemi, and Hickson, 2003;Oshagbemi, 2003 ii. # Analysis III The third variable tested for demographic implications was absenteeism and turnover. Again gender is most important rather only factor, which divides the respondents (?=.325, p<0.05). There is difference of opinion between the males and females about the nature and process of absenteeism and turnover. They have different experiences about this variable therefore hold diverse attitudes. The best fit therefore is: A&T= a+? 1GDR +e A&T= 4.369+.325+1.13397 V. VI. # Summary of Analysis # Discussion Table 12 gives interesting findings with regard to the roles played by the demographic attributes of the academicians in HEIs of KPK. The leading points to revisit gender the single most important predictor of all the research variables having significant influence on overall job satisfaction and its outcomes. Male and females are significantly different in their opinion with respect to overall job satisfaction, involvement and commitment as well absenteeism and turnover. These findings are also in the line of Okpara, Squillace, and Erondu, (2005), in United States where they have identified gender discrimination in higher education and provide evidence that male teachers were more satisfied than their female counter parts. Gender differences are also found by previous researchers in their different cultural perspective like Base and Ardic (2002), in Turkey and Shah, and Jalees, (2004) in Pakistan. Therefore, the issue should be carefully managed and review the policy of the carefully because 'women in higher education have contributed significant progress' (Okpara, Squillace, and Erondu, 2005). Writers have not only sought to describe where women are within the academic but also to put forward explanations for that position and the differing perspectives offered by economists, sociologists, feminists, and management theorists-provide numerous and potentially conflicting explanations of the gender differences in academia (Shaw and Cassell, 2007). Second critical factor is the classification of public and private institutions. The respondents have difference of opinion about both job satisfaction and involvement and commitment. This also supports previous studies like public sector Greek educators were found more satisfied from their compensation and supervisor in comparison to their colleagues from the private sector (Tsigilis, et.al. 2006). In Turkey public and private university teachers have also reported significant differences about their satisfaction and suggested to review the personnel policies of the public universities because private universities academicians appear to be significantly different from the public university teachers (Bas, and Ardic. 2002). Since the conditions of private and state owned universities are different in so many aspects, it is meaningful to conduct the research with respect to the satisfaction of their employees separately (Kusku, 2003). Marital status of the respondents is significant in determining the job satisfaction and has no role in other hypothesized regression models. It has been found in a previous literature that marital status significantly affect job satisfaction and explore that, when marriage time increases, the job and life satisfaction also increased (Dikmen, 1995;Azalea, Omar, and Mastor, 2009). Their results show that "married employees are less satisfied as compare to unmarried". However, the results of Greek academics were found no statistical significant influence of marital status on the job satisfaction (Platsidou, and Diamantopoulou, 2009). In addition, it was identify by Alt?nok, (2011), in the public universities in "Ankara province" that marital status significantly affect the life and job satisfaction. Their result reveals that academicians concerning job and life satisfaction feel negativity of being married and the unmarried academic personnel have a higher life and job satisfaction than the married ones. Nevertheless, the results are contradictory in Pakistan where researchers found that marital status has emerged as a consistent predictor of organizational commitment. They reports that married people have more family responsibilities and need more stability and security in their jobs. Therefore research shows in Pakistan that marital status would be positively related to university teachers' commitment (Chughtai and Zafar, 2006). Furthermore department, Designation, Qualification and Age has been found having no effect whatsoever in any of the regression models applied on all three test-variables. # VII. # Conclusions Although the impacts of demographics are widely reported as the significant predictors of the employee attitudes, the current study however, gives surprising results, which are quite contrary to the hypothesized models. Out of seven demographic attributes tested; only three have emerged as critical. Rest of the four factors is playing no role in predicting the values of dependent variables. It is however, alarming that gender differences surface as the most obvious factor showing diversities between males and females. Perhaps it is because of the current political situation in the country. The difference of opinion between the respondents from public and private sector institutions is also important and denoting several implications. This classification is predictive of variance in job satisfaction and involvement and commitment. However, it has no role in explaining the absenteeism and turnover. The factor has positive impacts as compared to the mixed role of gender. Finally, the marital status of the respondents has implications for the job satisfaction and relations with the involvement & commitment as well as absenteeism & turnover. It is therefore concluded that demographic impacts on the attitudes of academicians in the HEIs of KPK are not significant in terms of their number. However, those few, which have implications, are sensitive; demanding careful handling to keep the related-decisions up and right. ![; DeVane and Sandy, 2003; Ssesanga Showing the Schematic Diagram & Empirical Results of the Theoretical Model. of their workforce, for example, 'comparative analysis of job satisfaction among public and private professionals (David and Wesson, 2001)'; 'comparison of JS between public and private university teachers in Turkey (Bas and Ardic, 2002)'; 'effects of factors of job satisfaction on the satisfaction of faculty members (Castillo and Cano, 2004)'; 'JS of academic staff in private universities of Malaysia (Santhapparaj and Alam, 2005)'; 'JS of Tutors in an Open University (Beyth-Marom et al., 2006)'; and 'consequences of organizational commitment for teachers in Pakistani Universities (Chughtai and Zafar, 2006; Malik et al., 2010).' Given the popularity of survey approach the researcher applied the same and used a structured questionnaire that was extracted from the literature. It was distributed among 260 academicians in the universities of KPK, Pakistan. 218 completed survey instruments were returned giving 83.84% of return rate. The questionnaire included questions about 8demographic (Department, Designation, Qualifications, Gender, Age, Marital Status, and Sector of the University) and research variables including job satisfaction (from pay, work, supervision, promotion, environment, co-workers) involvement & commitment and absenteeism & turnover. 7-point Likert scale was used where 1 = strongly disagree, 2 = disagree, 3 = mildly disagree, 4 = neutral, 5 = mildly agree, 6 = agree and 7 = strongly agree. SPSS 12.0 was used to create the database for analysis. The Reliability-analysis gave Cronbach' Alpha of 0.904 for 55 items. Stepwise regression has been used to gradually exclude the insignificant demographic factors thereby reaching the list of the most significant demographics which stand out as the best fit for the criterion variables. All the demographic factors were first converted into dummy variables using the values of 0 and 1 for their dichotomous classifications. Year](image-2.png "") 1![Figure 1 :](image-3.png "Figure 1") 1FactorsGroupsFrequencyPercent1Gender -GDRFemale Male74 14433.9 66.12Department -DPTSciences Non-Sciences122 9656.0 44.03Public vs. Private -PPRPublic Private169 4977.5 22.54Marital Status -MSTMarried Unmarried121 9755.5 44.55Designation -DSGAP&ASP Lecturer84 13438.5 61.56Qualification -QUAMPhil/PhD Masters71 14732.6 67.47AGE31-Above 20-3096 12244.0 56.0b) Regression of Demographics on Job Satisfaction (JS)i.Models, Coefficients & Excluded Variables (JS) 2ModelRR SquareAdjusted RStd. Error ofFSig.Squarethe Estimate1.464(a).215.211.6192459.200.000(a)2.485(b).235.228.6127533.029.000(b)3.508(c).258.248.6047124.862.000(c)Detail ofa Predictors: (Constant), GDRtheb Predictors: (Constant), GDR, MSTModelsc Predictors: (Constant), GDR, MST, PPRd Dependent Variable: Job Satisfaction (JS) 3ModelUnstandardizedStandardizedCoefficientsCoefficientsVariablesBStd. ErrorBetatSig1(Constant)3.890.07254.036.000GDR.681.089.4647.694.0002(Constant)3.695.10933.962.000GDR.817.105.5567.803.000MST.236.100.1692.366.0193(Constant)3.751.10934.262.000GDR.790.104.5387.603.000MST.288.100.2052.863.005PPR-.268.103-.161-2.600.010 4ModelBeta InTSig.PartialCollinearityCorrelationStatisticsTolerance3DPT-.064(c)-1.076.283-.074.995DSG-.024(c)-.391.696-.027.932QUA-.046(c)-.761.448-.052.944AGE.067(c).893.373.061.618 5ModelRRAdjusted RStd. Error ofFSig.SquareSquarethe Estimate1.675(a).456.453.95729180.753.000(a)2.752(b).566.561.85715139.933.000(b)Detail ofa Predictors: (Constant), GDRtheb Predictors: (Constant), GDR, PPRModelsc Dependent Variable: Involvement and Commitment (I&C) 6ModelUnstandardizedStandardizedCoefficientsCoefficientsBStd. ErrorBetatSig1(Constant)3.020.11127.141.000GDR1.841.137.67513.444.0002(Constant)3.406.11330.268.000GDR1.617.126.59312.799.000PPR-1.057.143-.342-7.377.000 7ModelBeta InTSig.PartialCollinearityCorrelationStatisticsTolerance2DPT-.065(b)-1.453.148-.099.995MST.070(b)1.278.203.087.673DSG-.013(b)-.280.779-.019.960QUA-.069(b)-1.505.134-.102.961AGE-.047(b)-.952.342-.065.818ii.Analysis IIexcluded from the models through stepwise multipleInvolvement and commitment was the secondregression (See table 7). The best fit for the dependentcriterion variable tested for demographic impacts. Thevariable, therefore, is:results (table 7) shows that only gender (?=.593, p<0.05) and sector (?=-+-.342, p<0.05) are the significant factors while rest of the five factors have beenI&C = a+? 1GDR +? 3PPR +e I&C = 3.406+.593+-.342+.85715d) Regression of Demographics on Absenteeism & Turnover (A&T)i.Models, Coefficients & Excluded Variables (A&T) 8ModelRRAdjusted RStd. Error of theFSig.SquareSquareEstimate1.325(a).106.1021.1339725.516.000(a)Detail of thea. Predictors: (Constant), GDR (Gender)Modelb. Dependent Variable: Absenteeism and Turnover (A&T) 9UnstandardizedStandardizedModelCoefficientsCoefficientsBStd. ErrorBetatSig1(Constant)4.369.13233.146.000GDR.819.162.3255.051.000 10ModelBeta IntSig.PartialCollinearityCorrelationStatisticsTolerance1DPT-.047(a)-.726.469-.049.997MST.122(a)1.587.114.108.701PPR-.110(a)-1.671.096-.113.942DSG.055(a).845.399.058.978QUA.043(a).661.510.045.978AGE.083(a)1.164.246.079.823 11Job SatisfactionHypothesized ModelJS = a+ ? 1GDR +? 2DPT +? 3MST +? 4PPR +? 5DSG +? 6QUA +? 7AGE +e1The best fitJS = a+? 1GDR +? 2MST +? 3PPR+eJS = 3.751+.538+.205+-.161+.60471Excluded variablesDPT, DSG, QUA, & AGEInvolvement & CommitmentHypothesized ModelI&C = a+ ? 1GDR +? 2DPT +? 3MST +? 4PPR +? 5DSG +? 6QUA +? 7AGE +e2The best fitI&C = a + ? 1GDR+ ? 3PPR+eI&C = 3.406+.593+-.342+.85715Excluded variablesDPT, MST, DSG, QUA, & AGEAbsenteeism & TurnoverHypothesized ModelA&T = a+ ? 1GDR +? 2DPT +? 3MST +? 4PPR +? 5DSG +? 6QUA +? 7AGE +e3The best fitA&T= a+? 1GDR +eA&T= 4.369+.325+1.13397Excluded variablesDPT, MST, PPR, DSG, QUA, & AGE 12DemographicsJob Satisfaction Involvement &Absenteeism &Roles of theCommitmentTurnoverFactors1GDR???32DPT---03MST?--14PPR??-25DSG---06QUA---07AGE---0 © 2012 Global Journals Inc. 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