Employee job satisfaction in developing countries: The case of Kenya

Although developing countries that rely on agriculture continue to invest considerable amounts of resources toward the training of qualified agricultural manpower, the intensification of agricultural research, and the development of favourable agricultural policies, little attention is given to the organizational and social structure of the workplaces of the technical workers in agriculture. We argue that an understanding of what produces satisfied agricultural technicians is important in its own right, but is also important for indirectly increasing agricultural production in these developing countries. Following a social exchange theoretical argument, and using a national sample of technically trained agricultural personnel in Kenya, we identify the factors in the workplace that affect job satisfaction. Implications for management are drawn from these findings.     

Managing Organizational Change in Higher Education: Lessons From the University of Botswana

ABSTRACT

Utilizing data collected from a randomly selected sample of 360 academic and managerial staff, regression analysis was performed to identify the determinants of acceptance of change among employees at the University of Botswana. The results showed moderate levels of employee acceptance of innovations and revealed that, of the four categories of substantive factors analyzed, managerial features were the most important determinants of acceptance of organizational change. It was concluded that management action is needed to boost the levels of acceptance of change and that a more participative approach to the management of the change process is necessary to guarantee the involvement of all stakeholders from the decision-making to the implementation and administration stages of the process.