| Purpose. The purpose of the study was to examine the factors perceived as contributing to the job satisfaction and dissatisfaction among Regional Occupational Center and Program (ROCP) Administrators (i.e., directors, chief executive officers, assistant superintendents, and superintendents) in the state of California, using the Herzberg, Mausner, and Snyderman (1959) Two-Factor Theory of Motivation as an analytical model. The study further investigated how these factors can be enhanced or mitigated to increase job satisfaction.; Methodology. Descriptive research was used in this study, and data were obtained through telephone interviews. All seventy-five incumbent Regional Occupational Center and Program Administrators were provided with an opportunity to be surveyed, with the exception of two who were on an expert panel. Forty-six ROCP Administrators representing the seventy-one ROCPs were interviewed. Quantitative data analysis procedures were used to analyze the data in relation to intrinsic and extrinsic job satisfaction. Pearson product moment correlation coefficients were used to further examine the relationship between job satisfaction or intrinsic factors, and between job dissatisfaction or extrinsic factors.; Findings. The data identified that ROCP Administrators tended to be satisfied with all aspects of their jobs. The highest levels of satisfaction were the job factors of achievement, interpersonal relations, company policy and administration, and work itself. Statistical analysis revealed that the job factor of recognition was significantly related to achievement; that the job satisfaction factor of responsibility was significantly related to achievement and recognition; that the job satisfaction factor of advancement was significantly related to achievement, recognition, and responsibility; that the job satisfaction factor of possibility of growth was significantly related to achievement, recognition, work itself, responsibility, and achievement.; Conclusions and recommendations. The following conclusions were made: (1) ROCP Administrators were satisfied with the intrinsic aspects of their job, and (2) ROCP Administrators were satisfied with the extrinsic aspects of their job. To enhance the work itself, ROCP Administrators recommended obtaining more administrative help, more staff, and time resources. To mitigate dissatisfaction, ROCP Administrators recommended having adequate processes for funding, better support by policy makers, and having the staff work as a team. |
