A study of the job satisfaction of chief business officials in low -wealth and high -wealth school districts in California

Purpose. The purpose of this study was to compare the self-perceived level of job satisfaction of chief business officials (CBOs) in California low-wealth school districts with those in high-wealth school districts.;Methodology. The researchers used a combination of descriptive and ex post facto research methodology. The population consisted of CBOs in California K-12 unified school districts with a minimum average daily attendance (ADA) of greater than or equal to 3,000. The researcher took the top 25 percent and bottom 25 percent of districts for the sample and called them high-wealth and low-wealth districts. A two-part questionnaire was utilized to collect data. The data were tabulated and each research question was analyzed by examining the percentages and means.;Findings. Examination of quantitative and qualitative data revealed that (1) the most significant satisfier identified by CBOs of low-wealth districts was: (a) Relations with the superintendent; (2) The most significant dissatisfier identified by CBOs of low wealth districts was: (a) state financial requirements; (3) The most significant satisfier identified by CBOs of high-wealth districts was: (a) relations with the superintendent; (4) The most significant dissatisfier identified by CBOs of high-wealth districts was: (a) State financial requirements; (5) The most significant satisfier common to both CBOs of low-wealth and high-wealth districts was: (a) relations with the superintendent; (6) The most significant dissatisfier common to both CBOs of low-wealth and high-wealth districts was: (a) State financial requirements.;Conclusions. The study data supported that there were insignificant differences in the responses of CBOs of low-wealth and high-wealth districts.;Recommendations. Among the recommendations are: (1) Administrators should provide opportunities for professional development of CBOs that focus on relationship building with the superintendent and other key people in the organization. (2) Professional development programs for CBOs should be provided at the state level. (3) Administrators involved in the recruitment and selection of CBOs should use and develop recruitment and training programs for minorities that want to pursue a career as a CBO.