Secondary School Teachers' Job Satisfaction: A Mixed Research Method

Autores/as

  • Mehmet Özcan Nevşehir Hacı Bektaş Veli University

https://doi.org/10.17583/ijelm.9174

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Resumen

This study aims to investigate secondary school teachers’ job satisfaction levels with the convergent method, one of the mixed research methods. The quantitative part of the study was conducted with 330 participating teachers, and the ‘Minnesota Job Satisfaction Scale’, developed by Weiss, Dawis, England and Lofquist (1967) and adapted to Turkish by Baycan (1985), was used. In the qualitative part of the study, a semi-structured interview form was used consisting of 4 questions to reveal the intrinsic and extrinsic job satisfaction factors of the participants. In addition, the gender, branch, professional experience, and educational level variables were used in the study. As a result, the general job satisfaction and intrinsic job satisfaction levels of the participants were “satisfied”, and their extrinsic job satisfaction levels were “uncertain”. When the qualitative data were analyzed, appreciation, success, promotion, merit, recognition, motivation, and responsibility were respectively factors affecting the participants’ intrinsic job satisfaction, payment, management, working conditions, justice and living standards were respectively factors affecting the participants’ extrinsic job satisfaction.

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Biografía del autor/a

Mehmet Özcan, Nevşehir Hacı Bektaş Veli University

completed his master's and doctorate in educational sciences. He has been working at university degree. His fields of study include the structure of higher education systems, management style, academic achievement levels, differences in education systems, leadership studies, leadership types, reflections of leadership on education, contemporary management approaches in education and new topics in education

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Publicado

2022-07-16

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Özcan, M. (2022). Secondary School Teachers’ Job Satisfaction: A Mixed Research Method. International Journal of Educational Leadership and Management, 10(2), 195–221. https://doi.org/10.17583/ijelm.9174

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