The Role of Manager on Employee’s Satisfaction in an Organization: A Case of Mount Meru University and Arusha Institute of Accountancy

Abstract

The aim of this article was centered on the roles of managers on employee’s job satisfaction in an organization. In this study, cross section research design was used because participants are many and was unable to study all of them, but some was selected using random sampling techniques. It refers to the process of getting an understanding of a topic without including the entire population. The data was collected, collated and analyzed using questionnaires and SPSS from Institute of Accountancy Arusha and Mount Meru University.    According to the study employees are not satisfied with treatment they receive from managers, not happy with the present fringe benefit they receive, not happy even with their future fringe benefit and income they are likely to receive. The findings indicated that, employees are not satisfied with the recognition they get from managers, the issues concerning workshops and training opportunities, employees are not satisfied with the organization and opportunities available for them. This can be supported by Delery and Shaw (2001) that, there is general three agreement that "(1) human capital can be a source of competitive advantage, (2) that HRM practices have the most direct influence on the human capital of a firm, and (3) that the complex nature of HRM systems of practice can enhance the inimitability of the system, when discussing the theory of Strategic HRM and Resource Based Theory. Recommendations have been made to encourage managers to play their role in ensuring employees job satisfaction in higher learning institutions. Future studies of teacher’s job satisfaction should be conducted among collages both public and private ones. The research did not exhaust all the job satisfaction aspects or factors that the previous researchers and theorists identified.