Job Satisfaction: Among Pharmacy Enforcement Officers in Penang, Malaysia: A Pilot Study

ABSTRACT

Introduction: Job satisfaction is well known to have direct impact on employee motivation, which is reflected in their productivity. In this regard, job satisfaction among Pharmacy Enforcement Officers (PEO) is vital for job commitment in the Pharmacy Enforcement Division (PED), which includes enforcing laws pertaining to the sale of unregistered pharmaceutical products, unnotified cosmetics, and products adulterated with scheduled poisons that are harmful to consumers. Objectives: This study aimed to evaluate the job satisfaction level among PEO in Penang and identify the variables affecting it. Methods: A cross-sectional survey was conducted among 35 PEO in Penang. A validated self-administered questionnaire consisting of five sections was used to study the overall job satisfaction level and the factors affecting them. Descriptive analysis was used to analyse demographics and job satisfaction levels among PEO in Penang. Correlation analysis was used to measure the variables affecting job satisfaction. Results: The descriptive analysis revealed no significant results regarding job satisfaction. However, 77% of the PEO who responded were satisfied with their current job. It was found that salary, supervision, rewards, co-workers, communications, benefits, and nature of work affect job satisfaction levels. Correlation analysis revealed that work-related burnout and behavioural integrity showed positive correlation (p < 0.05 and p < 0.01) with job satisfaction among PEO in Penang. Logistic regression was conducted to investigate the impact of variables on job satisfaction among PEO. Work-related burnout and behavioural integrity significantly affected job satisfaction. Conclusion: The majority of the PEO were satisfied with their jobs, with work-related burnout and behavioural integrity identified as two major variables affecting job satisfaction in the PED.   Additional positive findings from this study indicated that job satisfaction among officers was vital, as it fostered a positive attitude towards their work and improved the organizational performance, resulting from a committed workforce.

INTRODUCTION

The long-term success of any business or public agency depends on employees’ satisfaction, which, when measured properly, reflects underlying work morale, organizational commitment sentiments, and some key aspects of organizational commitment sentiments [1][2]. The lack of job satisfaction will lead to increased employee turnover and loss of organizational knowledge; thus, job satisfaction remains a topic of great interest [3]. This is supported by a report [4] that cited issues affecting pharmacists’ job satisfaction and commitment in the public workforce, as well as the likely turnover rate, which was highly affected by the compulsory service. According to Kariyawasam (2012), in a study of Job Satisfaction Survey of Police Inspectorate at Nugegoda Police Division, the, author deduced that neglecting job satisfaction in the police department caused poor performance and low productivity among officers, which concurrently jeopardized the reputation of the police department [5].

In Malaysia, the Enforcement Division is the body authorized to enforce laws pertaining to the control of medicine, pharmaceutical products, cosmetics products and the advertisement of medicine and medical services [6]. The Pharmacy Enforcement Branches focuses on activities to curb the sales of unregistered healthcare products and cosmetic products, as well as products adulterated with controlled schedule drugs under the poison list, which are harmful to consumers. Specifically, the operational routines include licensing, intelligence and operations, legislation, advertisement control, and pharmaceutical and consumer protection. High workloads from scheduled inspections, entry-point checks, market sampling, and conducting raids to seize and confiscate unregistered healthcare products, cosmetic products and adulterated products. Since every officer is required to be involved in all these activities, evaluating job satisfaction among Pharmacy Enforcement Officers is crucial. According to Hoath et al. (1998), a negative attitude among enforcement officer can affect the community’s trust in the Enforcement Officers organization. High job satisfaction tends to lead to lower stress level and reduced burnout, and vice versa [7].

Furthermore, Judge et al. (2006) argued that job satisfaction had a profound impact on both the organization and the individual [8]. The author noted that job satisfaction could affect the work outcomes such as job performance, attendance, turnover decisions, retirement decisions, life satisfaction, physical and mental health, and the quality of marital interactions. These findings indicate that the job satisfaction is an important area of study for the development of organisations like Pharmacy Enforcement Division development and for the improvement of its officers.

This situation has motivated the idea to evaluate job satisfaction among Pharmacy Enforcement Officers in the Penang State Health Department, Malaysia. Current study was conducted among Pharmacy Enforcement Officers in Penang using a validated questionnaire to evaluate the job satisfaction level and the variables that significantly affect job satisfaction among Pharmacy Enforcement Officers (PEO) in Penang.

Background of Job Satisfaction

Various theories define job satisfaction. The simplest definition would be the level of likeliness towards one’s job [9]. Evaluating job satisfaction is crucial as it can affect the performance of the organization, the development of community trust towards the Enforcement Officers organization, and the stress levels or burnout of the Enforcement Officers [7]. There is a correlation between the working environment and job satisfaction; a better working condition, including cooperative co-workers, leads to a high level of job satisfaction in the pharmacy enforcement organization, based on a study by Raziq et al. (2015) [10]. When Enforcement Officers are overloaded with work, it leads to burnout, significantly reducing their job satisfaction [11]. One’s job performance and productivity are believed to be linked to job satisfaction [12]. High employee job satisfaction leads to positive behaviour in operations [13]. Simons, Tomlinson, and Leroy (2011) reported that behavioural integrity was important in prompting favourable follower attitudes toward their work (e.g., job satisfaction, affective organizational commitment, and intent to stay) [14]. The job characteristics in an organization may reflect perceptions of job satisfaction. However, according to Miller et al., the only strong factor is autonomy; when more enforcement officers feel independent in performing their duties, they have higher job satisfaction [15].

Work Related Burnout:

Job stress is believed to occur when a person feels job-related hardness, tension, anxiety, frustration, worry, and distress. Constant exposure to stress can be destructive to employee’s mental and physical state, work quality, and to the respective organization [16]. Since the nature of the Pharmacy Enforcement job requires multitasking and exposes employees to high risks, managing job stress is crucial for achieving high job satisfaction. Additionally, job stress arises as people interact with each other within an organization or deal with organizational policies and environmental circumstances [17]. Although the outcomes of stress differ according to the circumstances and characteristic of the individuals involved, its consequences are consistently intense [18].

He and Lovrich et al (2002) described two major types of stress: organizational stress and operational stress [19]. Organizational stress refers to problematic aspects within the organization, such as lack of confidence in management, constant organizational or policy change, and poor communication among colleagues. The organizational stress experienced by officers may stem from the nature of the organization, such as its hierarchy and employee dynamics, for example, cooperation between colleagues, as mentioned by Burke &Mikkelsen, 2006 [20]. Operational stressors arises from the nature of the police work, including exposure to danger, physical threats during raids or inspections, facing unpredictable incidents, and long working hours [18].

Maslach, Schaufeli and Leiter (2001) defined burnout as a psychological syndrome in response to work-related stressors [21]. According to Freudenberger (1974), the term “job burnout” refers to a state where a person is psychologically worn out and exhausted from their job [22]. Evaluating stress in enforcement bodies is crucial, as this stress may affect the performance and professionalism of law enforcement officers, which in turn could lead to a breakdown in communication with the public [25].

Working Environment

Raziq et al.(2015) stated that the working environment can be defined from two perspectives: work and context [10]. “Work” refers to how the job is conducted and completed, while “context” includes both the physical and social working environments. Meanwhile, Buhai, Cottini, and Nielsen (2008) mentioned that a company can enhance work efficiency by improving the physical working environment, leading to positive outcomes in productivity [24]. Therefore, organizations need to pay more attention to working environment; by creating a good working environment, employees will become more productive, ultimately increasing profits for organization [25]. Additionally, human-to=human communication and interactions play a more dominant role in overall job satisfaction compared to financial incentives. This statement is supported by a study among Taiwanese police officers [26], which showed significant positive job satisfaction when they were assessed on their relationships with colleagues and supervisors, as well as opportunities for promotion.

Behavioural Integrity (BI)

Becker (1998), who refined the definition of integrity, described it as a commitment in action to a morally justified set of principles and values [20]. Later, Simons (2002) expanded on this distinction and defined Behavioural Integrity (BI) as the perceived alignment between an actor’s words and actions – how well that actor tends to keep promises, “walk the talk” and “practice what they preach” [27]. According to Simons (2002), behavioural integrity encompasses the perception that the actor’s behaviour aligns with their personal statements regarding values, priorities, and management style. Behavioural integrity does not consider the moral content or the observer’s acceptance of the actor’s espoused values [27]. In other words, we may dislike leaders who enact values that we consider socially or morally unacceptable, but we will still acknowledge them for enacting those values honestly, thus displaying behavioural integrity [14]. This is because behavioural integrity focuses purely on leaders’ words and actions [27], unlike moral integrity, which emphasizes moral and social content [28]. Therefore, this distinction must be clearly addressed, as the observer’s own values (moral or social) may bias their perceptions of behavioural integrity [27]. Simons (2002) explained that a lack of BI’s can be attributed to an individual, a group (leadership team), or a company. Another study reported that a leader’s BI was important in prompting favourable follower attitudes toward their work, such as job satisfaction, affective organizational commitment, and intent to stay [14].

METHOD

Data Collection

This is a cross-sectional pilot study in which a validated questionnaire in English was distributed among 35 PEO in Penang. The questionnaire was provided in printed hardcopy format and was to be completed within one (1) month. The data collected will be stored confidentially for 3 years. The inclusion criteria included PEOs with a minimum of one (1) year of experience in enforcement, as those with less than a year of experience were considered to be in their probation period. Conversely, the exclusion criteria applied to officers holding the positions of Head of Branch and Head of Section.

Research Instruments

In this study, a questionnaire was used as the measuring instrument for data collection. The questionnaire consisted of closed-ended questions adapted from published articles. A quantitative questionnaire with each question utilizing a five-point Likert Scale was employed. The survey was prepared based on the following variables: Work-Related Burnout, Working Environment Factors, and Behavioural Integrity (Table I). The questionnaire used the scopes presented in Table II for each variable.

Sampling Method

The study used a descriptive measure using a cross-sectional design and random stratified sampling method to obtain the data. The study population involved approximately 50 officers from the Penang Pharmacy Branch. Using Raosoft method, the estimated minimum sample size was 35 respondents, with a 5% margin error and 50% response distribution. To protect the privacy and confidentiality of personal information and questionnaire responses, each respondent was assigned a coded questionnaire specifically for data collection. All responses (including consent forms and questionnaires) were collected and analysed using SPSS Inc. Software version 26.

Table Ⅰ. Composition of losartan potassium-loaded buccal films.

No	Performance measurement	item	Question (Q)	Source
1	Job Satisfaction	8	Section 2 Q1 to Q8	[13]
2	Work Related Burnout	21	Section 3 Q1 to Q7   Organizational Stress Q8 to Q14   Operational Stress Q15 to Q21	[13]
3	Working Environment	18	Section 4 Working Equipment Q1 to Q2   Relationships with colleagues Q3 to Q5   Relationship with superiors Q6 to Q9 On-the-job training Q10 to Q13   Working hours Q14 to Q15   Safety: Q16 to Q18	[14]
4	Behavioural Integrity	8	Section 5 Q1 to Q8	[9]

Table II. Operationalisation of Variables

Variables	Scopes of Variables
Job Satisfaction	1) Pay 2) Supervision 3) Benefits 4) Contingent Reward 5) Operating Procedures 6) Dealing with co-workers 7) Nature of work 8) Communication with the organization
Work Related Burnout	1) Emotional exhaustion 2) Burnout 3) Frustration 4) Worn out 5) Routine 6) Exhaustion 7) Social life deterioration Organizational Stress 1) Favouritism 2) Excessive administrative duties 3) Constant changes in SOP/ guidelines 4) Staff shortages 5) Lack of resources 6) Unequal work 7) Internal investigation Operational Stress 1) Traumatic events 2) Managing social life 3) Occupational-related health 4) Physical condition 5) Lack of understanding from family and friends 6) Public’s comment
Working Environment	1) Working equipment 2) Relationships with colleagues 3) Relationship with superiors 4) On-the-job training 5) Working hours 6) Safety
Behavioural Integrity	1) Words and actions 2) Promise 3) Practice vs Preach 4) Value 5) Priority 6) Certainty

Analysis of Data

Data analysis was conducted using SPSS Inc. Software version 26. This study used the primary data sources collected through the questionnaires. The data was analysed using bivariate chi square tests (p<0.05) and logistic regression analysis.

RESULTS

Survey data were analysed from 35 participants. Approximately more than half of the respondents (60.0%) were male, while 40.0% were female. A total of 97.1% of the cohort held a bachelor’s degree in pharmacy and 2.9% had master’s degrees. Regarding working experience, 20.0% had less than 5 years of experience as pharmacy enforcement officers; 71.0% had 5-10 years; and 8.6% had more than 10 years of service with the pharmacy enforcement organization (Table III).

Overall, about 77% of PEO in Penang were satisfied with their current job, while 23% were not satisfied. Analysis of responses from the 35 PEO in Penang revealed that salary, supervision, rewards, co-workers, communication, benefits, and the nature of work all had satisfaction levels exceeding 60.0%. In contrary, 65.7% of the respondents were not satisfied with the current operating procedures, as shown in the Figure I.

 Table III. The Association of Job Satisfaction Level with Various Factors of Demographics

Demographics	Satisfied (%)	Not Satisfied (%)	Total (n)
Gender
Male	16 (76.2)	5 (23.8)	21 (60.0)
Female	11 (78.6)	3 (21.4)	14 (40.0)
Race
Malay	15 (83.3)	3 (16.7)	18 (51.4)
Chinese	11 (78.6)	3(21.4)	14 (40)
Indian	1 (50)	1 (50)	2 (5.7)
Others	1 (100)	0	1 (2.9)
Age (years)
26-34	20 (76.9)	6 (23.1)	26 (74.3)
35-45	7 (77.8)	2 (22.2)	9 (25.7)
Academic qualification
Bachelor	26 (76.5)	8 (23.5)	34 (97.1)
Master	1 (100)	0	1 (2.9)
Length of Service (years)
< 5	6 (85.7)	1 (14.3)	7 (20)
5-10	19 (76.0)	6 (24.0)	25 (71)
>10	3 (100.0)	0 (0)	3 (8.6)
Working Section
Entry Point	5 (71.4)	2 (28.6)	7 (20)
Operation & Intelligence	9 (90.0)	1 (10.0)	10 (28.6)
Investigation & Prosecution	4(80.0)	1 (20.0)	5 (14.3)
SKIF	4(80.0)	1 (20.0)	5 (14.3)
Licensing & Inspection	5 (62.5)	3 (37.5)	8 (22.9)

*(Data represented as mean ± standard deviation; n=3. For all the studies, p <0.05)

Table IV. Correlation Analysis of job satisfaction against the tested variables

Level of Job Satisfaction (%)	Satisfied	BI	WRB	WE
Job Satisfaction	Pearson Correlation	.392*	-.642**	.351*
	Sig. (2-tailed)	.020	.000	.039
	N	35	35	35

JS: Job Satisfaction, BI: Behavioural Integrity, WRB: Work Related Burnout, WE: Working Environment

Correlation Analysis

Among the three variables, all were correlated with job satisfaction at the p<0.05 level of statistical significance. Behavioural integrity and working environment had positive correlations, whereas work-related burnout had a negative correlation with job satisfaction, as shown in Table IV.

Regression Analysis

In addition, to determine the respective strengths of the determinants of job satisfaction between the dependent variable (job satisfaction) and the independent variables (work-related burnout, working environment, and behavioural integrity), a further analysis using regression was conducted. The results indicated that, out of the 3 determinants of job satisfaction, two factors (work-related burnout and behavioural integrity) were found to be significant (p<0.05) on job satisfaction (Table V). Higher beta value of the variable of work-related burnout indicated the heavy implication of this variable toward overall job satisfaction.

Table V. Regression Analysis

Variables	β (SE)	Wald	p-value	OR	95% CI for OR (lower, upper)
Work Related Burnout	1.05 (0.33)	9.67	0.003	2.85	1.47;5.51
Working Environment	0.34 (0.20)	2.60	0.10	1.39	0.93;2.10
Behavioural Integrity	0.33 (0.15)	4.65	0.03	1.40	1.03;1.90

**Significant at 0.05 level

DISCUSSION

Based on our study, all three tested variables were independently correlated with job satisfaction. This aligned with the findings reported by Eric et al. (2017), who found that law enforcement was one of the important professions that dealt with a range of individuals from different levels of the society [37]. This is in agreement with a study carried out by Raziq et al. (2015), who reported that working environment and job satisfaction were directly proportional [10]. A positive working environment played a crucial role in high job satisfaction. Good working hours, job security & safety, relationship with colleagues and effective management led to high job satisfaction. The working environment was an important key factor used in many studies to evaluate job satisfaction. Thus, it is very important to identify and enhance the effectiveness of each element of working environment to improve job satisfaction of Pharmacy Enforcement officers.

Focusing on the regression, when the situation was multifaceted, work-related burnout contributed the highest beta value. This signified its greater impact on changes in the degree of job satisfaction. According to Martinussen, Richardsen, and Burke (2007), prolonged stress harmed individual’s job-related health, commonly recognized as one of the possible outcomes of work stress, which was burnout [30]. Stearns and Moore (1992) found strong associations between occupational stress and employee burnout, with occupational stress being a strong predictor of higher levels of burnout [31]. Pines and Keinan (2005) reported a correlation between burnout and employees’ attitude towards the police organization, leading to job dissatisfaction and intentions to leave [32].

The current pilot study also highlighted the individual influence on overall job satisfaction by ranking behavioral integrity as a contributing factor to job satisfaction. Other studies reported similar observations. Prottas (2008) tested the relationships between the behavioural integrity of managers, as perceived by employees, and employee attitudes (job satisfaction and life satisfaction), well-being (stress and health), and behaviours (absenteeism) [33]. The respondents were a representative sample of employed adults who participated in the 2002 National Study of the Changing Workforce. The author found that behavioural integrity was related to a higher job satisfaction, which prior research also found to be positively related to a various important outcome, such as employee commitment and job performance. He concluded that behavioural integrity was an important variable in accessing job satisfaction in a workforce setting. On a separate note, the author clarified that there were no substantial gender differences regarding perceptions of behavioural integrity or the strength of the relationships between behavioural integrity and job satisfaction.

Similarly, in 2012, the same group of researchers tested data from respondents who participated in the 2008 National Study of the Changing Workforce (NSCW) and concluded that behavioural integrity was positively related to job satisfaction [34]. Although some of the findings of this study using the 2008 NSCW study merely replicated what Prottas (2008) reported in his study using the 2002 data, the measures were also quite similar. However, the consistency in both studies provided confidence in the robustness of the relationship between behavioural integrity and job satisfaction. Hence, based on both studies, it was concluded that leaders with high behavioural integrity promoted better job satisfaction among their employees (Prottas, 2008).

In addition, Guchait, Simons & Pasamehmetoglu (2016) examined the mediating effect of job satisfaction between behavioural integrity and error recovery performance, where the data were collected among hotel employees in Turkey [35]. In their study, a significant positive relationship was found between behavioural integrity and job satisfaction among hotel employees. On the other hand, Joel (2016) demonstrated the importance of supervisors’ behavioural integrity in Jewish day schools [36]. As previous research on behavioural integrity had been conducted in general business and hotel settings, this study discovered that the same was true within the school setting. It was reported that the behavioural integrity of the supervisor significantly predicted job satisfaction in Jewish days Schools.

In summary, it was clear that behavioural integrity was critical to the success of an organization because of its impact on employees’ job satisfaction (Joel, 2016) [36]. As such, the research cited was heavily weighted towards the business world, hotels, and and schools; thus, this study aimed to evaluate the impact of behavioural integrity on job satisfaction in Pharmacy Enforcement Division.

CONCLUSION

The study investigated the impact of the three (3) variables – work related burnout, working environment, and behavioural integrity- as determinants of job satisfaction among Pharmacy Enforcement Officers in Penang. It was found that all three predictors had a significant positive correlation with the job satisfaction of the officers. The working environment and behavioural integrity were positively related to the job satisfaction of the officers. Meanwhile, work related burnout had a negative relationship. This study has important implications for the Pharmacy Enforcement Officers in Penang. The job satisfaction of these officers can provide many benefits to the organization and the country as a whole, given that the safety and well-being of the public are protected and safeguarded. Hence, the job satisfaction of the Pharmacy Enforcement Officers in Penang is crucial. In summary, job satisfaction among officers is vital for ensuring the long-term efficiency and effectiveness of their performance within the department. The research contributes to the body of knowledge regarding the important predictors of job satisfaction. The findings of this study are consistent with existing research that shows the three variables are significantly related to the officers’ job satisfaction. Additionally, the research advances statistical methods in the study of job satisfaction. Future research could employ a mixed-method approach (quantitative and qualitative) to further explore the determinants of job satisfaction among Pharmacy Enforcement Officers in Penang.           

ACKNOWLEDGEMENT

The authors would like to acknowledge the technical assistance of Mr. Pravanjan Bhakta for his support in instrumental analyses.

CONFLICT OF INTEREST

No conflict of interest declared.

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