Analysis of Work Attributes According to Kano Modell and Paired Comparison in the Case of Higher Education Students
https://doi.org/10.30716/RSZ/22/2/1
Authors
View
Keywords
License
This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
How To Cite
Abstract
The aim of our study is to examine university students' expectations about job attributes, what are their basic expectations and what factors are attractive when choosing a job. We analyzed the answers of 389 students learning at the University of Debrecen and the University of Nyíregyháza. In the study, we combined the Kano model and the pairwise comparison method. The former is related to Noriaki Kano and his colleagues, and categorizes product quality attributes according to their impact on customer satisfaction. The model is primarily used to assess the quality of a product or service, but has recently been used in areas of management like job satisfaction. The other method is the pairwise comparison, when answerers compare the attributes to each other thus setting up an order of importance. The possibility of merging Kano-model and importance is an opportunity to examine job characteristics more accurately and to apply a refined Kano-model that divides the original categories into two subcategories like critical (important must-be), necessary (less important must-be), high value-added (important one-dimensional), low value-added (less important one-dimensional), highly attractive, less attractive, potential (important indifferent) and care-free (less important indifferent) quality characteristics. In our research, we examined the following attributes’ effect on job satisfaction: wage, relationship with employees, long-term employment, the matching of field of education and work, the work environment, the career opportunity, the matching of education level and work, and company size. According to our results, there are job attributes with clear category, such as wage, which high value added attribute and a low salary causes dissatisfaction while high salary causes satisfaction. Long-term employment is a less attractive, modern environment is a highly attractive factor, so the absence of these does not cause dissatisfaction, but the presence increases satisfaction. Finding a matching job is a carefree attribute. This supports the literature that recent graduates take on jobs that require less education than theirs, if the salary and career opportunities compensate for it. At the same time, it is another question to what extent compensation can be realized if the overeducated earn a lower wage than their matched counterparts. It is possible that accepting the initial lower wage is part of the strategy that the employee moving up on his career ladder will be able to earn higher, but it does not work for everyone. Among the characteristics that cannot be clearly categorized, the career option should be highlighted, which was the most mixed category. For some people, it represents a highly value added attribute and its absence causes dissatisfaction (women), for others it is very attractive and its absence is not a problem (men), but in both cases its presence increases satisfaction. However, there is a group for whom this is a critical characteristic, i.e. its existence is natural, its absence increases dissatisfaction, and this is the MSc graduates. In the case of less congruent professions, matching the field of education to the job increases satisfaction more, but its absence does not cause dissatisfaction. The relationship with colleagues has a highly value added for women, i.e. its absence causes dissatisfaction, but it is very attractive for men, in their case its absence is not a problem. Small company size is a reversal (women) or care free characteristic. Employers should therefore pay attention to career opportunities in the case of freshmen’s with higher level of education, to find and integrate an employee who fits into the company’s environment in order to ensure good relationship with colleagues, as well as to the appropriate salary, since the lack of these causes dissatisfaction among significant groups of young applicants.
References
- Balogh, R. – Kardos, M. V. – Bácsné Bába É. (2021) „Az y és z generáció munkahelyválasztásának szempontjai”, Jelenkori Társadalmi és Gazdasági Folyamatok, 16 évf., 1-2. sz., 59–67 old., DOI: 10.14232/jtgf.2021.1-2.59-67.
- Büchel, F (2001): Overqualification – reasons, measurement issues, and typological affinity to unemployment. In Descy, P. – Tessaring, M. (Eds.): Training in Europe. Second report on vocational training research in Europe 2000. Office for Official Publications of the European Communities, Luxembourg, pp. 453–560.
- Chevalier, A. (2003): Measuring Over-Education. Economica, Vol. 70., No. 279., pp. 509-531. DOI: 10.1111/1468-0335.t01-1-00296
- Dajnoki K. – Ujhelyi M. – Filep R. (2021): Motiváció vizsgálata Herzberg kéttényezős modellje és az öndeterminációs elmélet alapján. Studia Mundi - Economica, Vol. 8., No. 2., pp. 2-12., DOI: 10.18531/Studia.Mundi.2021.08.02.2-12
- Fodor M. – Jäckel K. – Nagy O. (2017): Employer Branding a Z generáció szemével – Milyen munkahelyre vágynak és milyen szempontok alapján döntenek a munkahelyválasztásról a ”Z-k”. In: Csiszárik-Kocsir Á. (szerk.): Vállalkozásfejlesztés a XXI. Században. VII. Tanulmánykötet. Óbudai Egyetem, Budapest. 145–153.
- Foster S. T. (2017): Managing Quality. 6th edition. Pearson Prentice-Hall, New-Jersey.
- Groot, W., – Brink, H. (2000): Overeducation is the Labor Market a Meta-analysis. Economics of Education Review, Vol 19, pp. 149–158. DOI: 10.1016/S0272-7757(99)00057-6
- Kano, N. – Seraku, K. – Takahashi, F. – Tsuji, S. (1984): Attractive quality and must-be quality. The Journal of the Japanese Society for Quality Control, Vol. 14, No. 2, pp. 39-48.
- Kenesei Zs. (2017): A vevői elégedettség mérésének lehetőségei többdimenziós szemléletben. Statisztikai Szemle, Vol. 95, No. 1., pp. 29-50, DOI: 10.20311/stat2017.01.hu0029
- Kotsis. Á. (2013) A túlképzettség vizsgálata a Debreceni Egyetem végzettjei esetében. Vezetéstudomány, 44 évf., 1.sz, 38-48. o. DOI: 10.14267/VEZTUD.2013.01.04
- Kotsis Á. (2017): Egyén, oktatás vagy munkahelyi környezet? Mi befolyásolja a diplomások foglalkoztatásának minőségét? International Journal of Engineering and Management Sciences, Vol. 2., No. 4., pp 244-260, DOI: 10.21791/IJEMS.2017.4.21.
- Kövesi J. – Erdei J. – Tóth Zs. E. – Jónás T. (2010): Kvantitatív módszerek. BMGE, Budapest, pp. 228
- Lee, Y.C. – Ho, L.H. – Liang, C.H. (2006): Using Kano model to evaluate employee satisfaction – as applied for Taiwanese high-tech industry. The Journal of Global Business Management, Vol. 2., No. 2., pp. 160-7., DOI: 10.1108/17542731111110230
- Low, S. – Tan, K.C., – Peacock, B. – Loh, S. K. – Ping, C. Y. (2015): A Proposed Kano-Inspired Framework Applied to Job Satisfaction for Mature Singaporeans. Procedia Manufacturing, Vol. 3, pp. 4892–99. DOI: 10.1016/j.promfg.2015.07.619.
- Madzık, P. (2018): Increasing Accuracy of the Kano Model – a Case Study. Total Quality Management, Vol. 29., No. 4., pp. 387–409, DOI: 10.1080/14783363.2016.1194197
- Madzik, P. – Budaj, P. – Mikuláš, D. – Zimon, D. (2019): Application of the Kano Model for a Better Understanding of Customer Requirements in Higher Education—A Pilot Study. Administrative Sciences, Vol. 9., No. 1., pp. 11., DOI: 10.3390/admsci9010011
- Martensen, A. – M, Grønholdt L.(2001): Using employee satisfaction measurement to improve people management: An adaptation of Kanos quality types. Total Quality Management; Vol. 12., pp. 949-957. DOI: 10.1080/1478336042000255569
- Matzler, K. – Fuchs M., – Schubert A. (2004): Employee Satisfaction: Does Kanos Model Apply? Total Quality Management & Business Excellence, Vol. 15., No. 9–10., pp. 1179–98.
- Németh E. (2009): A dolgozói elégedettség több aspektusa - empirikus kutatási eredmények. Marketing & Management, 43. évf., 3. sz., 70-77. old., letöltés helye: https://journals.lib.pte.hu/index.php/mm/article/view/674
- Noé N. (2004): A dolgozó munkával való elégedettsége. Marketing & Menedzsment. 38. évf., 5. sz., pp. 13-23., letöltés helye: https://journals.lib.pte.hu/index.php/mm/article/view/1091/951
- Pierog A. – Erdei P. – Gergely É. (2016): A Z generáció vezetőkkel szembeni elvárásai. International Journal of Engineering and Management Sciences, 1. évf., 1. sz., 1–11. old., DOI: 10.21791/IJEMS.2016.1.39
- Shahin, A. – Pourhamidi, M. – Antony, J. – Park, S. H. (2013): Typology of Kano Models: A Critical Review of Literature and Proposition of a Revised Model. International Journal of Quality & Reliability Management, Vol. 30., No. 3., pp. 341 – 358, DOI: 10.1108/02656711311299863
- Shahrestani, H. V. – Shahin, A. – Teimouri H. – Barzoki A. S. (2020): Revising the Kano Model for Designing an Employee Compensation System, The TQM Journal, Vol 32., No. 1., pp. 78-91 DOI: 10.1108/TQM-05-2019-0153
- Sicherman, N. – Galor, O. (1990): A Theory of Career Mobility. Journal of Political Economy, Vol. 98., No. 1., pp.169-192. http://www.jstor.org/stable/2937647
- Sicherman, N., (1991): Overeducation in the Labor Market. Journal of Labor Economics, Vol. 9., No. 2., pp. 101-122. http://www.jstor.org/stable/2535236
- Smith, P. C. – Kendall, L. – Hulin, C. L. (1969): The measurement of satisfaction in work and retirement. Chicago, IL: Rand McNally.
- Thuma O. (2017): Generációs különbségek a munka és iskola világában. In: Korkép. XXI. századi kihívások, (Szerk.: Fenyvesi É. – Vágány J.), Budapesti Gazdasági Egyetem, Budapest, pp. 212-232. ISBN 978-615-5607-20-2, DOI: 10.29180/KORKEP.2016.10
- Yang, C-C. (2005) The Refined Kano Model and Its Application. Total Quality Management & Business Excellence, Vol. 16., No. 10., pp. 1127-1137, DOI: 10.1080/14783360500235850
