A COMPARISON OF JOB SATISFACTION BETWEEN IOWA'S SHARED AND NON-SHARED PUBLIC SCHOOL SUPERINTENDENTS IN DISTRICTS 1000 OR LESS IN STUDENT ENROLLMENT
SubjectSchool Superintendents--Iowa--Job Satisfaction; Job Satisfaction--Schools--Iowa; Public Schools--Administration--Iowa
The problem: The purposes of the study were three fold. The first was to compile a demographic profile of the Iowa public school superintendent serving districts of 1,000 or less students. The second determined if there were significant demographic differences between the shared and the non-shared superintendents. The final purpose determined if there were significant differences between the superintendents in the component areas of job satisfaction. Procedure: A review of the literature provided background information on Iowa legislative action leading to incentives for the sharing of school superintendents, the historical development of job satisfaction and an overview of the development of the school superintendency. A survey instrument consisting of an 18 point demographic questionnaire and the Cornell Job Descriptive Index developed by Smith, Kendall and Hulin was sent out to 100 selected school superintendents from Iowa school districts of 1,000 or less in student population. An effective return rate of 93% was received from the selected superintendents. Descriptive statistics were used to develop the demographic profile of the superintendents. A two group discriminant function analysis was used to discern significant differences in specific items of the demographic profile. A multivariate analysis of variance (MA NOVA ) technique was used to determine any significant differences in job satisfaction of the two superintendent groups . Findings: The discriminant analysis revealed the variables of pay, age, total years superintendency experience and years of classroom experience where significantly different and could be used as predictors of group membership. The MANOVA indicated a significant positive difference in the pay satisfaction of the shared superintendents . Conclusions: The shared superintendency is not a limiting factor to job satisfaction of Iowa's public school superintendents. Recommendations: Educational organizations should work together to develop the professionalism and scope of the shared superintendency in order to maximize the leadership and management skills of the people that serve in the position of the shared superintendency.