EFFECT OF GOOD GOVERNANCE PERCEPTION TOWARDS JOB SATISFACTION: A CASE STUDY OF THE AGRICULTURE PROFESSIONALS ATTACHED TO THE DEPARTMENT OF AGRICULTURESRI LANKA

Effectiveness of service delivery system of public sector organizations like Department of Agriculture (DoA) depends on the job satisfaction of the relevant officers. Research Officers (ROs), Agriculture Officers (AOs), Lecturers (LCs) and Subject Matter Specialists (SMSs) are the key officers in the DoA in Sri Lanka Agriculture Service (SLAgS). It is therefore, a pre requisite to improve the job satisfaction of SLAgS officers in the DoA in order to improve the effectiveness of service delivery system. Further, empirical evidence showed that there was a positive relationship between good governance (GG) and job satisfaction. On the other hand, personal and job related factors are also affect job satisfaction of the employees. This study therefore attempted to identify how job satisfaction can be improved via improving good governance perception and other factors of officers of SLAgS working in the DoA. Pre tested questionnaire was used to collect the data from ROs, AOs, LCs and SMSs. Results of the correlation test showed that there was a positive and significant relationship between job satisfaction and GG perception of SLAgS officers (r = 0.673, p= 0.001). It reveals that the favourable GG perception of the employees increased their job satisfaction. In addition, path analysis was performed to identify the direct and indirect factors which positively or negatively influence the GG perception and job satisfaction of the respondents. According to the Path analysis, there was a direct effect of GG perception to job satisfaction and indirect effect of other factors to job satisfaction through GG perception.


INTRODUCTION
Implementing of good governance practices in the public sector organizations are broadly discussed at present. Mohamad et al., (2014) pointed out that, at present, high expectation and more educated civil society especially who live in the urban area, are expecting high performance by the public sector organizations through good governance. Siddiquee, (2009) showed that public sector organizations have to improve and strengthen the values of good governance regularly in order to perform their excellent service delivery to public. In human resource perspective, the employees are considered to be the source of good governance success. Shahin (2016) has studied about the effect of good governance in governmental organizations on promotion of employees' job

EFFECT OF GOOD GOVERNANCE PERCEPTION TOWARDS JOB SATISFACTION: A CASE STUDY OF THE AGRICULTURE PROFESSIONALS ATTACHED TO THE DEPARTMENT OF AGRICULTURESRI LANKA
satisfaction. The results of this study have shown that there is a significant positive relationship between good governance and job satisfaction. It implies that job satisfaction and performance can be improved by implementation of good governance in the organization,. However, understanding of job satisfaction is difficult. James and Jone (1980) pointed out that job satisfaction is an affective or emotional attitude of an individual towards his or her job while Hopkins (1983) said that it is a general attitude about a job and some particular aspects of their job or gratification of certain needs that are associated with ones work. Luthans (2002) pointed out that there are three dimensions to job satisfaction such as emotional response to a job, how outcomes meet or exceed expectations and job satisfaction related to attitudes of the worker. It is a posi-

METHODOLOGY
Department of Agriculture (DoA) was selected as study organization from which both primary and secondary data were collected for the study. Primary data were directly collected from the SLAgS officers in the DoA. Further, secondary data were collected from published sources such as Administration Reports, Annual Reports, Research Papers, Circulars and unpublished sources. A draft questionnaire was initially structured based upon objectives and information requirements for this study. Afterward, pre tested questionnaire was used to collect the data from the respondents. Eighty three ROs, thirty three AOs and twenty Lecturers and four SMSs were selected to form a sample of 140 by using proportionate random sampling techniques. However, data of the lecturers and SMSs were merged together due to insufficient number of questionnaires received from the SMS. Further, two questionnaires was filtered out because improper filling of the information by the respondents. Therefore, final sample size was 138. Good governance perception, job satisfaction and other demographic and job related variables such as age, education, gender, job experience, training and visits, information seeking behaviour, satisfaction about job title, job description, perceived workload, job involvement, job stress, job freedom, facilities and resources at work and health condition were taken as the variables.
IMF (2007) stated that good governance has eight major characteristics such as participation, consensus orientation, accountability, transparency, responsiveness, effectiveness and efficiency, equitability and inclusiveness and follows the rule of law. Shahin (2016) has used above indicators and aspects of good governance more carefully, to investigate and evaluate organizational level as smaller level. Albritton and Bureekul (2009) have developed a scale to measure the attitudes on -good governance‖ by conceptualization of eight dimensions of good governance. By following the same procedures, good governance perception of SLAgS officers was measured by using the scale especially developed for this study with 28 items representing eight dimensions. This scale was a fivepoint Likert-scale with weightage of +2, +1, 0, -1 and -2 respectively for most favourable, fa-265 tive emotional state. Therefore, it cannot be seen but it can only be inferred. The perception of job satisfaction depends on the intrinsic and extrinsic properties of the job and characteristics of the individual employee (Kalleberg, 1977). Job satisfaction therefore, is a function of many factors which have direct or indirect effect.
On this context, effectiveness of service deliv To assess the level of job satisfaction, Herzberg's theory (1968) was adopted. According to ‗Herzberg, there are two dimensions use for job satisfaction such as motivation and hygiene. The similar idea for the job satisfaction was given by the Newstrom and Davis, (2004). This variable was quantified by using a scale developed by Manjula (2000) followed by Sandika et al., (2007). The scale consisted of 15 statements expressing different aspects of job satisfaction which belonged to either hygiene factors or motivators. Each of these statements had Likert-scale with five point viz., from highly satisfied to highly dissatisfy with scores of +2, +1, 0, -1 and -2 score, respectively. Then job satisfaction score of a respondent was obtained by summing up the scores obtained by him/her on all the statements.
Further, principle component analysis (PCA) was employed to select the suitable statements. Before the PC analysis was performed, validity and reliability of the questionnaire were measured. To enhance validity of the instrument pre-testing was done with the target population. Similar procedure has followed by Muindi (2014). Coefficient alpha also known as Cronbach alpha was used to assess the reliability of a multiple item variable, (Zebal, 2003). Descriptive statistics such as frequencies and percentages were used at the beginning of the analysis. Further, non-parametric and parametric statistical tools such as chi-square and simple correlation were used to test the statistical significance by employing SPSS software. Path analysis was also done to identify the direct and indirect effects of factors which positively or negatively influence the GG perception and job satisfaction of the SLAgS officers. Garson (2005) explained that path analysis is an extension of the regression model which can be used to test the fit of the correlation matrix against two or more causal 266 models which are being compared by the researcher. The model is usually depicted in a circle and arrow figure in which single headed arrows indicate causation. Further, variables with coefficient of 0.45 or more were considered and all the statements were selected for the further analysis. Moreover, PCA proved that all the statements can be used to measure the job satisfaction. Secondly, Cronbach's alpha value related to reliability test for the Likert scale of job satisfaction was 0.892. It indicates that reliability of scale adopted to measure job satisfaction is high. The data presented in Table 3 revealed that majority of the respondents of the total sample (73.00%), ROs (61.00%), AOs (70.00%), and LCs (73.00%) were in the category of not satisfied to highly dissatisfied level whereas, 27.00 % of ROs and 30.00 % of AOs 27.00 % of lecturers were observed in satisfaction to high job satisfaction level. Here the chi square test results indicate the significance of association between Job satisfaction and job category. This finding are in agreement with the findings of Bosco (2000), Nagananda (2005), Sandika, and Kalansuriya (2014), Widisinghe and Sandika (2015).

RESULTS AND DISCUSSION
Results of the study further revealed that negative responses have received for the present salary for the commensurate with their work and position (-0.23), paid salary related to educational qualification (-0.29), performance assessment methods (-0.14), distance from office to house (-0.17), facilities availability (-0.14), recognition and reward for their creative work (-0.19), opportunities for higher education and training (-0.26), flexibility to engage with family responsibilities, children's' education etc. (0.00) and availability of promotion according to performance (-0.28). It mean that majority of SLAgS officers were in the dissatisfy level or not satisfy level regarding above indicated job satisfaction dimen-    Table 4 which indicated that there was a positive and significant relationship between job satisfaction and GG perception of SLAgS officers. Hence, it can be concluded that the favourable GG perception of the employees increased their job satisfaction. Therefore, it is a ‗must' to maintain the principle of GG in the DOA to increase the job performance of the employees. Findings of this study fully agreed with the findings of Ott (2010), Nmai and Delle (2014) and Shahin (2016). Only three variables namely ISB, and facilities and resources available for carrying out job were shown positive and significant relationship while job involvement were illustrated negative relationship with the GG perception of LCs.
SLAgS class, ISB, Health, Job title, TOR, Awareness of TOR, satisfaction about TOR, relates of TOR with job expectation, job involvement, job freedom, facilities and resources available for carrying out job exhibited positive and significant relationship with job satisfaction while education and job stress negatively and significant relationship with job satisfaction of ROs.
ISB, relates of TOR with job expectation, job freedom, facilities and resources available for carrying out job shown positive and signifi-    (Table 5). Garson (2005) explained that path analysis is an extension of the regression model which can be used to test the fit of the correlation matrix against two or more causal models which are being compared by the researcher. So, path analysis was also done to identify the direct and indirect factors which positively or negatively influence the GG perception and job satisfaction of the SLAgS officers.
Good governance and availability of facilities showed direct causes for the job satisfaction while availability of facilities showed both direct and indirect causes to job satisfaction where indirect causes go through GG perception (Fig 1). According to this Path analysis, job satisfaction of the ROs can be improved through increasing facilities available and GG perception.
Further, job freedom and present job experience showed indirect causes to job satisfaction through availability of facilities. On the other hand, job title showed direct and indirect impact through GG perception to job satisfaction. Age showed indirect impact through GG perception to job satisfaction. And also, ISB, job stress and training show indirect impact to job satisfaction.
There is a direct causes of GG perception; availability of facilities and job freedom to the job satisfaction while indirect causes of availability of facilities, job freedom and trainings to the job satisfaction for the AOs (Fig. 2). Further, job stress and ISB show indirect causes to job satisfaction through GG perception to job satisfaction. On the other hand, age and present job experience show indirect impact through GG perception to job satisfaction. Ac-

Figure 1: Path analysis for ROs
cording to this path analysis, job satisfaction of the AOs can be increased by addressing above variables. Therefore, relevant officers and policy decision authorities should be taken in to consideration of silent features of this Path analysis.
The study revealed job satisfaction of Lecturers is a direct cause of GG perception and the job title (Fig 3). Further, availability of facilities and education show the indirect causes for the job satisfaction. Thus, the result of Path analysis shows that job satisfaction of the Lecturers can be improved through increasing facilities available, introducing attractive job title and GG perception.

CONCLUSION
We observed that 64% of Research Officers, 70% of Agriculture Officers and 86% of Lecturers perceived Good Governance (GG) in Department of Agriculture (DOA) as a favourable factor. Nevertheless, majority of the respondents were in the category of not satisfaction to highly dissatisfied regarding their job. The survey revealed that there was a positive and a significant relationship between job satisfaction and GG perception of SLAgS officers. It reveals that the favourable GG perception of the employees increase their job satisfaction. Based on the Path analysis, it was concluded that there were direct and indirect factors which positively or negatively influence the GG perception and job satisfaction of the respondents. Job satisfaction of the ROs can be improved through increasing facilities available and GG perception. Further, job freedom, ISB and present job experience shows indirect causes to job satisfaction through availability of facilities. On the other hand, job title shows direct and indirect impact through GG perception to job satisfaction. Age shows indirect impact through GG perception to job satisfaction. And also ISB, job stress and training shows indirect impact to job satisfaction.
There is a direct causes of GG perception, availability of facilities and job freedom to the job satisfaction while indirect causes of availability of facilities, job freedom and trainings to the job satisfaction for the AOs. Further job stress and ISB show indirect causes to job satisfaction through GG perception to job satis- It is suggested to identify ways to improve awareness on GG practices that can be done as a research. Consequently, institutional arrangements, financial and human resources capacities, public-private sector collaborations, and appropriate oversight mechanisms are very crucial in achieving objectives of the DoA. These points can be taken into consideration for future research. In terms of good governance, it was noted in this study that there were many issues such as leadership style, public participation, financial and human resources management, government policy changes and the impact of decentralization etc. that have an influence on good governance practices and service delivery, some of which need further research in order to provide answers and contribute to constant public administration growing body of knowledge. There is an urgent need to con-