The most vital factor to determine the success or failure of daycare programs is caregiver who provide care to young children. When day- care centers are defined as one of educational institutes to attain specific educational objectives, how much care...
The most vital factor to determine the success or failure of daycare programs is caregiver who provide care to young children. When day- care centers are defined as one of educational institutes to attain specific educational objectives, how much caregivers are satisfied with their job is closely linked to how much they are dedicated to education, as their job satisfaction has a firsthand impact on children. The purpose of this study was, therefore, to examine to what extent caregivers found their job satisfactory in an effort to help improve their working environments, daycare center performance and its facilities. It's specifically attempted to find out the overall job satisfaction level of caregivers and its relationship with their own general characteristics and other factors affecting their job satisfaction, including colleagues, the heads of daycare centers, job in charge, working environments, compensation and promotion chances.
The findings of the study were as follows:
1. The caregivers who had higher career or were married were older. The older caregivers were more dissatisfied with compensation and promotion, because they were neither properly paid nor had enough chances to get promoted, though they were in want of sufficient compensation and promotion chances in reward for their work. This phenomenon had an adverse impact on their job satisfaction, and in order to tackle this problem, the government should take steps to give proper treatment to them.
2. Those who were in charge of younger children were less contented with their job, compensation and promotion, and the reason was that their poor professional knowledge on preschoolers and insufficient experience made them complain about their job, and they consequently became dissatisfied with compensation and promotion. Therefore, school and daycare centers should team up with in producing full-fledged teachers who can better respond to any given situations without being embarrassed.
3. The teachers who were in charge of a small number of preschoolers from five to 10 expressed dissatisfaction at job, compensation and promotion, and assessing their ability in light of the number of children made them dissatisfied, regardless of age. To iron out this problem, teachers who have expertise in young children should be produced.
4. More working hours had them more pleased with working environments. This meant that the caregivers could improve themselves and contribute to enhancing daycare centers when they spend more time fulfilling their duties. In contrast, more working hours resulted in fueling their dissatisfaction with compensation and promotion. They should be paid properly to increase their overall job satisfaction.
5. As for connections between the type of facilities and job satisfaction, the caregivers from private daycare centers were less pleased with relationship with colleagues, job, compensation and promotion. Most of the private daycare centers didn't pay their employees sufficiently, which caused lots of the caregivers to look for a new workplace in pursuit of better facilities and higher pay. That phenomenon also resulted in lowering their satisfaction with relationship with colleagues, and lower compensation and looking for another workplace led to more dissatisfaction with job, compensation and promotion. To resolve this problem, the private daycare centers should waste no time in paying the caregivers at a realistic level.
The above-mentioned findings suggested that the caregivers expressed a moderate level of satisfaction at their job. In particular, they were especially less pleased with working environments, compensation and promotion.