Key factors affecting employee job satisfaction in Malaysian manufacturing firms post COVID-19 pandemic: a Delphi study

Loo, Shu Hwa et al. Article Key factors affecting employee job satisfaction in Malaysian manufacturing firms post COVID-19 pandemic: a Delphi study Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Loo, Shu Hwa et al. (2024) : Key factors affecting employee job satisfaction in Malaysian manufacturing firms post COVID-19 pandemic: a Delphi study, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-20, https://doi.org/10.1080/23311975.2024.2380809 This Version is available at: https://hdl.handle.net/10419/326446 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Key factors affecting employee job satisfaction in Malaysian manufacturing firms post COVID-19 pandemic: a Delphi study Shu Hwa Loo, Walton Wider, Surianti Lajuma, Leilei Jiang, Phatthararuethai Kenikasahmanworakhun, Jem Cloyd M. Tanucan & Mohd Wafiy Akmal Ahmad Khadri To cite this article: Shu Hwa Loo, Walton Wider, Surianti Lajuma, Leilei Jiang, Phatthararuethai Kenikasahmanworakhun, Jem Cloyd M. Tanucan & Mohd Wafiy Akmal Ahmad Khadri (2024) Key factors affecting employee job satisfaction in Malaysian manufacturing firms post COVID-19 pandemic: a Delphi study, Cogent Business & Management, 11:1, 2380809, DOI: 10.1080/23311975.2024.2380809 To link to this article: https://doi.org/10.1080/23311975.2024.2380809 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group View supplementary material Published online: 26 Jul 2024. Submit your article to this journal Article views: 5830 View related articles View Crossmark data Citing articles: 8 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2380809 Key factors affecting employee job satisfaction in Malaysian manufacturing firms post COVID-19 pandemic: a Delphi study shu hwa looa, Walton Widera , surianti lajumab , leilei Jiangc , Phatthararuethai Kenikasahmanworakhund, Jem cloyd M. tanucane and Mohd Wafiy akmal ahmad Khadria aFaculty of Business and Communications, inti international university, nilai, negeri sembilan, Malaysia; bschool of education, universiti utara Malaysia, sintok, Kedah, Malaysia; cFaculty of education and Liberal arts, inti international university, nilai, negeri sembilan, Malaysia; dFaculty of Management, shinawatra university, Pathum thani, thailand; eCollege of education, Cebu technological university, Cebu City, Philippines ABSTRACT the purpose of this research is to examine the determinants that impact employee job satisfaction in the manufacturing industry of Malaysia in the midst of technological progress and economic changes that have been further complicated by the cOViD-19 pandemic. the study utilizes the Delphi method to ascertain and rank workplace factors that influence job satisfaction. By employing a qualitative Delphi approach, the study amasses expert consensus in order to investigate the complex dimensions of job satisfaction within the manufacturing sector. the study solicits input from industry experts via two rounds of surveys in order to evaluate the significance of a variety of working environment factors. the analysis is guided by theoretical frameworks, including Maslow’s hierarchy of needs and herzberg’s two-Factor theory. in descending order of importance, industry experts agreed that compensation and benefits are the most significant determinant of employee job satisfaction, followed by support for work-life balance, rewards and recognition, organizational support, and opportunities for career growth and development. this research contributes to the body of knowledge on job satisfaction by utilizing the Delphi method, which is an innovative approach in this particular domain, to obtain expert consensus regarding the factors that influence job satisfaction in the manufacturing industry. this approach overcomes the constraints of quantitative methodologies by offering comprehensive analyses of the qualitative dimensions of employee satisfaction. in addition, the study provides policymakers and industry stakeholders with actionable suggestions, underscoring the importance of implementing comprehensive approaches to improve job satisfaction. Introduction comprehending the complexities of job satisfaction in the manufacturing sector has become more crucial due to the rapid progress in technology and the changing global economic conditions. the significance of job satisfaction is widely recognized, supported by extensive research that emphasizes its crucial role in enhancing employee productivity and organizational performance (Badrianto & ekhsan, 2020; Zhang et al., 2020). the relationship between the manufacturing sector and economic growth is crucial in Malaysia, as the former serves as a pivotal driver of the nation’s gross Domestic Product (gDP), making a significant contribution (Malaysian investment Development authority, 2024). nevertheless, the emergence of the cOViD-19 pandemic has brought about unparalleled difficulties, highlighting the vulnerability of job satisfaction during crises and its potential consequences for the productivity of the sector © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Walton Wider [email protected].my Faculty of Business and Communications, inti international university, nilai, negeri sembilan 71800, Malaysia. supplemental data for this article can be accessed online at https://doi.org/10.1080/23311975.2024.2380809. https://doi.org/10.1080/23311975.2024.2380809 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 22 February 2024 Revised 17 May 2024 accepted 8 July 2024 KEYWORDS Job satisfaction; manufacturing firm; Malaysia; Delphi method; economic growth REVIEWING EDITOR Mouhcine tallaki, University of Ferrara, italy SUBJECTS social Psychology; introductory Work/ Organizational Psychology; human Resource Management; Business, Management and accounting; social Psychology of Organizations 2 s. h. lOO etal. and, consequently, the overall economic well-being of the nation (Department of statistics Malaysia (DOsM)), 2022). the cOViD-19 pandemic, marked by Malaysia’s Movement control Order (McO), implemented in three phases—first from March 18 to May 3, 2020, followed by a second phase from september 1 to December 31, 2020, and a third phase from January 1 to March 31, 2021—has further exacerbated the existing challenges faced by the manufacturing workforce. the pressures encompass a variety of factors, including blurred boundaries between work and personal life, heightened workloads resulting from disruptions in global supply chains, and a notable impact on job satisfaction (aziz etal., 2020; loh & teoh, 2021). in addition, the swift transition to automation and the incorporation of digital tools for remote work, although essential for sustaining operations, have brought about fresh concerns regarding job stability and the outlook for employment, thereby adding complexity to the job satisfaction scenario (hemmati et al., 2022). current research primarily utilizes quantitative methodologies, which provide valuable insights but often fail to thoroughly examine the multifaceted factors that influence employees’ job satisfaction. this study aims to address this by utilizing the Delphi method, a qualitative research methodology that enables experts to reach a consensus, in order to identify and assess the various factors that impact job satisfaction in Malaysia’s manufacturing industry. this study aims to comprehensively examine the various factors in the workplace that affect job satisfaction among employees in Malaysia’s manufacturing sector. additionally, it seeks to evaluate the impact of these factors in a ranking manner. the research aims to attain these objectives in order to gain a thorough comprehension of the factors that influence job satisfaction, thereby filling a substantial gap in the existing knowledge base. this research holds significance that goes beyond mere academic enrichment, as it provides practical implications for industry stakeholders and policymakers. this study aims to analyze the factors that impact job satisfaction. the findings of this study will provide organizational leaders with practical insights to foster a workforce that is more satisfied, productive, and resilient. Furthermore, through the utilization of the Delphi method, this study not only enhances the range of methodologies employed in the field of job satisfaction research but also establishes a precedent for future qualitative investigations into the complexity of employee satisfaction across diverse sectors and regions. Theoretical underpinning the study on employee job satisfaction within Malaysia’s manufacturing industry utilizes herzberg’s two-Factor theory and Maslow’s hierarchy of needs to provide a detailed examination of satisfaction determinants. herzberg’s theory categorizes factors influencing job satisfaction into motivators and hygiene factors. Motivators, such as achievements and recognition, directly enhance job satisfaction by fostering positive work attitudes and long-term satisfaction (da cruz carvalho et al., 2020; ganesh & liu, 2022). Recognition, for instance, is essential for building a sense of value and respect among employees, leading to improved performance (alias et al., 2020; Purwanti & indradewa, 2022). conversely, hygiene factors, including salary and workplace conditions, are necessary to prevent dissatisfaction. although not promoting long-term satisfaction, their absence leads to employee discontent (Basril, 2022; Ju, 2021). Balancing these factors is crucial for creating a conducive work environment and minimizing dissatisfaction (alrawahi et al., 2020; smith & sweet, 2021). Maslow’s hierarchy of needs complements this by emphasizing the importance of fulfilling employees’ basic to advanced needs. it suggests that job satisfaction is significantly influenced by meeting these needs sequentially, starting from physiological needs to self-actualization (alias et al., 2020; Patricia & asoba, 2021). Financial security is highlighted as a fundamental aspect that impacts employees’ sense of safety and job security (acquah et al., 2021; smith & sweet, 2021). higher-level needs, such as social belonging, esteem, and self-actualization, are pivotal for motivation, with positive relationships and recognition playing critical roles in employee dedication and satisfaction (numonjonovich, 2022; Pudjiastuti & sijabat, 2022). in summary, integrating herzberg’s and Maslow’s theories provides a comprehensive framework for understanding and enhancing job satisfaction in the manufacturing sector. Organizations can achieve higher levels of employee satisfaction and performance by addressing both sets of needs, from basic cOgent BUsiness & ManageMent 3 security to psychological growth and recognition. this strategic approach ensures a motivated workforce, conducive to achieving organizational goals. Literature review Job satisfaction Job satisfaction is a psychological condition that pertains to an individual’s emotions and attitudes towards their job. this refers to a wide range of emotional reactions towards different aspects of work. these aspects include the type of work, the acknowledgement received for accomplishments, and the chances it offers for personal and professional growth (garcía etal., 2019; haitao, 2022). the importance of job satisfaction lies in its capacity to impact not only the personal welfare of individuals but also the overall performance and productivity of organizations. the notion of job satisfaction has been thoroughly examined, uncovering its reliance on an equilibrium between an employee’s expectations and the compensation they receive in exchange for their work. herzberg’s two-Factor theory differentiates between ‘hygiene factors’ and ‘motivators’. hygiene factors, such as salary and work conditions, serve to prevent dissatisfaction but do not inherently promote satisfaction. On the other hand, motivators, such as recognition and achievement, actively contribute to job satisfaction (Basalamah & as’ad, 2021; sapta et al., 2021). this theory emphasizes the importance for organizations to consider and deal with both sets of factors in order to promote a favourable work environment and improve employee satisfaction. Furthermore, job satisfaction is highly subjective, exhibiting substantial differences among employees based on their individual values, expectations, and assessments of fairness and managerial assistance. certain individuals may experience contentment in their present position and compensation, whereas others may perceive a sense of unfairness or lack of acknowledgment, resulting in dissatisfaction (Davidescu et al., 2020; nguyen, 2020). the variability underscores the significance of tailored strategies in handling job satisfaction, which involves comprehending the specific needs and expectations of each employee. Job satisfaction has a broader influence that goes beyond the individual and has an impact on the outcomes of the organization. content employees are more prone to displaying favourable dispositions towards their work, resulting in increased levels of drive, involvement, and efficiency. Furthermore, they exhibit a greater tendency to synchronize their individual objectives with those of the organization, thereby enhancing its overall achievement (ahmad et al., 2021; ali & anwar, 2021; ishfaq et al., 2021). in contrast, discontentment can lead to reduced drive, heightened employee attrition, and adverse effects on the overall performance of the organization. Job satisfaction is a crucial element of organizational management, requiring a thorough comprehension and strategic approach to improve employee well-being and organizational success. to achieve this, one must consider both internal and external factors, acknowledge the unique nature of contentment, and establish strategies and measures that foster a constructive and fulfilling workplace atmosphere. Working environment the work environment significantly influences employee behaviour, performance, and overall job satisfaction. the term refers to the combination of physical and psychological factors that influence employees’ performance, including their efficiency, motivation, and overall well-being (Badrianto & ekhsan, 2020; Muhammad et al., 2022). an ideal work environment is distinguished by factors that facilitate and augment the efficiency of workers, encompassing the spatial arrangement of the workplace, the interpersonal dynamics within the company, and the cultural and ethical principles that regulate conduct. the physical elements of the work environment, such as furniture designed for optimal body support, sufficient illumination, and suitable noise levels, play a crucial role in enhancing employee comfort and well-being. this, in turn, reduces fatigue and stress levels, while also enhancing concentration and productivity (atmaja & Puspitawati, 2021; Mawardi, 2022). nevertheless, the work environment encompasses more than just the physical aspects and also encompasses psychological and social factors, such as the nature of interpersonal connections, job stability, acknowledgment, and prospects for advancement. 4 s. h. lOO etal. these factors collectively impact employees’ job satisfaction and their level of involvement with their work and the organization (Basalamah & as’ad, 2021). the importance of a positive work environment is further emphasized by its influence on employee retention and turnover rates. an affirming and all-encompassing work environment, distinguished by effective guidance, transparent correspondence, and reciprocal regard, cultivates a feeling of acceptance among staff members, promoting allegiance and enduring dedication to the institution (cohen & McKay, 2020; Moslehpour et al., 2022). Moreover, companies that give importance to the growth and welfare of their employees by offering ongoing educational opportunities and health and wellness initiatives exhibit a dedication to their employees’ achievements, both in their personal lives and careers. Multiple studies have consistently demonstrated that a work environment that is carefully planned and effectively supervised can result in elevated levels of job contentment, heightened productivity, and improved overall organizational effectiveness (Dziuba et al., 2021; Kurniawaty et al., 2019). Organizations that allocate resources towards establishing and sustaining an ideal work environment not only experience enhanced employee productivity but also establish themselves as highly desirable employers, thereby attracting and retaining exceptional individuals in a fiercely competitive market. Ultimately, the work environment plays a crucial role in shaping employee satisfaction, engagement, and performance. Organizations that acknowledge and respond to this reality by investing in their physical and psychological work environments can achieve substantial advantages, such as improved employee welfare, increased productivity, and long-term organizational prosperity. Compensation and benefit compensation and benefits are crucial factors that directly impact employee job satisfaction within any workplace. compensation, the payment provided by an organization to employees for services, time, effort, and skills (Reddy, 2020), is a powerful tool for influencing employee performance, productivity, and retention (Paais & Pattiruhu, 2020). as the cost of living rises due to inflation, employees increasingly seek pay adjustments to fulfil financial needs (gipper, 2021; Waitzberg et al., 2022). these adjustments, implemented through fixed rates, percentage raises, or merit-based systems, allow employees to maintain financial stability and achieve greater life satisfaction (Reddy, 2020). Performance-based incentives, overtime pay, and ensuring pay equity are compensation strategies that directly link effort and reward, leading to improved job satisfaction (anh, 2022; Bendezú et al., 2023; ibrahim & Boerhaneoddin, 2010; Reddy, 2020; schmillen, 2022). Moreover, benefits packages—non-wage compensation such as health insurance, childcare support, and more—influence job satisfaction by providing financial security and improving quality of life (Banks et al., 2021). Benefits that support personal and professional development, such as educational reimbursements, further contribute to satisfaction (abilash & siju, 2021; adamovic et al., 2022). Prior research demonstrates a positive relationship between compensation, benefits, and job satisfaction (nurlina, 2022). employees who receive adequate compensation and desirable benefits are more likely to be dedicated and engaged. For the manufacturing industry, understanding this link is vital to developing effective compensation and benefit strategies that boost job satisfaction and talent retention. Work-life balance support Work-life balance support is crucial for employee job satisfaction, and mental health plays a significant role (aruldoss et al., 2021). Frontline electronics manufacturing workers often face job strain due to heavy workloads and night shifts, leading to depression, burnout, and sleep disruptions (abdirahman etal., 2020). Positive mental health is essential for productivity, focus, decision-making, and task completion, fostering feelings of competence and job satisfaction. conversely, work-related stress can lead to absenteeism, turnover, decreased productivity, and lower job satisfaction (abdirahman et al., 2020). Prioritizing mental health and offering rejuvenation opportunities helps employees feel rested and psychologically healthy, enhancing satisfaction, engagement, and performance. additionally, strong mental health supports emotional control (haar & Brougham, 2022), allowing employees to handle work challenges effectively and leading to positive job satisfaction. cOgent BUsiness & ManageMent 5 Flexible work arrangements like working from home (WFh) and hybrid models are increasingly common post-pandemic. these options promote work-life balance and job satisfaction (sousa-Uva et al., 2021) by giving employees autonomy to meet both work and personal needs (Panojan et al., 2022). Flexible policies can mitigate the stress of long commutes for manufacturing workers, saving time, reducing exhaustion, and boosting job satisfaction. they also offer financial benefits, positively impacting employee well-being. Research demonstrates that a healthy work-life balance significantly enhances overall job satisfaction for manufacturing employees (aruldoss et al., 2022; susanto et al., 2022). By supporting work-life balance, manufacturing industries can reduce psychological distress and increase employee satisfaction. Rewards and recognition Rewards and recognition programs play a crucial role in promoting employee job satisfaction. By formally acknowledging employee contributions, these programs cultivate a sense of belonging and incentivize superior performance (ali & anwar, 2021). consistent appreciation promotes overall organizational well-being, fostering a positive work environment and elevating employee morale (Ramli & Rasdi, 2021). in the manufacturing sector, well-designed incentive programs—both monetary and non-monetary—are essential for motivating employees and upholding productivity and quality standards (hassan & govindhasamy, 2020; tarigan et al., 2022). these programs inspire employees through the recognition of their achievements, ultimately leading to increased job satisfaction (Ramli & Rasdi, 2021). non-monetary rewards, such as public recognition or service awards, offer significant benefits without relying on financial incentives (hassan & govindhasamy, 2020; ibrahim, 2021). they cultivate a sense of value within the organization. On the other hand, monetary rewards directly align employee efforts with organizational goals through tangible financial incentives (Koo etal., 2020). this direct acknowledgment of hard work fosters loyalty and success. additionally, opportunities for promotion provide both recognition and motivation, offering employees skill growth, increased responsibility, and a greater sense of satisfaction (ibrahim, 2021; sija, 2021). this progression leads to personal development, enhanced self-esteem, and overall job satisfaction. as ibrahim (2021) demonstrate, a positive correlation exists between effective recognition programs and job satisfaction, with continuous acknowledgment promoting higher levels of motivation. Within the manufacturing industry, investing in intrinsic rewards and recognition programs can yield direct benefits. this fosters a supportive work environment that prioritizes employee satisfaction and well-being, potentially impacting key organizational outcomes. Organizational support Organizational support plays a vital role in driving job satisfaction. this support can encompass transformational leadership, empowerment and autonomy, effective leadership, transparent communication, and a safe work environment. Research has extensively demonstrated that supportive organizational environments cultivate a sense of security and psychological well-being among employees. When employees feel protected from harassment, bullying, or other forms of unfair treatment, they exhibit greater engagement, a willingness to take initiative, and a propensity to contribute their optimal efforts. this heightened sense of security and trust fostered by strong leadership is a crucial element within supportive organizational environments. transformational leaders inspire employees and align their work with the organization’s goals, creating a sense of purpose and satisfaction (Rawashdeh etal., 2020; triraharjo etal., 2020). empowerment and autonomy give employees control over their work, reducing stress and boosting engagement (teoh et al., 2022). effective leaders listen, involve employees in decision-making, and prioritize their safety, fostering belonging and further enhancing job satisfaction (nanjundeswaraswamy, 2023; triraharjo et al., 2020). in industries with heavy machinery, a safe environment is paramount for employee focus and well-being. transparent communication builds a learning culture where knowledge-sharing drives innovation. informed and involved employees feel valued, promoting self-actualization and job satisfaction (haron et al., 2022; Widarmanti et al., 2021). By providing clear communication, growth opportunities, and a supportive atmosphere, organizations create a positive 6 s. h. lOO etal. culture that significantly improves employee engagement, reduces stress, and elevates overall well-being (haron et al., 2022; triraharjo et al., 2020). Career growth and development opportunities career growth and development opportunities significantly influence job satisfaction. this dimension encompasses growth opportunities, professional development, and job rotation. growth opportunities empower employees to advance their careers by acquiring new skills and responsibilities. this continuous learning and adaptability are essential (halim abd, 2020; naiemah et al., 2021). employees who see potential for growth within the company experience increased job satisfaction; ongoing learning enables them to apply their skills effectively, fostering teamwork and personal achievement (salleh et al., 2020). Professional development, including training programs, workshops, courses, and mentorship, enhances employees’ skills and leads to career fulfilment (Mustafa et al., 2021). Organizations that invest in professional development signal their commitment to employee growth, increasing loyalty and job satisfaction. employees feel valued and supported, which encourages them to take on challenging roles with confidence (elian et al., 2020). Job rotation offers employees diverse work experiences, preventing monotony and developing a versatile skill set. it can boost job satisfaction by exposing employees to different roles and responsibilities, keeping them engaged and motivated (iberahim etal., 2020; salleh etal., 2020). Job rotation not only combats boredom but also demonstrates a clear career advancement path within the organization, promoting security and personal growth. salleh et al. (2020) emphasize that professional development significantly advances employees’ careers and increases their organizational value. By offering clear growth and development opportunities, organizations can foster long-term employee happiness and job contentment, demonstrating the importance of this dimension. Methodology Research design this study aimed to identify factors within the working environment that influence job satisfaction among employees in Malaysian manufacturing firms. Prior to participation, all experts involved in this study provided their written informed consent, acknowledging their understanding of the study’s purpose, their voluntary participation, the confidentiality of their responses, and their right to withdraw from the study at any point without penalty. a two-round Delphi method was utilized to gather insights and opinions from experts in the field, deemed effective for mitigating potential expert fatigue and achieving consensus on the subject matter (taze etal., 2022; Vax etal., 2021). this method is flexible and iterative, allowing for comprehensive data collection and analysis from a panel of selected experts. specifically, feedback was solicited from managerial-level experts with extensive experience in the manufacturing sector in Malaysia. the Delphi study process is summarised in table 1. Sampling design and data collection in this research, a combination of purposive and snowball sampling techniques was employed to gather a panel of 20 experts from various Malaysian manufacturing firms. Purposive sampling was strategically utilized to identify key managerial figures within distinct manufacturing units, aiming to ensure a diverse representation of industry practices and perspectives (taylor, 2020). to enhance this group and secure a broad spectrum of insights, the snowball sampling method was incorporated, allowing for the inclusion of additional participants recommended by the initial respondents. this approach was particularly effective in accessing senior managers or niche experts who might otherwise be difficult to reach (haber & schärli, 2021). the panel of experts was pivotal in examining the factors influencing job satisfaction within the manufacturing sector. a two-round Delphi method was used for data collection, with questionnaires distributed via email. the first round was critical for eliciting initial responses, where open-ended questions allowed experts to introduce new factors they deemed relevant but possibly overlooked in the cOgent BUsiness & ManageMent 7 preliminary survey design (Jaam et al., 2022). this phase helped in identifying a wide range of job satisfaction factors, enhancing the depth of the analysis (Mirata et al., 2020; nasa et al., 2021). in the subsequent round, experts reviewed a compiled list of anonymized responses to assess consensus and rank the importance of each factor (shinners et al., 2021; Vax et al., 2021). this quantitative step was vital for refining insights and achieving a collective agreement on the critical elements affecting job satisfaction (soh & Martens, 2022; saihi et al., 2023). the iterative nature of the Delphi method ensured that each round built upon the insights of the previous, maintaining continuity even in the face of potential expert dropouts (subramaniam et al., 2024). this process facilitated a comprehensive and deep understanding of job satisfaction factors, reflecting the collective expertise of the panel. through this structured approach, the research aimed to produce robust, actionable findings applicable to improving managerial practices within Malaysia’s manufacturing industry. Questionnaires the questionnaires developed for this Delphi study are crucial in obtaining expert opinions on the factors influencing job satisfaction in Malaysian manufacturing companies. their structure is carefully designed to elicit thorough and well-organized responses in two rounds. During the first round, the questionnaire is used to actively involve the expert panel. its purpose is to gather a wide range of insights on the factors that determine job satisfaction. the format used encourages experts to provide an extensive list of relevant factors, utilizing their professional experiences. in addition, the questionnaire includes thematic prompts based on recent studies, which guide the experts’ input and encourage the identification of new, possibly neglected factors. this method not only structures their answers but also encourages a thorough examination of the subject. in the second round, the attention is directed towards ranking the factors that were identified in the previous responses. the experts are provided with a synthesized summary of the input from the first Table 1. Delphi study process. Collect & Analyze Second Round Data Analyze responses using Kendall's coefficient of concordance to evaluate consensus in ranking. Conduct Second Round Survey Recontact experts to ask them to rank the identified key factors based on their importance. Design Second Round Questionnaire Summarize first round findings and prepare a new questionnaire to rank the identified key factors. Collect & Analyze First Round Results Compile responses and perform thematic analysis to identify key factors. Conduct First Round Survey Distribute the questionnaire to the expert panel via email. Design First Round Questionnaire Develop a questionnaire tailored to collect initial insights and opinions. Select Experts Identify and select experts using purposive and snowball sampling methods. 14 s. h. lOO etal. particularly in industries with heavy machinery, is vital for employees to focus on their tasks without fear of accidents, further boosting job satisfaction. transparency and open communication within an organization encourage a learning culture, where sharing knowledge and addressing concerns collectively leads to problem-solving and innovation. When employees are informed and involved, they feel valued and respected, contributing to their self-actualization and overall job satisfaction (haron et al., 2022; Widarmanti et al., 2021). Organizational support, through clear communication, professional growth opportunities, and a supportive atmosphere, has been shown to significantly improve employee engagement, reduce workplace stress, and enhance well-being, underscoring the importance of a positive organizational culture in elevating employee job satisfaction (haron et al., 2022; triraharjo et al., 2020). Open dialogue encourages a learning culture, where knowledge sharing and collaborative problem-solving drive innovation. employees who are kept informed and involved feel valued and respected, fostering a sense of self-actualization and ultimately, greater job satisfaction. this highlights the critical role of organizational support in creating a positive work environment. Career growth and development opportunities career growth and development opportunities, though ranked lowest among five key dimensions, still significantly influence job satisfaction. this demonstrates that career growth and development opportunities are integral to the many dimensions that significantly influence an employee’s overall productivity and satisfaction within their professional context. Maslow’s hierarchy suggests that achieving self-actualization and personal growth is essential for overall job satisfaction. this dimension encompasses growth opportunities, professional development, and job rotation. growth opportunities allow employees to advance their careers by acquiring new skills and responsibilities, essential for continuous learning and adaptability (halim abd, 2020; naiemah et al., 2021). employees passionate about their growth within the company show increased job satisfaction, as ongoing learning enables them to apply their skills effectively, fostering teamwork and personal achievements (salleh et al., 2020). Professional development involves training programs like workshops, courses, or mentorship, enhancing employees’ skills and career fulfilment (Mustafa et al., 2021). Organizations investing in such development signal their commitment to employee growth, increasing loyalty and job satisfaction. this investment shows employees they are valued and supported, encouraging them to tackle more challenging roles confidently (elian et al., 2020). Job rotation offers employees varied work experiences, combating monotony and fostering a versatile skill set. this practice can lead to greater job satisfaction by introducing employees to different roles and responsibilities, thus keeping them engaged and motivated (iberahim etal., 2020; salleh etal., 2020). Job rotation not only prevents job boredom but also highlights a clear path for career advancement within the organization, contributing to a sense of security and personal growth. Despite its lower ranking, career growth and development significantly contribute to job satisfaction. salleh etal. (2020) found that professional development notably advances employees’ careers and increases their organizational value. Offering clear growth and development opportunities can thus ensure long-term employee happiness and job contentment, highlighting its importance even if it’s considered the least significant among the dimensions studied. Implications of the study the research emphasizes that compensation and benefits are paramount in determining job satisfaction, especially in the manufacturing sector where the nature of work and financial stability are crucial (ahamad et al., 2023; amin, 2022). Manufacturing jobs, often physically demanding and involving risks, necessitate adequate compensation to ensure safety and satisfaction. conversely, career growth and development are seen as less critical, possibly due to the specialized nature of manufacturing roles and limited vertical progression opportunities (hwa & hamid, 2022). in such settings, employees might prioritize job security, appropriate pay, or a supportive work culture over rapid career advancement (Mohanavel et al., 2021; tan & Omar, 2022). cOgent BUsiness & ManageMent 15 to boost job satisfaction in Malaysian manufacturing firms, recommendations include revising compensation strategies to meet employee expectations, offering competitive salaries, and implementing fair promotion policies. adjusting pay to match economic conditions or skill levels can help alleviate financial stress, enabling employees to concentrate on their work (sorn et al., 2023). enhancing employee well-being through wellness programs and addressing burnout by ensuring equitable workload distribution are also advised (ali & anwar, 2021; Ramli & Rasdi, 2021). Recognizing the importance of rewards and recognition as key to job satisfaction, establishing informal acknowledgment practices alongside formal recognition can significantly impact motivation and engagement (abdirahman et al., 2020). leadership’s investment in reducing repetitive tasks through technology, providing clear instructions, and fostering a culture of trust by allowing decision-making autonomy can greatly enhance job satisfaction (hasan etal., 2021; Vinberg & Danielsson, 2021). training opportunities for personal advancement, including leadership and managerial skills, can equip employees with valuable tools for their roles, encouraging specialization and application in preferred fields. this approach promotes a supportive environment for professional growth, deepening job satisfaction and long-term commitment (sija, 2021). implementing these strategies can improve the work environment in the manufacturing industry, demonstrating a commitment to employee appreciation and respect. such measures can lead to increased motivation, engagement, and overall satisfaction, benefiting both employees and the organization. Conclusion, limitations, and Future research in conclusion, the Delphi study offers valuable insights into the factors within the working environment that impact employee job satisfaction in the Malaysian manufacturing industry over two rounds of analysis. the factors were ranked from most to least influential by groups of experts as follows: compensation and benefits, work-life balance support, rewards and recognition, organizational support, and career growth and development opportunities. compensation and benefits emerged as the fundamental pillar in the workplace, ranking as the most influential factor in supporting employee job satisfaction. this dimension aligns with foundational theories, such as Maslow’s hierarchy of needs and herzberg’s hygiene factors, emphasizing the critical nature of meeting employees’ safety and job security needs through adequate base pay, fair treatment, and benefits. the manufacturing industry that recognizes and adopts these insights will be better positioned to improve employee well-being and overall job fulfilment by addressing financial difficulties, thereby lowering stress levels and motivating employees to perform their best. Despite the study’s insights, certain limitations were identified. the potential for limited sample size and representation due to the Delphi approach’s nature, expert bias, and the time-consuming process of multiple rounds of data collection and analysis are notable constraints. Future research could address these limitations by engaging a larger and more diverse sample of experts, adopting mixed-method approaches to supplement the Delphi method, and improving the Delphi process’s feedback and communication methods. Future studies may also benefit from exploring factors across different countries or regions, employing longitudinal research to examine long-term effects, and leveraging real-time interactions to minimize expert bias. By addressing these areas, future research can provide more comprehensive insights into the working environment’s impact on employee job satisfaction in the manufacturing sector. Author contribution statement conception and design: shu hwa loo & Walton Wider; analysis and interpretation of the data: shu hwa loo & Walton Wider; the drafting of the paper: surianti lajuma, leilei Jiang, Phatthararuethai Kenikasahmanworakhun, Jem cloyd M. tanucan, & Mohd Wafiy akmal ahmad Khadri; Revising it critically for intellectual content: shu hwa loo & Walton Wider; Final approval of the version to be published: shu hwa loo & Walton Wider; all authors agree to be accountable for all aspects of the work. Disclosure statement no potential conflict of interest was reported by the authors. 16 s. h. lOO etal. About the authors Shu Hwa Loo holds an MBa and excels as a purchasing professional with 6 years of experience in optimizing supply chain operations. her skills encompass strategic procurement, supplier management, cost optimization, cross-functional collaboration, and data analysis. Walton Wider is a Professor at the Faculty of Business and communications, inti international University. his research expertise spans various fields, including Psychology, education, and Management. his work has been pivotal in fostering interdisciplinary collaborations and partnerships, enriching academic and practical approaches across these fields. Surianti Lajuma is a senior lecturer at the school of education, Universiti Utara Malaysia, in the field of psychology with a focus on social psychology. With extensive experience in both teaching and research, surianti explores the dynamics of human behaviour and social interactions. Leilei Jiang is a PhD student in the Faculty of education and liberal arts at inti international University & colleges. his research primarily focuses on the application and design of educational technology and the study of metaverse applications. Phatthararuethai Kenikasahmanworakhun is a prominent academic affiliated with shinawatra University. her research spans various fields within business administration. Jem Cloyd M. Tanucan holds a PhD in education and a Doctor of education degree. as the focal person for sports, wellness, and cultural affairs, he specializes in research on education, health, leadership, and emerging adulthood. he develops and implements programs promoting physical activity, healthy lifestyles, and cultural enrichment, enhancing community well-being. Mohd Wafiy Akmal Ahmad Khadri is a psychology lecturer at inti international University. his research focuses on mental health issues, counseling efficacy, and organizational behavior, contributing significantly to psychological health interventions and their impact on individual and organizational well-being. Funding no funding was received. ORCID Walton Wider http://orcid.org/0000-0002-0369-4082 surianti lajuma http://orcid.org/0000-0002-2089-6452 leilei Jiang http://orcid.org/0009-0005-4074-2062 Jem cloyd M. tanucan http://orcid.org/0000-0002-9697-2618 Mohd Wafiy akmal ahmad Khadri http://orcid.org/0000-0002-8409-6411 Data availability statement the data that support the findings of this study are available from the corresponding author upon reasonable request. References abdirahman, h. i. h., najeemdeen, i. s., abidemi, B. t., & ahmad, R. (2020). the relationship between job satisfaction, work-life balance and organizational commitment on employee performance. Advances in Business Research International Journal, 4(1), 42–52. https://doi.org/10.24191/abrij.v4i1.10081 abilash, K. M., & siju, n. M. (2021). telecommuting: an empirical study on job performance, job satisfaction and employee’s commitment during pandemic circumstances. 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