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benefits or rewards like pay, job security and recourse adequacy”. Additionally, extrinsic rewards related
to social and organizational rewards. Social rewards refer those that can be derived from interaction with
others on the job. Luddy (2005) cited said friendly relationship at workplace will increase satisfaction of
employees and intention to leave organization will reduce through job involvement and organizational
commitment. According to Pearson (1991) salary is vital feedback for employees to perform their job
satisfaction. The more promotion opportunities offered by top management in an organization, the
higher job satisfaction at workplace satisfied by employees (Alpander, 1990; Cranny, Smith and Stone,
1992; McCampbell, 1996; Arnolds and Boshoff, 2011). From different views of researcher’s shows that
job satisfaction is highly related to intrinsic and extrinsic rewards. All the findings discuss above are
evident that rewards are strongly correlates with the job satisfaction. On the basis of argument,
researchers has been approved that relationship between job satisfaction and rewards are being tested in
an organization for various level of employees.

Administrative Staff
According to Universiti Tenaga Nasional (UNITEN) terms and definition, administrative staff is a
support staff that represents as part of vital university assets to provide administrative and clerical support
to a specific department or colleges. In UNITEN, the administrative staff is divided into three groups
which is consists of executive, technical and secretary group. For the executive group it has three types
of hierarchical level, such as Officer, Executive and Non-executive staff, whereas technical group has
three type levels also like Engineer, Technical executive and non-technical staff. Normally
administrative staff works in most employment industries and the specific duties can vary based on the
industry where the positions are held.

Correlates of job satisfaction
Job satisfaction according to Davis and Newstrom (1999, as cited in Hunjra, 2010) is an experience
which has various aspects. The most significant aspects are those which are relevant to the working
conditions and the nature of the work. Low job autonomy, security, wages and lack of expectation for
promotion, negatively affect job satisfaction of employees (Guest, 2004; Silla, 2005). Previous researches
have revealed that there are different correlates of job satisfaction. For example, job content, conditions
of service and working environment, have been identified as key factors that could enhance job
satisfaction (Onu, 2005). Chimanikire (2007) identified high volume of work, poor academic salaries,
lack of loans to facilitate the purchase of houses and cars as factors responsible for job dissatisfaction
among academic staff. Hunjra et al. (2010) found that there is a positive and significant link between job
satisfaction and staff practices like team work environment, job autonomy and behaviour of the
leadership.

Research model and hypotheses
Conceptual framework suggests that independent variable is rewards which are divided by two types of
components intrinsic and extrinsic rewards. For dependent variables is consists of job satisfaction.
Therefore, job satisfaction is affected by intrinsic and extrinsic rewards. The relations of these variables
are supported on the basis of literature review. The framework is illustrated in Figure 1.