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(β=0.82, p<0.05) was found to be strongest predictor of employee’s job satisfaction. The finding implied
that UNITEN’s administrative staffs that are received extrinsic rewards will become more satisfied in
their job duties. Similarly, administrative staffs who (1) felt that the promotional within organizations
one of the opportunities for their development career path and (2) believed that the salary system have
been conducted fairly and objectively, would feel that the organization give high satisfaction to them this
finding consistent with the Alpander (1990); Cranny, Smith and Stone (1992); McCampbell (1996);
Arnolds and Boshoff (2011). This finding also congruence with Kalleberg (1997) study that employees
satisfaction will increase if the furnish with extrinsic rewards practices also.
This study found that job satisfaction is positively and significantly related to reward practices.
However, job satisfaction was found to have more significant impact on intrinsic reward practices. This
study in line with the finding of Janet (1987) and Douglas (1991) which showed that employees more
satisfied with intrinsic reward than extrinsic rewards. Besides that, Clifford (1985) showed that
employee more satisfied with intrinsic rewards compared to extrinsic rewards. In fact, administrative
staffs in UNITEN also perceived intrinsic rewards one of their job satisfactions. Even there are attractive
fringe, benefits, pension plan and others; they still need recognition and appreciation from organization
as level of job satisfaction. So they show more instrumental behavior towards theirs job satisfaction as
their extrinsic rewards increases.

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