Factors influencing job satisfaction among public-sector employees in the united arab emirates: a cross-sectional study

Abstract

Job satisfaction is a critical factor influencing service quality, organizational success and employee engagement and well-being. This study aims to assess job satisfaction levels, identify key influencing factors, and examine the relationship between burnout and job satisfaction among public sector employees in the Emirate of Sharjah, United Arab Emirates. A cross-sectional survey was conducted across 22 public sector entities in Sharjah from October to December 2023. Participants completed an anonymous self-administered electronic questionnaire involving sociodemographic and work-related characteristics, Minnesota Job Satisfaction Questionnaire (MSQ), and the Maslach Burnout Inventory (MBI). Descriptive statistics, univariate and multivariate logistic regression analyses were employed. A total of 818 full-time employees participated in the survey, with the majority being female (58.1%), UAE nationals (78.9%), married (69.3%), and aged between 31 and 40 years (43.9%). The overall job satisfaction score was 71.7 ± 16.98, reflecting relatively high satisfaction levels, particularly in relation to personal accomplishments, work environment, and compensation. However, aspects such as the perceived value of work, promotion opportunities, and autonomy showed potential for improvement. Sociodemographic factors, including lower income and having children under 12, were associated with reduced satisfaction, while non-UAE citizens reported higher satisfaction. Additionally, professional burnout, especially emotional exhaustion and depersonalization, were strongly correlated with lower job satisfaction. This study highlights the multifaceted factors influencing job satisfaction among public-sector employees in Sharjah. Findings emphasize the need for a collaborative, cross-organizational approach to improve job satisfaction and develop targeted interventions addressing professional burnout. Future research should adopt a longitudinal approach to explore the dynamics between burnout, job satisfaction, and personal factors.

Introduction

Job satisfaction is defined as a positive emotional state that emerges from evaluating one’s job experiences in alignment with personal values¹. This concept is widely recognized as multidimensional, incorporating various factors, including job type, compensation and benefits, organizational status, work-life balance, interpersonal relations, career advancement opportunities, and the exercise of employment rights^2–4.

Over recent decades, job satisfaction has become an increasingly prominent area of research due to its critical implications for both employee well-being and organizational success. Studies demonstrate that job satisfaction mediates the relationship between employee performance, and organizational productivity⁵, with higher satisfaction levels leading to enhanced performance, creativity, motivation, and reduced turnover^6,7. Furthermore, job satisfaction has been shown to contribute to broader societal goals, notably Sustainable Development Goals (SDGs), including decent work and economic growth (SDG 8)⁸, good health and well-being (SDG 3), and quality education (SDG 4)⁹. This underscores the broader impact of job satisfaction beyond individual organizations. Increasing job satisfaction is particularly important in the public sector, where it influences employee attitudes and service quality^2,3. Public Service Motivation (PSM) is positively correlated with job satisfaction, as employees with high PSM report stronger person-organization fit and higher commitment to public service¹⁰. Additionally, perceived job security, competitive wages, and manageable working hours contribute to higher satisfaction among public sector employees¹¹. Despite these positives, public employees face unique challenges, such as limited job demands and resources, leading to high burnout and low engagement¹². Burnout, classified by the International Classification of Diseases (ICD-11) classifies as an occupational phenomenon, encompasses exhaustion, detachment, and diminished professional efficacy, all inversely related to job satisfaction^13,14. A recent meta-analysis of 56 studies identified factors like role ambiguity, excessive exhaustion, and low commitment as predictors of turnover in the public sector¹⁵. Therefore, addressing the root causes of burnout is essential for improving job satisfaction and well-being among public employees. In the United Arab Emirates (UAE), public sector employees generally report higher job satisfaction and lower turnover intentions than private sector employees, attributed to strong workplace relationships and trust¹⁶. However, job satisfaction varies significantly across roles and is influenced by demographic and environmental factors¹⁷, as shown in a study of Ras Al Khaimah’s public healthcare nurses, where job satisfaction was shaped by intrinsic factors like professional autonomy and extrinsic factors such as workload and fair pay¹⁸. Additionally, Abu Dhabi teachers reported lower satisfaction linked to job insecurity, stagnant salaries, and heavy teaching loads¹⁹. These findings highlight the need for a nuanced understanding of job satisfaction across different UAE public sector entities.

Despite extensive research in the UAE, job satisfaction and burnout remain underexplored in Sharjah’s public sector. Most studies have focused on specific occupations or used limited sample sizes, reducing the generalizability of findings. Furthermore, previous research has not adequately examined the interplay between job satisfaction and burnout within Sharjah’s unique public sector context. Therefore, this study aims to fill the existing gap by exploring the factors influencing job satisfaction and burnout under the WAZEN program—an initiative by the Health Promotion Department at the Supreme Council for Family Affairs (SCFA) to foster a healthy and functional working environment in Sharjah’s public sector. This is the largest study of its kind in the UAE, expected to provide valuable insights for policy development and human resource practices aimed at enhancing job satisfaction, reducing burnout, and improving public sector efficiency.

Ultimately, the study objectives are: (1) To assess the current levels of job satisfaction among employees in Sharjah’s public sector entities; (2) To identify the factors contributing to the potential variation in job satisfaction level; (3) To investigate the association between overall burnout, its subscales, and job satisfaction levels.

Methodology

Study design and setting

This cross-sectional study was conducted from October to December 2023, using an anonymous, self-administered electronic questionnaire to examine factors influencing job satisfaction among public sector employees in Sharjah, UAE. The study followed the STROBE (Strengthening the Reporting of Observational Studies in Epidemiology) guidelines for reporting cross-sectional studies²⁰. The study followed the Helsinki Declaration of Ethical Principles for Medical Research Involving Human Subjects. The study protocol was approved by the Institutional Review Board of the University of Sharjah (REC-23-10-26-02). Participation was voluntary, with all participants informed about the study’s purpose and assured of data confidentiality. Access to the questionnaire required electronically signed informed consent.

Study participants

The study targeted employees working full-time in Sharjah’s public sector under the governance of the Sharjah Executive Council. The target institutions in this study included the largest 22 public sector institutions in Sharjah employing more than 26,000 employees. Eligibility criteria required participants to be employed full-time within the governmental entity for at least one year, be 18 years of age or older, and possess a workplace email address. Excluded from the study were part-time employees, volunteers, and interns.

Sample size and sampling method

The 22 largest public entities, employing 80% of Sharjah Government employees (n = 26,221), were selected for their significant representation of the public sector and organizational diversity. A power analysis determined that a minimum of 385 respondents was required for a 95% confidence level and a 5% margin of error. To enhance the robustness of the analysis and account for non-responses, the final target sample size was increased to 818 respondents. Stratified random sampling was used to ensure proportional representation across entities, with strata defined by key organizational factors such as size and department.

Study tools

The self-administered questionnaire comprised closed-ended questions, which were adapted from the available literature on job satisfaction. The questionnaire involved questions that address the employees’ sociodemographic and professional background, as well as two validated tools, the Minnesota Job Satisfaction Questionnaire (MSQ)²¹ and the Maslach Burnout Inventory (MBI) Human Services Survey²² with acquired license #71,369. MSQ is a 20-item instrument assessing job satisfaction across intrinsic (nature of the job) and extrinsic (work environment and rewards) factors. MBI measures burnout in three dimensions: Emotional Exhaustion (9 items) measures the extent to which an employee is exhausted by his/her work; Depersonalization (5 items) measures the extent to which an employee feels impersonal towards those receiving his/ her care; and Personal Accomplishment (8 items) measures the extent to which an employee feels successful and professionally capable in his/her work. MBI uses a 7-point Likert scale to assess burnout, with responses ranging typically from 0 (never) to 6 (every day). The selection of these tools was guided by their strong psychometric properties, including high reliability and validity across various occupational settings. The Cronbach’s Alpha was 0.940 and 0.732 for MSQ and MBI, respectively. Both instruments were administered in Arabic and English. Functional and conceptual equivalence between both versions was verified through the process of back-translation. Before the full implementation of the survey, a pilot test involving 10 individuals was conducted to assess the clarity and cultural appropriateness of the questions. The questionnaire was distributed electronically using an online platform managed by the Sharjah Department of Statistics and Community Development.

Data collection

Data collection was carried out in two phases. In the first phase (October–November 2023), the Sharjah Department of Human Resources sent an email containing a questionnaire link to employees’ registered email addresses. Weekly reminder emails were issued, and project coordinators within each entity encouraged participation to boost response rates. In the second phase (November–December 2023), the Sharjah Contact Center, in collaboration with the Department of Statistics and Community Development, followed up with eligible participants t phone calls to further increase responses and ensure equal participation opportunities. Ultimately, a total of 818 participants completed the surveys, exceeding the required sample size.

Statistical analysis

Data were analyzed using STATA version 15. Categorical variables were described using frequency and percentage, while continuous variables were summarized with mean and standard deviation (SD). Both simple and multiple linear regression analyses were conducted to examine factors affecting participants’ satisfaction as measured by MSQ scores. The adjusted model accounted for age and gender, as well as variables with a p-value < 0.2 in the simple regression model.

Results

Respondents’ characteristics are illustrated in Table 1. A total of 818 individuals completed the online survey. The majority of the respondents were females (n = 475, 58.1%), Emirati (n = 645, 78.9%), married (n = 567, 69.3%), and worked in Sharjah city (n = 624, 76.3%). Most of the respondents were aged between 31 and 40 years (n = 359, 43.9%) followed by those aged 41–50 years (n = 236, 28.9%). The number of years of professional experience varied among respondents, with the largest proportion having between 16 and 20 years of experience (n = 194, 23.7%), followed by 11 to 15 (n = 182, 22.2%) and 6 to10 years of experience (n = 168, 20.5%). With respect to the monthly income, 28.6% (n = 231) of the respondents earned between AED 21,000 and 25,999, followed by 25.8% (n = 209) and 17.4% (n = 141) earning AED 26,000–30,999 and AED 16,000–20,999, respectively. Lastly, most of the respondents had children under 12 years old (n = 466, 57%) and only a small percentage reported having a child with disability (n = 37, 6.1%).

Table 1.

Sociodemographic characteristics of the study population (N = 818).

		n	%
Age in years	< 30	158	19.3
	31–40	359	43.9
	41–50	236	28.9
	51+	65	7.9
Professional experience in years	1–5	154	18.8
	6–10	168	20.5
	11–15	182	22.2
	16–20	194	23.7
	21+	120	14.7
Gender	Male	343	41.9
	Female	475	58.1
Nationality	Emirati	645	78.9
	Non-Emirati	173	21.1
Qualification	High school or less	159	19.4
	Diploma	136	16.6
	Bachelor	400	48.9
	Master’s / PhD	123	15
Work city	Sharjah City	624	76.3
	Other	194	23.7
Marital status	Single	251	30.7
	Married	567	69.3
Monthly Income in AED*	> 31,000	95	11.7
	26,000–30,999	209	25.8
	21,000–25,999	231	28.6
	16,000–20,999	141	17.4
	< 16,000	133	16.4
Children under 12 years	Yes	466	57
	No	352	43
Any children have any kind of disability	Yes	37	6.1
	No	568	93.9

*1 USD = 3.65 AED

The overall mean score for job satisfaction among Sharjah public sector employees was 71.70 ± 16.98, reflecting a relatively high level of satisfaction (Fig. 1). Table 2 illustrates the indicators of job satisfaction. While employees expressed satisfaction with most intrinsic factors, only 50.8% (n = 416) were satisfied with the moral values associated with their work, and 48.5% (n = 397) were satisfied with their freedom to make independent decisions. Additionally, only 38.3% of employees (n = 313) were satisfied with promotion opportunities, which was notably lower than the other extrinsic indicators. Generally, employees were highly satisfied with their work environment and conditions (n = 505, 61.7%) and relationships with colleagues (n = 545, 66.6%).

Fig. 1.

Distribution of Minnesota Satisfaction Questionnaire (MSQ) Scores among study participants (N = 818). MSQ total score ± SD: 71.70 ± 16.98.

Table 2.

Descriptive analysis of the Minnesota satisfaction questionnaire (MSQ) (N = 818).

	Dissatisfied / Very Dissatisfied		Neutral		Satisfied / Very Satisfied
	n	%	n	%	n	%
On my present job, this is how I feel about…
1- Being able to keep busy all the time (work intensity)	140	17.2%	111	13.6%	567	69.3%
2- The chance to work alone on the job (work independence)	116	14.2%	92	11.2%	610	74.6%
3- The chance to do different things from time to time (diversity of work content)	153	18.7%	99	12.1%	566	69.1%
4- The chance to be somebody in the community (social status of work role)	130	15.9%	78	9.5%	610	74.6%
5- The way my boss handles his/her workers (subordinate relationship)	186	22.7%	90	11.0%	542	66.2%
6- The competence of my supervisor in making decisions (leadership management skills)	172	21.0%	105	12.8%	541	66.2%
7- Being able to do things that don’t go against my conscience (Moral value)	246	30.1%	156	19.1%	416	50.8%
8- My job provides me with the opportunity to utilize my abilities (Utilization of abilities)	206	25.2%	103	12.6%	509	62.2%
9- The chance to do things for other people (contributions to others)	152	18.6%	177	21.6%	489	59.7%
10- The chance to tell people what to do (Authority to instructing others)	118	14.4%	147	18.0%	553	67.6%
11- The chance to do something that makes use of my abilities (demonstration of individual abilities)	141	17.2%	76	9.3%	601	73.5%
12- The way company policies are put into practice (workplace policies and system)	195	23.9%	138	16.9%	485	59.3%
13- My pay and the amount of work I do (salaries and allowances)	159	19.4%	85	10.4%	574	70.2%
14- The chances for advancement on this job (promotion opportunities)	333	40.7%	172	21.0%	313	38.3%
15- The freedom to use my own judgment (freedom to make independent decisions)	192	23.4%	229	28.0%	397	48.5%
16- The chance to try my own methods of doing the job (work creativity)	142	17.4%	142	17.4%	534	65.2%
17- The working conditions (working environment and conditions)	233	28.5%	80	9.8%	505	61.7%
18- The way my coworkers get along with each other (relationships with colleagues)	142	17.3%	131	16.0%	545	66.6%
19- The praise I get for doing a good job (work recognition)	228	27.9%	106	13.0%	484	59.2%
20- The feeling of accomplishment I get from the job (Work fulfillment)	127	15.5%	89	10.9%	602	73.6%

Predictors of job satisfaction

Regression analyses (Table 3) were conducted to evaluate the impact of various factors on overall job satisfaction among public sector employees in Sharjah. The results of the simple regression model indicated that several sociodemographic factors exerted a significant influence on the MSQ scores. Particularly, respondents aged 51 years or older had higher levels of satisfaction compared to those under 30 years old (13.53, 95% CI: 8.71, 18.34; P < 0.001). Additionally, females were significantly less satisfied compared to males (-7.9, 95% CI: -10.2, -5.6; P < 0.001), while non-Emirati employees exhibited greater satisfaction levels when compared with their Emirati counterparts (9.49, 95% CI: 6.71, 12.27; P < 0.001). Furthermore, higher satisfaction levels were observed among married respondents (3.4, 95% CI: 0.90, 5.92; P = 0.008). Conversely, those earning AED 16,000–20,999 (-7.4, 95% CI: -11.75, -3.04; P = 0.001) and AED 21,000–25,999 (-4.82, 95% CI: -8.82, -0.82; P = 0.018) had significantly lower satisfaction levels compared to those with a monthly income exceeding AED 31,000. Moreover, respondents with children under 12 years of age reported significantly lower satisfaction levels when compared with those without (-3.34, 95% CI: -6.53, -0.15; P = 0.04).

Table 3.

Simple and multiple regression analysis of factors affecting participants’ satisfaction measured by Minnesota satisfaction questionnaire (MSQ) scores (N = 818).

		Simple Regression Model				Adjusted Regression Model
		β	p-value	95% CI		β	p-value	95% CI
Sociodemographic
Age in years	< 30
	31–40	0.37	0.816	-2.75	3.49	-1.61	0.187	-3.99	0.78
	41–50	2.31	0.177	-1.04	5.67	-1.86	0.177	-4.57	0.84
	51+	13.53	< 0.001	8.71	18.34	-0.75	0.718	-4.84	3.34
Gender	Male
	Female	-7.9	< 0.001	-10.20	-5.60	-0.84	0.385	-2.73	1.06
Nationality	Emirati
	Non-Emirati	9.49	< 0.001	6.71	12.27	4.81	0.010	1.14	8.48
Qualification	High school or less
	Diploma	-3.49	0.079	-7.38	0.41	-2.45	0.100	-5.38	0.47
	Bachelor	-0.89	0.577	-4.01	2.24	-3.08	0.024	-5.77	-0.40
	Master’s / PHD	-0.68	0.739	-4.68	3.32	-2.47	0.144	-5.79	0.85
Work city	Sharjah City
	Other	0.88	0.530	-1.86	3.62	-	-	-	-
Marital status	Single
	Married	3.4	0.008	0.89	5.92	1.92	0.146	-0.67	4.50
Monthly Income in AED	> 31,000
	26,000–30,999	-2.6	0.209	-6.66	1.46	-0.82	0.583	-3.75	2.11
	21,000–25,999	-4.82	0.018	-8.82	-0.82	-2.94	0.059	-6.00	0.11
	16,000–20,999	-7.4	0.001	-11.75	-3.04	-4.94	0.009	-8.66	-1.22
	< 16,000	3.24	0.150	-1.17	7.64	-7.03	0.003	-11.62	-2.43
Children under 12 years	No
	Yes	-3.34	0.040	-6.53	-0.15	-2.38	0.051	-4.77	0.01
MBI
Emotional Exhaustion	Low Emotional Exhaustion
	Moderate Emotional Exhaustion	-15.09	< 0.001	-17.23	-12.94	-9.08	< 0.001	-11.22	-6.94
	High Emotional Exhaustion	-30.91	< 0.001	-33.88	-27.94	-21.04	< 0.001	-24.09	-17.98
Depersonalization	Low Depersonalization
	Moderate Depersonalization	-5.92	< 0.001	-8.35	-3.50	-2.91	0.007	-5.03	-0.80
	High Depersonalization	-21.99	< 0.001	-24.24	-19.75	-10.06	< 0.001	-12.42	-7.71
Personal Accomplishment	Low Personal Accomplishment
	Moderate Personal Accomplishment	6.06	< 0.001	2.89	9.23	4.13	0.001	1.68	6.58
	High Personal Accomplishment	16.48	< 0.001	14.18	18.78	8.98	< 0.001	7.02	10.94

After adjusting for other variables in the multiple regression model, non-Emirati nationality continued to be significantly associated with higher levels of satisfaction (4.81, 95% CI: 1.14, 8.48 P = 0.01). In terms of monthly income, lower satisfaction levels remained among participants earning between AED 16,000 and 20,999 (-4.94, 95% CI: -8.66, -1.22; P = 0.009) and those earning less than AED 16,000 (-7.03, 95% CI: -11.62, -2.43; P = 0.003) compared to those earning more than AED 31,000. Having children under 12 years became marginally significant (-2.38, 95% CI: -4.77, 0.01; P = 0.051).

Maslach burnout inventory (MBI) and job satisfaction

Figure 2 shows the burnout levels among public sector employees in Sharjah based on the Maslach Burnout Inventory (MBI). Results showed that most employees reported low emotional exhaustion (63.4%). However, nearly half of the employees reported moderate to high levels of depersonalization and low to moderate levels personal accomplishment. These findings were further demonstrated by the multiple regression analysis (Table 2). Respondents who experienced high levels of emotional exhaustion and depersonalization were significantly more likely to be dissatisfied with their jobs (-21.04, 95% CI: -24.09, -17.98; P < 0.001 and − 10.06, 95% CI: -12.42, -7.71; P < 0.001, respectively). Conversely, respondents reporting high levels of personal accomplishment were significantly more likely to express satisfaction with their job (8.98, 95% CI: 7.02, 10.94; P < 0.001).

Fig. 2.

Scoring Results of the Burnout Self-Test (Maslach Burnout Inventory - MBI) (N = 8.

Discussion

This study investigated job satisfaction levels and the associated factors across 22 governmental entities in Sharjah, United Arab Emirates. The findings revealed a relatively high level of job satisfaction, with positive attitudes spanning personal accomplishments, work environments, and compensation-related aspects. However, satisfaction levels a margin for improvement related to the value of work, opportunities for promotion and the enjoying a higher level of autonomy at work. Regarding the associated factors, having a lower income and children under 12 years of age predicted lower job satisfaction, whereas being a non-Emirati citizen predicted higher levels of job satisfaction. Professional burnout was significantly associated with overall job satisfaction.

The elevated job satisfaction in the present study conforms with the notion that public sector employees tend to exhibit high job satisfaction level and low turnover intention, particularly in comparison to their private sector counterparts²³. The latter could be attributed to the Sharjah government’s evident efforts to enhance employee productivity and cultivate an exemplary workplace environment over the past decade²⁴. Despite this, substantial research has demonstrated that job satisfaction in the public sector is influenced by a complex interplay of factors, with age being one of the most extensively suggested determinants. Previous studies have shown that older employees in the public sector, particularly those aged above 45, are more likely to report high levels of job satisfaction and work engagement^25,26. A plausible explanation is the accumulation of compensation and higher average wages of older employees, as well as long-established employment relationships, and a greater sense of job security often perceived in the public sector²⁷. Nevertheless, the adjusted model in this study revealed conflicting findings, indicating no statistically significant association between age and job satisfaction among public sector employees in Sharjah. Anser et al. (2020) argued that although the link between chronological age and job satisfaction is important, it offers restricted perspectives. Individuals of the same chronological age can have differing subjective ages – personal perceptions of their age, which can lead to variations in job attitudes. This in turn may provide insights into our results. The authors further demonstrated that chronological age moderates the negative relationship between subjective age and job satisfaction, bringing to fore the complex nature of the association between age and job satisfaction²⁸. Therefore, policymakers are encouraged to shift their perspective toward developing strategies that address the factors contributing reduced job satisfaction while supporting employees across different age groups. A recommendation for future research includes an inquiry into the determinants of job satisfaction by age group to better enable the design of an evidence based incentive and motivation scheme that would keep employees engaged and satisfied at varying levels of their professional career.

Job autonomy, a fundamental component of the core job characteristics model²⁹, encompasses both decision making and work method autonomy. It refers to employees’ control over their work methods, arrangements, and standards, reflecting their judgment and preferences³⁰. In this study, the descriptive evaluation of job satisfaction identified decision-making independence as a crucial area for improvement despite employees expressing satisfaction with the overall work environment. This suggests that, while the work environment may be conducive, employees encounter challenges in exercising autonomy in their roles. Furthermore, employees with a high degree of job autonomy experience greater job satisfaction³¹. Therefore, organizations must contemplate job autonomy to increase job satisfaction by facilitating employee engagement in decision-making processes and empowering accountability within their work. Establishing a framework for empowerment and delegation has the dual benefit of potentially improving employee satisfaction and decreasing the workload on their managers. This can further translate into improved employee performance, motivation, and overall well-being³². On a related note, scope of decision making, autonomy and empowerment, grows with employees’ access to a career ladder and opportunities for promotion. This was confirmed in this study by employees reporting low satisfaction with promotion opportunities. More recently, Engidaw (2021)³³ suggested that extrinsic motivational factors, including promotional and growth opportunities, have a significantly positive influence on employees in the public sector. The latter implies that, while intrinsic factors are important, extrinsic factors should not be overlooked.

Respondents with lower monthly incomes were found to exhibit decreased job satisfaction. This is not surprising, as consistent research has established a positive correlation between pay levels and overall job satisfaction, even within the public sector^3,34. However, this is contradictory to previous studies stating that job satisfaction among public sector employees is driven more by intrinsic factors related to self-development and job content than by monetary rewards³⁵.

Gender disparities in job satisfaction have been extensively documented in literature. The lower job satisfaction observed among females in this study could be attributed to multiple factors, including workplace expectations, limited career advancement opportunities, and greater work-life conflict compared to males^36,37. Additionally, the higher satisfaction levels observed among married respondents may stem from increased financial stability and perceived job security, social support, and marital satisfaction, which can buffer work-related stressors^38,39.

Although most public-sector employees in Sharjah exhibited low emotional exhaustion, nearly half reported moderate to high levels of depersonalization and low to moderate feelings of personal accomplishment. Additionally, the analysis revealed a significant link between the burnout subscales and job satisfaction. These findings align with previous research, which shows a negative relationship between emotional exhaustion and job satisfaction, where increased exhaustion leads to greater job dissatisfaction among public-sector employees. Job demands and involvement have consistently been hypothesized as potential mediators in this context⁴⁰. However, it is important to note that the relationship between emotional exhaustion and job satisfaction is bidirectional. Scanlan and Still (2013)⁴¹ found that individuals with high job satisfaction and a positive affective orientation towards their organization are less likely to experience emotional exhaustion. This positive prospect can help mitigate burnout and reduce turnover intention. Depersonalization, another strong indicator of burnout syndrome, reflects a high degree of detachment in the work environment, and is often related to psychological tension and the desire to escape from job demands⁴². This is particularly problematic in local authorities, where it can manifest as insensitive attitudes, reducing work performance, and customer service quality⁴³. Prolonged depersonalization can hinder the achievement of work goals, leading to feelings of inadequacy and failure^44,45. This could explain the congruence between depersonalization and personal achievement observed in our study. Additionally, an inverse correlation between reduced personal accomplishment and job satisfaction has been well documented in the literature⁴⁶, which is in line with our results.

Practical implications

The findings of this study offer several actionable insights that can guide policy and organizational interventions aimed at enhancing job satisfaction among public sector employees in Sharjah:

Income-based satisfaction enhancement

Lower-income employees demonstrated significantly reduced satisfaction levels, highlighting the importance of fair compensation. Although public sector roles are often considered stable, these findings suggest that policymakers should consider reviewing salary structures may need to be revisited to better align with living costs and employee expectations⁴⁷.

Enhancing job autonomy and empowerment

While employees expressed satisfaction with the work environment, they identified decision-making autonomy as an area for improvement. Public sector entities should establish frameworks that increase employees’ autonomy, allowing them greater control over their tasks and responsibilities. Empowering employees in this way fosters a culture of accountability and trust, which can also alleviate managers’ workloads, ultimately enhancing overall job satisfaction and motivation⁴⁸.

Providing opportunities for growth and promotion

Low satisfaction with promotion opportunities signals a need for structured career development pathways within public sector roles. Organizations should prioritize creating clear career ladders and promotional opportunities. Beyond intrinsic motivation, these extrinsic factors have been shown to significantly impact employee engagement and retention, reinforcing that employees value the ability to grow and advance in their careers.

Mitigating burnout through holistic support

The strong association between burnout subscales—especially emotional exhaustion, depersonalization, and low personal accomplishment—and job satisfaction suggests that burnout mitigation must be a priority. Organizations could benefit from implementing targeted interventions, including mental health support, communication skills training, constructive feedback, and recognition, as well as personal and professional development programs⁴³.

Promoting work-life balance

Lower satisfaction levels were noted among employees with young children, highlighting the importance of work-life balance. To support employees juggling family responsibilities, organizations could consider implementing flexible work policies or providing additional family-related benefits. These adjustments can help employees manage their work and family commitments more effectively, fostering a supportive and accommodating workplace culture.

Targeted strategies for diverse employee demographics

The finding that non-Emirati employees report higher satisfaction than Emiratis underscores the need for strategies tailored to each group’s unique needs. Culturally responsive human resources policies, fostering open communication, and regular feedback can help ensure all employees feel valued. Additionally, flexible work arrangements and enhanced family support programs may improve satisfaction, especially for female employees, by addressing unique challenges such as caregiving responsibilities and work-life balance.

Limitations and strengths

This study is the first and largest investigation in the UAE to provide comprehensive insights into job satisfaction and burnout among public sector employees in Sharjah. A notable strength lies in the large sample size, which includes diverse representation from 22 major public entities, accounting for a substantial portion of Sharjah’s public workforce. The use of validated tools – the MBI and MSQ– adds rigor to the study, ensuring reliable and standardized measures of job satisfaction and burnout across intrinsic and extrinsic factors. Further, the bilingual design (Arabic and English) and back-translation of the questionnaire ensured cultural and conceptual equivalence, enhancing the accessibility and validity of the survey. However, several limitations must be considered. First, the cross-sectional study design restricts the ability to infer causality among the examined factors. While associations between variables can be identified, longitudinal studies would be required to confirm causal relationships. Second, despite efforts to enhance participation, including weekly reminders and follow-up calls, there remains a potential for non-response bias. Employees who did not respond to the survey may differ from those who participated, possibly affecting the generalizability of the findings. Third, as a self-administered survey, the study may be subject to social desirability bias, where respondents might provide more favorable responses regarding job satisfaction and burnout. While the use of non-directive, validated measures helps to mitigate this, some bias may still be present.

Conclusion

This study sheds light on the complex factors–personal, professional, and contextual–that shape overall job satisfaction among public-sector employees in Sharjah. It calls for a collaborative, cross-organizational approach, bringing together stakeholders from various governmental entities to tackle these challenges and enhance employee job satisfaction. Additionally, given the strong link between burnout and job satisfaction, it is essential to implement targeted interventions, including improved career development opportunities and mental health support, to foster employee well-being. Future research should take a longitudinal perspective to further explore the relationships between burnout, job satisfaction, and personal factors, such as specific occupation, income, and family responsibilities.

Author contributions

AMA - MA: Conceptualized the study, supervised data collection and analysis, led the write up of the manuscript and approved the final version. NH: Supported data analysis and contributed to the write up and reviews of the manuscript and approved the final version. HH: Supported data analysis and contributed to the write up and reviews of the manuscript and approved the final version. ER - MA: Conceptualized the study, contributed to data collection, contributed to write up and approved the final version. AA: Supported the write up and reviews of the study and approved the final version.

Funding

The study received partial funding from the Sharjah Department of Statistics and Community Development.

Data availability

The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request.

Declarations

This manuscript is not under consideration elsewhere and has not already been published. It will not be submitted for publication elsewhere without the agreement of the Managing Editor.

Competing interests

The authors declare no competing interests.

Conflict of interest

The authors declare that they have no conflicts of interests.

Ethical considerations

Ethical approval was obtained from Research Ethics Committee of the University of Sharjah (REC-23-10-26-02).