Research into job preference and job satisfaction addresses the agreement between individual and institutional values leading to job choice and job satisfaction. This research assessed ten job preference and ten job satisfaction factors at the University of Guam. Ninety-one faculty members and 32 administrators completed a two-page paired-comparison questionnaire. Demographic data were also collected. Factors' hierarchy and valence positions were reported and subjected to "PCSTATS" program to determine significance among pairs. Significant differences existed in three of the four hypotheses measuring the job preferential factors: advancement, benefits, company, co-workers, hours, pay, security, supervisor, type of work, and working conditions; and job satisfaction factors: good wages, job security, interesting work, tactful disciplining, in on things, working conditions, management loyalty, appreciation, promotion, and sympathetic understanding. Additional findings were made using post hoc analysis. Results indicated that administrators perceived others' preferences to be (a) pay, (b) advancement, and (c) type of work while faculty chose (a) type of work, (b) pay, and (c) advancement. In job satisfaction administrators selected (a) promotion, (b) good wages, and (c) job security, while the faculty chose (a) interesting work, (b) good wages, and (c) promotion. Self job preference factors chosen by males and females were (a) type of work and (b) pay with (c) advancement and (c) co-workers, respectively. The top three self job satisfaction factors chosen by males and females were (a) interesting work, (b) good wages, and (c) promotion. Disagreement is evident between groups. It is recommended that the findings be used in the selection and retention of faculty members at the University of Guam.

This study investigated the effects of job preference and job match on job performance among four 19-to 20-year-old young adults with developmental disabilities placed in community-based job conditions. Prior studies have examined the effects of job preference on community-based job performance without the job-matching component. The researcher identified high-preference, high-match and low-preference, low-match job conditions and tasks using a video web-based assessment program. Each participant was subsequently placed in a randomized sequence of 30-min sessions on one high-preference, high-match job condition performing a preferred task and one low-preference, low-match job performing a non preferred task. Job coaches instructed and prompted participants throughout the study, teaching job tasks based on criteria specified by the employer or industry standard. Data collectors recorded data on (a) on-task performance, (b) productivity, (c) quality and quantity of work, (d) job satisfaction as measured through participant judgment of preferred and well-matched jobs, and (e) an independent observer's judgment of well-matched jobs. The researcher found higher productivity, accuracy, and job satisfaction across all participants on the high-preference, high-match jobs as well as higher quantity of work completed for three of the four participants. On- task levels remained high in both job conditions for three of the four participants. Results are discussed in terms of variables in and limitations to this study as well as suggestions for future research.

Purpose: This study aims to explore the relationship between CSR initiatives and the job preferences of educated Gen Z members. This study also aims to provide insights into how organisations can attract and retain top Gen Z talent by implementing CSR initiatives and thus maintain their competitive advantage in the job market.  Method: To address the research question, this study uses a qualitative approach involving semi-structured interviews with Gen Z members and employers with expertise in recruitment and human resources (HR) positions. Additionally, the authors conducted an analysis of the collected data using a thematic approach. Conclusion: This study explores and expands the understanding of the preferences and priorities of Generation Z employees, emphasising the significance of factors beyond CSR initiatives. The authors conclude that while Gen Z is supportive of CSR initiatives, it is not the most significant factor in Gen Z's employer preferences. Gen Z employees consider salary, benefits, career advancement opportunities, and workplace flexibility as important factors when choosing an employer. Insights from this study can assist organisations and human resources professionals in cultivating positive relationships with Generation Z employees and make their organisation more attractive to these emerging talented candidates of employees.