The Effect of Job Satisfaction on Employees’ Commitment and Productivity
CHAPTER ONE
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To ascertain the relationship between job satisfaction and employees’ commitment before and after treatment
- To ascertain the relationship between the job satisfaction of experimental and control subjects
- To ascertain the relationship between job motivational strategies and level of productivity among experimental subjects
- To ascertain the relationship between the level of productivity among male and female subjects after treatment
CHAPTER TWO
REVIEW OF RELATED LITERATURE
INTRODUCTION
Higher job satisfaction leads to higher level of organizational commitment (Allen and Meyer, 1991). Job satisfaction and employee performance of Greek banking staff revealed the use of human resources was of particular importance since this factor was the most important asset of any bank and the successful implementation of any strategic objective depends on the inspiration and hard work of the staff. A well-managed organization usually sees an average worker as the root source of quality and productivity gains. The paper investigates the problem of job satisfaction based on the results of research conducted in the Greek banking sector. Multiple theoretical frameworks regarding job satisfaction were used as the theoretical guide. The study used a descriptive survey design. The purpose of descriptive surveys was to collect detailed and factual information that describes an existing phenomena. The target population of the study was bank personnel in Greece. The purpose of the descriptive survey was to collect detailed and factual information that describes an existing phenomena. This finding may be probably explained by the fact that the higher positions imply greater benefits, autonomy, more creative work etc. Finally, well-educated employees are characterized by the significantly lower satisfaction with their salary. Also as educational level increases the bank employees are willing to find work elsewhere (Spector, 1997). He explained the fact that the higher positions imply greater benefits, autonomy, more creative work etc. Harter, Schmidt and Hayes (2002) showed that a causal model should be developed exploring the generalized path of employee satisfaction–engagement to short-term outcomes. Khan, Jam, Akbar, Khan and Hijazi (2011) clearly indicated that those organizations that have job involvement culture, their employees are more committed with organization than those organizations who do not involve their employees. Sowmya and Panchanatham (2011) revealed that job satisfaction is dependent on supervisor behavior, coworker behavior, pay and promotion, job and working condition and organizational aspects. The employees have significant inclination towards optimistic supervisory behavior and pleasant organizational setup. Bhatti, Nawab and Akbar (2011) claim that investment in employee participation in an organization showed better results, high employees’ commitment and productivity, development of desired knowledge, skills, attitudes and other behaviors, which results in higher job satisfaction and organizational performance. Oluwakemi, Michael and Tunde (2011) demonstrated that training is a tool that can assist in building a more committed and productive workforce and can lead to greater commitment and less employee turnover.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought the effect of job satisfaction on employees’ commitment and productivity.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain the effect of job satisfaction on employees’ commitment and productivity. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of job satisfaction on employees’ commitment and productivity.
Summary
This study was on the effect of job satisfaction on employees’ commitment and productivity. Four objectives were raised which included: To ascertain the relationship between job satisfaction and employees’ commitment before and after treatment, to ascertain the relationship between the job satisfaction of experimental and control subjects, to ascertain the relationship between job motivational strategies and level of productivity among experimental subjects, to ascertain the relationship between the level of productivity among male and female subjects after treatment. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of selected banks is mailand, Lagos. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made front human resource managers, marketers, senior staff and junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
The empirical results indicate that there is a fairly high relationship between employee commitment and organizational performance in banks implying that employee commitment improves the company’s performance. It was therefore deduced that organizational performance can simply be improved through employee commitment. It was also found that there is a very high relationship between employee commitment and employees’ turnover meaning that employees’ turnover rate is highly determined by the level of employee commitment of the workers. Examinations of the relationship between employee commitment and performance have a long history in organizational studies, mostly at the individual level of analysis and mostly in cross-sectional studies, yet the debate concerning productive worker continues to this day. It is interesting to note that when we move from the individual to the organizational level of analysis, the same questions arise: Are companies with committed workers more productive? Researchers have predicted that the relationship between employee attitudes and organizational performance is complex, and it is too simplistic to assume that satisfaction attitudes lead to improved organizational performance-some do and some do not, and some employee attitudes apparently are the result of organizations’ culture.
Recommendation
Since it was found that there is a fairly high relationship between employee commitment and organizational performance, the management of companies is advised to hire employees who are likely to become linked to the organization. Before they hire workers, they will have to look for congruence between the individual’s values and goals and the organization’s values and goals. Values alignment and identification is central to every conceptualization of employee commitment. The organization must exhibit a high level of commitment to its employees. If employees are concerned about losing their jobs, there is very little likelihood of high level of employees’ commitment. If people are not given adequate resources, facilities and training they will not be likely to view the organization as being committed to them as well.
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