Effect of Job Satisfaction on the Performance of Non Academic Staff in Michael Okpara University of Agriculture Umudike
CHAPTER ONE
Objectives Of The Study
The objectives of the study are;
- To identify the role of promotion on job performance among employees.
- To determine effect of salary on job performance among employees.
- To identify the important of conductive environment on job performance.
CHAPTER TWO
LITERATURE REVIEW
EMPLOYEE SATISFACTION
Employee satisfaction is the aim of most managers. The contention is that a satisfied employee has a better attitude to work than a dissatisfied employee. It was once believed that satisfaction would lead to higher productivity. Research findings point to the fact that satisfied employee is not necessarily productive. Thus there is no consistent correlation between productivity and job satisfaction. (Ivancevich, 1970, p.139-151). Studies show, however, that job satisfaction correlates negatively with increased absenteeism rate, labour turnover and poor morale.
Commenting on the lack of correlation between employee satisfaction and productivity, Kahn observed that no significant relationships were discovered between any of the indexes of satisfaction and the productivity of the work group. In other words, employees in highly productive work groups were no more likely than employees in low producing group to be satisfied with their job and the organization, or with their financial and status reward (Kahn 1960 p.277).
These studies consistently point out that a satisfied employee does not out produce an unsatisfied employee but they do not claim that satisfaction is the cause of low productivity or poor attitude to work. An employees who is satisfied and motivated is an ideal employee. What satisfies employees is many and varied. Factors such as gender, position, personal characteristics of the job holder level of education, income level, supervision, relationship with coworkers, size of the work group, job content, to mention but a few, are some of the major factors that influences employee job satisfaction.
Employee job satisfaction is influenced by the equitable distribution of organisational favours. Perceived inequity affects employee job satisfaction. The ability of an employee to perform his work up to expected standards influences job satisfaction.
An employee who is capable of performing an assigned task derives intrinsic reward from it, as he is capable of accomplishing something. He sees himself as having some control over his environment and may perceive himself as an achiever. This reward increases when the organization recognizes his contribution and gives him added incentive in the way of promotion or other privileges. If the employee believes that what he receives is equal to what other employees who have achieved level of productivity are entitled, he derives satisfaction. Extrinsic reward includes all forms of format recognition, promotion, advancement, pay, amenities, fringe benefits, and a pat on the back.
These originate from the organization.
Intrinsic reward is an inner feeling of satisfaction originating from work well done, achievement, personal growth, status or power possessed and informal recognition. This inner warmth a form of self gratification is very sustaining. Many employees will stay in the organization if they are denied extrinsic reward but possess intrinsic reward. Where the later is lacking, the employee is very likely to leave the organization, or become very tanty, play truancy and characteristically, show a very poor attitude to work. Satisfaction is very closely related to absenteeism and labour turnover (Nwachukwu op cit p.201). Nwachukwu posits that job satisfaction is important because it influences absenteeism and tardiness and to a less extent, turnover of labour but not performance. It costs a lot of money to recruit and train employees therefore no organization can survive continuous high turnover of employee or unexcused absenteeism. Job satisfaction affects employees turnover to an extent because turnover is also influenced by availability of alternative job opportunities. A dissatisfied employee does not resign his position unless another equally attractive position is available.
Job performance can lead to job satisfaction. Job performance on the other hand, is a factor of other variables such as technology ability supervision and motivation.
CHAPTER THREE
RESEARCH METHODOLOGY
RESEARCH DESIGN
Research is simply the blue print which the researcher intend to use carryout the research task and for the purpose of this study, the survey research method will be used so as to build the impact on job performance and employee performance.
CHAPTER FOUR
DATA ANALYSIS AND RESULT PRESENTATION
Gender, age and marital status
The study sought to establish the gender of the respondent and results given in table
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
SUMMARY OF FINDINGS
The issue of job satisfaction among non teaching staffs has presented great challenge to stakeholders in the education sector in Nigeria. This study focused on job satisfaction among non teaching staffs in Michael Okpara university, Umudike Town and came up with the following findings. It has come out clearly that student discipline plays an important role in determining whether teachers are satisfied or not. Majority of respondents indicated that they got inspired when their students did well in the examinations as it reflected on their capacity in terms of preparing students for exams. That the alternative source of happiness included good performance in sports as this had potential to sell the name of school and their status would rise. They also indicated that they are able to work well with students because they obey and adhere to the laid down regulations and rules in school. It made their work enjoyable. However majority of those who said that they would be happy when students did well in examination stressed that good performance in sports by the students was more pronounced as compared to academics. So they were still satisfied and enjoyed working.
With regard to work environment the study established that the majority of teachers enjoyed working with their colleagues as opposed to the administration and subordinate staff. They felt left out in decision making process even when they were the ones to implement. insufficient supply of teaching and learning aids made majority of respondents feel dissatisfied with the school. They indicated that in such situations they don’t perform to their full capacity opening a gap between them and students such estranged relationship make teaching a bad profession. Concerning school attendance, the findings agree with Orikodi (2007) that consistent absenteeism by students precipitated majorly by school fees defaulters almost on monthly basis serves to destabilize the teachers laid down programme hence making it impossible to complete syllabus only to eventually be blamed for poor performance thereby attaining the low grades. Majority of the respondents felt that absenteeism affected even the student participation in sports their alternative inspiration when examination fails them and this lowered their morale to teach whole heartedly. The students therefore do not do well in academics and limit active participation in sports.
CONCLUSION
This study has been an attempt to examine the impact of job satisfaction on organizational performance among the public sector. Having gone through the whole length of data analysis and summary, the following conclusions are hereby drawn most of the varied problem encountered, have been unvested since most of these problem is as result of poor management of the the public sector. It look into productivity will be increased.
RECOMMENDATION
If the benefits of job satisfaction are to be achieved and if it is to make its fullest impact in increasing productivity in the public sector like other firms that induce job satisfaction among their employees. It will be necessary to make the following recommendation:
- Government should use employee inputs as a criteria for promotion of workers, because most of these workers in government are idle.
- Government should make the working environment conducive, so that the workers, can see their working environment as their second home.
- The public sector should adopt management by objective in which employee should be part in decision making of the organization so that all hands will be on deck.
- The structure of the organization should be restructure so that there will be cordial relationship between the employees and employer.
- Working conditions should be improved and sustainable to enhance performance.
REFERENCES
- Abah, Norbert C. (1997) Personnel Administration, Michael Okpara university, Umudike Joen Publisher Carrol, Stephen J. and Henry Tosi (1973); Management By Objectives:
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- Drucker, Peter (1964); The Practice of Management New York: Parper and
- Row Publishers Ejiofor, Pita N.O. 91981); Management in Nigeria Theories and Issues Onitsha: Africana Feb Publishers Limited
- Faunce, W. 91968): Social Problems of an Industrial Organisation, New York: Macraw Hill Book Organization
- Litterer, J.A. (1973), The Analysis of Organisations 2nd Edition, New York, John Wiley and Sons Ltd.
- Maslow, Abraham (1970); Motivation and Personality 2nd WEdition, New York: Harper and Row Publishers
- Mc-Clelland, David C. (1961); The Achieving Society, New York: Douglas (1960), The Human Side of Enterprises New York: Mcgraw Hill Book Organization.
