Gender Differences and Its Impact on Employee Job Satisfaction: A Case Study of Fidelity Bank Plc, Nigeria
Chapter One
Research Objectives
In order to find out the level of impact of selected five parameters on the job satisfaction among male and female Bank staffs of Nigeria and the differences and similarities on the job satisfaction among male and female Bank staffs of Nigeria, the study aimed to:
- Identify the level of job satisfaction between male and female Bank staffs in Nigeria
- Evaluate the effect of gender differences on the level of job satisfaction among the professional staff of the Fidelity Bank in Nigeria with five parameters namely: work; coworkers; compensation; promotion and supervision
- Examine the impact of the gender differences on the overall job satisfaction among the professional staff of the Fidelity Bank in Nigeria
CHAPTER TWO
LITERATURE REVIEW
The Nature of Gender at the Workplace
Men and women differ in a number of ways including their abilities, interests, tastes and talents which results in them choosing different occupations and demonstrating working behaviours that are different. For the most part, men and women differ on various physical and psychological aspects.
Benenson (2002) suggest that on a number of indicators of direct competitiveness men rate higher than women. What this means is that for men, competition is seen as more of a positive experience than it is for women. Vugt (2007) argued that, men improve their performance and are actually more motivated if a competitive component is added to a task which does not happen for women. MacCoby (1998) posits that these disparities between males and females when it comes to competition appear in early childhood. He observes that boys will take pleasure competing with a good friend trying to determine for example who is faster than the other, who is the strongest and so on. Benenson and Schinazi (2004) on the other hand suggest that girls usually experience backlash if they beat or defeat their friends which is why girls shy away from competition which they carry over into adulthood and the workplace.
Gannon (2012) argues that women leaders are considerably more persuasive and assertive than male leaders. Women tend to assess situations and information more accurately than men and also able to consider all sides of a situation. He adds it is this desire to look at a situation from all sides that enhances their persuasiveness. Women are also better at a number of verbal tasks than men for instance grammar, verbal eloquence, spelling and verbal memory. Men are also said to be better negotiators than women. Babcock et al. (2003), in a study that focused on master’s graduates from Carnegie Melon found that the male students attained 7.6 percent better or higher salaries than their female equivalents, because of negotiation. While only 7 percent of female students negotiated for higher pay, more than 50 percent of their male counterparts negotiated for better salaries. Other studies show that fewer women would be willing to ask their employer for an increment in their salary even when they know they deserve it than men.
Males also seem to get a lot of promotions compared with females, and that may be as a result of their mingling habits in the office. According to a study on mentorship conducted by Ibarra et al. (2010), 72 percent of males got promotions by 2010 compared to 65 percent of women. This can be explained by the fact that men are guided or mentored by high-ranking executives whereas females are guided mostly by low-ranking level mentors. This difference is brought about by differences in levels of access by both genders. A study conducted by Torres and Huffman (2002) who are sociology researchers found that the social networks that men and women build are usually comprised of people of the same gender. That is to say, men mostly guide other men while women also mostly guide other women and since senior positions in the corporate world are still very much dominated by men, this then puts men in a better position to get promotions from their mentors or due to their mentor’s influence.
CHAPTER THREE
METHODOLOGY
Research Design
This study aims at identifying the impact of gender for the level of job satisfaction of the Bank staffs including all members of academic staff of the Bank (i.e. Manager, Deputy Manager, Senior Assistant Manager Grade I, Senior Assistant Manager Grade II, and Assistant Manager) presently in the workforce. There are many factors influenced for the job satisfaction.
Research Population
In this study, only five key parameters have been selected: because work, co-workers, compensation, promotion and supervision are the main key parameters that affect for the job satisfaction. Therefore, the current study aims at identifying the impact of gender based on five parameters which have not been attempted by the previous researchers.
CHAPTER FOUR
RESULTS
Out of 125 copies of the questionnaire distributed, 80 were retrieved with the response rate of 64%. Out of 80 respondents of the current study, 48 (60%) were females and 32 (40%) were males.
CHAPTER FIVE
Conclusion and Recommendations
There is a significant difference of job satisfaction between male and female Bank staffs only in the “supervision” parameter, whereas no gender differences existed in other four parameters (work, co-workers, compensation and promotion). There are some variations among males and females on the level of job satisfaction, but considering the overall job satisfaction both have the equal level of job satisfaction.
Bank administrators should treat equally for each gender in order to avoid job dissatisfaction due to gender discrimination. The opportunities or facilities such as scholarships, training programs (local/ foreign), conferences, seminars, workshops, etc. should be introduced equally for male and female Fidelity Bank staffs. They should be encouraged to do research and facilitated to conduct or organize academic activities such as workshops, training programs, seminars, and lectures for their professional development. The university administrators should facilitate to provide good working environment to the Bank academics to enhance their job efficiently and effectively without gender bias. Job rotation can be recommended to both academic and non-academic staff of the Bank. Especially the supervision should be done equally for each gender. Regular feedback, better guidance and encouragement by the supervisors are very important in improving the job performance. They should be acknowledged about the modern methods of human resource management.
The same study can be carried out for the managers in non UGC universities, institutions, school and public libraries in Nigeria. The level of job satisfaction can be evaluated by other variables such as working experience, educational qualifications and job title, etc. The study can be extended to investigate the job satisfaction of managers with related to other job satisfaction parameters such as working environment, policies, job security, status, achievement, responsibility, advancement, etc.
References
- Adio, G., & Popoola, S. O. (2010). Demographic variables and self- efficacy as factors influencing career commitment of managers in federal Fidelity Bank in Nigeria. Bank Philosophy and Practice (E- Journal), Paper no. 329. Retrieved from http://digitalcommons.unl.edu/libphilprac/329
- Amarakoon, L. R. (1995). Study to determine the job satisfaction of health sciences managers in Nigeria (Unpublished fellowship thesis). Nigeria Bank Association, Colombo, Nigeria.
- Amune, J. B. (2014). A comparative study of the determinants of job satisfaction among male and female managers in public Fidelity Bank in Edo State of Nigeria. International Journal of Education and Research, 2(7), 649-660.
- Boyd, M., Huang, S., Jiang, J. J. & Klein, G. (2007). Discrepancies between desired and perceived measures of performance of IS professionals: views of the IS professionals themselves and the users. Information and Management, 44, 188-195.
- Ghiasi, M., & Limoni, S. T. (2015). Investigating the factors affecting the level of job satisfaction among the managers at Central Bank of Islamic Azad University of District 3. Bank Philosophy and Practice, Paper 1350, 1-3. Retrieved from http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=3668&context=libphilprac
- George, D., & Mallery, P. (2003). SPSS for Windows step by step: A simple guide and reference (4th ed.). Boston: Allyn & Bacon.
