Impact of Optimal Job Satisfaction on Effective Employee Performance
Chapter One
Objective of the study
- To explore and identify the key factors that contribute to job satisfaction among employees in NBC
- To develop well-defined and measurable metrics for assessing employee performance within the organization.
- To investigate the influence of organizational culture on job satisfaction levels among employees.
CHAPTER TWO
REVIEWED OF RELATED LITERATURE
Job Satisfaction and performance
Locke (1969, 1976) states that job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one‘s job or job experience. This implies that, satisfied employees have positive attitude toward job which leads to high performance level whereas dissatisfied employees have negative attitude toward work which yields low performance result. Job performance on the other hand, comprises apparent behaviours that people observe in their job that are important in achieving organisational goals and these behaviours must be pertinent to the goals of the organisation (Rotundo and Sackett, 2002).
The burgeoning literature of organizational behaviour and organizational psychology suggest that, job satisfaction and performance relationship is the most researched area (Judge et al., 2001). Their relationship has been studied widely over decades and the growing interest in the study of the two phenomena is unusual (Spector 1997). Weiss and Cropanzano (1996) describe this relationship as ―Holy Grail‖ of industrial/organizational psychology and the rationale behind the rising interest in the study of the relationship between the two variables by various organisations around the world is to recognize the components of employees‘ satisfaction for appropriate control (Saifuddin et al., 2012)
Concept of job satisfaction
Job satisfaction simply explains attitude of employees toward their job. In other words, it describes the level of happiness of employees in fulfilling their desires and needs at the work. Hence, it is the pleasurable feelings that result from an employee perception of achieving the desire level of needs. Job satisfaction as an intangible variable could be expressed or observed via emotional feelings. In other words, it hinges on the inward expression and attitude of individual employee with respect to a particular job. For instance, an employee satisfaction is high if the job provides expected psychological or physiological needs. However, satisfaction is said to be low if the job does not fulfill the psychological or physiological needs (Cook, 2008). Job satisfaction is also considered to be dispositional in nature (Staw and Rose, 1985). It was discovered from the dispositional perspective that assessing personal traits can give clear indication in the forecast of job satisfaction. Disposition considers how personal characteristics can influence the level of job satisfaction and individual genetic makeup has been identified as a factor. Arvey et al. (1989) conducted a study to support the genetic makeup component to job satisfaction in their study of monozygotic or identical twins not reared together. They concluded that identical twins even reared at a distance from each other or not in the same environment still tend to have quiet significant similar level of satisfaction. This is attributed to their genetic makeup component. Moreover, there is evidence by House et al. (1996) that difference in employees job satisfaction level can partly be traced to differences in their disposition or temperament. Lim (2008) posits that job satisfaction plays significant role in both personal interests and organisation success and therefore valuable to study for multiple reasons. In recognizing the role of job satisfaction phenomena, experts are of the view that it can interrupt labour behaviour and influence work productivity and therefore worth to be studied (George and Jones, 2008). This is in line with the believe that ―happier workers are more productive‖, but Staw (1986) debunks this assertion. Nevertheless, job satisfaction contributes immensely to organisations in the following dimensions. Improved job satisfaction encourages productivity and has inherent humanitarian value (Smith et. al., 1969). In addition, job satisfaction directly impacts the level of employees‘ commitment and absenteeism at the workplace (Hardy et. al., 2003: Alamdar et al., 2012). Besides, job satisfaction ensures that counterproductive work behaviours are minimized (Dalal, 2005). Additionally, job satisfaction is so significant that its absence generates lethargy and reduces employees‘ level of commitment (Levinson, 1998). Besides, Organ and Ryan (1995) found that job satisfaction enhances organisational citizenship behaviours. Moreover, it enhances employees‘ retention level and avoids the cost of hiring new ones (Murray, 1999). Similarly, Gazioglu and Tansel (2002) posit that employee turnover rate is influenced by their satisfaction level at the work place. Dissatisfaction retires progress of businesses through increase in cost of recruitment, selection and training employees (Padilla-Velez, 1993)
Definitions of job satisfaction
Various schools of thought have in diverse ways tried to explain the meaning of job satisfaction. Locke (1969, 1976) states that job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one‘s job or job experience. Spector (1997) defines job satisfaction as an extent to which people like or dislike their jobs. Other authors consider job satisfaction as the attitudes people have toward their job (Ivancervich et al., 2005). In this direction, Mankoe (2002) states that, job satisfaction is a set of feelings which employees have about their work. For example Smith et al. (1969, p. 6), view job satisfaction as ―feelings or affective responses to facets of the (workplace) situation‖. This definition of job satisfaction is an emotional reaction of employees in relation to the aspects of their job and response(s) they experience at the workplace. It describes how happy employees are with the facets of their job. This to some extent connotes that, a satisfied worker is the one who is contented with the facets of his or her job. Similarly, Locke (1976) posits that job satisfaction can be conceptualised as a state of happiness that arouse from evaluation of one‘s job or experiences. This conceptualization considers both affect (feeling) and cognition (thinking). The cognition aspect considers opinions and beliefs of the job while the affect component on the other hand consists of feelings and emotions relative to the job (Cook, 2008). 15 In summary, job satisfaction is defined as an extent to which people like or dislike their job which implies whether employees are happy and contented in fulfilling their desires and needs at work.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine a critical analysis of Impact of Optimal Job Satisfaction on Effective Employee Performance. NBC, Lagos state form the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to Impact of Optimal Job Satisfaction on Effective Employee Performance. 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 Impact of Optimal Job Satisfaction on Effective Employee Performance
Summary
This study was on a Impact of Optimal Job Satisfaction on Effective Employee Performance. Three objectives were raised which included: To explore and identify the key factors that contribute to job satisfaction among employees in NBC, to develop well-defined and measurable metrics for assessing employee performance within the organization and to investigate the influence of organizational culture on job satisfaction levels among employees. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from NBC, Lagos. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
In conclusion, the relationship between job satisfaction and effective employee performance is evident and influential. Organizations that invest in strategies to enhance job satisfaction are likely to experience a range of positive outcomes that contribute to overall success and sustainability. Recognizing the importance of employee well-being and satisfaction is not only a moral imperative but also a strategic decision for achieving long-term organizational goals.
Recommendation
Management should device, formulate and implement compensation strategy in order to enhance the attainment of overall organizational goals and its performance with a view of getting the best contributive and supportive effects from organizational workers through higher staff satisfaction. Both management and satisfied staff should be made to understand the objectives contained in the compensation strategy so that unintentional and subjective motives can be played down on while trying to enhance the common objective strategically. This, without doubt, will give room for good organizational performance.
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