The Impact of Job Satisfaction on Employee’s Performance in the Public Sector
Chapter One
Objectives Of The Study
The objectives of the study are;
- To identify the role of promotion on job satisfaction among employees.
- To determine the effect of salary on job satisfaction among employees.
- To identify the importance of a conductive environment on job satisfaction.
CHAPTER TWO
LITERATURE REVIEW
Concept of motivation
According to Igboeli, (1990: 137) the word motivation comes from the latin word- movere which means to move. It is a general term that refers to all those inner forces such as desires, drives or motives wishes, and so forth, which kindle, direct and sustain behaviour toward a goal.
Molokwu (1993:92) defines it as a process of stimulating people to action in order to achieve desired goals or accomplish a desired task. It also refers to efforts made to satisfy the basic physical, psychological, economic, emotional, spiritual, political, mental drive or need of the individual either in group or as a person. It is a synthesis of how employees think and feel about their jobs, their working conditions, their supervisors, their organization and fellow workers.
Applyby in his book “Modern Business Administration” defines motivation as the urges, aspirations, drives and needs of human beings that direct or explain their behaviour. According to him, motivation may be described as keenness for a particular pattern of behaviour. Vroom gives the definition of motivation as a process of governing choice made by a person or a lower organism among alternative forms of voluntary action.
Further more, motivation is understanding the needs or urges which prompt people to do things and provide ways of helping them satisfy these needs through the organization, while at the same time harnessing their contribution to satisfy the organizational needs.
Productivity and motivation of employees are subjects of considerable concern to management, both of government and private organizations all over the world.
THE NATURE OF MOTIVATION
As managing involves the creation and maintenance of an environment for the performance of individuals working together in groups towards the accomplishment of common objectives. It is obvious that a manager cannot do this without known what motivates peoples. The basic element characteristics in people is the potential energy to behave in many different ways. Whatever stimulates this energy need is the issue here.
People differ in their ways of itemizing needs and establishing priority. These needs and their priority over others cause certain behaviours to take place. Such behaviour directed towards a particular goal or want which the person has learned will satisfy the need. In our complex society, satisfaction of these need entails searching and obtaining employment from which to secure money. Any single act executed by a particular person may be reflecting a number of different needs. It is conceivable that at times, the act of behaviour fails to effect satisfaction. Usually, alternative acts are thereby energyed in search of satisfaction. If all acts fail, one often labels the person as frustrated.
There is an inter-relationship between job satisfaction/dissatisfaction and motivation. The important point is that job satisfaction and dissatisfaction are affected by different sets of factors and have different effects on employee’s motivation and performance. It is a phenomenon most fundamentally based in the physiological state of the individual. In simple terms motivation can be understood as the forces of response to the existing needs of the organism.
MOTIVATIONAL TOOLS
It is important for every manager to bear in mind that employees come to an organization with their needs, desires and motivations already determined. Furthermore, the content to which workers expend energy in working towards the corporate goal depends on how well their personal needs for job security, interest status and prestige can be achieved.
In this perceptive, the challenge to management, therefore is to recognize and understand the impact of the various motivational tools that exist. These tools includes:
- Increase in wages and salaries
- Providing job security
- Promoting workers as and when due devoid of favouritism
- Job enrichment
- Objective testing and appraisal
- Increase responsibilities
- Authority and accountability
- Understanding or realizing the subordinates goals aspirations
- Provision of welfare services and recreational programmes.
- Employees development programme within and outside the company
- Recognition of labour unions and management associations
- Fringe benefits- leaves allowance, housing, bonus etc
- Effective communication listening to employees views
- Employees participation in decision making especially in matters concerning them.
- Good working environment for efficient performances of workers
When the above tools of motivation are carefully manipulated by the organization, they will result in conducive psychological climate in which workers feel good and happy with the company, identifying with the goals and feeling motivated enough to make the invested capital, plants and materials function for the realization of the organizational goals.
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 satisfaction and employee performance.
SOURCES OF DATA
The data to be used for the research work will be obtained specifically from two sources namely Primary and Secondary sources.
- Primary sources: Primary data are those sourced from personal interview, observation and use of questionnaire
- Secondary sources: The secondary sources will involves the use of existing but related data, which were produced by earlier researchers for the purpose of contributing their quota to the problem under study. The secondary data for this study include journal, magazines, periodical, text books and internet.
INSTRUMENTS FOR DATA COLLECTION
The instruments for data collection issued in this research include the structured questionnaire, observation and interview.
POPULATION OF THE STUDY
The study population for the work includes all employees in the three selected organization.
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
This chapter deals with the report and analysis of data obtained from the research questionnaires. This analysis is solely based on the responses from the questionnaire which are relevant to the objective of the study. The chapter will also test the formulated hypotheses with the relevant sections of the questions to find out whether such proposal will be accepted or rejected.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
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:
- The public sector should see increase/prompt payment as a motivation factor, that can increase productivity in the organization.
- 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.
- Management should be sensitive to the difference in needs and values among the employee. Every individual is unique and will respond differently to attempts to motive him or her.
- Management should be sensitive to employees, complaints about low pay and unchallenging work. Too often management delude them into thinking that employees dissatisfaction can be lessened by painting work area piping in music, giving out a few more words of praise, or giving people longer work breaks.
REFERENCES
- Abah, Norbert C. (1997) Personnel Administration, Enugu Joen Publisher Carrol, Stephen J. and Henry Tosi (1973); Management By Objectives:
- Application and Research, New York: Macmillian Company
- 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 Company
- Litterer, J.A. (1973), The Analysis of Organisations 2nd Edition, New York, John Wiley and Sons Ltd.
