ABSTRACT
This paper
theoretically examined the impact of job satisfaction on organizational
performance. It notes that job satisfaction is vital for improved
organizational performances. The paper posits that an employee with a high
level of job satisfaction holds positive attitudes towards his job. On the
contrary, an employee who is dissatisfied with his job holds negative attitudes
about the job. It also noted that improved organizational performances result
from committed workforces who are satisfied with their work facets in the
organizations. The paper concluded that job satisfaction has a negative
relation with increase in absenteeism, turnover and low work drive, but creates
positive high staff morale among employees, increases employee commitment to an
organization, and enhances their level of motivation, and directly impact on
the productivity level of employees. The paper recommends among others that,
management should be interested in their employee's attitudes as attitudes
gives warnings of potential problems and is capable of influencing employee's
behavior. Managers should also raise employee satisfaction by focusing on the
intrinsic and extrinsic parts of the job to keep the employees motivated and
committed to drive organizations vision and goals domain, as well as strongly
induce positive subsequent employee positive outcomes. Managers must however
realize that creating a satisfied workforce is neither a bag of solution to
every organizational problem nor a guarantee of successful organizational
performance. Therefore, efforts should be made to strategically position the
organization to take advantage of opportunities that abound in the environment
through effective environmental scanning, and effective corporate management
and putting in place structures that enhances employees' job satisfaction.
Introduction every organization seeks to attain a high level of performance,
productivity and efficiency in their day to day operations and activities. To
achieve these, organizations always set several goals and objectives, and
always seek to attract and retain highly qualifiedand motivated workforce in
order to effectively achieve these objectives. Organizations also try to create
a pool of satisfied workforce to ensure that obstructions are not place on the
way of employees to generously commit themselves in the purse of stated and or
emergent organizational goals. However, the total organizational performance
depends on efficient and effective performance of individual employees who work
in the organization. An organization therefore, look up to their individual
employee performance to gain high performance.
TABLE
OF CONTENTS
TITLE PAGE - ii
DECLARATION - iii
CERTIFICATION -
DEDICATION - v
ACKNOWLEDGEMENTS - vi
CHAPTER ONE
INTRODUCTION
1.1
Background to the Study
1.2
Statement of the Problem
1.3
Research Questions
1.4
Research Hypothesis
1.5
Purpose of the Study
1.6
Significance of the Study
1.7
Scope of the Study
1.8 Limitations of the study
1.9 Definition of Terms
CHAPTER
TWO
LITERATURE REVIEW AND
THEORETICAL FRAMEWORK
2.1 Literature Review
2.2
Loyalty, Empowerment, and Job
Satisfaction
2.3 Theoretical Framework
2.4 Implications
of the Definitions and Theories of Job Satisfaction
2.5 Job
Productivity
2.5.1 Purpose
of Productivity Evaluation
2.5.2 Productivity
Evaluation Method
2.5.3 Types
of action involved in productivity evaluation.
2.6 Summary
of the Review
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research
Design
3.2 Population
of the Study
3.3 Sample
Size
3.4 Sampling
Method
3.5 Sampling
Procedure
3.6 Source
of Data Collection
3.6.1 Primary
Source of Data
3.6.2 Secondary
Source of Data
3.7 Validation
of the Instrument
3.8 Reliability
of the Instrument
3.9 Method
of Data Analysis
CHAPTER FOUR
DATA PRESENTATION,
ANALYSIS AND INTERPRETATION.
4.1 Data Presentation
4.2 Data Analysis According to Research
Questions
4.3 Discussion of Findings
4.4
Implications of the Findings
CHAPTER FIVE
SUMMARY, CONCLUSION AND
RECOMMENDATIONS.
5.1 Summary
of the Study
5.2 Conclusion
5.3
Recommendations
REFERENCES
APPENDIX: INTER VIEW GUIDE
CHAPTER ONE
INTRODUCTION
1.1 Background
to the Study
Although
there is a general agreement among psychological that man experiences a variety
of needs there is considerable disagreement as to what these needs are and
their relative importance.
There
have been a number of attempts to present models of job satisfaction which list
a specific number of job satisfaction needs with the implication that these
list all inclusive and represent the total picture of needs. Unfortunately,
each of these models has weakness and gaps, and we are still without a general
theory of job satisfaction.
All
organization are concerned with what should be done to achieve sustained high
level of productivity through people constantly the subject of adequate job
satisfaction of staff as derived from the so many attempts made by management
practitioner is to look for the way to many so as to occupation an objective or
mission with the last inputs of material and human resources available. At lot
of theoretical concept principles and techniques of management have evolved in
response to these challenges. In general management authors have tended to view
job satisfaction as a key component of the management function of leading or
directing. However, leading or leadership style, although on important factor
in determining the attitude of workers towards assigned job responsibilities is
not the only determinant, other managerial function such as planning,
controlling, staffing and organizer also play a role.
In
any serious and competitive society workers are one of the tools for economic
progress, there welfare is taken into serious considerate because without a
dedicated workforce an organization crumble. The nations (Nigerian) reward
system is probably the poorest in the entire globe were on average take home of
the workers pat at a very minute income per monthly. In minimum wage workers
are used and abused, harassed, treated, offended and discarded without any
application for their contribution to their organization and to the society at
large. It is therefore apparent that the issue of adequate job satisfaction of
staff has received in managerial function and activities that are aimed at
directing the productive effort of the workforce towards achieving
organizational objective. Loyal employees provide many benefits
for organizations. They put forth extra efforts in their work, serve as
positive public relations representatives outside the organization, and go
above and beyond the norm in doing the little things that help the organization
function impactively. Although such loyalty is often desired, the trend of
downsizing in the 2000s has placed loyalty in a very precarious position. For
example, Downsizing is perceived to be an impactive strategy for company
renewal and growth, but some researchers question its long-term success.
Instead of making organizations more healthy and efficient, Pfeffer (1998)
noted that “the evidence indicates that downsizing is guaranteed to accomplish
only one thing—it makes organizations smaller. Downsizing is perceived as a
violation of the psychological contracts held by the surviving employee.
Perceived violations of psychological contracts have been shown to prompt a
number of attitudinal and behavioral responses that may reduce survivor
motivation and performance (Rousseau, 1995). Surviving employees perceive that
the organization is not loyal to its own employees, reducing the survivors’
motivation to remain loyal to the organization and dealing a crushing blow to
employee citizenship and other support behaviors (Robinson & Morrison,
1995). As employees’ loyalty diminishes, other responses may emerge including
increased voicing of complaints, neglecting important duties, or opting to
leave the organization. Given that the employer has invested considerable time
and money into hiring and training employees, management should be interested
in developing strategies for safeguarding their investment (Pfeffer, 1998).
Given that downsizing will continue in the new decade, are there ways for
management to curtail the loss of loyalty among surviving employees?
Research
has shown that when criteria or procedures applied in laying off employees are
perceived as fair, employee commitment and work performance are less likely to
show decreases. Although the benefits of procedural fairness before and during
the downsizing have been clearly established, less work has focused on
strategies that facilitate survivors’ ability to cope with their new workload.
Theorists and practitioners have suggested that empowerment and job enrichment
are such means, but little research has been conducted to test these ideas.
When employees have the power to make task decisions, they become
self-directing and self-regulating and take ownership of the products of their
work. Whereas research has shown positive impacts for empowered teams and
participative management practices, relatively few studies have examined the
use of such practices in a downsizing environment.
Knots et al (2000) holds that management strives to
create and maintain an environment that is conducive to the productivity of
individuals who are working together in groups towards the accomplishment of
pre-selected objective. Staff in an organization work in groups and group
dynamic often results in the conflict of the goals between individual and their
group.
For example, in the Organization there are relatively,
numerous methods of job satisfaction their staffing ranging from pay to
promotion. In this regards, it is the responsibility of this research work to
impact of job satisfaction on the job productivity of staff.
1.2 Statement
of the Problem
Banking system in Nigeria has various method of
motivating their staff towards the attainment of organizational goals, thereby
making the staff to be productive and committed to their duty. Adequate job
satisfaction factors have little or no place in a rationalistic account of
conduct because man’s reason is the overriding factor in the determination of
what he does. His free to choose whatever course of action his reason dictates,
if his choices are unwise, unethical or immoral he takes responsibility for
them.
The impact of job satisfaction on the operation of
banking system cannot be denied and as well, cannot be taking with levity –
managers, spending millions of money for job satisfaction packages inspite of
these, its impact have not been fully felt.
This could be as a result of:
·
The complexity of
individual needs and it’s varying nature of different point in time.
·
Inability of most manager
to known what exactly that will motivate their staffs at a particular point in
time.
·
Their inability to
understand why staff parts on different behaviour.
These and other related problems are what this
research wants to address and also to provide solution to the following
research questions.
1.3 Research Questions
1.
Is there any relationship
between job satisfaction factors and higher productivity of staff in the
Organization?
2.
What is the relationship
between job satisfaction of staffs and customer services in an organization?
3.
To what extends has job
satisfaction change the work behaviour of staff at place of work in terms of
high moral and commitment.
1.4 Research
Hypothesis
It is believed that work can be meaningful and
satisfying to a given job incumbent only when it elicits and stimulates his
inner job satisfaction.
These views raise some research questions which from
the basis of the hypothesis of the study. To put this in proper perspective,
the following hypotheses were formulated for testing.
1.
H0: There is
no significant relationship between impactive job satisfaction factors and
higher productivity of staff.
Hi: There is a significant relationship
between impactive job satisfaction factors and higher productivity of staff.
2.
H0: There is
no significant relationship between impactive job satisfaction of staff and the
quality of customers’ services in an organization.
3.
H0: There is
no significant relationship between impactive job satisfaction of staff and
increase in employment productivity.
Hi: There is a significant relationship
between impactive job satisfaction of staff and increase in employee
productivity.
1.5 Purpose
of the Study
This research will attempt to provider answers to the
question agitating mind of management the organization as to what to do to
adequately motivate her staff to contribute their quota to the organization
productivity and growth. And it is conducted mainly to evaluate the impact of
job satisfaction on productivity of staffs in an organization and as well as to
unveil or throw more light on the following under listed points.
i.
These researches will
pin-point what exactly in job satisfaction, so as to avert its misconception.
ii.
To determined the content
of job productivity.
iii.
To find out whether there
is any relationship between adequate job satisfaction factors and productivity
to workers among managers, markets, cashiers, securities etc. respectively of
the organization under study.
iv.
To identify the
implication of job satisfaction to managers.
v.
This project will examine
the various theories postulated by authorities on the issue of job
satisfaction.
vi.
To identify how staff of
the organization rate the various job satisfaction factors and productivity and
its implications.
vii.
And to enumerate the
various productivity evaluation method and actions involved in productivity
appraisal.
1.6 Significance
of the Study
The findings this great study is to help highlighted
those areas where there are problems among staffs and this will be of great
benefit to the client executive official of the organization and the policy
makers.
The study would help to further highlight the problems
and how job satisfaction can be used to either reduce or eliminate those
problems amongst staff of the organization. And at the completion of this great
study of this nature, the r work will be prominent not only in the banking
sector, but across any social entity in the following respects.
·
It will furnish
authorities on the diverse and varying nature of individual/needs in a
particular part in time and as well as how they can motivate them through
formal approach.
·
To serve and also
contribute to the field of academics by providing a reference document to the
researchers and interested parties in the future.
·
It will bring to height
why different behaviour are put up by staff in an organization.
·
It will create the
awareness of the importance of institution in an organization.
·
Furthermore the study
write be of immense benefit to policy makers in the human resources functions
of the organization. Also labour union officials and representatives at the
negotiation meeting will find it useful when putting together their “basket of
needs”.
1.7 Scope
of the Study
The scope of this study is primarily limited to The
Organization in Ethiope East Local Government Area of Delta State. The interest
of this study is to determine the impact of job satisfaction on the job
productivity in an organization.
1.8 Limitations of the study
In the course of carrying out this research many
constraints were encountered by the researchers;
1.
Lack of adequate fund:
Insufficient made it possible for the researcher to work on a specific
geographical area thus limiting in scope only to The Organization in Agbor.
2.
Low/poor response: Some
of the respondents were reluctant to disclosure the much needed information and
this was to limitation, they were afraid that given such information might be
unethical. Finally, it is pertinent to note that academic activities in school.
3.
Like attending lectures,
writing of test and examinations, jeopardizes the researchers to some extent
during the period.
1.9 Definition of Terms
In some circumstances words may carry different
meaning. However, according to psychologist if out thoughts are to be clearly
communicated to other people then we must have a method of fixing the meaning
of words we use. For purpose of clarity, therefore, some of the important terms
used in this study are defines as follows:
1.
Job satisfaction: This is
define as a psychological force that determine the direction of a person’s
behaviour in an organization a person’s level of persistence in tackling
obstacles.
2.
Organization: This is a
consciously coordinate social entity with relatively continuous basis to
achieve a common goal or objectives.
3.
Staff: This refers to
those who work in whatever capacity in an organization for a fixed compensation
and which also are subordinated to the authority of their employer.
4.
Needs: This means that
deficiencies that an individual experiences at a particular point.
5.
Job productivity: This is
the interaction job satisfaction and ability and which includes other outcomes
such as objectives outcomes, personal behaviour outcomes, intrinsic and
extrinsic outcome and job simplification outcome.
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