DETERMINANT OF EFFECTIVE JOB SATISFACTION IN
PUBLIC SECTOR ORGANIZATION
(A CASE STUDY OF ENUGU STATE MINISTRIES)
BY
OZONYIA MICHAEL OKWUDILI
PG/MBA/11/60452
DEPARTMENT OF MANAGEMENT
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA
ENUGU CAMPS
JULY, 2012
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TITLE
Determinant of Effective Job Satisfaction
in Public Sector Organization
(A Case Study of Enugu State Ministries
By
Ozonyia Michael Okwudili
PG/MBA/11/60452
In Partial Fulfilment of the Requirement for
the Award of Master of Bachelor in Business
Management (MBA)
Department of Management
Faculty of Business Administration
University of Nigeria
Enugu Campus
Supervisor: Dr. E.K. Agbaeze
July, 2012
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DECLARATION
I, Ozonyia Michael Okwudili, student in the Department
of Management with Registration No. PG/MBA/11/60452 state
that the work embodied in the project is original and has not
been submitted in any other University.
______________________
Ozonyia Michael Okwudili
PG/MBA/11/60452
___________________
Date
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CERTIFICATION
We, hereby certify that this project "Determinant of
Effective Job Satisfaction in Public Sector Organization. (A
Case Study of Enugu State Ministries)" by Ozonyia Michael
Okwudili with Registration Number PG/MBA/11/60452 under
my supervision the project is adequate in scope and quality, in
partial fulfilment of the requirements for the award of Master of
Bachelor in Business Management (MBA) in the Faculty of
Business Administration, University of Nigeria, Enugu Campus.
___________________
______________
Dr. E.K. Agbaeze
Project Supervisor
___________________
_____________
Dr. C.A. Ezigbo
Head of Department
Date
Date
_________________
External Examiner
_______________
Date
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DEDICATION
This work is dedicated to my parents Mr. and Mrs.
Ozonyia Michael for making sure I got the best quality of
education I desire.
Also to God Almighty for giving me the strength, wisdom,
knowledge and patience to go through this program.
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ACKNOWLEDGEMENT
My profound and unreserved gratitude goes to Almighty
God for His faithfulness, love, care, protection and favour
bestowed upon me throughout the duration of this program.
My unreserved sincere gratitude goes to my able
supervisor Dr. E.K. Agbaeze under whose careful supervision
this study was conducted. I really appreciate your effort and
advice sir.
I am also very grateful and indebted to all the
management lecturers especially Dr. C.A. Ezigbo Head of
Department of Management, University of Nigeria, Enugu
Campus, and also to Professor U.J.F. Ewurum, Dean Faculty of
Business Administration University of Nigeria, Enugu Campus.
Am also grateful to my parents, siblings, the entire
Ozonyia A. Michael family, and all my friends Ofili Maxwell,
Emeka, Duate, Michael Usen and well wishers for their love,
care, attention, encouragement both spiritually, morally and
financially. Thanks for your help and support you are too much
and just unbelievable in positive ways may the Lord God bless
and reward you all. Amen.
Ozonyia Michael Okwudili
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TABLE OF CONTENTS
TITLE .......................................................................................... i
DECLARATION ..........................................................................ii
CERTIFICATION ....................................................................... iii
DEDICATION ............................................................................ iv
ACKNOWLEDGEMENT ............................................................. v
TABLE OF CONTENTS ............................................................. vi
ABSTRACT ................................................................................ix
CHAPTER ONE
INTRODUCTION
1.1
Background of the Study .................................................. 1
1.2
Statement of the Problem ................................................ 6
1.3
Objective of the Study ....................................................... 8
1.4Research Questions ............................................................. 9
1.5
Research Hypotheses ...................................................... 9
1.6
Scope of the Study ......................................................... 10
1.7
Significance of the Study ............................................... 10
1.8
Limitations of the Study .................................................. 12
1.9
Definition of Terms ......................................................... 13
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1
Definition of Job Satisfaction .......................................... 14
2.2
History of Job Satisfaction ............................................. 15
2.3
Overview of Job Satisfaction .......................................... 18
2.4Importance to both Workers and Organization ................... 19
2.5
Relationships and Practical Implications ........................ 28
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2.6
Measuring Job Satisfaction ............................................ 30
2.7
Human Relation Theory ................................................. 39
2.8
The Hierarchy of Needs Theory .................................... 40
2.9
The Need to Achieve Theory ......................................... 44
2.10 The Process Theories ..................................................... 47
2.11 Equity Theory ................................................................. 49
2.12 Reinforcement Theory..................................................... 51
2.13 Determinants/Factors of Job Satisfaction ....................... 52
2.14 Organizational/Community Characteristics ..................... 58
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
Research Design ........................................................... 70
3.2
Sources of Data ............................................................. 70
3.3
Population of the Study ................................................... 71
3.4
Sample Size Determination ............................................ 71
3.5
Reliability of the Study..................................................... 72
3.6
Validation of Research Instrument .................................. 73
3.7
Method of Data Analysis ................................................ 73
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1
Data Presentation .......................................................... 75
4.2
Test of Hypotheses ........................................................ 82
CHAPTER FIVE
SUMMARY OF FINDINGS, DISCUSSION OF RESULT,
CONCLUSION AND RECOMMENDATION
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5.1
Summary of Findings ..................................................... 89
5.2
Discussion of Result ...................................................... 89
5.3
Conclusion ...................................................................... 91
5.4
Recommendations .......................................................... 93
BIBLIOGRAPHY ............................................................ 95
APPENDIX ...................................................................... 99
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ABSTRACT
This work tries to find out the determinants of effective job
satisfaction in public sector organization, in Enugu State. The
need for this work is based on the fact that Nigerian public
sector with particular reference to state ministries has gone
down to the lowest ebb. Over the years the ministry has suffered
from low productivity, ineffectiveness, inefficiency and lack of
growth, which as a result of non-motivated workers. To arrive at
its conclusion, the work was carried out based on systematic
application of survey research procedures. On identification of
the problem, research questions were formed followed by
matching hypothetical statements as a guide towards the
achievement of the objectives of the study. Related literatures
were reviewed to form a direction for the research. In the course
of this work, data were gathered both from the primary and the
secondary sources. Being a survey research, a sample size of
population was determined for the purpose of administering
questionnaire in order to collect the necessary information
relevant to this work. The data were analysed using sample
proportion statistic to arrive at a conclusion. Finally the result
obtained from the analysis of the instrument, questionnaires
were used as basis to determine the findings of the work. Based
on these findings, some recommendation were also made and
that pay, promotion, and organizational policies have a positive
impact on job satisfaction. Hence the work recommended that
management must create and make use of opinion box to use
worker's complaints to improve organizational performance.
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CHAPTER ONE
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
Nigeria as an economic entity is made up of the public
sector and the private sector. The public sector is essentially
created by the Nigerian constitution thus defines the rules, the
power, the duties, the boundaries and the interrelationships of
the separate levels of government and their agencies in the
public sector.
Public sector is made up of the federal, state and the local
government. Public sector activities are conducted through
ministries, extra-ministries departments, local councils and
parastatals. While the ministries departments, local councils are
organized through the civil service rules with civil servants as
workers, the parastatals are run either as corporations,
authorities, boards, councils and limited liability companies in
which the government has either full, majority of controlling
interest (Ugwoke, R.O. 2005).
The management of people at work is an integral part of
the management process. To understand the critical
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importance of people in the organization is to recognize that the
human element and the organization are synonymous. Any wellmanaged organization are usually sees an average worker as
the root source of quality and productivity gains. Such
organization do not look to capital investment, but to employees,
as the fundamental source of improvement. An organization its
goals. An effective organization will make sure that there is a
spirit of co-operation is effective to the degree to which it
achieves and sense of commitment and satisfaction within the
sphere of the influence. Job satisfaction is a result of
employee's perception of how well their job provides those
things that are viewed as important. According to (Mitchell and
Lasan, 1987), it is generally recognized in the organizational
behaviour field that job satisfaction is the most important and
frequently studied attitude. According to Luthan (1998) there are
three important dimensions to job satisfaction.
Job satisfaction is an emotional response to a job
situation. As such it cannot be seen, it can only be inferred.
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Job satisfaction is often determined by how well outcomes
are met or exceeds expectations. For instance if organization
participants feel that they are working much harder than others
in the department but are receiving fewer rewards they will
probably have a negative attitudes towards the work, the boss
and/or co-workers. On the other hand, if they feel they are being
treated very well and are being paid equitably, they are likely to
have positive attitudes towards the job.
Job satisfaction represents several related attitudes which
are most important characteristics of a job about which people
have effective response. These to Luthans are:- the work itself,
pay, promotion opportunities, and supervision and co-workers. A
civil servant who can not get a sufficient wage will be faced with
the problem of maintaining his or her family's life. This problem
puts the civil servant far from being satisfied.
Job satisfaction cannot be talk of where there is absence
of motivation. Low wages and lack of status and social security
affect motivation. Job satisfaction of the civil
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servant who has an important place in the information society
will affect the quality of the service he renders. In this respect,
the question of how the material and moral element affect the
job satisfaction of the civil servant gains importance. Job
satisfaction is so important in that its absence often leads to
Lethargy and reduced organizational commitment. Lack of job
satisfaction is a predictor of quitting a job sometimes workers
may quit from public to the private sector and vice versa. At the
other times the movement is from one profession to another that
is considered a greener pasture.
Nigerian public sector is grappling with dwindling economy
and its concomitants such as poor conditions of service and late
payment of salaries which result in, people tending to migrate to
better and consistently paying jobs. From this viewpoint
satisfaction on a job might be motivated by the nature of the job.
it pervasive social climate and extent to which workers peculiar
needs are met. Working conditions that are similar to local and
international standard and extent to which they resemble work
conditions of other professions
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in the locality. Other inclusions are the availability of power and
status, pay satisfaction, promotion opportunities, and task
charity.
One cannot ignore these signals. If job satisfaction is
going down among workers in the public sector, it will have
negative effects on the quality of the services. Not only because
lesser motivated workers will deliver services of a lower quality,
but also because it will make the public sector less attractive as
an employer. This certainly will have adverse repercussions in a
tight labour market.
Civil servant satisfaction rating is measured by the degree
of his/her productivity, retention, absenteeism, grievance
expression, tardiness, low morale, and other factors. Employees
who are more productive and stay longer on job, highlight higher
job satisfaction ratings. Lower satisfaction causes frequent
absence from work. Low performance, work disruption and
possible increase in administrative and training cost along with
reduction in productivity.
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When considering job satisfaction, probably the most
important point to bear in mind is that many factors that affect it.
What makes workers happy with their jobs varies from worker to
workers and from day to day. Apart from the factors previously
mentioned, job satisfaction is influenced by the employee's
personal characteristics, the manager's personal characteristics
and management style, and the nature of the work itself.
Manager who want to maintain high levels of satisfaction in the
workforce must understand the needs of each member of the
workforce.
This research intends to study the factors which affect the
job satisfaction in public sector organizations, with a particular
reference to ministries and test the validity and generality of job
satisfaction model which has been developed after the review of
relevant literature.
1.2
STATEMENT OF THE PROBLEM
The problem facing most organization in Nigeria especially
the public sector is how to satisfy their workers to enhance
produtivity in the ministry, over the years, has
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suffered from low productivity, ineffectiveness, inefficiency, and
lack of growth. This is as a result of non-motivation of the civil
servant. Insufficient pay, lack of status and other related factors.
This can lead to one of the following.
Incessant rate of strike in the public sector is quite
alarming, workers demand for increment in salaries and
allowances are denied. Thus resulting to poor dedication to
duty. Lateness to work is always a dominant factors to contend
with in the public sector organization. This can be as a result of
lack of supervision of workers, non-challant of superior officers
to carry out punitive measures against this negligent act. Higher
absenteeism is becoming a normal routine in the organization
as an no one takes up the duty of checkmating. Everyone is his
own boss, no restriction of movement, no specific time of
coming to work and time of leaving.
The above mentioned factors are all dissatisfaction on the
job, because if individual feels that he is been treated fairly from
the outcome he receives, or the process used, he will be
satisfied and put all his effort to move the organization forward.
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1.3
OBJECTIVE OF THE STUDY
Job satisfaction is one of the top issues for management
and organization researchers. This is an attitude which shows
the level of being happy or unhappy with the workplace, work
and organization. That is, satisfied workers have positive
perceptions and attitudes towards their organizations. Research
shows that happy employees are productive while unhappy
ones are not therefore, success of the organization depends on
the satisfaction of their workforce. Organizations want their
employees to be satisfied to become productive, efficient and
committed.
Job satisfaction is not only a determining factor of
occupational choice, but my also contribute to improving a firm's
competitiveness, productivity and growth potential. This makes it
important to gain insight into the determinants of job satisfaction.
Recognizing the above fact, this research will seek to find out to
the effective job satisfaction in the ministries. The following will
be looked into:
1.To examine the relationship between pay and job satisfaction.
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2.To examine the impact of job satisfaction on employee
performance.
3.To see the extent of relationship between promotion and job
satisfaction.
4.To examine the policies and see how it affects job satisfaction.
1.4RESEARCH QUESTIONS
This work intends to fined answers to the following
questions:
1.Is there any relationship between pay and job satisfaction?
2.What impact does job satisfaction have on employee
performance?
3.What is the effect of promotion on job satisfaction?
4.What effect does the policy have on job satisfaction?
1.5
RESEARCH HYPOTHESES
Based on the objectives of this study and the research
questions above, the following hypotheses are formulated:
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1.There is significant relationship between pay and job
satisfaction.
2.There is positive relationship between job satisfaction and
employee performance.
3.Promotion enhances job satisfaction.
4.There is positive correlation between organizational policies
and job satisfaction.
1.6
SCOPE OF THE STUDY
This research tends to cover the effective job satisfaction
in public sector economy of Nigeria with particular reference to
ministries in Enugu State.
1.7
SIGNIFICANCE OF THE STUDY
The significance of this study can be viewed from two
major standpoints, practical and academic.
-Practical Significance
This kind of study will assist in broadening understanding or the
scope of knowledge of the following.
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!To managers in general, he must properly articulate the
need components of the employees so as to
enhance effective job satisfaction and this will be a
guide.
!To policy makers and regulators in the public sector; it
will present a scheme, through its analysis that
could assist them in enunciating policies that will
have a positive impact on the workers.
!To economic watchers and the interested public, it will provide
some insight into the job satisfaction of civil servants
in the ministries.
-Academic Significance
In the academic arena, this study will prove its importance in the
following ways:
!It will contribute to the enrichment of the literature on job
satisfaction.
!Its will suggest ways (of interest to academics) based on
empirical evidence of enhancing effective job
satisfaction in Nigerian public sector ministries.
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!The study will serve as a body of reserved knowledge to
be referred to by researchers.
1.8
LIMITATIONS OF THE STUDY
The conduct of research in Nigeria and of course, -indeed,
all developing countries is imbued with a lot of problems.
However, in this particular research, the following problems are
anticipated.
i)Delays
in
filling
and
returning
the
questionnaires
by
respondents.
ii)Limited use of varied analytical technique due to size of
sample and shortness of period of investigation.
iii)Financial constraint: smallness of smaple due to lack of fund,
and inability of the researcher to expand her scope was
also a result of financial constraint and time.
iv)Time is another constraint that the researcher encountered.
This is because this research is restricted to a specific
period.
The above mentioned problems may affect the quality of
this work but at the end an invaluable sight is gained into the
effective job satisfaction.
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1.9
DEFINITION OF TERMS
!Civil Servants/Public Worker
These are workers in government corporations, authorities,
councils, board, and ministries, etc.
!Pay
This is seen as salaries, wages and fringe benefits put together
or the total financial emoluments.
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CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1
DEFINITION OF JOB SATISFACTION
Locke and Lathan (1976) give a comprehensive definition
of job satisfaction as pleasurable or positive emotional state
resulting from the appraisal of ones job or job experience. Job
satisfaction is a result of employee's perception of how well their
job provides those things that are viewed as important.
According to (Mitchell and Lasan, 1987). It is generally
recognized in the organizational behaviour field that jobs
satisfaction is the most important and frequently studied attitude.
Weiss (2002) has argued that job satisfaction is an attitude but
points out that researchers should clearly distinguish the objects
of cognitive evaluation which are effect (emotion) beliefs and
behaviours.
The most referred definition of job satisfaction was offered
by (Locket, 1976), who defined job satisfaction as a pleasing or
positive emotional state resulting from the evaluation of a
person's job.
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Job satisfaction describes how content an individual is
with his or her job. The happier people are within their job, the
more satisfied they are said to be. Job satisfaction is not the
same as motivation or aptitude, although it is clearly linked. Job
design aims to enhance job satisfaction and performance,
methods include job rotation job enlargement, job enrichment
and job re-engineering other influences on satisfaction include
the management style and culture, employee involvement,
empowerment
style
and
culture,
employee
involvement,
empowerment and autonomous work position. (Rensis Likert,
1970) stated that the best common way of measurement is the
use of rating scale where employees report their reactions to
their jobs. Questions relate to rate of pay, work responsibilities,
variety of tasks, promotional opportunities, the work itself and
co-workers.
2.2
HISTORY OF JOB SATISFACTION
One of the biggest prelude to the study of job satisfaction
was the Hawthrone studies. These studies (1924 - 1933),
primary credited to (Elton Mayor) of the Harvard
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business school, sought to find the effects of various conditions
(most notably illumination) on workers' productivity. These
studies ultimately showed that novel changes in work conditions
temporarily increase productivity (called the Hawthorne effect). It
was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This
finding provided strong evidence that people work for purposes
other than pay, which paved the way for researchers to
investigates other factors in job satisfaction.
Scientific management (aka Taylorism) also had a
significant impact on the study of job satisfaction. (Frederick
Winslow Taylor's 1911) principles of scientific management,
argued that there was a single best way to perform any given
work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labour and
piece work towards the more modern of assembly lines and
hourly wages. The initial use of scientific management by
industries greatly increased productivity because workers were
forced to work at a faster pace.
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However workers become exhausted and dissatisfied,
thus leaving researchers with new questions to answer
regarding job satisfaction. It should also be noted that the work
of (W.L. Bryan, Water Dill Scott, and Hugo Munsterberg) set the
tone for Taylor's work.
Some argue that Maslow's hierarchy of needs theory, a
motivation theory, laid the foundation for job satisfaction theory.
(Maslow's) theory explains that people seek to satisfy five
specific needs in life physiological needs, safety needs, social
needs, self-esteem needs, and self actualization. This model
served as a good basis from which early researchers could
develop job satisfaction theories.
(Wagner, S.H. & Libkuman, T.M (2005) posited that job
satisfaction can also be seen within the broader context of the
range of issues which affect an individual's experience -of work,
or their quality of working life. Job satisfaction can be
understood in terms of its relationships. with other key factors,
such as general well-being, stress at work, control at work,
home-work interface, and working conditions.
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2.3
OVERVIEW OF JOB SATISFACTION
Job satisfaction is a worker's sense of achievement and
success on the job.
It is generally perceived to be directly linked to productivity
as well as to personal well-being. (Rain, J.S., Lane, I.M. and
Steiner, D.D. (1991). A current look at job satisfaction implies
doing a job one enjoys, doing it well, and being rewarded for
one's efforts. Job satisfaction further implies enthusiasm and
happiness with one's work. Job satisfaction is the key ingredient
that
leads
to recognition,
income,
promotion,
and the
achievement of other goals that lead to a feeling of fulfilments.
What Workers Need in Job Satisfaction
Major specifies of what workers need in job satisfaction
include self-esteem and identity. (A. Maslow's work). A
significant portion of job satisfaction often comes just firm the
sheer fact of being employed. If work creates positive features
about being employed, unemployment almost invariably lowers
self-wort. Higgins, E.T. (1999) stated that genuine job
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satisfaction comes from a feeling of security whereby one's
performance is judes objectively by the quality of work
performance rather than artificial criteria such as being related
to highly placed executives or to relative in the firm, Yet at the
same time, monotonous job can almost shatter a workers
initiative and enthusiasm, Employees have definite needs that
they feel are essential to activate as they spend their working
hours and years expanding their efforts on behalf of their
employers,
2.4IMPORTANCE
TO
BOTH
WORKERS
AND
ORGANIZATION
According to Beckeri, Randal and Riegel (1995) for the
organization, high levels of job satisfaction of its workers
strongly suggest a workforce that is motivated and committed to
high-quality performance. Increase productivity - quantity and
quality of output per hour worked-would seem to be almost an
automatic by-product of improved quality of workmanship. It is
important to note, however, that the literature on the relationship
between job satisfaction and
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productivity is neither conclusive nor consistent. Studies dating
back to Frederick Herzberg's (1957) have shown surprisingly
only a low correlation between high morale and high
productivity. But this is contrary to easily formed logic that
satisfied workers tend to add more value to an organization.
Unhappy employees, motivated by fear of job loss, will
give 100 percent of their effort for a while but not very long.
Though fear is a powerful motivator, it is also a temporary one.
As soon the threat is lifted, the performance declines.
(Wegger); Schmidt, Parkes, C., and Van Dick, K. 2007) states
tangible ways in which job satisfaction benefits the organization
includes, reduction in complaints and grievances absenteeism,
turnover, and termination, as well as improved punctuality and
worker morale. Job satisfaction also appears to be linked to a
healthier workforce and has been found to be quite a good
indicator of longevity by (Hackett, Bycio, and Handsdoff, 1994).
Although only low correlation has been found between job
satisfaction and productivity some employers have found that
satisfying or "delighting"
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employees is a prerequisite to satisfying or delighting
customers, thus protecting the "bottom line". No wonder
(Andrew Carnegie, 1993) says "Take away my people and soon
grass will grow on the factory floors. Take away my factories,
but leave my people, and soon we will have a new and better
factory" (quoted i n Brown 1996, p.123). Job satisfaction and
occupational success can result not only in job satisfaction but
also in complete personal satisfaction.
Promoting Job Satisfaction
(Locke,
1976),
job
satisfaction
does
not
come
automatically to business organizations. In a broad sense, the
job satisfaction program needs to exist and should have
activities carefully designed to achieve the intended job
satisfaction goals. It must be an action program. And it should
be carefully monitored to ensure that changes are periodically
made as needed.
According to (John Storey, 1989) most large organization
now
include
human
resource
departments
within
management structure. At one time human resource
their
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departments were limited to handling the acquisition of new
workers. Today, however, many human resource programs take
the worthwhile initiative of helping to develop complete
programs of personnel practices, such as conducting research
on current wage structures.
A primary reason for the emergence of labour unions
during the early 1920's was to develop safety measures for
working conditions and equipment. (Bratton and Godl, 1999).
Throughout the years labour unions appears to have played an
uncertain role in achieving job satisfaction. In some cases,
employees join labour unions primarily because they are the
only organization that bring health insurance benefits and
increased legal benefits. Sometimes union members get better
vacation and retirement benefits than the non-union members.
Communication Overload and Communication Under Load
One of the most important aspects of an individuals work
in a modern organization concerns the management of
communication demands that he or she encounters on the job
(Krayer, K.J. and Westbrook, L. p.85, 1986).
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Demands can be characterized as a communication load,
which refers to "the rate and complexity of communication inputs
an individual must process in a particular time frame (Furaca,
Monge, and Russel, 1977)".
Individuals
in
an
organization
can
experience
communication over-load and communication under-load which
can affect their level of job satisfaction. Communication overload
can occur when "an individual receives too many message in a
short period of time which can result in unprocessed information
or when an individual faces more complex message that are
more difficult to process (Farace, Monge, and Russel, 1997).
Due to this process, "given an individual's style of work and
motivation to complete a task, when more inputs exist than
outputs the individual perceives a condition of overload (Krayer,
K.J., and Westbrook, L., p.86)
which can be positively or
negatively related to job satisfaction.
In comparison, communication under load can occur when
message or inputs are sent below individuals ability to process
them (Farace, Monge, and Russel, 1997). According
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to the ideas of communication over-load and under-load, if an
individual does not receive enough input on the job or is
unsuccessfully in processing these inputs, the individual is more
likely to become dissatisfied, aggravated, and unhappy with their
work which leads to a low level of job satisfaction.
Superior-Subordinate communication is an Important
Influence on job satisfaction in the workplace. The way in
which subordinate's perceive a supervisor's behaviour can
positively
or
negatively
influence
job
satisfaction.
Communication behaviour such as facial expression, eye.
Contact, vocal expression, and body movement is crucial to the
superior-subordinate relationship.
(Teven, p.156) Non-verbal messages play a central role in
interpersonal interactions with respect to impression formation
deception, attraction, social influence, and emotional expression
(Burgoon, Buller, and Woodall, 1996). Non-verbal immediacy
from the supervisor helps to increase interpersonal involvement
with their subordinates impacting job satisfaction. The manner in
which supervisors
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communicate to their subordinates may be more important than
the verbal content. (Teven, p.156) individuals who dislike and
think negatively about their supervisor are less willing to
communicate or have motivation to work where as individuals
who like and are satisfied with their job and work environment.
The relationship of a subordinate with their supervisor is a very
important aspect in the workplace. Therefore, a supervisor who
uses
non-verbal
immediacy,
friendliness,
and
open
communication lines is more willing to receive positive feedback
and high job satisfaction from a subordinate where as a
supervisor who is antisocial, unfriendly, and unwilling to
communicate will naturally receive negative feedback and very
low job satisfaction from their subordinates in the workplace.
Emotions
Mood and emotions from the affective element of job
satisfaction (Weiss and Cropanzano, 1996), moods tend to be
longer lasting but often weaker state of uncertain origin, while
emotions are often more intense, short-lived and have a clear
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object or cause. There is some evidence in the literature that
moods are related to overall job satisfaction. (Fisher D. 2000)
positive and negative emotions were also found to be
significantly related to overall satisfaction. Frequency of
experiencing net positive emotion will be a better predictor of
overall job satisfaction than will intensity of positive emotion
management includes all of the conscious efforts to increase,
maintain, or decrease one or more components of an emotion.
(Fisher p. 185, 2000).
Although early studies of the consequences of emotional
work emphasized its harmful effects on workers, studies of
workers in a variety of occupations suggest that the
consequences of emotional work are not uniformly negative
(Pugliesi, K. 1999).
It was found that suppression of unpleasant emotions
decreases job satisfaction and the amplification of pleasant
emotions increases job satisfaction (Cote S. Morgan, L.M.,
2002).
The understanding of how emotion regulating
relates to job satisfaction concerns two models:
{page \* arabic}
1.Emotional dissonance
Emotional dissonance is a state of discrepancy between public
displays
of
emotions
and
internal
experiences
of
emotions, which often follows the process of emotion
regulation. (Ashforth, B.E. and Humphrey, R.H. (1993).
Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job
satisfaction. Rafaehi, A. and Sutton, R.I. (1989).
2.Social Interaction Model
Taking
social
interaction
prospective,
workers'
emotion
regulation might beget responses from others during
interpersonal encounters that subsequently impact their
own job satisfaction. Morris, J.A. and Feldman, D.C.
(1997). For example:- the accumulation of favourable
responses to displays of pleasant emotions might
positively affect job satisfaction. Performance of emotional
labour that produces desired outcomes could increase job
satisfaction Cote S. Morgan, L.M. (2002).
{page \* arabic}
2.5
RELATIONSHIPS AND PRACTICAL IMPLICATIONS
Job satisfaction can be an important indicator of how
employees feel about their job and a predictor of work
behaviours such as organizational citizenship, absenteeism and
turnover. Further, job satisfaction can partially mediate the
relationship
of
personality
variables
and
deviant
work
behaviours. Cohen, A.; & Golan, R. (2007).
One common research finding is that job satisfaction is
correlated with life satisfaction. Rain, J.S., Lane, I.M. and
Steiner, D.D. (1991). This correlation is reciprocal, meaning
people who are satisfied with life tend to be satisfied with their
job and people who are satisfied with their job tend to be
satisfied with life. However, some research has found that job
satisfaction is not significantly related to life satisfaction when
other variables such as non work satisfaction and core selfevaluations are taken into account. Rode, J.C. (2004).
An important finding for organization to note is that job
satisfaction has a rather tenuous correlation to productivity on
the job. This is a vital piece of information to researches and
businesses, as the idea that satisfaction and job performance
{page \* arabic}
are directly related to one another is often cited in the media and
in some non-academic management literature.
Judge, T.A., Thoresen, C.J., Bono, J.E. and Patton, G.K.
(2001), A meta-analysis found an average uncorrected
correlation between job satisfaction and productivity to be r =
0.18; the average true correlation, corrected for research
artifacts and reliability, was r = 0.30. Further, the meta-analysis
found that the moderated by job complexity, such that for highcomplexity job the correlation between satisfaction and
performance is higher (P = 0.52) then for jobs of low to
moderate complexity (p = 0.29); job satisfaction also has high
relationship with intention to quit. It is found in much research
that job satisfaction can lead to intention to stay or quit in an
organization (Kim et al, 1996). Recent research like poor
organizational citizenship behaviours. In short, the relationship
of satisfaction to productivity is not necessary straight forward
and can be influenced by a number of other work-related
constructs, and the nation that "a happy worker is a productive
worker" should not be the foundation of organizational decisionmaking.
{page \* arabic}
With regard to job performance, employee personality
may be more important than job satisfaction. The link between
job satisfaction and performance is thought to be a spurious
relationship; instead, both satisfaction and performance are the
result Bowling, N.A. (2007).
2.6
MEASURING JOB SATISFACTION
These are many methods for measuring job satisfaction.
By far, the most common method for collecting data regarding
job satisfaction is the likert scale (named after Rensis Likert).
Other less common methods for qauding job satisfaction
includes Yes/No questions, True/false questions, point systems,
checklists, and forced choice answers. This data are sometimes
collected using an enterprise feedback management (EFM)_
system.
The job Descriptive Index (JDI), created by Smith, Kendall,
& Hulin 91969), is a specific questionnaire of job satisfaction
that has a specific questionnaire of job satisfaction that has
been widely used. It measures one's satisfaction in five facets',
pay, promotions and promotion
{page \* arabic}
opportunities, coworkers, supervision, and the work itself. The
scale is simple, participants answer either yes/no, or cant decide
(indicated by `?') in response to whether given statements
accurately describe one's job.
The job in General index is an overall measurement of job
satisfaction. It is an improvement to the job descriptive Index
because the JDI focuses too much on individual facets and not
enough on work satisfaction in general. Smith, P.C. Kendall,
L.M., & Hulin, C.L. (1969).
Other
Minnesota
job
satisfaction
satisfaction
questionnaires
questionnaires
include:
(MSA).
The
the
job
satisfaction survey (J.S.S.), and the faces scale.
The MSQ measures job satisfaction in 20 facets and has
a long form with 100 questions (five items from each facet) and
a short form with 20 questions (one item from each facet). The
J.S.S. is a 36 item questionnaires that measures nine scale of
job satisfaction, one of the first scale used widely, measured
overall job satisfaction with just one item which participants
respond to by choosing a face.
{page \* arabic}
Motivation
Motivation refers to measures applied to change the
behaviour of someone to do something positive or towards the
achievement of a goal. (Chukwu B.C., 2007). from the above
definition the organization may either use force (coercion) or
parley the employees to get the job done or goal achieved.
Motivation is the driving force which help causes us to achieve
goal. (Hoskinson, Porter and Wrench, p.133). Motivation is said
to be intrinsic or extrinsic. The term is generally used for
humans but, theoretically, it can also be used to describe the
causes for animal behaviour as well. This article refer to human
motivation.
According to various theories, motivation may be rooted in
a basic need to minimize physical pain and maximize pleasure,
or it may include specific needs such as eating and resting, or a
desired object goal, state of being, ideal, or it may be attributed
to less-apparent reasons such as altruism, selfishness, morality,
or avoiding mortality conceptually, motivation should not be
confused with either volition or optimism. Motivation is related to
but distinct from emotion.
{page \* arabic}
Motivation Concepts
Intrinsic and Extrinsic Motivation
!Intrinsic Motivation
Refers to motivation that is driven by an interest or enjoyment in
the task itself, and exists within the individual rather than
relying on any external pressure. Intrinsic motivation has
been studied by social and educational psychologists
since the early 1970's. Research has found that it is
usually associated with high educational achievement and
enjoyment by students. Explanations of intrinsic motivation
have been given in the context of (Fritz Heider's attribution
theory) (Banduras' work on self-efficiency) and (Deci and
Ryan's
cognitive
evaluation
theory)
(See
self-
determination theory). Students are likely to be intrinsically
motivated if they:!Attribute their educational results to internal factors that
they can control (e.g. the amount of effect they put
in).
!Are interested in mastering a topic, rather than just rotelearning to achieve good grades.
{page \* arabic}
!Extrinsic Motivation
Comes from outside of the individual. Common extrinsic
motivations are rewards like money and grades, coercion
and threat of punishment. Competition is in general
extrinsic because it encourage the performer to win and
beat others, not to enjoy the intrinsic rewards of the
activity (Higgin, E.T. 1999).
Social psychological research has indicated that extrinsic
rewards can leas to over justification and a subsequent
reduction in intrinsic motivation. Strauman, T.J. (1989). In
one study demonstrating this effect, children who
expected to be (and were) rewarded with a ribbon and a
gold star for drawing pictures spent less time playing with
the drawing materials in subsequent observations than
children who were assigned to an unexpected reward
condition and to children who received no extrinsic reward.
Tangney, Niedenthal, Covert, and Barlow (1998).
Self-determination
theory
proposes
that
extrinsic
motivation can be internalized by the individual if the
{page \* arabic}
task fits with their values and beliefs and therefore helps to fulfil
their basic psychological needs.
Theories of Motivation
The question now is what propels a worker to do more?
How can a worker be propelled to do more. J.R. Hackman, G.R.
Oldham (1976).
To properly articulate the four basic elements.
!It is internalized in the individual.
!The process energizes or buys up the individual worker in the
discharge of his task or responsibilities in the work place.
Motivational theories can be group into two namely:1.Content theories
2.Process theories
Content Theories of Motivation
The content theories answers what question of motivation.
What are the cause of motivation.
{page \* arabic}
The theories that fall under these categories includes;
!The
classical
theory
(scientific
management
theories,
administrative management theories and bureaucracy).
!The human relations theories.
!Theory X and Y
!Need to achieve (nAch) theory
!The two factor theory.
Some of the content theories are discussed below:
Classical Theory
The classical theory relates to those foundational ground
breaking bodies of knowledge that have catalytic effect on
contemporary
management
thinking
and
practice.
They
includes:
!Scientific management theory
!Administrative management theory
!Bureaucracy
!Scientific Management Theory
This theory is closely associated with Frederick Taylor (1911).
Theory maked the beginning of the managerial
{page \* arabic}
tradition in organization theory; the driving force behind this
theory is the belief that there is one best way of
accomplishing a given task, through series of illustration
(F. Taylor) went ahead to highlight how two important
elements in the workplace-labour and management could
be improved upon so that the organization becomes more
and more efficient.
One he showed how inefficiencies in our organization have lead
to great losses. This he traced to the constant labour
management disputes which result to struggle over the
economic pie, with each claimant asking for an increase.
(F. Taylor) opined that the struggle would continue to
heighten as long as the economic pie is fixed. Unless
there is an increase in the size of the pie this conflict will
have no end.
Secondly (F. Taylor) contended that the solution to this problem
lay in the employment of people who can deliver and in
the application of certain principles.
{page \* arabic}
Thirdly (F. Taylor) highlight that these principles involved certain
systematic rules, laws, and procedures (Frederick Taylor)
scientific management theory underscored four important
areas which must be the focus of employees and
management.
These
includes
efficiency,
rationality,
productivity and profit.
!Administrative Management Theory
The central focus of this theory is the prescription of principles
that govern the management of organization. A foremost
contributor to this school was (H. Fayol) a french factory
engineer
who
brought
the
fourteen
principles
of
administration. These includes; authority, discipline, unity
of direction, unity of command, subordination of individual
interest to the general interest, equity, stability of tenure of
personnel, oscular chain, order, and espirite de corps,
initiative, remuneration of personnel, centralization.
!Bureaucracy
This was propounded by (Max Weber) a German Sociologist
and professor in 1948. Bureaucracy is a
{page \* arabic}
regulated administrative system operating through complex
interrelated organs. The backbone of bureaucracy is
structure. (Max Weber) articulated the concept of
bureaucracy in two ways, first, as a social mechanism that
maximizes efficiency in administration and second, as a
form of school organization with specific characteristics.
!Characteristics
of
Bureaucracy
Includes:
Hierarchy,
Abstract rules, official duties, official subject to authority
strict and systematic discipline and systematic division of
labour etc.
2.7
HUMAN RELATION THEORY
This theory can also be called the neo-colonial theory.
This theory was a direct response to the inadequencies and
sweeping conclusion of the classical theory.
The most acclaimed study was by (Elton Mayo) a Harvard
University Industrial Psychologist known as the father of human
relations school. He conducted a number of studies at the
Hathrone plant of western electric. This studies focuses on three
issues.
{page \* arabic}
!How workers reacted to actions of management.
!How variations in physical working conditions affected output.
!How social interactions among workers affected their work.
(Elton Mayo's) studies have revealed what today is known
as the Hawthrone effect. It reveals the effect of human factor in
an organization as a factor which can be more than economic or
material incentives influence the productivity of employees.
2.8
THE HIERARCHY OF NEEDS THEORY
In (1954, Abraham Maslow) came up with what has
become a very important model in the theory of motivation. He
posited that human needs exist inform of hierarchy or gradation,
consisting of five sequential steps. Maslow Hierarchy of needs is
akin to the popular saying that even though the struggle for
survival transcends the three square meal syndrome, that
struggle must commence with the meal syndrome. (Maslow)
classified human needs according to the following order or
sequence:
{page \* arabic}
-Physiological need
-Social need
-Esteem need
-Self actualization needs
According to (A. Maslow) at the bottom of the hierarchy of
human needs are the physiological needs, which indeed
constitute the primary needs and which is the starting point of
every other human needs. The physiological needs includes the
basic needs for survivals like food and shelter.
The next after physiological need is the need for security
and safety, this includes both physical and economic safety like
being free from any form threat and unemployment.
Thirdly is the social needs: this includes the desire to
belong and to be accepted, every person want to be loved, we
always want people to consider our feelings, sentiments and
emotions. Fourthly is the need for self esteem: this includes ego
gratification and independence, that is we want our achievement
to be recognized and we desire some self respect always.
{page \* arabic}
Finally, the last in the hierarchy is the need for self
actualization. This has to do with feeling of personal accomplish.
This feeling of accomplishment or fulfilment is as a result of
one's unique creative abilities, talent and performance.
(Maslow) noted that as the worker satisfies one need he
crave for the satisfaction of next higher level need in the
gradation. Depending on the environmental peculiarities,
economic social, and political, some needs may be easier to
satisfy than others.
The Two-Factor Theory
This theory is also known as Herzberg's motivation
Hygiene theory. In (1966, Frederick Herzberg) came up with this
theory, Herberg conducted a number of experiments, using two
hundred
engineers
and
accountants
and
some
non
professionals in a firm in pittsburgh. He wanted to find out the
factors that motivated them and those that were not. The factor
led to his classification of the factors in the work place into the
tangible intangible.
{page \* arabic}
The tangibles, can also be called the maintenance or
hygiene factors, include some of the necessities of the job like
salary, job security, work conditions, personal life, and status.
Others
includes
company
policy,
technical
supervision,
interpersonal relations with supervisor, interpersonal relation
with peers, and interpersonal relation with subordinates.
(Frederick Herzberg) noted that the tangibles are important
when they are lacking but of low motivational value when they
are there, serving only to meet the minimum expectation of the
workers.
He further stated that the intangible, also called the
motivators or satisfiers, constitute the real motivating factor in
the workplace.
They bring real satisfaction on the job. They includes:!Achievement
!Recognition
!Advancement
!Responsibility
!The possibility of growth
!The work itself
{page \* arabic}
According to (Herzberg) these satisfiers are far more
motivators than the hygiene factors, in the absence of these
motivators, the worker would, at best, be satisfied to come to
work but would not be propelled to be an achiever in the
organization.
2.9
THE NEED TO ACHIEVE THEORY
(David C. McClelland's) theory on motivation, which he x-
rayed in 1961 in his work, the achieving societal, is called the
need for achievement or simply nAch. His theory focused on
three key elements.
!Achievement
!Affiliation and
!Power
His central thesis is that individuals with a high need for
achievement have an unquenchable thirst for success and
would do any things to challenge their skills and creative abilities
so as to succeed and avoid failure. Such individuals set for
themselves targets that are achievable but challenging (David,
C., McClelland's) contended that such individual exhibit the
following tendencies.
{page \* arabic}
!They would prefer to choose tasks or jobs that makes them
responsible for the outcome.
!They set targets that are achievable but challenging.
!They are individualistic, preferring to be lone-rangers.
!They want feedback on actual results.
!They have the longing for inter-personal relationships.
!They could work for every long hour.
(McClelland) believe that managers fared well in their
need for achievement. The need for affiliation, and the need for
power and influence, if well integrated, would help the high
achieving manager.
It should be realized that the nAch individual is motivated
internally with an inbuilt, intrinsic motivating force. (McClelland)
also noted that these motivating values could be acquired
through learning and education.
Theory X and Y
This theory is the invention of (Douglas McGregor) he
identified two types of workers in the organization. Firstly he
called theory X and the other theory Y. (Douglas McGregor's)
assumption underlying theories X are:-
{page \* arabic}
!The average person dislike work and will avoid it as much as
possible.
!Most people must be forced or threatened with punishment
before they carry out their tasks or responsibility.
!Most people prefer close and continuous supervision
!Most people can exercise little or no creativity in handling
organizational tasks.
!Most people prefer security.
The major theme underlying theory X assumptions is that
the average worker is lazy, indolent, would choose to be
directed or supervised. He does not want to take risk and would
prefer security above all things. This assumption is most
suitable in an environment that emphasize close control, and
centralized authority.
The other polarity in (McGregor's) assumptions is theory
Y. Under theory Y the worker exhibits the following tendencies:
!Most people can find work as natural as play.
!Most people can exercise self-control in the accomplishment of
stated tasks or responsibility.
{page \* arabic}
!People are committed in the accomplishment to tasks when
they know that they will achieve personal rewards from
such accomplishment.
!People seek and are out to accept responsibility.
!Workers have great potentials to accomplish the goals of their
organizations.
!The human and intellectual capabilities in organization are only
partially tapped.
The central theme underlying theory Y is that the human
being is not lazy and does not avoid work indeed, he will
unleash his great potentials in the realization of the organization
goals if given the conducive atmosphere. He loves challenges
and responsibility, and relishes in creativity. For theory Y to
work, the manager must be one that gives subordinates some
latitude to carry out their tasks, allowing for some degree of
decentralization and less control.
2.10 THE PROCESS THEORIES
The process theories focus on the why and low of
motivation. They look at why or how motivation is triggered
{page \* arabic}
off and how specific instruments could be used to sustain it.
They are:!Expectancy theory
!Equity theory
!Reinforcement theory
Expectancy Theory
(Solomon, R.L. and Corbit, J.D. (1973) state that
motivation depends on the valence (subjective utility) to the
workers of extrinsic and intrinsic rewards for his effort, and the
probability that the worker assigns to the likelihood that his effort
will lead to the reward.
Expectancy of outcome relate to the probability the
individual attaches to the attainment of his personal goal while
achieving the organizational goals. If the probability or outcome
is considered positive, then the individual would be motivated to
work towards the attainment of the organizational goal. Such
outcome which the individual is usually expectant of include
such extrinsic rewards like salary increase and promotion, and
intrinsic reward like informal
{page \* arabic}
relationship and associations in the workplace, job content
which allows the individuals more latitudes to exercise is
initiative, and assigning more responsibilities to the individual.
The valence is the relative weight or measure of
importance work of outcome or reward which the individuals
expects. If the individual expect worthwhile result, then the
valence is positive and the individual will be motivated to
perform his task. The valence could also be zero or negative in
which case the individual would either be complacent in
performing his task or he may not want to perform it at all.
(Bowling, N.A., Beer, T.A., Weigner, S.H., & Libkuman, M
(2005).
One major criticism that seems to have overshadowed the
relative contributions of expectancy theory of management is its
complexity. The attached to a particular assignment may be
interpreted differently by the different individual involved.
2.11 EQUITY THEORY
The cradle of the equity theory in management could be
trace back to the social contract theory where everybody is
{page \* arabic}
seen to be equal before the law and where inequality is seen to
be fair as long as it is equitably distributed. Walster, E.E.,
Berscheid and G.W. Walster (1973).
Equity as a motivational tool is anchored on the reward
received relative to the contribution made in the attainment of
organizational objectives. If the rewards received is perceived as
not being proportional, then there is inequity. In which case, it is
the contribution of each individuals member of the organization
that determines the reward received. (G.W. Walster, p.176:
1973).
The theory of equity takes a number of dimensional
approaches. First the individual compares his reward from the
organization to his input in that organization.
Secondary he
comparies his input and reward with that of another person's
input and reward. This comparison of course, could be made
using somebody in the same organization or in another
organization, and must take cognizance of positions, and job
contents and design. If the input reward ratio of the individuals is
correspondingly the same with that with which the comparison
was made, then without doubt such an
{page \* arabic}
individual is receiving a fair `deal' from his organization.
Huseman R., Hatield, J. and Miles, E. (1987).
However, if the ratio of that of the individual is lower the
individual could resort to any of the following:
!Decrease his own input by not working hard.
!Try to increase his total outcome by asking for a raise in pay.
!Try to get the comparison other to increase some inputs or
receive decreased outcomes.
!Leave the work situation or
!Do a new comparison with a different comparison other, pride
et al (1991:236).
2.12 REINFORCEMENT THEORY
The reinforcement theory, pioneered by pavlov and
skinner has given wave to a new approach to motivation called
the behaviour modification model" with emphasis with managing
people by manipulating environmental processes". However,
Skinner noted that by conditioning one's environment, behaviour
of individuals within that environment
{page \* arabic}
could also be conditioned. Through the reward of an appropriate
behaviour, the individual is encouraged to repeat such
behaviour over and over again and by so doing, such behaviour
is reinforced. By punishing an undesired behaviour, the
individual is discouraged from repeating such behaviour and by
so doing, he sees it as undesirable (Ezionye, 2002).
Reinforcement could be positive, negative or neutral. A
positive reinforcement is one that encourages a particular
behaviour by appropriately rewarding the individual involved. A
negative reinforcement is one that discourage a particular
behaviour by appropriately punishing the individual involved. A
neutral reinforcement is one that takes no action either to induce
a repeat performance or discourages the repetition of such
action (Ezionye, 2002).
2.13 DETERMINANTS/FACTORS OF JOB SATISFACTION
For understanding and enhancing job satisfaction, it is
important to identify factors that affect employees satisfaction
with the job (Victor and Samantha, 1996). In this regard, a
structured review of the relevant literature's job satisfaction.
{page \* arabic}
These factors are described as follows:
Procedure Justice
Procedural justice is one the major determinants of the job
satisfaction. It comprises two models i.e. self-interest model and
group value model.
Self interest model (SIM): Linda and Taylor (1988) have
presented the self interest model (SIM) of procedural justice,
which states that having the say in process gives an impression
to the employee that he/she has certain authority over expected
result and hence employee considers these procedures fair.
Under the SIM, procedures are evaluated as fair if they
are perceived as allowing some influence over the desired
outcomes (Linda and Taylor, 1988). In addition, procedures are
laid down to add accuracy in decision making are also
procedures help employees to understand that they are going to
get best deserved results. However, procedures might be taken
upon as fair even if they really do not offer any control over the
desired outcomes.
{page \* arabic}
!Group Value Model
Group value model (GVM) by Linda et al (1990), suggest that
certain procedures are deemed to be fair because these
procedures develop feeling among employees as if they
are full members of a group which is authorized to make
decision. Having the voice allow employees to express
their views and it also instils the feeling among employees
that they have something important to say (Linda and
Early, 1991).
According to Linda and Early (1991), such expression of
value and worth increases employee's familiarization with
the group and maintaining the group. On the basis of this
value assumption employees are convinced to perform in
such a way that it will facilitate the interest of the group
(Linda and Early, 1991) fairness enforces an action or
schema of group mutual understanding and motivates
people to priorities collective interest over their own
interest without fear of being exploited by group interest
(Linda and Early, 1991).
{page \* arabic}
Linda and Early (1991) have also called this value
procedure as an organization citizenship behaviour (OCB)
in which employees take group focuses actions that are
not otherwise expressly or contractually recommended to
employees. These behaviours predict an employee's
belief that because the organization considers him/her of
such a value, she/he will then perform in the way that
contribute to the health and welfare of the group.
Nevertheless, a lack of such procedural justice (like a
denial of voice) might also imply the "negation" of "strike"
in the group's fate (Linda and Early, 1991). This may be
result in less moral obligation to contribute beyond the
minimal role requirements (Linda & Early, 1991). In the
same way CHU et al (2003) also high light the importance
of procedural justice to enhance job satisfaction.
!Individuals Characteristics
According to (Sargent and Hannum, 2005) who studied job
satisfaction among school teachers, have reported that
employee's characteristics such as age, gender,
{page \* arabic}
marital status, level of education and the rank may have positive
or negative effect on the job satisfaction. They have
reported that newer employees are more dissatisfied than
their older counterparts, which suggests that the age is an
important determinant in the job satisfaction. The study
has also identified that newly inducted and most senior
employees reported to be very dissatisfied and only those
who were in the middle rank stated to be the most
satisfied.
Furthermore, employees having less education displayed
more satisfaction with their job than those who were more
qualified. On the contrary (Lu et al, 2007) indicate no
direct relationship between job satisfaction and level of
education. Interestingly, women reported more satisfaction
with their job and recognized their job (i.e. teaching) as
their ideal profession. Married employees were found to
be more satisfied than their unmarried colleagues. This
study also revealed that they employees with higher rank
reported less satisfaction and more dissatisfaction than
those who were in the
{page \* arabic}
lower rank (Sargent and Hannum, 2005). On the other hand,
such and Jaless (2004) say that job satisfaction increase
and employees progress in rank.
However, according to (Ellickson and Logsdon, 2001)
personal factors like age and gender were found to have
least significance to job satisfaction in employees in the
municipal sector.
!Demographic Variable
The most important demographic variable that receives huge
attention in job satisfaction research is sex. A number of
empirical studies on job satisfaction have suggested that
female workers have lower level of job satisfaction than
their male counterparts because male officials dominate
most of the public organization.
Another
common
demographic
variable
studied
is
educational level. Most of the researches on the
relationship between education level and job satisfaction
yield consistent findings. Especially (Griffin, Dunbar &
McGill, 1978) found that workers with higher educational
level would tend to be more satisfied with their job than
workers with lower educational level.
{page \* arabic}
The third common identified variable in the research on
demographic characteristic is age. Worker's age has been
found to have a negative impart on worker's job
satisfaction (Buzawa, 1984). This means that younger
workers are more satisfied with their jobs their senior
counterparts.
The fourth and final variable is the job assignment of a
public officials have many different interests, and these
are sometimes satisfied on the job. However, the more
public officials find that they can fulfil their interests, while
on the job, the more satisfied they will be with those jobs.
For example, a recent study results showed that University
graduates were more satisfied with their job when these
feel outside their fields of interest.
2.14 ORGANIZATIONAL/COMMUNITY CHARACTERISTICS
Sargent and Hannum (2005) have also reported that
employees serving in economically well off communities are less
satisfied in their job. The place where attractive
{page \* arabic}
alternative career paths are available, employees are likely to be
less satisfied with their jobs than those working in areas where
no such alternatives are available. They have also reported that
the employees of the organization having better economic
resources for the support of employees' welfare as well as
payment of salaries on the time report over all satisfaction in
their jobs (Sargent and Hannum, 2005). According to the
authors, it is assumed that an employee will be less satisfied
when working in a remote area. However, they found that
employee working at remote villages reported more satisfaction
and preferred to remain in their job.
Additionally, they found that employees were more
satisfied in well-educated places because such settings reduce
employees' social isolation (Sargent & Hannum, 2005).
Moreover,
contentment
with
performance
assessment
procedure and positive relations with supervisor in an
organization also have influence on employee's job satisfaction.
(Ellickson and Logsdon, 2001). Additionally, organizational
factors such as having adequate work equipment, resources,
and training opportunities may have
{page \* arabic}
impact on employee satisfaction (Ellickson and Logsdon, 2001).
According to Abu-Bader (2000) standard working conditions and
promotional opportunities in an organization also result in higher
job satisfaction.
Similarly Sui (2002) has also identified positive link
between better work environment and job satisfaction. Better
working conditions and job security in addition to discipline and
promotion chances may enhance employee job satisfaction
(Rad et al, 2004). While Lu (2007), identified role ambiguity and
role conflict as negative predictors to employee's job satisfaction
level. Similarly C. Hu et al (2003) say that role doubtfulness and
work load may cause lower job satisfaction level.
Wright and Davis (2003) stress upon the charity and sate
that lack of charity will hinder the feedback process. Moreover,
re-utilization of work is avoided to keep employees focused and
satisfied.
Moreover javel and others (2004) who collected data from
22 soft ware organizations also sport clearity of information as
one the important factors among four factors
{page \* arabic}
identified by them namely quality of work, work environment,
performance assessment procedure and clearity itself as
predictor job satisfaction level.
However, Bhatti and Qureshi (2007) suggest that
employee participation in organization affairs may enhance job
satisfaction level. Alternatively Lu et al (2007) say that
organization commitment might be said to have positive link to
job satisfaction levels of employees.
Shah and Jalees (2004) report the satisfaction level of
faculty members with their work and remuneration. However,
faculty members stated less satisfaction with departmental
head's appointment procedure and also signified the need for
transparent promotion policy.
Mette
(2002)
states
that
only
work
environment
development are not enough to enhance job satisfaction level.
According to author only consideration of work environment is
not sufficient but to take into consideration the inclusion of
traditional culture is also necessary to enhance job satisfaction
level. On other hand Best et al (2006) identify salary and
autonomy as distinguishing job satisfaction predictor among
{page \* arabic}
public health sector. Nurses, it might be argued that autonomy,
distributive justice, ample opportunities for promotion, and
supervisor support may help to enhance level of job satisfaction
among employees (CHu et al, 2003).
Rad et al (2004), identify another factor which is
supportive manager style characterizing open communication,
respect, and recognition to increase employee job satisfaction
level.
Whereas Lee et al (2007) state another finding which say
positive relationship exists between job satisfaction and
knowledge management.
Alternatively Oshagbemi (1997) argues that factors of job
satisfaction and dissatisfaction are same and revisit the theory
of Herzberg which say that factors that lead job satisfaction are
separate and distinct from those that lead to job dissatisfaction.
According to Oshagbemi job satisfaction could be improved if
employers concentrate on situational occurrence (tea/coffee
break or insufficient paper towels in rest room) and situational
characteristic
(pay and
working
emphasizing on one factor alone. This
conditions)
rather
than
{page \* arabic}
study contradicts the work of Herzberg and says that both
hygiene and motivators can contribute to job satisfaction or job
dissatisfaction.
Besides that Georgellies and Lange (2007) highlight the
role of participation in continuous, on the job training to job
satisfaction ratings of employees. According to the authors
despite the importance of both on-the-job training and job
satisfaction
to
have
impact
on
workers'
productivity/performance, the link between two has received
surprisingly little attention and it creates reasonably fair gap in
the literature related to the studies of job satisfaction and
employees productivity.
!Departmental Esprit de corps
According
to
Ellickson
Longsdon
(2001)
employee's
departmental esprit de corps is positively related to their
job satisfaction, Esprit de corps relates to importance of
social relations among employees at a work place, it
identifies the worth of these social links among employees
and their impact on job satisfaction. The study be
Ellickson and Logsdon (2001) also suggest that
{page \* arabic}
organizational procedure and nurturing of conditions that
contribute collective feeling of trust within employee and
supervisor also contribute in job satisfaction. Ellickson and
Logsdon (2001) have also suggested that better employee
environment fit result in employee job satisfaction and the
productivity. Higher job satisfaction has also been
reported to result from (Abu-Bader, 2000). Similarly, Rad
et al (2004) signify the importance of social support which
employees get at work place to face upheavals of life may
increase job satisfaction level.
!Work Context
Wright and Davis (2003) have reported that work context is the
main distinguisher and source of sector difference in job
satisfaction. It might be argued that work context refers to
characteristics of overall organizational settings like
organization's goal or degree of formalization where
employees are supposed to perform tasks to achieve the
goals. Furthermore, they argued that procedural constraint
may influence job satisfaction level. According to Wright
(2001) work
{page \* arabic}
context relates to characteristics of the organizational setting
like organization's reward system. goals, or degree of
formalization in which the employee must perform the
work.
Psychological Factors
Lu et al (2007) argued that occupational stress may
reduce job satisfaction level. According to CHu et al (2003).
People who perceive things in positive way and by tendency are
more positive may have better level of job satisfaction. On other
hand people who have inverse tendency may experience less
job satisfaction from their work.
Management by Objectives
Management by Objective (MBO) is a process of defining
objective within an organization so that management and
employees agree to the objectives and understand what they
are in the organization.
The term "management by objective" was first popularized
by (Peter Drucker) in his 1954 book the practice
{page \* arabic}
of management', the essence of MBO is participative goal
setting, choosing course of actions and decision making. An
important part of the MBO is the measurement and the
comparison of the employee's actual performance with the
standards set. Ideally, when employee's themselves have been
involved with the goal setting and choosing the course of action
to be followed by them, they are more likely to fulfil their
responsibilities.
Features and Advantages
The basic principle behind management by objectives
(MBO) is for employees to have a clear understanding of the
roles and responsibilities expected of them. Then know how
their activities relate to the achievement of the organization's
goal. MBO also places importance on fulfilling the personal
goals of each employee. Some of the important features and
advantages of MBO are:1.Motivation
Involving employees in the whole process of goal setting and
increasing
employee
empowerment.
This
employee job satisfaction and commitment.
increases
{page \* arabic}
2.Better Communication and Coordination
Frequent reviews and interactions between superiors and
subordinates help to maintain harmonious relationships
within the organization and also to solve many problems.
3.Clearity of goals.
4.Subordinates tends to have a higher commitment to objectives
they set for themselves than those imposed on them by
another person.
5.Managers can ensure that objectives of the subordinates are
linked to the organization's objectives.
Limitations of MBO
There are several limitations to the assumptive base
underlying the impact of managing by objectives, including;
1.It over-emphasizes the setting of goals over the working of a
plan as a driver of outcomes.
2.It under-emphasizes the importance of the environment or
context in which the goals are set. That context includes
everything from the availability and quality of
{page \* arabic}
resources, to relative buy-in by leadership and stakeholders. As
an example of the influencer, in a 1991 comprehensive
review of thirty years of research on the impact of
management by objectives (Robert Rodgers and John
Hunter)
concluded
that
companies
whose
CEO's
demonstrated high commitment to MBO showed. On
average, a 56% gain in productivity companies with CEO's
who showed low commitment only saw a 6% gain in
productivity.
3.Companies evaluated their employees by comparing them
with the "ideal" employee. Trait appraisal only looks at
what employees should be not at what they should.
Effect of MBO in a Public Sector Organization
MBO is frequently prescribed in the descriptive articles as
a way to meet the accountability pressures facing public sector
agencies and as a way to improve their performance and
employee satisfaction.
In addition, since the 1974 edict by Fred Malek, then the
director of the office of management and Budget, all Federal
{page \* arabic}
agencies have been required to use some form of MBO in their
programs
(Malek,
1973;
Mc
Caffery,
1976).
With
this
background, the present study was undertaken to evaluate the
impact that MBO had on performance and satisfaction in one
public sector agency.
Satisfaction with supervision significantly increased after
implementation of the MBO Program and there was directional
(but not significant) support that work satisfaction improved.
These results are consistent with previous research (Steers,
1976, Tosi et al, 1976).
There seem to be some support for the hypotheses that
MBO leads to a satisfaction improvement, at least over the short
term (Ivancevich, 1976). Reliance on these results must be
impered, however, because a control group was not available
and only two measurements were taken (before and after) in
assessing changes in satisfaction.
Formal
and informal interviews indicated that the
employees were satisfied with their ability to participate and
formulate some specific objective.
{page \* arabic}
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
RESEARCH DESIGN
This researcher will be discussed under the following
headings: Research design, source of data population of study,
sample size determination reliability of the study, validation of
the study, method of administering research instrument, method
of data analysis.
The research is survey design that used questionnaire to
generate relevant data. Pilot study was conducted on twenty
retired workers in the ministry. They were asked whether a study
of job satisfaction in government ministries is worth in Enugu
State. Twelve affirmed, representing 60% of success in the
population, with disagreeing representing 40% of failure in the
population.
3.2
SOURCES OF DATA
Primary and secondary data were used in the study. The
primary data are the questionnaires, oral interviews conducted
as well as the direct, observation made on the workers in the
{page \* arabic}
ministry. Secondary data from this source were not original to
the researcher, they were gotten from textbooks, journals and
encyclopaedia.
3.3
POPULATION OF THE STUDY
The population is eleven thousand two hundred and
eleven (11. 211) workers of the Enugu State Ministries. Gotten
from the state ministry of establishment Okpara Avenue, Enugu.
3.4
SAMPLE SIZE DETERMINATION
The sample size is three hundred and eighty six (386). It is
derived from the population using Yamane statistical formular.
n
=
N
1 + N(e)2
n
=
11,211
e
=
allowable sampling error taken at 5%
=
11,211
1 + 11,211(0.05) (0.05)
=
11,211
29.0275
=
386
{page \* arabic}
3.5
RELIABILITY OF THE STUDY
The questionnaire is tested for reliability from spearman's
correlation coefficient.
1 - (6edi2)
n
=
number of trials
di
=difference between pre and post responses in the trial.
S/N
Pre test
Post test
di
di2
1.
380
383
-3
9
2.
379
378
1
1
3.
379
383
-4
16
4.
382
384
-2
4
5.
377
375
2
4
6.
376
378
-2
4
7.
389
386
3
9
8.
382
385
-3
9
9.
382
380
2
4
10
375
377
-2
4
{page \* arabic}
1 - 6(64)
10(100-1) =
1 - 0.387878787 = 0.6121
Since 0.6121 is reasonably above average, the research
instrument is termed reliable.
3.6
VALIDATION OF RESEARCH INSTRUMENT
The questionnaire was given to specialist in data analysis
as well as in measurement and valuation who perused them and
made valuable pieces of advice that informed the re-writing of
many to suit what is intended. Finally, the supervisor approved
of them before they were distributed. This entailed content
validity to ensure that what was intended was covered in the
questionnaire.
3.7
METHOD OF DATA ANALYSIS
The questionnaires are analysed by simple percentage
distribution:
r
x
100
n
1
r
=
number of variables in n
n
=
sample size
{page \* arabic}
The hypotheses are tested using sample proportion
statistic:
Z
=
PS - P
 Pq
n
PS
=Proportion of success in the population
Q
=Proportion of failure in the population
P
=Proportion of success in the sample
PS
=Proportion of failure in the sample
n
=Total number observed
Decision
To accept any hypothesis the rule is, do not reject Ho (null
hypotheses) if only the table value is greater than calculated
value. Reject if otherwise.
{page \* arabic}
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1
DATA PRESENTATION
This chapter presents and analyzes the data obtained
from the respondent to the questionnaire distributed by applying
the different statistical tool mentioned earlier.
Questionnaire Distribution and Return
Questionnaire Response Rate
Respondent
No
Distributed
No
Returned
%
Returned
No
Unreturned
%
Unreturned
% of
Response
Grade 10 13
109
100
91.74
9
8.26
28.57
Grade level
14 - 17
277
250
90.25
27
9.75
71.43
Total
386
350
90.67
36
9.33
100
Source: Field Work, 2012.
A total of 386 questionnaires were administered to the
respondent. Out of these 350 (90.67) were returned while
36(9.33%) were not returned.
{page \* arabic}
Table 4.2: Distribution by Sex
Option
Respondent
Percentage
Male
166
47
Female
184
53
Total
350
100
Source: Field Work, 2012.
The table above indicate that 166(47%) of the respondent
are male while 184(53%) of the respondent are female.
Table 4.3: Distribution by Age
Option
No of Respondent
Percentage (%)
Below 30 years
97
28
30 - 50 years
228
65
51 and above
25
7
Total
350
100
Source: Field Work, 2012.
{page \* arabic}
The above analysis shows that out of 350 respondent,
97(28%) are below 30 years, 228(65%) are between 30 - 50
years while 25(7%) are 51 years and above.
Table 4.4:Distribution by Academic Qualification
Options
No. of Respondent
Percentages (%)
FSLC
30
8.6
SSCE/WAEC
80
22.9
OND
42
12.25
B.Sc/HND
138
39.4
MBA/MSc
57
16
Ph.D
3
0.85
Total
350
100
Source: Field Work, 2012.
The table above indicates that out of 350 respondent,
30(8.6%) has first school leaving certificate, 80(22.9%) has
WAEC, 42(12.25%) has OND, 138(39.4%) has B.Sc or HND,
57(16%) has MBA or M.Sc while 3(0.85) has Ph.D.
{page \* arabic}
Table 4.5:Nature of significant relationship between pay and
job satisfaction.
Variables
Responses
Percentages (%)
Very high
229
65.43
High
21
6
Average
50
14.29
Low
40
11.43
Very low
10
2.86
Total
350
100
Source: Field Work, 2012.
Out of 350 respondent, 229(65.43%) agreed that the
nature iof significant relationship between pay and job
satisfaction in government ministries in Enugu State is very high.
21(6%) accepted that is high, 50(14.29%) agreed that is agreed
that is average, 40(11.43%) agreed that is low while 10(2.86%)
is of the opinion that is very low.
{page \* arabic}
Table 4.6:Nature of positive relationship between job
satisfaction and employee performance.
Variables
Response
% Response
Very high
223
64.64
High
68
19.71
Average
21
6.09
Low
29
8.41
Very low
4
1.16
345
100
Total
Source: Field Work, 2012.
The
table
indicates
that
out
of
345 respondent,
223(64.64%) accepted that the positive relationship between job
satisfaction and employee performance is very high, 68(19.71%)
agreed that is high, 21(6.09%) agreed that is low, while
4(1.16%) agree that is very low.
{page \* arabic}
Table 4.7:The extent promotion enhances job satisfaction
Variables
Response
% Response
Very high
220
64.71
High
20
9.09
Average
90
40.91
Low
8
3.64
Very low
2
0.91
340
100
Total
Source: Field Work, 2012.
The above table shows that out of 340 respondents,
220(64.71%) is of the opinion that promotion enhances job
satisfaction. This views were equally supported by 20 (9.09%)
respondent which agree. However, a total of 90(40.91) is of the
opinion that is average, 8(3.64% is of the opinion that is low
and this was supported by 2(0.91%) which equally agree that is
low.
{page \* arabic}
Table 4.8:The extent of positive correlation between
organizational policies and job satisfaction.
Variables
Response
% Response
Very high
224
64.55
High
80
23.05
Average
11
3.17
Low
12
3.46
Very low
20
5.76
Total
347
100
Source: Field Work, 2012.
This table shows that out of 347 respondents, 224
(64.55%) are of the opinion that there is a very high correlation
between organizational policies and job satisfaction an was
supported by 80(23.05%) respondent which equally agreed.
However, 11(3.17%) respondents are of the opinion that is low:
this was equally supported by 20(5.76%) respondent which said
that the correlation between organizational policies and job
satisfaction is very low.
{page \* arabic}
4.2
TEST OF HYPOTHESES
Hypotheses 1
There is significant relationship between pay and job
satisfaction. To test this hypotheses, table 4.5 will be used for
this analysis applying sample proportion statistics as shown
below.
Table 4.5:Response of the nature of significant relationship
between pay and job satisfaction.
Variables
Response
% Response
Very high
229
65.43
High
21
6
Average
50
14.29
Low
40
11.43
Very low
10
2.86
Total
350
100
Source: Field Work, 2012.
Z
=
PS - P
 Pq
n
{page \* arabic}
P and q are constant, p = 60% (0.60) and q = 40% (0.40).
Ps = (0.6543) proportion of success in the population sample of
the distributed questionnaire.
n
=(350) total number of the observable sample size
z
= 0.6543 - 0.60
 0.60 x 0.40
350
Table value = 1.96
Decision Rule
Since the table value (1.96) is less than the calculated
value (2.07), we reject Ho; this means that there is significant
relationship between pay and job satisfaction.
Hypotheses II
There is positive relationship between job satisfaction and
employee performance. To test this hypotheses table 4.6 will be
used applying sample proportion statistics as shown below.
{page \* arabic}
Table 4.6:Response of positive relationship between job
satisfaction and employee performance.
Variables
Response
% Response
Very high
223
64.64
High
68
19.71
Average
21
6.09
Low
29
8.41
Very low
4
1.16
345
100
Total
Source: Field Work, 2012.
Z
=
0.6464 - 0.60
 0.60 x 0.40
345
=
1.76
Table value = 1.65
{page \* arabic}
Decision Rule
Since the table value (1.65) is less than the calculated
value (1.76), we reject Ho; this means that there is a positive
relationship
between
job
satisfaction
and
employee
performance.
Hypotheses III
Promotion enhances job satisfaction. To test this
hypothesis, table 4.7 will be used applying sample proportion
statistics as shown below.
Table 4.7:Response on the extent promotion enhances job
satisfaction.
Variables
Response
% Response
Very high
220
64.71
High
20
9.09
Average
90
40.91
Low
8
3.64
Very low
2
0.91
340
100
Total
Source: Field Work, 2012.
{page \* arabic}
Z
=
PS - P
Pq
n
=
0.6471 - 0.60
 0.60 x 0.40
340
=
1.77
Table value = 1.65
Decision Rule
Since the table value (1.65) is less than the calculated
value (1.77), we reject Ho; which means that promotion
enhances job satisfaction.
Hypothesis IV
There is positive correlation between organizational
policies and job satisfaction, to test this hypotheses, table 4.8
will be used applying sample proportion statistics as shown
below.
{page \* arabic}
Table 4.8:The extent of positive correlation between
organizational policies and job satisfaction.
Variables
Respondent
% Respondent
Very high
224
64.55
High
80
23.05
Average
11
3.17
Low
12
3.46
Very low
20
5.76
Total
347
100
Source: Field Work, 2012.
Z
=
PS - P
Pq
n
=
0.6455 - 0.60
 0.60 x 0.40
347
=
1.73
Table value = 1.65
{page \* arabic}
Decision Rule
Since table value (1.65) is less than the calculated value
(1.73), we reject Ho. This means that there is positive
correlation between organizational policies and job satisfaction.
{page \* arabic}
CHAPTER FIVE
SUMMARY OF FINDINGS, DISCUSSION OF RESULT,
CONCLUSION AND RECOMMENDATION
5.1
SUMMARY OF FINDINGS
In the course of this work, the following findings were
made:
There is a significant relationship between pay and job
satisfaction. People are aware of the impact salary fringe benefit
and other form of reliefs on job satisfaction.
It was further discovered that there is positive relationship
between job satisfaction and employee performance. If
employees are not motivated, they won't perform.
The research also revealed that promotion enhances job
satisfaction. This was tested and confirmed in chapter 4 of this
work. It was observed also that organizational policies affect job
satisfaction.
5.2
DISCUSSION OF RESULT
This study discovered that there is significant relationship
between pay and job satisfaction and this is in
{page \* arabic}
agreement with the view of Emeoha (2009:86) that job
satisfaction is an extent a worker receives high reward by either
fringe benefits or wages and salaries. This however, detracts
from the observation of Moha (2010: 183) that the weight of pay
package has nothing to do with job satisfaction. He argues that
it is rather innovation and worker's creativity that makes him
satisfied in the job.
The research discovered that there is positive relationship
between job satisfaction and employee performance. These
tallies with the observation of Peterside (2004:98) in the
literature review that employee performance is closely related to
job satisfaction. It also agrees with the view of Onuoha (2011:
118) that job satisfaction exists because an employee performs
above average in an organization.
The study discovered that promotion enhances job
satisfaction. This agrees with the observation of Tanko
(2004:93)
that
if
a
worker
is
kept
stagnant
without
commensurate promotion in any organization, there is every
reason for him not to perform. He argues that the worker
{page \* arabic}
utilizes his money to solve his problems which enables him to
put more effort in the job.
The study also discovered that there is positive correlation
between organizational policies and job satisfaction. This was
also observed by Clinton (2008:222) that an organizational
policy shapes every activity in an organization. He adds that
every worker wants to rise to the next level to command some
influence that goes into politickin to achieve it whenever chance
presents itself for competition.
5.3
CONCLUSION
A study on job satisfaction is a study on the entire lifeline
of an organization. When the workers are satisfied with the job,
there is dexterity he employs into that makes him to perform
more. This also helps him to cultivate the idea of innovation to
stamp his feet more on the job. As he creates in the job, his
position is bound to increase commensurately with pay where
this is hindered, the workers lose focus and relax.
Job satisfaction is affected by some factors; procedural
justice, individual characteristics, organizational
{page \* arabic}
characteristics, and psychological status, work itself, level of
education and the rank may have positive or negative effect on
the job satisfaction. It has been reported that younger
employees are more dissatisfied than their older counterparts,
which suggests that the age is an important determinant in the
job satisfaction. The study has also identified that newly induced
and most senior employees reported to be very dissatisfied and
only those who were in the higher rank stated to be the most
satisfied. Job satisfaction in relation to workplace is the level of
contentment an individual derives from the work and workplace.
If an employee is satisfied with co-workers, he can publicize the
cordiality while his dissatisfaction with the workload will be
concealed or held personally.
Moreover, it was recognized that employees with higher
levels of job satisfaction, particularly with the job itself, are less
likely to quit their jobs, and be absent from work. Dissatisfaction
most likely leads to stealing and low performing employees. In
order to make employees satisfied and committed to their jobs
in Nigerian Public Sector, there is
{page \* arabic}
need for strong and effective motivation at the various levels,
department, and sections of the sector.
5.4
RECOMMENDATIONS
Based on the findings of this work, the following
recommendations were made;
1.Management should tie pay package to marginal productivity
of labour to energize the worker to improve his
contribution in the firm.
2.Management should seek to improve on the conditions at
workplace.
3.Social amenities should be adequately provided in the
workplace to stabilize the workers performance.
4.Promotion should be given to the employees which will lead to
the upward adjustment in salary or pay package this can
lead to job satisfaction.
5.Employees should be given recognition and freedom in
execution of their job and also provide necessary skills
that will enhance personal growth.
This is done by introducing job rotation, job enlargement
and job enrichment. This will provide the worker with this kind
{page \* arabic}
and degree of motivation need to ensure job satisfaction.
Organizational policies must be dully encourages for growth at
every level.
Management must create and make use of opinion box to
use worker's complaints to improve organizational performance.
{page \* arabic}
BIBLIOGRAPHY
Chukwu, B.I. (2007), Fundamental Business Statistics,
Enugu: Horsethrone Concept.
Chukwu, C.O. (2007), Managements and organization, Enugu:
Choby Press Enterprises.
Emeoha, O.O. (2009), Management of Human Resource.
Lagos: Western Avenue Publishers.
Ezionye Eboh, F. (2002), Management Theory; Models for
Decision Making, Enugu: Villa Nig. Ltd.
Haque, M.M., Taher, M.A. (2008), Job Characteristics Model
and Job Satisfaction; Age, Gender, and Marital Status Effect.
Paper Presented at the 7th International Conference on
Ethics and Quality of Work-Life for Sustainable
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APPENDIX
Department of Management
Faculty of Business Administration
University of Nigeria,
Enugu Campus.
Dear Respondent,
QUESTIONNAIRE OF RESEARCH PROJECT
I am a postgraduate student of Business Administration,
University of Nigeria, Enugu Campus.
I am currently carrying out a research on the determinant
of effective job satisfaction in public sector organization.
Kindly read the questions and briefly express your
opinion/answer in the space provided.
Please note that is strictly academic therefore honest of
unbiased opinions are highly solicited while information given
shall be kept in confidence.
Thanks for your co-operation.
Yours faithfully,
Ozonnyi Michael Okwudili
QUESTIONNAIRE
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SECTION A
Please tick () in the appropriate box chosen for your
answer and comment briefly where necessary.
1.Sex
a)
b)
Male [ ]
Female
[]
2.Marital status
a)
b)
c)
d)
Single
Married
Divorced
Separated [ ]
[]
[]
[]
3.Age
a)
b)
c)
d)
Below 25 years [ ]
25 - 40 years
41 - 60 years
60 years and above
4.Educational Qualification
a)
b)
c)
d)
e)
f)
g)
h)
WASC/GCE
NCE
[]
ND
HND
[]
B.Sc
[]
MBA
[]
M.Sc
[]
Ph.D
[]
[]
[]
5.Grade level
a)
b)
Between 10 - 13 [ ]
Between 14 - 17 [ ]
[]
[]
[]
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SECTION B
6.What is the nature of significant relationship between pay and
job satisfaction?
a)
b)
c)
d)
e)
Very high
High
[]
Average
Low
[]
Very low
[]
[]
[]
7.How can you rate the nature of positive relationship between
job satisfaction and employee performance?
a)
b)
c)
d)
e)
Very high
High
[]
Average
Low
[]
Very low
[]
[]
[]
8.To what extent does promotion enhances job satisfaction?
a)
b)
c)
d)
e)
Very high
High
[]
Average
Low
[]
Very low
[]
[]
[]
9.What is the extent of positive correlation
organizational policies and job satisfaction?
a)
b)
c)
d)
e)
Very high
High
[]
Average
Low
[]
Very low
[]
[]
[]
between