THE IMPACT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE IN GOVERNMENT OWNED ENTERPRISES
ABSTRACT
The topic of this project report on the Impact of Job Satisfaction on employee
performance in Government Owned Enterprises (GOE’s). There was a time
when it was considered sound economic policy for government to establish and
invest in corporation and enterprises. It was then agreed that government
owned enterprises were better for stimulating and accelerating natural economic
development rather than private initiative. This research therefore aimed at
investigating, identifying, analysis and presenting research findings on the
Impact of Job Satisfaction on employee performance. To achieve the above
aims, research hypothesis were formulated to that whether promotion has no
impact on job satisfaction, there is no relationship between salary and job
satisfaction and conducive environment does not contribute to job satisfaction in
government owned enterprises. The researcher made use of research
questionnaire, which were designed and distributed to staff of these government
owned enterprises. The method of analysis is the use of tables, percentage and
chi-square. The major finding of the research is that promotion has a significant
relationship with job satisfaction, there is relationship between salary and job
satisfaction and conductive environment contribute to job satisfaction among
employee in government owned enterprises. In view of the above findings the
study recommended that: 1.Government owned enterprises should see
increase/prompt payment as a motivation factor, that can increase productivity
in the organization. 2. Government should use employee inputs as a criteria for
promotion of workers, because most of these workers in government are idle.
3. Government should make the working environment conducive, so that the
workers, can see their working environment as their second home. 4.
Government owned enterprises should adopt management by objective in which
employee should be part in decision making of the organization so that all hands
will be on deck. 5. The structure of the organization should be restructure so
that there will be cordial relationship between the employees and employer.
6.Working conditions should be improved and sustainable to enhance
performance. 7. Management should be sensitive to the difference in needs and
values among the employee. Every individual is unique and will respond
differently to attempts to motive him or her. 8. Management should be sensitive
to employees, complaints about low pay and unchallenging work. Too often
management delude them into thinking that employees dissatisfaction can be
lessened by painting work area piping in music, giving out a few more words of
praise, or giving people longer work breaks.
TABLE OF CONTENTS
Title Page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Content vi
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of Problem 4
1.3 Objectives of the Study 6
1.4 Research Questions 7
1.5 Research Hypothesis 7
1.6 Significance of the Study 7
1.7 Scope and Limitation 8
1.8 Delimitations of the Study 9
1.9 Definition of Terms 9
CHAPTER TWO: LITERATURE REVIEW
2.1 Motivation – Definition and Meaning 12
2.2 The Nature of Motivation 13
2.3 Types of Motivation 14
2.4 Motivational Tools 14
2.5 Theories of Motivation 15
2.6 Importance of Motivation 26
2.7 Management by Objective 27
2.8 Employee Satisfaction 32
2.9 Employee Performance and Satisfaction 37
References
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction 44
3.2 Research Design 44
3.3 Sources of Date 44
3.4 Instruments for Data Collection 45
3.5 Population of the Study 45
3.6 Pilot Survey 45
3.7 Reliability and Validity of Data and Test Instruments 46
3.8 Data Treatment Techniques 46
References 48
CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Data Presentation 49
4.2 Data Analysis 50
4.3 Test of Hypothesis 59
References
CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary of Findings 68
5.2 Conclusion 69
5.3 Recommendations 70
References 73
Bibliography 74
Appendixes 76
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The importance of qualified manpower in the social, political and
economic development of any nation can hardly be over emphasized. No nation
is known to have attained and sustained high level of economic growth and
development without ample supply of manpower.
Of all the factors that unlock the forces of economic and development, a
country’s human resources is the most vital because without, it all the other
factors have to wait. (Nwachukwu 1988, p-128)
Positive changes in the quality of work force according to Nwachukwu,
account for rapid economic development that has taken place in advanced
countries, Kuznet in Nwachukwu once observed that “the major capital stock of
an industrially advance country is not its physical equipment; it is the body of
knowledge amassed from tested findings and discoveries of empirical science,
and the capacity and training of its population to use this knowledge”.
At the organization level, the essence of any manpower programme is to
enhance the welfare of workers by maximizing their skills as well as the quality
and quality of their employment opportunity and by so doing add to their
economic strength (Nwachukwu ibid). Thus all employee programme are
aimed at human resource development and utilization bearing in mind that a
well-motivated and satisfied manpower is an asset to an organization, which
enhances productivity. In a real sense, three important elements, money, man
and material make up any business enterprises. While each of these elements is
particularly importance in any organization, it is however the people or the
human element that is often responsible for the success of an organization.
It is not uncommon to experience a situation where competing firms buy
materials in the same market, secure their money from the same sources and
employ their personnel in the same area, yet one company emerges as being
more productive and profitable than the other.
A study of such circumstances more often than not reveals that the
difference in the performance is due to the fact that one company has a more
“satisfied” work force, hence more productive. With this illustration,
people/manpower determine the success of enterprises.
A well-known management theorist, Rensis Likert concludes, “All the
activities of any enterprises are initiated and determined by persons who make
up that institution, underscores the importance of employee function. Plant,
offices, computers, equipment and all else that a modern firm uses are
unproductive except for human effort and direction. Of all the tasks of
management, managing the human component is the central and most important
task because, all else depend on how well is done” (Likert quoted in Iyayi 1989,
p.151). Personnel/employee administration is that organization or enterprises
function which is especially concerned with the management of the human
component in organizations.
This human component pervades the entire organization and because of
this, it follows that the performance of the personnel, or at least an important
part of it, devolves on all individuals and managers who in one way or another
have responsibility for the performance of one or more subordinates in the
organization. The management function of leading, directing and motivating
are all personnel functions, which all management must perform. A manager
who fails in any of these respects is also likely to fail in the performance of
his/her primary responsibility even if such responsibility is for production,
accounting or marketing (Iyayi ibid).
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THE IMPACT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE IN GOVERNMENT OWNED ENTERPRISES
