EFFECT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCES
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EFFECT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCES
CHAPITRE ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Attaining high levels of performance through productivity and efficiency has long been a top aim for organisations. To do that, a highly satisfied workforce is an absolute requirement for an organization’s performance growth.
When a worker is satisfied with his or her employment, he or she is more likely to work harder and better. As a result, every organisation strives to develop a satisfied workforce in order to operate the organization’s well-being.
However, the overall organisational performance is dependent on the efficient and effective performance of the organization’s individual personnel. As a result, every organisation places a high value on individual employee performance in order to achieve high organisational productivity.
Employee effort is a significant aspect in determining an individual’s performance. When an employee is satisfied with his or her job, he or she is inspired to put up more effort in the performance.
Then it tends to improve the organization’s overall performance. In other words, a contented individual employee, as well as his or her efforts and devotion, are critical to the organization’s success.
Nigerian Agip Oil Company Limited (NAOC), headquartered in Lagos, Nigeria, is a joint venture administered by Agip and owned by NNPC (60%) Agip (20%) and Phillips Petroleum (20%) that produces 150,000 bpd primarily from minor onshore fields.
Job satisfaction is a multidimensional and complex term that can mean different things to different people. It is more of an internal state mentality. It could be linked to a personal sense of accomplishment, either quantitative or qualitative (Mullins, 1999).
He investigates job satisfaction in terms of (1) the fit between what the organisation requires and what the employee seeks, and (2) the fit between what the person seeks and what he or she actually receives. He emphasised that job happiness is influenced by a variety of factors, including
(1) Personality (including personality, education, IQ and talents, age, marital status, and work orientation);
(2) Social aspects (e.g., coworker relationships, group working and norms, and interaction opportunities);
(3) Cultural aspects (attitudes, beliefs, and values);
(4) Organisational elements (such as the nature and scale of the organisation, its formal structure, personnel policies and procedures, employee interactions, the nature of the work, supervision and leadership styles, management systems, and working conditions); and
(5) Environmental influences (economic, social, technical, and governmental).
Sweeny and Mcfarln (2002) described job satisfaction as the outcome of a psychological comparison process of how well various components of their job (e.g., income, autonomy, work load) meet their expectations. Employees are most satisfied with their jobs when what they have matches what they want.
An employee’s total job happiness is the sum of her comparisons between what her job offers and what she wishes in many areas. The fact that perceived importance has such a large impact on how employees feel has managerial implications.
According to Obisi (2003), the following factors contribute to job satisfaction: adequate salary, good working conditions, parental management, job security, opportunity for growth,
positive and supportive environment, friendly nature of coworkers and colleagues, responsibility, and cordial relationship between superior and subordinates. As a result, we can conclude that job satisfaction is a person’s assessment of his or her employment and work environment.
This study is shining a spotlight on the impact of job satisfaction on employee performance at Agip Oil Company in Nigeria.
1.2 STATEMENT OF THE PROBLEM
The increasing foreign investors and many multinational companies, as well as local investors (independent marketers), have called for a good organisational framework that would allow these companies to retain their best hands in the oil and gas industry in Nigeria today.
According to Gunter and Furnham (1996), workplace pleasure can directly promote improved work results. Positive work incentives are those that make work more exciting, such as an appealing work environment,
good personnel policies, benefit provision, job structure, and salary. Motivation, sound personnel policies, a positive work environment, and the provision of benefits, job satisfaction, and remuneration all result from an enabling work environment.
Negative work incentives, on the other hand, are those that make work monotonous, unchallenging, and unsatisfying. They result in higher absenteeism, turnover, and accidents.
To avoid these negative work outcomes, it is necessary to determine which variables within the organisational context can lead to employee satisfaction at Agip Oil Company in order to maintain a productive, fulfilled, and contented workforce.
However, it is important to note that the researcher is aware that factors such as clear lines of communication, an adequate reward system, and promotional opportunities may also encourage or discourage both positive and negative work outcomes, which, if not adequately implemented, may result in employee turnover.
Comparative studies of this sort would provide the researcher the opportunity to uncover variations in job satisfaction of employee and their impact on employee performance. Several elements have been found in the literature as being responsible for the amount to which employee unhappiness is related to employee performance and compensation.
The influence of these elements varied and are quite connected with beliefs, management of factors and tolerance levels (Delery and Doty, 2006; Doty, Glick and Huber, 2003). Top management’s emphasis on administrative style, work load, performance feedback, and outstanding support are all aspects that could improve or hinder academic work performance.
Furthermore, job satisfaction is related to employees’ physical and mental well-being, implying that job satisfaction is related to human health (Oshagbemi, 1999). Understanding the factors that contribute to job satisfaction is important for improving the well-being of a large number of individuals.
While improving contentment has humanitarian significance, Smith, Kendall, and Hulin (1969) said that, as banal as it may seem, satisfaction is a reasonable objective in and of itself. Apart from its humanitarian value, considering whether and how job happiness might be increased appears to make economic sense.
As a result, it is necessary to discover characteristics within the organisational setting that can aid in improving employee job satisfaction. Most earlier research attempted to explain a worker’s job satisfaction as a consequence of both the individual’s personal traits and the job’s specific attributes.
Other factors that appear to affect organisational effectiveness include management and leadership styles, unclear rules and regulations in personnel policies, excessive work load, poor communication with supervisors and unclear lines of communication, boredom and frustration caused by a lack of support from superiors,
a suitable career ladder, unchallenging jobs, and inadequate fringe benefits as expected in the working conditions (Marriner- Tomey, 1996). As a result, the purpose of this study is to determine the links that exist between the various aspects of employee performance and job satisfaction among Agip Oil Company employees.
1.3 OBJECTIVES OF THE STUDY
The primary goal of this research is to assess the impact of work satisfaction on employee performance at Agip Oil Company. As a result, the precise objectives are mentioned below;
1. Determine the relationship between job satisfaction and employee performance at Agip Oil Company.
2. To uncover the elements that influence employee work satisfaction and, as a result, employee performance.
3. To see if there is a difference in how senior and junior employees assess job satisfaction.
1.4 RESEARCH QUESTIONS
What is the connection between job happiness and performance at Agip Oil Company?
What are the factors that influence employee job satisfaction and their impact on employee performance?
Is there a difference between how senior and junior employees assess job happiness and employee performance?
1.5 HYPOTHESES
H0: There is no statistically significant link between work satisfaction and employee performance.
HA: There is a strong link between job satisfaction and employee performance.
1.6 THE SIGNIFICANCE OF THE STUDY
The focus of this study is on Agip Oil Company employee performance as a result of work satisfaction. The study is significant because it will highlight the characteristics that employees believe promote job happiness, which in turn leads to improved employee performance within their organisational setting.
The research would be useful to company and organisation management in enhancing employee morale and bringing about job satisfaction. An employee who is successful in his or her job and whose needs are addressed at work is a happy employee who will try to maintain excellence. Furthermore, the study will provide policies and measures for minimising organisational correlates of job discontent.
1.7 SCOPE AND LIMITATIONS OF THE STUDY
This study concentrated on the effects of job satisfaction on employee performance. The study was carried out at Agip Oil Company in Lagos State, Nigeria. Job happiness can have an effect on employee performance, which can lead to an increase in staff productivity.
The study focused on determining the causes of job happiness and dissatisfaction among employees (senior and lower level) and whether there is a difference in how senior and junior employees view job satisfaction and employee performance.
STUDY LIMITATIONS
The limitations encountered throughout this investigation are mostly focused on issues relating to:
Difficulty in obtaining appropriate, adequate, and reliable information from respondents- Respondents prefer to supply information that they believe the researcher would appreciate, which may not be accurate.
Financial constraint- A lack of funds tends to restrict the researcher’s efficiency in locating relevant materials, literature, or information, as well as in the data collection procedure (internet, questionnaire, and interview).
Time constraint- The researcher will conduct this investigation alongside other academic activities. As a result, the amount of time spent on research will be reduced.
Respondents’ hectic schedules- Workers at Agip Oil Company who will be responding to the surveys may have a busy work schedule, causing them to provide responses to the questions hurriedly, which can negatively effect their answers.
1.8 DEFINITION OF TERMS
Employee: A person who works part-time or full-time under an employment contract, whether oral or written, express or implied, and who has recognised rights and duties. Also known as a labourer.
Satisfaction: refers to the discharge, extinguishment, or retirement of an obligation to the obligor’s acceptance or fulfilment of a claim.
Performance: the accomplishment of a particular task measured against predefined known standards of correctness, completeness, cost, and speed. In a contract, performance is defined as the fulfilment of an obligation in such a way that the performer is released from all contractual liabilities.
Salary: Agreed-upon and regular remuneration for employment that can be paid at any frequency but is usually paid monthly rather than hourly, daily, weekly, or piece-work.
Incentives: An inducement or supplementary reward that acts as a motivator for a desired action or behaviour.
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