IMPACT OF EMPLOYEE JOB DISSATISFACTION ON ORGANIZATIONAL PERFORMANCE
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IMPACT OF EMPLOYEE JOB DISSATISFACTION ON ORGANIZATIONAL PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background for the Study
Job unhappiness appears to be a concern in many companies around the world. The elements that contribute to work discontent appear to be more consistent across the private and public sectors around the world.
It may be difficult to explain job unhappiness without referring to satisfaction criteria such as earnings, job security, nature of employment, hours of work, working timing, working conditions and environment, and distance and commute. In this study, dissatisfaction will be explained in relation to contentment.
According to Locke (1993), work discontent is a bad emotional state caused by not appreciating one’s job or experience. It is the degree to which employees despise their occupations (Spector, 1997).
Expectations exist in each organisation, from both employers and employees. Employer-employee conflict occurs when expectations are not mutual.
Employers will grumble that their staff are underperforming, while employees will claim that their bosses are self-centered. This could be due to a number of variables, including the economy, greater pressures at work and home, or generational disparities between workers and managers.
Actually, people do not work solely for the purpose of money, even if it is the primary motivator. They desire to advance their jobs. They want their bosses to offer them responsibilities and faith in their abilities. They want to be valued.
They desire to develop positive working ties with their bosses and coworkers. They want to learn. When humans do not experience any development, they get bored and uninspired.
They rebel by either offering less than their best, bickering, or walking away. As a result, there are more complaints, lower performance, and productivity. Job dissatisfaction is important to organisations, managers, consumers, and, perhaps most importantly, to employees.
Job discontent is, by definition, unpleasant, and most people are conditioned, if not physiologically motivated, to respond to unpleasant situations by looking for ways to alleviate the dissatisfaction. According to studies, generations of workers have experienced the same dissatisfactions:
job stress, uncomfortable working conditions, long hours, boredom, ineffective supervision, insufficient training, poor internal communication, a lack of recognition, growing costs, low compensation, and dwindling benefits.
Furthermore, employee performance is heavily influenced by perception, values, and attitudes; there appear to be so many variables influencing job performance that it is nearly hard to keep track of them all.
Performance is described as a function of individual talent, skill, and effort in a certain environment. In the short run, employees’ skills and abilities remain generally consistent.
As a result, for the sake of this study, the researcher defines performance as the amount of effort that employee puts into his or her job. Effort is an internal force that motivates a person to work willingly.
When employees are satisfied with their jobs and their needs are met, they develop an attachment to work or make an effort to perform better, but increased effort results in better performances (Theresa and Henry 2016).
1.2 Statement of Problem
Most private-sector organisations in Nigeria struggle with how to please their employees in order to increase productivity and maximise profit. Over time, organisations have suffered from low productivity, ineffectiveness, inefficiency, and a lack of growth. This is the effect of employees’ low job satisfaction. Inadequate compensation, lack of status, and other related issues.
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