IMPACT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE IN GOVERNMENT OWNED ENTERPRISES
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IMPACT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE IN GOVERNMENT OWNED ENTERPRISES
Chapter one
INTRODUCTION
1.1 Background of the Study
The significance of qualified labour in any country’s social, political, and economic progress cannot be overstated. No nation has been known to achieve and sustain high levels of economic growth and development without an adequate supply of labour.
Of all the components that unleash the forces of economic and development, a country’s human resources are the most important since without them, all other aspects must wait. (Nwachukwu 1988, p. 128).
According to Nwachukwu, positive changes in the quality of the workforce account for rapid economic development in advanced countries. Kuznet in Nwachukwu once observed that “the major capital stock of an industrially advanced 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 organisational level, the purpose of any manpower project is to improve workers’ welfare by maximising their skills as well as the quality and quantity of employment opportunities, hence increasing their economic strength (Nwachukwu ibid.).
Thus, all employee programmes are geared at human resource development and utilisation, keeping in mind that a well-motivated and contented workforce is an asset to any organisation, increasing productivity.
Any company enterprise is made up of three essential elements: money, manpower, and material. While each of these parts is important in any organisation, it is frequently the people, or the human factor, who are responsible for the organization’s success.
It is not rare to see a situation in which rival organisations acquire supplies in the same market, get their money from the same sources, and hire employees in the same location, but one company emerges as more productive and profitable.
A study of such conditions frequently indicates that the difference in performance is due to the fact that one company has a more “satisfied” work force, resulting in higher productivity. In this example, people/manpower determine the success of businesses.
Rensis Likert, a well-known management theorist, writes, “All the activities of any enterprise are initiated and determined by the people who make up that institution,” emphasising the importance of the employee function.
Except for human labour and guidance, the plant, offices, computers, equipment, and everything else used by a modern business are unproductive. Of all the responsibilities of management, controlling the human component is the central and most important task because everything else is dependent on how well it is done” (Likert stated in Iyayi 1989, p.151).
Personnel/employee administration is the organisational or enterprise function that is primarily concerned with the management of the human component in organisations.
This human component pervades the entire organisation, and as a result, the performance of personnel, or at least an important part of it, is delegated to all individuals and managers who, in some way, are responsible for the performance of one or more subordinates in the organisation.
All management must conduct personnel functions such as leading, directing, and inspiring. A manager who fails in any of these areas is more likely to fail in the execution of his or her principal responsibility, whether it is production, accounting, or marketing (Iyayi ibid).
While all managers execute personnel duties, this does not imply that they are all personnel managers. In every organisation, there is a specialised department or unit tasked with initiating and establishing policy, as well as providing advice, service, and control over all personnel matters.
Thus, although the people classified as personnel managers execute all the personnel functions of all managers, they in addition, frequently have broad human skills, and specific technical abilities for dealing with people centred challenges in the business.
The personnel manager typically uses his or her technical skills to deal with issues that arise in the following major areas: employment, training and development, transfer, promotion and layoff, wage and salary administration, health and safety, discipline and discharge, industrial and labour relations, employee benefits and services, and personnel and behavioural research.
The aforementioned represent staff conditions of service, which are the focal point of personnel management and are dependent on industrial peace, industrial expansion, and the overall well-being of the staff and the organisation (Abah 1997, p.238).
Staff conditions of service differ from business to business, from industry to industry, and, more importantly, from government-owned businesses to privately owned ones, as well as between government and private business enterprises
which explains the wide disparity in job satisfaction and employee performance across organisations. Based on the aforementioned, this study focused on the impact of work satisfaction on employee performance, with a particular emphasis on government-owned firms in Nigeria.
1.2 Statement of Problem
Nigeria, like many other emerging countries, became actively involved in advancing her country’s economic and industrial development. She became actively involved in the formation of public companies and government businesses that encompassed a wide range of public utilities, infrastructure facilities, strategic enterprises, industries, and commerce.
Since its independence in 1960, the country has inherited or founded numerous enterprises, including the Nigerian Railway Corporation and Nigerian Airways.
However, the management of these enterprises has often fallen short of expectations. For example, Nigerian Airways, according to the Director General of the Bureau of Public Enterprise, is a bankrupt firm.
The Director General of the Bureau of Public Enterprises said that Nigerian Airways is in debt for $400 million. It has 2000 personnel and a single plane. It also has $40 million in pension liabilities.
This scenario applies to practically every government-owned enterprise or organisation in Nigeria, and it has had an equal impact on job satisfaction and employee performance.
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