JOB SATISFACTION AND EMPLOYEE COMMITMENT TO WORK: COMPARATIVE STUDY OF EDUCATION AND BANKING INSTITUTIONS
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JOB SATISFACTION AND EMPLOYEE COMMITMENT TO WORK: COMPARATIVE STUDY OF EDUCATION AND BANKING INSTITUTIONS
Chapter one
INTRODUCTION
Background of the Study
Employee commitment to work and job happiness are highly valued in the fields of organisational behaviour and human resource management. Organisations typically view the average worker as the primary source of quality and productivity gains.
Such organisations see personnel as the primary source of improvement, rather than capital expenditure. An organisation is effective to the extent that it achieves its objectives.
An effective organisation will ensure that there is a spirit of cooperation, dedication, and contentment within its sphere of influence. Employee satisfaction and commitment to their employment require strong and effective motivation at all levels, departments, and parts of these organisations.
According to Luthans (1998), motivation is the process of arousing, energising, directing, and maintaining behaviour and performance. That is, it is the process of motivating someone to complete a particular task. The concept of work satisfaction is critical for organisations seeking to attain organisational excellence.
According to Amstrong (1999), job satisfaction refers to people’s attitudes and sentiments towards their employment. Positive and positive attitudes towards the job reflect job satisfaction, whilst negative and unfavourable attitudes suggest unhappiness.
According to Amstrong, commitment to work, which helps organisations be more successful, is most likely to occur when individuals are driven, feel devoted to the organisation, and have high levels of job satisfaction. It entails people going above and beyond in carrying out their responsibilities, which is critical to achieving organisational goals.
Management must recognise that individuals work for some type of reward, that the organisation has a shared responsibility to pay salaries, and that there is a wage/effort bargain. They must strike a balance between fixed and variable wage movements in order to give incentives and reward performance.
Management must strike a balance between attracting and retaining suitable skilled employees and keeping labour costs under control. The employment package to attain these goals typically includes a variety of parts that may exist together or in other combinations.
These features can be divided into two categories: financial rewards (wage, allowances, bonuses, and productivity payments) and fringe benefits (pension, subsidised loans, and medical insurance scheme).
According to Higgs (1991), the following criteria are most crucial to employees in ensuring their commitment and are typically integrated into organisations:
1) The level of job stability; the possibility of a non-redundancy agreement
2) the diversity and challenge presented in the job or career, the possibilities to build leadership abilities, the implementation of job enrichment, job enlargement, and job rotation schemes;
3) The level of status granted inside the organisation or employment; and
4) Level of individual job satisfaction. There are various incentive schemes in existence.
Human attitudes towards work are mostly affected by worker satisfaction both inside and outside of the workplace, which has an impact on output.
Human wants and needs are limitless, and the satisfaction of these wants is the main goal of those engaged in a specific activity, and the amount to which these jobs can meet their requirements determines their level of dedication.
Higgs (1991) believes that how employees perceive motivation inside organisations determines their level of job satisfaction and commitment. Good incentives inside organisations lead to higher productivity when individuals are willing to do better.
Statement of the Problem
This study focuses on the issues that affect employees’ job satisfaction and commitment to working in educational and financial organisations. The employees’ issues and complaints are various due to their unique surroundings. However, some of the more serious issues are briefly addressed in the following paragraphs.
Employees’ most common grievances in educational and banking institutions are related to their interpersonal relationships with management. The most common complaint is regarding a master-servant relationship that is not founded on professional standards.
Work conditions are a big issue because the majority of the conditions provided to employees in this industry are deemed to be below international standards.
Employees in the banking sector worry about the mandate given to them in the marketing department, which states that they must have clients with a portfolio of at least $10 million each month or face termination. Lack of job security in the education and banking sectors has a negative influence on employees.
The task itself generates disputes between employees and management. Workers in the educational sector frequently claim that they are not given appropriate training resources to teach students in order to improve the quality of education dissemination. Employees in the financial sector commonly complain about the banking hours, which close largely at night.
Quality of supervision also causes complaints in both areas. The amount of supervision and subsequent results/reports are anticipated to be used to assess each employee’s contribution to their organization’s goals.
If such supervision and its conclusion are not managed effectively in accordance with the expectations of the employees, it frequently results in conflict.
The sense of accomplishment has a detrimental impact on an employee’s mood if management does not acknowledge all of their efforts and devotion to the organisation.
Grievances emerge in the banking business when employees anticipate to advance to the top hierarchy in each of their departments, but management believes otherwise.
Purpose of Study
The purpose of forming any type of organisation is to attain a specific economic goal and objective. The effective and efficient utilisation of both material and human resources together in the manufacturing process is critical for companies to achieve their goals.
In order for the company to meet its needs (objective) through greater productivity and maximum profit, its employees, as well as those who put in their personal efforts, must be content with their position within the organisation.
In that way, job satisfaction is likely to increase employees’ dedication to their work. The goal of this research is to examine, assess, and give recommendations to help employees identify with and care about their employment.
The higher the success rate, the more significant the occupations become to each employee’s self-image and professional identity.
Thus, the study’s aims are as follows:
1) Determine the variables that could drive employees to put in extra effort.
2) To determine the association between job satisfaction and worker attitude towards achieving organisational goals;
3) To investigate the impact of cooperation and interpersonal relationships among workers on their commitment to work.
4) To determine the extent to which promotion and recognition affect worker commitment; and
5) Determine the level of employee satisfaction with their working conditions.
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