JOB SATISFACTION AND EMPLOYEE PERFORMANCE IN MANUFACTURING FIRM
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JOB SATISFACTION AND EMPLOYEE PERFORMANCE IN MANUFACTURING FIRM
Abstract
When it comes to staff management, one of the most challenging issues is job satisfaction. Many studies have shown that job satisfaction has an exceptionally substantial impact on worker motivation, whereas motivation has an impact on productivity and, as a result, business organisation performance.
Employees’ opinions about the nature of their employment have a significant impact on their overall job satisfaction. Financial pay has a significant impact on employees’ overall job happiness.
Chapter one
Introduction
1.1 Background of the Study
Job satisfaction is a psychological condition that describes how people feel about their occupations and the organisations in which they work. Pay, advancement, benefits, work type, supervision, and colleague relationships are all factors that contribute to employment satisfaction (Mosadeghard, 2003). Employee happiness is a key component of an organization’s HR strategy.
Simatwa (2011) defines job satisfaction as a function that is positively related to how well one’s personal needs are met at work. Kuria (2011) contends that employees are the most satisfied and highly productive when their job offers them security from economic strain, recognition of their efforts
a clean grievance policy, the opportunity to contribute ideas and suggestions, participation in decision making and managing affairs, clear definitions of duties and responsibilities, opportunities for promotion, fringe benefits, a sound payment structure, incentive plans, and profit sharing activities. Job satisfaction refers to a pleasurable emotional state that arises as a result of work performance.
It begins with acquiring the proper people and continues with implementing programmes to keep them engaged and dedicated to the organisation (Freyermuth 2004).
Sutherland (2004) claims that organisations with high-quality human capital perform better in the marketplace and provide larger and more consistent returns to shareholders than companies with poor employees.
Employee happiness is required for an organization’s knowledge base to maintain a sustainable competitive advantage. This knowledge is frequently implicit and difficult to share between personnel.
Competitive firms throughout the world rely on their staff to deliver new, advantageous, and unique solutions to any difficulties that may arise. Employees are considered intangible assets in an organisation. They are a precious commodity that contributes significantly to an organization’s value.
Employee work satisfaction is critical in any organisation since it drives productivity. If your staff are satisfied, they will produce superior quality performance in an ideal time frame, resulting in increased earnings.
Employees that are satisfied are also more likely to be creative and imaginative, resulting in breakthroughs that allow a firm to expand and adapt positively throughout time and in response to changing markets.
Employee satisfaction is becoming increasingly difficult for businesses, including those in the telecommunications industry, due to a variety of factors such as the availability of the right talent in some fields, manager-employee relations, competition, differences in the level of employer-employee expectations, and the high cost associated with hiring new talent, among others.
Employers must prioritise employee satisfaction to increase retention and reduce expenses associated with high turnover. Many organisations face significant challenges due to voluntary turnover.
Employees are crucial to an organization’s success as their departure can impact business planning and lead to decreased productivity. Employee satisfaction, therefore, is critical to a company’s long-term success and development. Employee happiness would lead to customer satisfaction and good succession planning (Mello, 2007).
Employee satisfaction would also boost investor confidence, as investors are concerned with an organization’s ability to perform in ways that will increase the value of their investment in the company; thus, there is no doubt that uncontrolled employee turnover could jeopardise the company’s stability.
Talent and employee job satisfaction are inextricably linked, as happy brains lead to creative brains. Job satisfaction and employee happiness should be high priorities in personnel management since they have a significant impact on staff productivity, creativity, and loyalty. Talented personnel seek a clear vision of the organization’s future as well as opportunities for personal growth and development.
Talent is the inherent, above-average ability to do a task. This person has a natural tendency to outperform others at the tasks in which they excel. A talent is always a skill; whereas, a skill is not always a talent.
A skill is the capacity to perform something well, often known as expertise, whereas talent is innate aptitude. A career is an activity that an individual pursues for an extended length of time and offers prospects for advancement. It refers to an individual’s journey through education, employment, and other facets of life.
Employees want to believe that their skills and skill allow them to flourish in a certain organisation through opportunities for advancement. The absence of this results in discontent and poor performance. This study will employ the Coca-Cola business.1.2 Statement of the Problem
Globalisation, technological advancements, and new business practices all have an ongoing impact on Nigerian organisations. Many firms are confronting significant challenges in enhancing employee job satisfaction and performance in order to achieve organisational success.
Employees are more likely to be satisfied when they believe they have been fairly compensated for their efforts. As a result, those personnel are more devoted to the organisation, have higher retention rates, and are generally more productive.
Employers face hurdles in both performance management and employee happiness. Using performance management approaches such as appraisals to measure employee performance presents unexpected obstacles. Employers only become aware of the issues connected with elaborate assessment programmes after they have implemented them.
Job satisfaction is another subjective matter that affects employers. Job satisfaction, or lack thereof, can influence performance reviews and jeopardise the employer-employee relationship by causing conflict between employees and their supervisors.
Nonetheless, businesses can use surveys, employee feedback, and supervisor reviews to identify problems with job satisfaction and performance ratings.
Some organisations motivate their employees to perform efficiently by providing training and development programmes as well as numerous rewards in exchange for excellent performance.
Although the companies gave certain incentives and developmental initiatives to motivate their staff, job satisfaction difficulties persisted.
Much research in the field of industrial/organizational psychology has focused on the link between job happiness and job performance, with managerial implications. Although numerous theories of the association have been presented, research has yet to find the best causal model to explain this link.
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