ABSTRACT
The study sought to assess job
satisfaction and performance of selected bank staff in the Cape Coast
metropolis. This was premised on the grounds that, organizations mostly strive
on performances of individual employees in achieving their set objectives and
goals. However, the performance of individual employees hinges on the
satisfaction on the work. The descriptive study design was employed for the
study with the view that, the design facilitates a systematic description of
respondent‟s view on how job satisfaction affects job performance. The study
used questionnaires with the help of a census sampling technique to collect
information from the respondents. Out of the 74 questionnaires administered, 74
were returned representing 100% response rate. Again, the study used frequency
tables, mean and standard deviation as well as the multivariate regression to
examine the effects job satisfaction has on performance. The study revealed
that job satisfaction factors such as compensation and pay, promotion, relationship
with co-workers, relationship with manager/supervisors, and safety of the work
were crucial for the performance of workers. The study also found that job
satisfaction has positive and significant influence on performance at the work
place. The study therefore, recommends that employers and management must try
to improve on fairness at work place by making sure that employees get
well-deserving salaries, promotions, compensations to motivate them.
CHAPTER ONE
INTRODUCTION
The employee plays significant role in every organization‟s
success. Employees come with unique qualities that can never be substituted for
another. The study sought to research on job satisfaction and the performance
of selected bank staff in Cape Coast Metropolis. This is based on preposition
that, organisations mostly strive on performances of individual employees to
achieve organisational set goals and objectives. Therefore, the performance of
individual employee is stuck on job satisfaction.
Background to the study
Employee's state of mind is integral to an organization,
which influences productivity and efficiency at the work place. Lack of
motivation to work could lead to deficiency at work environment. A spirit of
cooperation, commitment and sense of satisfaction within the workplace is
crucial to maintain the stability and quality of employees' productivity
(Tella, Ayeni & Popoola, 2007). In order to make employees satisfied and
committed to their jobs, a robust and effective motivation is crucially needed
at the various departments in an organization. There is a common knowledge
globally that; organizations strive on performances of individual employees in
achieving their set objectives and goals. To this end, Nimalathasan and Brabele
(2010) stated that the satisfaction of employees in an organization is
paramount to the performance of the organization as far as recent competitive
environment for businesses are concerned.
Studies have shown that there is no concrete definition for
job satisfaction however, the most commonly used definition is the one by Locke
(1976). According to Locke job satisfaction is the positive emotional state
resulting from the appraisal of one's job. Notwithstanding, the characteristic
of the job, a sense of satisfaction may vary across different types of job.
That is to say that the interpretation of job satisfaction should include
factors such as working condition, salary, rewards, supervision and attitudes
of colleague workers influencing job satisfaction (Brady, 2007; Chahal, Chahal,
Chowdhary & Jyoti, 2013). For instance, Simatwa (2011) defined job
satisfaction as a function which is positively related to the degree to which
individual needs are fulfilled in the job place. Nanjamari (2014) also defined
job satisfaction to represent or include emotional soundness or clarity and
commitments that employees have towards their work. This study adopt the
definition by Nanjamari and thus by the same defines job satisfaction as the
emotional or physical soundness or clarity and commitments that employees have
towards their work.
Herzberg (2008) defined performance at work as the commitment
and attitude to work that makes above par or above average. Nanjamari (2014) on
the other hand explained performance as the returns to output or returns to
work. Since it is, rather the workers at the work place that usually makes the
required performance possible, it is important to always make sure the
employees are satisfied (Odunlade, 2012). It is very important for workers to
be satisfied in order to perform. Meanwhile work performance on the other hand
secures the continuity of growth. It is at this end that Odunlade (2012) stated
that the opportunity cost of job satisfaction is retrogression, absenteeism, low productivity, high employee turnover and
other organizational difficulties. In this regard, there have been lots of
studies in this area to really determine the link between job satisfaction and
performance. Though job satisfaction is a construct that is easily defined, the
definition cut across the spectrum of factors. Studies in Ghana from different
organizations have also shown glimpses of the possibilities of the effect of
job satisfaction on an individual‟s ability to perform creditably (Frimpong
&Wilson, 2013; PricewaterhouseCoopers, 2015).
Statement of the problem
Performances of employees in an organization are of great
concern to employers since their role is essential in the growth and
performances of the organization. Employees are the greatest and the unique
resources that competitors cannot imitate (Frimpong & Wilson, 2013).
Employers use this notion at the backdrop of their mind to make sure that their
employees are satisfied so as to soar the performance of their organisations or
businesses. Employees behaviours are changing and as such do not longer stay in
jobs that do not motivate or satisfy them. Fair salaries are no longer strong
enough incentives to keep employees loyal, but job environments (Indermun &
SaheedBayat, 2013). This underscores the fact that in contemporary times,
organisations must do more to ensure that they retain talent.
According to Islam and Islam (2014); and Sims (2002)
empirical studies suggest a link between employee satisfaction and work or
performance. Theories such as the equity theory; two-factor theory; theory of
reasoned action and some attitudinal theories all point to the fact that job satisfaction has something to do with performance at the work
place. Research has suggested that understanding job satisfaction, as a
management philosophy is essential to managing an organisation and improving it
overall performance (Putman, 2002; Zain, Ishak & Ghani. 2009). Understanding
job satisfaction components including employees‟ thoughts, feelings,
interactions and performance helps a great deal (Zain et al., 2009).
Understanding these components and its correlation to job performance can
assist organisations to evaluate their current practices in terms of employees
(Buchanan, 2006).
Studies by Indermun and SaheedBayat (2013) have maintained
that research on employee satisfaction and performance have been inconclusive
and elusive. This is attributed to the measurement of both constructs. In the
study of Cook (2008); Odunlade (2012) even some studies have tendered to show
the likelihood that job satisfaction and performance simultaneously cause each
other. For instance, Nanjamari (2014) maintained that factors of job
satisfaction such as remuneration and mentorship have a positive effect on
performance and productivity. However, some researchers believe that employee
satisfaction has little direct influence on business performance and vice
versa. It is however, the motivation of this study to empirically test the two
constructs (job satisfaction and job performance) and to know how they are
actually related.
Another bone of contention in the literature also has to do
with the measurement of job satisfaction and job performance. While some
researchers use only one factor, other use a combination of variable to
represent the satisfaction and performance. Again, it the trust of this study
to use one variable case and multiple case variable to shed light on which
measurement of performance and satisfaction gives more results that are
definitive. It is against this backdrop of rather inconclusive views relating
to job satisfaction and performance that the current study seeks to empirically
assess the effect job satisfaction has on the performance of staff in some
selected banks in Cape Coast Metropolis.
Objectives of the study
The main objective of the study is to assess the effect job
satisfaction has on the performance of staff in some selected banks in the Cape
Coast Metropolis.
Specifically, the study sought to:
Identify the factors of job satisfaction that improve work
performance
Investigate the relationship between job satisfaction and
performance among some selected Bank Staff
Assess the challenges of job satisfaction and work
performance at the selected banks
Suggest measures to improve job satisfaction.
Research questions
Based on the objectives the following research questions were
made:
What are the factors of job satisfaction that improve work performance?
How does job satisfaction relate to performance at the work
place?
What are some of the challenges to job satisfaction and
performance?
What are the measures to improve work performance through job
satisfaction?
Significance of the study
The rationale of the research was to identify factors that
cause job satisfaction among employees and how these factors affect
organisational performance. In addition, it sought to recommend effective ways
of improving employee‟s satisfaction level in these organisations to get their
commitment. It is hoped that, the outcomes study adds to literature, and form
basis for further research. It is also envisaged that, the study helps policy
makers and managers in their decision regarding employee welfare. The study may
consequently guide various labour Union executives with fair views of attitude
of satisfied and dissatisfied workforce at the workplace and consequently,
guide them in their negotiations for better condition of service.
Delimitation
There are several banks in the country but the study was
limited to banks in the Cape Coast Metropolis. The time bound nature and
limited resources available for academic research necessitated the narrowing of
the scope. However, four (4) different banks were studied, the study measures
the determinants of job satisfaction on performance of selected banks staff.
For the findings, since most of the banks in Cape Coast have similar
characteristics and it has almost same effect on the employee, then the need of
the four banks to be research on. Rural banks in Cape Coast is rarely sited in
the metropolis this accounted for the inclusion of one (1) rural bank.
Scope of the study
The study contextually delves into the effects of job
satisfaction and employee work performance in some selected banks in the Cape
Coast Metropolis. These satisfaction and performances are assessed within the
context of the banking industry in the Cape Coast Metropolis.
Organisation of the study
The research is organised into five main chapters. The first
chapter which is the introduction discusses the back ground to the study,
problem statement, objectives, significance and scope of the study and then the
organization of the study. The second chapter reviews relevant literature on
the study, it shed light on some relating theories and other empirical studies
on the subject matter. The methodology employed in eliciting the required
answers to the research questions were detailed in chapter three. Chapter four
presents the results and discuss the findings. The final chapter contain the
summary of findings, conclusion and recommendations.
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