CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Attainment of a high level performance through productivity and efficiency has always been an organizational goal of high priority. In order to do that highly satisfied work force is an absolutely necessity for achieving a high level of performance advancement of an organization. Satisfied worker leads to extend more effort to job performance, then works harder and better. Thus every organization tries to create a satisfied work force to operate the well- being of the organization.
However, the total organizational performance depends on efficient and effective performance of individual employees of the organization. Therefore, every organization places a considerable reliance on their individual employee performance to gain high productivity in the organization.
Employee effort is an important factor that determines an individual performance will be. When an employee feels a satisfaction about the job, he/she is motivated to put greater effort to the performance. Then it tends to increase the overall performance of the organization. In other words, a satisfied individual employee and his effort and commitment are crucial for the successfulness of the organization.
Nigerian Federal medical centre Asaba Company Limited (NAOC) with headquarters in Lagos Nigeria is a joint venture operated by Agip and owned by NNPC (60 percent), Agip (20 percent) and Phillips Petroleum (20 percent) produces 150,000 bpd mostly from small onshore fields.
Job satisfaction is a complex and multifaceted concept, which can mean different things to different people. It is more of an attitude, in internal state. It could be associated with a personal feeling of achievement, either quantitative or qualitative (Mullins, 1999). He examines job satisfaction (1) in terms of the fit between what the organization requires and what the employee is seeking and (2) in terms of the fit between what employees is seeking and what he/she is actually receiving. He emphasized that the level of job satisfaction is affected by a wide range of variables relating to
(1) Individual (i.e. personality, education, intelligence and abilities, age, marital status and orientation to work);
(2) Social factors (i.e. relationship with co-workers, group working and norms and opportunity for interaction);
(3) Cultural factors (i.e. attitudes, beliefs and values);
(4) Organizational factors (i.e. nature and size, formal structure, personnel policies and procedures, employee relations, nature of the work, supervision and styles of leadership, management systems and working conditions); and
(5) Environmental factors (i.e. economic, social, technical and governmental influences).
Sweeny and Mcfarln (2002) defined job satisfaction as the result of a psychological comparison process of the extent to which various aspects of their job (e.g. pay, autonomy, work load) measure up to what they desire. Thus, the larger the gap between what employees have and what they want from their jobs, the less satisfied they are; (employees tend to be most satisfied with their jobs when what they have matches what they want.
An employee‘ overall job satisfaction is the cumulative result of comparisons that she makes between what her job provides and what she desires in various areas. The fact that perceived importance makes such a big difference in how employees feel also has implications for management. Obisi, (2003), listed factors that contribute to job satisfaction as; adequate salary, good working conditions, parental management, job security, opportunity for growth, positive and supportive environment, friendly nature of co-workers and colleagues responsibility and cordial relationship between the superior and the subordinates. Therefore, we can conclude that job satisfaction is a person‘s evaluation of his or her job and work context.
This research is beaming searchlight into the influence of job satisfaction on employee’s performance in Federal medical centre Asaba Company in Nigeria.
1.2 HISTORY OF JOB SATISFACTION
Job satisfaction is one of the most studied areas in organizational psychology and is generally defined as the “attitudes and feelings people have about their job. Positive and favourable attitude towards the job indicate job satisfaction and negative and unfavourable attitude towards the job indicate job dissatisfaction” Armstrong (2008), most researchers agree that job satisfaction is closely related to behaviours and attitudes at work. McKenna (2000) Job satisfaction is a multifaceted concept related to employee’s attitudes and feeling towards his or her job Mullins (2005) and they are interdependent, according to Crossman and Abou-Zaki (2003) Amos, Rislow and Pearse (2008) Postulate that employee experiencing high satisfaction levels contribute to organizational commitment, Job involvements, improved physical and mental health, and mental health, and improved quality life both on the other hand. Job dissatisfaction on the other hand, Culminates in higher absenteeism, turnover, labour problems, labour grievances, attempts to organize labour unions and a negative organizational climate. Globler et al (2006) and Robbins (2003) support that when employees become dissatisfied excessive absenteeism, turnover and grievances, They maintain that while it is difficult to put a monetary value on job dissatisfaction, estimates can be made of the economic cost of the results of job dissatisfaction such as absenteeism, turnover and employee grievances. Hence, as part of their social responsibility, many managers strive to create rewarding and satisfying work environments for their employees. Wood et al (2004), stated that job satisfaction can b achieved when an employee becomes one with the organization employee becomes one with the organization, performs to the best of their ability and shows commitment; Moreover, Job satisfaction and performance are positively influenced by rewards Kreintner et al (2002) identified various factors influencing job satisfaction, such as the need for management to create an environment that encourages employee involvement and manages stress in the workplace. Mayer and Botha (2004), in most Africa companies, there is a low level of employee job satisfaction, resulting in a lack of commitment to performance and the achievement of performance and the achievement of organizational goals. In south Africa, Human resource managers have job satisfaction and productivity at the top of their list of concerns Glober et al,(2002). This implus that job satisfaction affects employees’ performance and productivity.
1.3 PRODUCTIVITY
Sy, Tram and O’ttara (2006) state that workers productivity depends on the amount of time an individual is physical ly present at a job and also the degree to which he or she is “MENTALLY PRESENT” or efficiently functioning while present at a job. Hence, companies must address both of these issues in order to maintain high worker productivity.
This may occur through a variety of strategies that focus on employee satisfaction, health, and morale. However, some research indicates that employee satisfaction does not necessarily contribute directly to productivity.
Satisfaction may be viewed as a passive attribute, while more proactive measures such as motivation as more closely linked t behavioural change, performance and ultimately, to bottom line performance Clark, (2003). Employee retention involves taking measures to encourage employees to remain in the Nel et al, (2008). Robbins and Judge (2009), employee loyalty is characterized by employees being committed to the success of the organization and believing that working for this organization is their best option. Not only do, they plan to remain with the organization: but they do not actively search for alternative employment and are not responsive to offers. Schermerhorn et al; (2004) stated that organizations face a lot of problems in employee retention these day, hence hiring knowledgeable people for the job is essential for an employer, but retention is even more important than hiring. 1.4 WORKER’S RESPONSIBILITIES
Employee responsibility is defined in general to : obey a lawful, reasonable order within the terms of the contract of employment, serve faithfully ; cooperate with the employer; perform duties with proper care and diligence; account for all money or property received ; indemnify the employer in appropriate cases ; and not to misuse the confidential information acquired while in service. It can also be defined as defined as a set of generally accepted relationship, obligations, duties that relate to an institutions impact on the welfare of society. Milter,(2003). Harmon (1995) identified three dimensions of responsibility raised in western cultures-agency, accountability and obligation. Agency refers to individuals being answerable of their actions to other members of the community. Implying liability, accountability refers to individuals being subject to sanction when acting incongruently with formal guidelines, rules or laws. Obligation refers to duty of carrying out a moral requirement. Harmon suggested that obligation may represent the theme most commonly associated with the concept of responsibility, citing as an example the writings on responsibility by such philosophers as John Locke and Ben Johnson, who referred to positive and proactive behaviour towards others. Pava (1996) associated proactively with responsibility when he suggested the relevance of the ancient Jewish legal doctrine of ‘Lifrvim mishurat hadin’ (translated as beyond the letter of the law above and beyond the call of duty) to contemporary business ethics. With an understanding of the tension between the minimum that the law can require.
1.5 THE STATEMENT OF THE PROBLEM.
Job satisfaction is dynamic, it is a condition where individuals are contended or discontented with their jobs. Lack of job satisfaction lead to strike, work to rule, absenteeism, resignation, low performance and disciplinary problems. Intrinsic and extrinsic variables such as the structure and nature of jobs, the type of control, supervision, participation in decision making, pay, promotions affect the job satisfaction of an individual. The shortage of healthcare professionals in Nigeria is well documented; it has reached such an extent that some hospitals are offering bonuses to lure healthcare workers from other employers. Every healthcare professional is an important part of the healthcare system, and shortage in any area creates problems for other cadres of workers. 1.6 THE OBJECTIVES OF THE STUDY The objective of this study is to determine the impact of job satisfaction and workers performance in the health sector. The specific objectives are the following: 1. To determine the level of job satisfaction among healthcare professionals at Federal Medical Centre. 2. To determine the factors influencing job satisfaction among healthcare professionals at Federal Medical centre. 3. To determine the association between socio-demographic characteristic and job satisfaction. 4. To measure the relationship general satisfaction, the opportunity to develop, responsibility, patient care, time pressure and staff relations among healthcare professionals.
1.7 THE RESEARCH QUESTION 1. What is the relationship between job satisfaction and worker productivity? 2. Is there any relationship between patient care and worker productivity? 3. Is there any relationship between responsibility and workers productivity? 4. What is the relationship between staff relations and workers productivity? 1.8 THE RESEARCH HYPOTHESES This hypothesis is to guide in carrying out this study and make necessary recommendation to the various bodies: 1. Ho: There is no relationship between job satisfaction and worker productivity at Federal Medical Centre Asaba. 2. Hi: There is no relationship between job satisfaction and worker productivity at Federal Medical Centre Asaba. 3. Ho: There is a no relationship between patient care and job satisfaction at federal medical centre (FMC) Asaba. 4. Hi: There is a relationship between patient care and job satisfaction at federal medical centre (FMC) Asaba
1.9 SCOPE AND DELIMITATION OF STUDY
This research focused on employee performance that could arise as a result of job satisfaction. The research was conducted in Federal medical centre Asaba Company Lagos State, Nigeria. Job satisfaction can have an impact on employees‘performance, which in turn could lead to an increase of productivity among employees. The study concentrated on finding out the causes of job satisfaction and dissatisfaction among employees (senior and lower level) and determines whether there is a difference in the way the senior and the junior workers perceive the job satisfaction and employee performance
LIMITATIONS OF STUDY
Limitations experienced in the course of this study are basically centered on problems relating to:
Difficulty in generating reasonable, adequate and reliable information from respondents- Respondents tend to provide information which they feel the researcher would be pleased to get, which may not be the right information.
Financial constraint- Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
Time constraint- The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.
Busy schedule of the respondents- The workers of Federal medical centre Asaba Company who will be the respondents of the questionnaires may have busy work schedule thereby making them to provide answers to the questions hurriedly, which can affect their answers negatively.
1.8 DEFINITION OF TERMS
Employee: An individual who works part-time or full-time under a contract of employment, whether oral or written, express or implied, and has recognized rights and duties. Also called worker.
Satisfaction: refer to discharge, extinguishment, or retirement of an obligation to the acceptance of the obligor, or fulfillment of a claim.
Performance: the accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract
Salary: Agreed-upon and regular compensation for employment that may be paid in any frequency but, in common practice, is paid on monthly and not on hourly, daily, weekly, or piece-work basis.
Incentives: Inducement or supplemental reward that serves as a motivational device for a desired action or behavior.
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