IMPACT OF JOB SATISFACTION ON WORKERS PRODUCTIVITY
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IMPACT OF JOB SATISFACTION ON WORKERS PRODUCTIVITY
Chapter one
1.0 Introduction.
1.1 Background of the Study
Man is at the core of economic activity for production, which is becoming more competitive. Among all the resources in any corporate organisation, man is the most valuable and beloved resource; however, only a relaxed worker is a productive worker, and leisure is recognised as an essential component of any normal human being.
Rapid urbanisation has also had a dramatic impact on human habits and ways of life due to noise, dust, and various forms of pollution. Because of the need for social, cultural, and physical regeneration, providing appropriate leisure infrastructure to meet people’s desires for enjoyment and relaxation is beyond our naira and kobo values.
Individuals divide their twenty-four hours every day between two activities: leisure and work. Wage increases will encourage greater employment, which will continue until a fixed number of working hours are converted to leisure time.
If you look at a group of people doing the same task, you will see that some do it better than others, and this is because of the level of satisfaction they receive from their employment.
With this, we can say that job satisfaction is the outcome of an employee’s many attitudes, which include wage level, working conditions, social relaxation on the job, employment stability, and other factors.
1.2 Statement of the Problem
Low job satisfaction is one of the most reliable markers of a business’s decline. Employee unhappiness and, in most cases, frustration are unavoidable when management fails to demonstrate adequate human concern.
This type of situation is never beneficial to the organisation because it frequently leads to strikes, work-to-rule actions, slowdowns, tardiness, and absenteeism. Grievances, poor performance, disciplinary issues, and other obstacles may all stem from a lack of job satisfaction.
On the other hand, great job satisfaction fosters cooperation and teamwork, both of which are necessary for advancement. Job satisfaction is connected with minimal turnover and a low rate of tardiness.
When turnover is low, employees will be older and more experienced. Most crucially, a labour dispute is unlikely to emerge in an organisation when employees are well satisfied.
1.3 Objective of the study
The broad goal of this research is to determine the impact of job happiness on productivity in the manufacturing business. For any industrial organisation, the impact of job satisfaction is critical.
By taking into account workers’ attitudes towards job-related factors, an organisation will be in a better position to determine whether there is high or low job satisfaction and then identify factors that impede this satisfaction.
Thus, the purpose of this study was to investigate the relationship between job happiness and productivity in a manufacturing organisation. To fulfil the overall goal, the specific objectives listed below have been selected.
i. To investigate how the firm’s internal environment influences productivity growth.
ii. Evaluate worker compensation in relation to organisational goals.
iii. Determine the extent to which training and communication improve employee performance.
1.4 Research Question.
The study will be conducted to determine whether there is a link between job satisfaction and productivity. Research questions will include:
(a) Is there a relationship between job happiness and production at LOPIN Limited?
(a) Does employee satisfaction have any impact on customer satisfaction?
(c) How can job satisfaction be achieved and sustained in the manufacturing industry?
1.5 Statement of Hypothesis
H1: A positive organisational climate and job stability can boost productivity.
H0: A decent organisational climate and proper job security do not boost productivity.
H1: A well-paid worker has an impact on the organization’s goals.
H0: A well-paid worker does not have an impact on the organization’s goal
H1: Training and communication boost employee performance.
H0 That training and communication do not boost employee performance.
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