JOB SATISFACTION AND EMPLOYEE PERFORMANCE IN MANUFACTURING FIRM (A STUDY OF COCO-COLA COMPANY)
This study focuses on JOB SATISFACTION AND EMPLOYEE PERFORMANCE IN MANUFACTURING FIRM (A STUDY OF COCO-COLA COMPANY) When it comes to managing people, job satisfaction is one of the most challenging aspects. Numerous studies have indicated that job satisfaction has a disproportionately big effect on the motivation of employees, while the level of motivation influences productivity and, by extension, the performance of business organizations. The employee’s impressions regarding the nature of his employment have a substantial effect on his overall job happiness. Financial pay also has a significant impact on employees’ overall job happiness.
1.1 Background of the study
Job satisfaction is a psychological condition that describes how an individual feels about his or her work; in other words, it refers to people’s feelings and attitudes regarding a variety of intrinsic and extrinsic aspects of their occupations and the organizations for which they work. The components of job satisfaction include salary, promotion, perks, the nature of the work, supervision, and relationships with coworkers (Mosadeghard, 2003). Employee happiness is viewed as an integral component of a company’s human resource strategies. According to Simatwa (2011), job satisfaction is a function that is positively correlated with the degree to which an individual’s personal needs are met within the context of their employment. Kuria (2011) argues that employees are the happiest and most productive when their job offers them security from economic strain, recognition of their effort, a clean grievance policy, the chance to contribute ideas and suggestions, participation in decision making and managing the affairs, clear definitions of duties and responsibilities and opportunities for promotion, fringe benefits, a sound payment structure, incentive plans, and profit sharing activities. Job satisfaction is the pleasant emotional state that emerges from the completion of one’s duties (Simatwa, 2011).
It begins with the recruitment of qualified individuals and continues with activities designed to maintain their engagement and dedication to the organization (Freyermuth, 2004). Sutherland (2004) argues that firms with superior human capital perform better in the marketplace and offer larger and more consistent returns to shareholders than firms with mediocre employees. The retention of an organization’s knowledge base demands the happiness of its personnel in order to maintain a sustainable competitive advantage. This knowledge is frequently implicit and difficult to transfer across personnel. Globally competitive businesses rely on their staff to develop new, advantageous, and original solutions to challenges. Employees are considered part of an organization’s intangible assets. They are a valuable resource that contribute significantly to the value of an organization.
Employee job satisfaction is of the utmost importance in an organization because production is contingent on it. If your staff are content, they will deliver high-quality work in a timely manner, which will increase your earnings. Additionally, satisfied employees are more likely to be creative and imaginative and to provide breakthroughs that enable a firm to expand and adapt successfully to changing market conditions and the passage of time. Employee satisfaction is becoming more difficult for companies, including those in the telecommunications industry, due to a number of factors, including the availability of the right talent in certain fields, manager-employee relations, competition, differences in the level of employer-employee expectations, and the high cost associated with hiring new talent. To enhance retention rates and reduce the expenses associated with high turnover, it is more important than ever for employers to make intentional efforts to please current employees. Voluntary turnover is a significant issue for many businesses (Mitchell et al., 2001).
Employees have traditionally been a company’s most valuable asset, as their departure could have a substantial impact on the organization’s ability to execute its business strategies and may eventually lead to a reduction in productivity. Therefore, employee satisfaction is essential to a company’s long-term growth and profitability. Employee satisfaction would result in satisfied customers and efficient succession planning (Mello, 2007). Investors are concerned with an organization’s ability to execute in a manner that favorably influences the value of their investment in the firm; hence, there is little doubt that unchecked personnel turnover is detrimental to the company’s stability. Happy brains contribute to creative brains, thus talent and employee job satisfaction are tightly associated. Job satisfaction and employee happiness should be a major objective in talent management due to their influence on staff productivity, creativity, and commitment. Talented personnel desire a clear vision of the organization’s future and the ability to grow and develop personally. Talent is the natural ability to accomplish a task above average. This individual has the innate propensity to accomplish their talented tasks better than others. A talent is always a skill, whereas a skill is not necessarily a talent. A skill is the capacity to execute something competently, also known as expertise, whereas talent is the innate aptitude. A career is an occupation pursued for a major portion of a person’s life, including prospects for advancement. It is a person’s journey through education, job, and other facets of life. Employees want to believe that their aptitude and competence enable them to advance in an organization by means of growth chances. This lack results in discontent and poor performance. This research will employ Coca-Cola Company
1.2 Description of the issue
The globalization trend, technological advancements, and the emergence of new business practices have an ongoing impact on organizations in Nigeria. To achieve organizational success, increasing employee job satisfaction and work performance is a significant problem for many businesses. Typically, employees are more satisfied when they believe they have been appropriately compensated for their efforts. Consequently, these individuals are more devoted to the firm, have a greater likelihood of employee retention, and are typically more productive. Both performance management and employee happiness present difficulties for companies. Using performance management approaches like as evaluations to measure employee performance presents its own, typically unanticipated obstacles. Employers discover the challenges associated with complicated assessment procedures only after implementing them. Job satisfaction is an additional subjective issue that affects performance evaluations and the employer-employee relationship by causing tension between employees and managers. Employers can nevertheless use surveys, employee feedback, and supervisor review to identify problems with job satisfaction and performance evaluations. Some organizations motivate their employees to work well by providing them with training and development programs as well as a variety of perks for good performance. Despite the fact that the companies had provided incentives and development programs to motivate the staff, there are still job satisfaction difficulties. The relationship between job happiness and job performance has been the subject of much research in industrial/organizational psychology with managerial implications. Despite the fact that numerous models of the association have been proposed, research has not yet identified the causal explanation that best explains this relationship.
1.3 Conceptual structure
Job satisfaction is an individual’s level of contentment with his or her job. Affective work satisfaction is the extent to which individuals have positive emotional feelings about their occupations in general, as opposed to cognitive job satisfaction, which is the extent to which persons are satisfied with certain aspects of their professions. According to ilham (2009), employee satisfaction refers to the favorable or unfavorable characteristics of an employee’s attitude about their job. Employee satisfaction is the phrase used to indicate whether or not employees are satisfied with their jobs and needs. Job satisfaction plays a crucial role in man’s life since it favorably influences the individual’s personal and social adjustment. The researcher discovered that the work environment is a major driver of employee job satisfaction (Herzberg, 1968; Spector, 2008). Scholars concluded that the work environment is a greater predictor of job satisfaction in the new study (Reiner and Zhao,1999; Carlan, 2007; Ellickson and Logsdon, 2001; Forsyth and Copes, 1994). Furthermore, compensation packages, working conditions, incentives, recognition, and ancillary benefits for employees vary (Lavy, 2007). It was discovered that variables such as lack of promotion, working conditions, low job security, and lack of autonomy negatively impact job satisfaction. Guest (2004), Silla et al. (2005), and Ceylan (1998) reached the conclusion that working circumstances impact employee satisfaction. These include suitable work and office environments in terms of temperature, lighting, and ventilation. Schermerhorn (2005) stressed the need of recognizing the significance of these aspects in order to increase employee satisfaction. The researchers discovered elements such as compensation, advancement, and satisfaction with coworkers that influence employee job satisfaction.
Typically, employee performance is evaluated based on the outcomes achieved. However, it can also be viewed from a behavioral perspective (Armstrong 2000). Kenney et al. (1992) noted that an organization’s performance standards are used to evaluate an employee’s performance. There are several measures that can be considered when measuring performance, such as productivity, efficiency, effectiveness, quality, and profitability (Ahuja, 1992), as will be briefly outlined below. Profitability is the capacity to consistently generate earnings over time. It is the ratio of gross profit to sales or return on invested capital (Wood & Stangster 2002). Effectiveness is the ability of staff to fulfill the desired goals or objectives (Stoner 1996). Productivity is measured as the ratio of output to input (Stoner, Freeman and Gilbert Jr 1995). It is a measurement of how individuals, businesses, and industries convert input resources into output goods and services. The ratio of the amount of output produced per unit of resources employed (Lipsey 1989). The quality of a product or service is its capacity to meet explicit or implicit requirements (Kotler & Armstrong 2002). It is achieving progressively superior goods and services at gradually more competitive prices (Stoner 1996)
1.4 The purpose of the study
The purpose of this study is to evaluate job satisfaction and employee performance at Coca-Cola. The precise objectives are as follows:
Determine the association between job happiness and employee performance at Coca-Cola in Portharcourt.
To determine the impact of employee work performance on job satisfaction aspects at Coca-Cola Company, Portharcourt
To determine the level of job satisfaction and job performance among Coca-Cola employees
1.5 Research question
Exists a correlation between employee work happiness and performance at the Coca-Cola company in Portharcourt?
Exists a relationship between the characteristics of job happiness and employee job performance at Coca-Cola Company, Portharcourt?
Exists a correlation between employee job happiness and performance at Coca-Cola?
1.6 Scientific Hypotheses
The following have been proposed for evaluation:
There is no correlation between job satisfaction and employee performance at Coca-Cola in Port Harcourt.
There is a considerable correlation between job happiness and employee performance at Coca-Cola in Port Harcourt.
There is no relationship between employee job performance and job satisfaction dimensions at Coca-Cola Company, Portharcourt.
H2: work satisfaction dimensions have an effect on employee job performance at Coca-Cola in Portharcourt.
There is no correlation between employee job happiness and job performance at Coca-Cola.
There is a level of job satisfaction and job performance among Coca-Cola Company employees.
1.7 Importance of the research
The outcomes of this study should be both theoretically and practically valuable. Theoretically, this research would aid other researchers in proving the hypothesis and also support future research by producing good ideas and enhancing comprehension. Next, from the standpoint of management, this research could assist management in improving future employee work performance and increasing employee job happiness at Coca-Cola. Lastly, this research will help other students gain a better understanding of the relationship between job satisfaction and employee performance, and it may serve as a guide for other researchers interested in studying the relationship between job satisfaction and employee performance in other organizations.
1.8 The range of the study
The scope of the study includes employee job satisfaction and performance in manufacturing firms. The research is restricted to Coca-Cola company in Portharcourt.
1.9 Restrictions of this study
The researcher is constrained by the following factors, which limit the scope of the study:
Insufficient research materials are available to the researcher, hence limiting the scope of the investigation.
Due to the researcher’s need to integrate the study with other academic activities and examinations, the allotted time span does not allow for a broader scope.
Inadequate funding tends to limit the researcher’s efficiency in locating relevant resources, literature, or information and in collecting data (internet, questionnaire and interview).
1.10 Terminology definitions
Job satisfaction is defined as the degree to which employees are happy with their jobs. This includes contentment with team members/managers, satisfaction with organizational rules, and the influence of employees’ jobs on their personal lives.
Person performance is described as the manner in which an employee meets their job responsibilities and completes required tasks. It refers to their output’s efficacy, quality, and efficiency. Performance also influences our evaluation of an employee’s worth to the organization.
1.11 Organizational profile
The Coca-Cola Company (NYSE: KO) is a beverage conglomerate that offers over 500 brands in over 200 countries and territories.
Our beverage brand categories include carbonated soft drinks; water, enhanced water, and sports drinks; juice, dairy, and plant-based beverages; tea and coffee; and energy drinks. Additionally, we own and market four of the top five nonalcoholic sparkling soft drink brands in the world, including Coca-Cola, Diet Coke, Fanta, and Sprite.
We think that our success is a result of our ability to connect with consumers by offering them a wide selection of beverage options that match their wants, requirements, and lifestyle preferences.