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Chapter one



Any organization’s success or failure is primarily determined by how effectively and efficiently it conducts its activities. Job satisfaction is always vital and important for organisational effectiveness if the organisation wants to assure an improvement in production because it is assumed that a satisfied employee produces more.

Weather and Davis (1982) defined job satisfaction as the positive or negative attitude that employees have towards their employment. They claimed that also represents the level of need satisfaction gained from the occupations.

The fact is that one member’s behaviour can have an immediate or indirect impact on the behaviour of anyone else within or outside of the organisation. Negatively or favourably.

However, the complete body of feelings that an individual has about his or her occupations includes the effect of the job, the nature of the job, the compensation, the potential of advancement, and the nature of supervision, for example, where the sum total of influence results in a feeling of contentment.

In general, people must be content with their jobs, yet some jobs are extremely time-consuming, energy-intensive, and require specialised skills. Some employees, such as professors, take leave to balance their day jobs and make critical decisions on customer requests to avoid delays.

According to the foregoing, some basic intrinsic variables are critical in utilising employees’ abilities, training, workplace challenges, and opportunities to be creative, whilst extrinsic pleasure aspects include a decent income, allowances, promotion, and job prestige.

It should be mentioned that what defines a job is also determined by the individual’s expectations of what the employment should supply.

Job satisfaction and organisational effectiveness have a significant economic impact on management in areas such as productivity, absenteeism, and labour turnover. Employee work dissatisfaction can cause mental and physical frustration, as well as decreased organisational effectiveness. The impact of these factors is demonstrated in the organisation “NIGERIA BOTTLING COMPANY PLC.”

1.2 Statement of Problem

The concept of job happiness and organisational effectiveness is physiological in nature. It refers to what happens within an individual employee that causes them to act or not act in a certain way. It is vital to state that job satisfaction plays an important role in employee performance and organisational effectiveness.

Management acknowledges that an organisation exists primarily to earn a profit, but most management fails to incorporate their employees’ welfare policies into the overall goals.

When considering concerns such as how satisfied employees are to stay in the same post for years, the organisation can determine the existence of job satisfaction.

Are employees content with their current salaries and allowances in light of the current economy? To what extent has management been able to satisfy his employees, and can they do more?

This study project is thus an attempt to draw attention to this type of issue.


The scope would be focused solely on job satisfaction and how organisations will use it to their advantage. The study would be limited to the aforementioned company.

It would address issues like as promotion, salary, training incentives, leadership, and handwork rewards.

However, a proper diagnosis of the labour force, including junior staff, will be carried out. To increase the study’s reliability and validity, only a few management personnel will be included in the sample study.


To achieve the goal of this research, I intend to look at the following areas:

(i) Determine to what extent management has been able to satisfy their staff, and whether they can do more.

(ii) To highlight the impact of employee job satisfaction on organisational effectiveness.

(iii) Critically assess the promise and problem of employee job satisfaction in relation to organisational effectiveness and give relevant recommendations.

(iii) Determine to what extent work satisfaction explains the effectiveness of organisational productivity.

1.5 Definition of Terms

i) JOB SATISFACTION: An emotional response indicating how much a person enjoys his or her job.

ii) FRUSTRATION: A feeling of annoyance or dissatisfaction.

iii) BOREDOM:- Getting bored of being dull or tedious.

iv) ORGANISATIONAL:- A group that is organised and serves a common objective.

v) EFFECTIVENESS: Getting the desired result.

vi) APPRAISAL: Determine the value or quality of smoothness.

vii) INTRINSIC: This is the internal or inbuilt motivation that drives an individual to perform.

viii) EXTRINSIC:- This is the external or inbuilt drive that motivates an individual to perform.

1.6 Limitations of the Study

As with any research, this study contains limitations that must be considered when interpreting its conclusions.

First, modified measures of several recognised scales (positive and negative effectively) were used due to time constraints imposed by completing the questionnaire during working hours as well as the engagement of management and unions in the company.

Second, the survey study design nature of the data led to inferences.

Third, while promotion, enough pay, and motivation are associated with job happiness, this study did not fully address additional determinants of job satisfaction such as technology and leadership style.

Finally, data for this study were gathered from a single manufacturing organisation. As a result, the extent to which the reported findings are applicable to other institutions and larger organisations. The setting cannot be identified.

Research Hypotheses

Ho: Job happiness will not have a favourable impact on organisational effectiveness.

Hi: Job satisfaction will positively impact organisational effectiveness.

Ho: Boredom and hate for one’s job do not indicate poor organisational performance.

Hi: Boredom at work and a hate for the job are indicators of low organisational performance.

Ho: There is no discernible link between job happiness and pleasurable employment.

Hi: There is a considerable correlation between job satisfaction and pleasurable work.

1.7 Historical Background of Nigeria Bottling


Nigeria Bottling Company Plc is a subsidiary of the Leventis Group of Companies, which is recognised worldwide for its beverage leadership in over 155 countries.

The history of the A. G. Leventis Group in Nigeria dates back to 1953, when Mr. A. G. Leventis established a branch of the original Ghana Company, which was created by the late Chief A. G. Leventis. The company expanded throughout the country in trading, automobile sales, and services, and the Nigeria Bottling Company Limited was created in 1951 to bottle soft drinks.

The corporation became public in 1972 and is now listed on the Nigerian stock exchange, with Nigerians required to own 60 to 90 percent of its shares. The corporation had 29,992 stockholders on December 30, 1994, with a utilised and paid-up share capital of 1,552 million naira.

On May 8, 1855, he gave birth to the well-known name “Coca Cola”.

When he began making the popular caramel syrup in a brass kettle in his backyard. He transported a jug of his mixture down the street to Jacob’s pharmacy, where it was sold for cents per glass the same day.

Following his death, Mr. A. CONDLER took over the company the following year. Mr. FRANK KOBINSON chose the Coca-Cola trademark and other advertising materials that Nigeria Bottling Company Plc is still utilising today. The standard size 29 centilitres was designed and manufactured in 1915.

In 1916, Condler resigned, and Charles Howard took charge. In 1919, the Condler family sold Coca-Cola for $25 million. Robert Woodnots took over the firm in 1923, and there are now over 1080 bottling operations. In the United States of America.

Currently, there are thousands of bottling operations around the world, with the United States accounting for approximately 60%. Over 36 plants may be found throughout Africa’s West Coast. Coca-Cola’s 35-centiliter size was introduced in 1992, and FANTA Chapman was debuted in 1994. In 2004, Vanilla Coke was debuted.

Bottling firm Plc operates the following plants in Nigeria.




The first plant opened in Lagos.


The Kano plant was open.


Ibadan and Asejire were open.


Port-Harcourt facility was opened.


The Benin Plant was opened.


The Enugu plant was opened.


Jos Plant was opened.


Kaduna factory was opened.


The Ikeja No. 2 facility was opened.


The Ilorin factory was opened.


Challawa-Kano plant was opened.


The Owerri factory was opened.

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