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BUSINESS ADMINISTRATION BUSINESS ADMINISTRATION UNDERGRADUATE PROJECT TOPICS

THE IMPACT OF JOB SATISFACTION ON THE PERFORMANCE OF NON-ACADEMIC STAFF AT MICHAEL OKPARA UNIVERSITY OF AGRICULTURE UMUDIKE

THE OF ON THE PERFORMANCE OF NON-ACADEMIC STAFF AT MICHAEL OKPARA UNIVERSITY OF AGRI UMUDIKE

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ABSTRACT
The theme of this project report is the Influence of Job Satisfaction on Public Sector Employee Performance (PS). It was once considered excellent economic strategy for the government to establish and invest in corporations and businesses. Private initiative was deemed inferior to public sector initiatives for encouraging and accelerating natural economic development. The purpose of this study was to investigate, identify, analyze, and provide findings about the impact of job satisfaction on employee performance. To meet the aforementioned objectives, it was hypothesized that promotion has no effect on job performance, that there is no correlation between compensation and job satisfaction, and that a favorable work environment has no effect on job satisfaction in the public sector. The researcher utilized study questionnaires that were prepared and sent to public sector employees. The analysis method employs tables, percentages, and chi-square. Promotion has a substantial association with job happiness, there is a relationship between compensation and job satisfaction, and a conducive work environment contributes to employee job satisfaction in the public sector. In light of the aforementioned findings, the study suggests that: 1.The public sector should see prompt/increased payment as a motivating factor that might boost organizational efficiency. The government should consider employee contributions as a promotion criterion because the majority of government employees are idle.

Government should provide a suitable working environment so that employees view their workplace as their second home. The public sector should implement objective-based management in which employees participate in organizational decision-making so that all hands are on deck. 5. The organization’s structure should be restructured so that employees and employers can have amicable relationships. To maximize performance, working conditions should be changed and made more sustainable. 7. The management should be responsive to the varying demands and values of each employee. Each person is unique and will respond differently to attempts to motivate them. 8. management should be considerate of employee complaints regarding poor compensation and monotonous labor. Too frequently, management is deceived into believing that they can reduce employee dissatisfaction by repainting the workplace, piping in , offering a few more words of appreciation, or granting longer work breaks.

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CHAPTER ONE


1.1 Background of the Study

In contemporary firms, the employees’ need for fulfillment is the most significant factor. Need and environment have a crucial part in determining man’s behavior (Ujo, 2004), and Maslow (1943) recognized seven important human needs ranked in order of priority; they are physiological, safety, love and affection, accomplishment, self esteem, aesthetic, and self actualization needs. Motivation refers to “the drive and effort to satisfy a specified want or goal” whereas satisfaction refers to “a level of contentment experienced when a particular want is met.” The topic of job satisfaction has received considerable study throughout the years. This is due to the fact that the significance of such an idea cannot be overstated. The impact of the growth of huge formal organizations that made management more difficult, followed by a change in the dependent variable, on job performance received little consideration. The door was opened to explore the role of motivation in relation to performance and production morale, group dynamics, democratic oversight, and personal relationships, as these aspects have been proven in recent research to be associated with higher job satisfaction. Ujo (2004), citing Davis (1977), states that when employees join an organization, they enter into an unwritten psychological contract with it. In addition to the economic contract for salary and conditions of employment. In exchange for a certain level of labour and dedication, employees expect more than monetary compensation from the system. They seek safety, kind treatment, gratifying human relationships, and assistance in meeting their expectations. Employees are likely to lose interest in their jobs if the organization honors only the economic contract. In accordance with this trend, there is consensus that job satisfaction is the degree to which a job enables an individual to achieve his important job values. Numerous definitions of job satisfaction came to the same conclusion, therefore this agreement might be regarded as “diversity within unity.”

Salawu (2008) defined job satisfaction as “the amount to which an individual is satisfied with the job he or she is performing in terms of remuneration, self-actualization, prestige of the position, autonomy, control, and working conditions.” Locke (1976) defined job satisfaction as “the evaluation of one’s employment as achieving or enabling the achievement of one’s significant job values, provided that these values are congruent with or contribute to the fulfillment of one’s basic requirements.” According to Davis (1977), job satisfaction is “the favorableness or unfavorability with which employees see their employment.” As with any other worker, public servants have a variety of demands. They require food, housing, self-respect, and self-actualization, to name a few necessities. The desire to fulfill some of these demands motivates individuals to take these professions. Therefore, the endeavor to obtain employment may be motivated by a variety of complex and contradictory factors, but the end goal is satisfaction.

Despite this, a large number of Nigerian workers view their occupations as a means of providing them with the resources to meet their necessities, clothe themselves, and possibly save or invest for their families.

Job conditions and employer-employee interactions are crucial because they affect worker productivity. Unfortunately, it appears that the desired goal has remained elusive, despite the fact that every business, whether in the or public sector, seeks to elicit the best from its professionals. An in-depth examination of job satisfaction revealed that there are individuals who have job satisfaction notwithstanding their organization’s provision of excellent working conditions. Studies have also demonstrated that workers have varying levels of job satisfaction throughout their careers and at various professional levels. This is closely tied to the fact that, despite the increasing sophistication of technology, a large proportion of the Nigerian workforce is dissatisfied with their jobs, lacks commitment, and is always eager to quit for more promising and satisfying positions. Conflicts, disagreements, protests, tension, mistrust, trade disputes, strikes, etc., also marked the actions of Nigerian workers in various unions. This indicates that the various groups are a long way from fixing the problem of the workers. Additionally, it denotes frustrating, unchallenging, disappointing, and bringing employment situations.

1.2 STATEMENT OF THE PROBLEM

Despite the government’s ban on private practice, public servants continue to participate in highly serious private companies and occasionally use official time for personal matters.

When they’re supposed to be in their offices, they sell, solicit, and even scramble for contracts and supplies. Individuals whose ambitions and objectives are blocked by the organization become disappointed, acquire sentiments of poor self-worth, become indifferent and disinterested, and tend to withdraw their self-commitment from their work. Personal matters outside the workplace become increasingly significant.
The dissatisfied employee may be physically present at work, but his mind and thoughts are elsewhere. The higher death rates in our hospitals, the poor performance of kids on standardized tests, and the low productivity in the public sector are evidence of the bad performance of public officials. Without a doubt, if public servants are satisfied with their jobs, they would perform better; consequently, this study will investigate the effects of job satisfaction on employee performance.

 

1.3     OBJECTIVES OF THE

The study’s aims are as follows:

Determine the effect of promotion on employee work performance.
To determine the effect of compensation on employee work performance.
Determine the significance of a conducive environment to job performance.

1.4 RESEARCH QUESTIONS

This study investigates the following topics:

Exists a correlation between employee job satisfaction and performance?
Can a successful incentive program increase employee job satisfaction and performance?
Does the work environment have any bearing on employee job satisfaction?
It is recognition and incentive that contribute to worker productivity.

1.5     OF THE

In the last two decades, management of the public sector in Nigeria has been a contentious issue that has sparked a large number of arguments and works of literature. This work is significant because it will contribute to the existing corpus of research in these fields.

It is also significant since it would provide light on the pattern and path of public sector management thus far. The study’s findings will be insightful since they will demonstrate how much job satisfaction is available in the public sector and how these factors have affected in firms.

Since independence, the government has invested a great deal in the formation and maintenance of enterprises, but little is known about productivity and employee morale.

Accordingly, economists, management practitioners, students, and the general public will find this study beneficial because it will provide guidance for the future. The proposals are beneficial because they will serve as guidance to the government regarding the proper interaction between the government and enterprises.

 

1.6     SCOPE AND LIMITATION

The focus of the study includes non-teaching personnel in several in Michael Okpara university, Umudike, the state capital. The city’s government-owned organizations were the focus of the study. Michael Okpara university, Umudike served as the capital of the defunct Eastern Region, East Central State, and old Anambra State; hence, the city is home to a large number of government organizations with headquarters or regional offices.

This research has quite a few severe drawbacks. The first obstacle was that it was difficult for the researcher to mix her work with the study. In addition, the study was conducted during a period of fuel scarcity, resulting in high transportation costs and, in the majority of cases, poor participation from employees of the organizations visited for questionnaire distribution. When doing a study of this sort in our context, some participants were receptive to answering oral questions, whilst others did not take the time to read the questionnaire, resulting in a small number of incorrect responses. These limitations had no impact on the outcome of the study.

1.8     DEFINITION OF TERMS

Motivation is the process of inspiring people to act in order to attain desired objectives or complete desired tasks. Hezbong, Fedenick (1964).
Employment satisfaction or employee satisfaction is a measure of a worker’s contentment with his or her job, regardless of whether they like the job itself or certain features or facets of the job, such as the nature of the labor or the supervision.
Job performance evaluates whether an individual performs a job effectively. The academic study of job performance as part of industrial and organizational psychology is also a component of human resource management.
Employees of educational institutions who are not responsible for instruction. Non-teaching staff generally include headteachers, principals and other administrators of schools, supervisors, counsellors, school psychologists, school health personnel, librarians or educational media specialists, curriculum developers, inspectors, education administrators.

THE OF ON THE PERFORMANCE OF NON-ACADEMIC STAFF AT MICHAEL OKPARA UNIVERSITY OF AGRI UMUDIKE

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