Abstract

This study investigated the Effect of job satisfaction on employee performance. This project therefore, is to study and come out with the effect and ways of satisfying employee in an organisation hence, the comparative study of organisation in Ombe. Our main objective is to assess the effect of employee satisfaction on organisational performance.

Necessary literature were review which ran through Conceptual, theoretical and empirical frame work of the study at hand provided the input ton this study review related concept, theories and scholars who have contributed knowledge about employee satisfaction. Data for the study was collected from both primary and secondary sources.

The main primary source of data was the use of questionnaires and secondary data from management book, journal, and the internet. A sample size of 40 was selected by using a simple random method.  The method of analysis adopted for this study was the use of Descriptive and inferential statistic which range from the use of table, charts and the chi-square.

The data collected was presented with the use of tool mentioned above and interpretations were given to these presentations. The hypothesis stated in the first chapter of this study was tested with the use of chi-square and was observed that satisfying employee has a significant effect on organisational performance.

The following observation was equally made after carrying out the research, most organisations are unfamiliar with the human part of employee satisfaction, in a bid to be outstanding in terms of performance and effectiveness within an industry, management has recognised that motivation is the key success factor that underpins and enhance the growth and the development of the organisation toward realising the objective and goals of the organisation.

CHAPTER ONE

INTRODUCTION

1.1 Background Of The Study

The assessment of job satisfaction through employee anonymous surveys became an area of study in the 1930s. Although prior to that time there was the beginning of interest in the employee attitude, there were only a handful of studies published.

Latham and Budworth note that Uhrbrock in 1934 was one of first psychologist to use newly developed attitude measurement techniques to assess worker attitude. They also note that in 1935 Hoppock conducted a study that focused explicitly on job satisfaction that is affected by both the nature of the job and relationships with co-workers and supervisors.

The attainment of a high-level of performance through productivity and efficiency has always been an organizational goal of high priority. In order to do that highly satisfied worker force is an absolute necessity for achieving a high level of performance advancement of organisation.

Workers who are satisfied tend to put in more effort to job performance better than when they were minimised and under look. Thus, every organisation tries to create a satisfied work to operate the well being of the organisation. However, the total organisation performance depends on efficient and effective performance of individual employee of the organisation.

The incentive theory of organisation suggests that people are motivated to do thing because of external reward. For example, you might be motivated to go to work each day for the monetary reward being paid. Different types of motivation are frequently described as being either extrinsic or intrinsic. Extrinsic motivations are those that arise from the outside of individual and often involve reward such as trophy, money, social recognition or praise. Intrinsic motivations are those that arise from within the individual, such as doing a complicated cross-word puzzle purely for the personal gratification of solving a problem.

The focus on recognition is to make the employee satisfied with their work in the organisation which helps to boast their moral and make them feel appreciated and valued their job better. Research has proven that employees who get recognised tend to have higher self esteem, more confidence, and more willingness to take new challenges and more eagerness to be innovative and turn to love their job, (Pratheepkanth, 2011).

Increasingly, organisation are realising that they should establish an equitable balance between the employee contribution to the organisation and the organisation contribute to the employees in other to realise the goals. Establishing this balance is one of the main reasons to provide those things that will make the employees satisfy with their work by rewarding the employees.

Organisation that follows the strategic approach to creating this balance focus on the three main component of a reward system, this include; compensation, promotion, and motivation studies which were conducted on the topic indicate that the most common problems in the organisation today is that they misunderstand the important component of reward which are; salaries, bonuses, promotion and motivation which causes most workers to be dissatisfied with their work thereby making the job satisfaction system imbalanced, which is the low cost, high return ingredient to a well-balanced reward system, Pratheepkanth (2011).

From the above view, it can be thought of that satisfying employee (rewarding) is of greater value to the employee’s behaviour toward work (performance) it is, therefore, necessary that management of organisation have this at the back of their mind during the planning process for the operation of the organisation in other to motivate the employee to achieve the goal of the organisation.

1.2. Problem Statement

Today, job satisfaction is a general attitude towards one’s job. The difference between the amount of reward workers receive and the amount they believe they should receive play a major role in the employee’s performance towards work.

Employees are the backbone of every organisation, without employees, no work can be done. So employee satisfaction relates to the inner feeling of the worker. Job satisfaction increases employee morale and productivity.  Job satisfaction creates innovative ideas among the employee’s workers may become more loyal toward the organisation; employees will be more satisfied if they get what they expect. Naturally, it is the satisfied worker who shows the maximum effectiveness and efficiency in his work.

Motivation is the number one problem facing businesses today. It has essentials for employees in order to improve productivity and ensure the success of the company (Wiley, 1997). This study is therefore concerned to investigate and analyse how the element of salaries, bonuses, promotion and motivation can help generate employees’ performance on organisation (Brasseries du Cameroun) which will later lead to efficiency and effectiveness.

The driving force behind this study is to enable employees (Brasseries du Cameroun) to give feedback on their work motivation and their attributes towards the reward system and perhaps increase the commitment to the organisation, the effect of

Employee performance is the result of the constantly changing business environment employees face daily. However, with the help of valuable players like the employee, the organisation still has the option and chance toward future success if the organisation takes into consideration what employee need and wants are before providing the employee with what will bring out their best performance at work.

1.3 Research Questions

Base on this information, this research is therefore structured to provide answers to the following questions;

1. To what extend does motivation affects employee’s performance?
2. What is the role of promotion on the behaviour of employee’s toward work?
3. How does salary affect employee’s performance?
4. To what extend does bonuses affect employee’s working behaviour?

1.4 Objective Of The Study

1.4.1 Main Objective

The main objective of the study is to investigate the effect of promotion on employee’s performance towards work.

1.4.2 Specific Objectives

More specifically the research is set out as follows:

1. To examine the effect of motivation on the performance of employees.
2. To analyse the impact of promotion on job satisfaction of employees toward work.
3. To assess the effect of salary on employees’ performances.
4. To make necessary recommendation

1.5 Research Hypothesis

The following hypothesis is tested

Ho: Job satisfaction does not significantly affect employee’s performance.

H1: Job satisfaction significantly affects employee’s performance.