INFLUENCE OF JOB SATISFACTION ON EMPLOYEES’ PERFORMANCE IN
PUBLIC ORGANIZATIONS:
A CASE OF KIGAMBONI MUNICIPAL COUNCIL
TESHA VAILETH J,
MNMA/BD.HRM/2935/19
A Research Report Submitted in Partial Fulfilment of the Requirements for Bachelor
Degree of Human Resources Management of the Mwalimu Nyerere Memorial Academy
2022
CERTIFICATION
The undersigned hereby certify that this research report titled: Influence of Job satisfaction on
Employees’ Performance in Public Organizations is a partial fulfillment of the requirements
for the Bachelor Degree of Human Resource Management of the Mwalimu Nyerere Memorial
Academy.
(Supervisor)
………………………..
Signature
………………………
Date
i
DECLARATION
I, Tesha Vaileth J, declare that this research report is my own independent work and that it has
not been presented and will not be presented to any other academic institution for a similar or
any other degree award.
Signature……………………...
Date…………………………..
ii
ACKNOWLEDGEMENT
Completing my Degree is probably the most challenging activity of my studentship life. It has
been a great privilege to spend three years at the MNMA, and its members will always remain
dear to me.
I would like to express my deepest gratitude to the Almighty God for blessing me with good
health, wisdom and passion to persist in fulfillment of the bachelor degree programme in Human
Resources Management; I also acknowledge the financial assistance and sincere moral support
from my family for their care and delightful patience throughout my study period.
Special thanks to my supervisor for the supervisory role and backup in both moral and material
support throughout the research conducting period.
Finally, I would like to thank all respondents in the study area, for their kindness, great
cooperation during the whole period of my data collection. They have been a very critical link in
facilitating accomplishment of the study.
iii
DEDICATION
This research is dedicated to the following:
To my darling Mother with her love and inspiration I have been able to achieve this and I
promise to achieve more.
To my friends that have brought me up and showed me the way to school; insisting that
education is the only heritage you can offer to me.
iv
LIST OF ABBREVIATIONS
KMC
Kigamboni Municipal Council
MNMA
Mwalimu Nyerere Memorial Academy
HR
Human Resource
HRM
Human Resource Management.
v
ABSTRACT
Organizations must step outside their traditional roles and comfort zones to look at new ways of
working. They have to create a work environment where people enjoy what they do, feel like
they have a purpose, have a pride in what they do, and can reach their potential. The study aimed
to examine Influence of Job Satisfaction on Employees’ Performance in Public Organizations
where by Kigamboni Municipal Council used as a case study. Specifically the study had two
objectives, firstly; to examine factors that influence job satisfaction at KMC, and secondly; to
examine effects of job satisfaction on employees’ performance at KMC. For the purpose of this
study, descriptive research design was used. Simple random sampling technique was respectively
used to select respondents for the study. Respondents for this study were fifty (50) from both
managerial level and operational level. Interviews and questionnaires were used for data
collection.
The study findings indicate that job satisfaction had an impact on employees’ performance in
public organizations as far as respondents are concerned. The study also revealed that job
security and rewards are very important factors in influencing job satisfaction, since individuals
in organization feels satisfied to work in jobs which are well secured from any harm, but also
employees are happy to work in a job which offers them good salaries to meet their needs. Since
workforces in organizations put more efforts in their jobs when they feel that they are satisfied
with the work environment.
In conclusion based on the findings the study recommended that, the organization needs to have
periodic meetings with employees to air their grievances to management and serve as motivating
factor to employees to achieve a desired performance of the organization.
vi
TABLE OF CONTENTS
CERTIFICATION ........................................................................................................................... i
DECLARATION ............................................................................................................................ ii
ACKNOWLEDGEMENT ............................................................................................................. iii
DEDICATION ............................................................................................................................... iv
LIST OF ABBREVIATIONS ......................................................................................................... v
ABSTRACT ................................................................................................................................... vi
LIST OF TABLES .......................................................................................................................... x
LIST OF FIGURES ....................................................................................................................... xi
LIST OF APPENDIX ................................................................................................................... xii
CHAPTER ONE ............................................................................................................................. 1
INTRODUCTION .......................................................................................................................... 1
1.0 Overview ................................................................................................................................... 1
1.1 Background of the Problem ...................................................................................................... 1
1.2 Statement of the Problem .......................................................................................................... 2
1.3 Objectives of the Study ............................................................................................................. 3
1.3.1 Main Objective....................................................................................................................... 3
1.3.2
Specific Objectives ........................................................................................................... 3
1.4
Research Questions .............................................................................................................. 3
1.5
Significance of the Study ..................................................................................................... 3
1.6 Scope of the Study .................................................................................................................... 4
1.7 Definition of Key Terms ........................................................................................................... 4
1.7.1 Employee ............................................................................................................................... 4
1.7.2 Job Satisfaction ...................................................................................................................... 4
1.7.3 Employee performance .......................................................................................................... 4
1.7.4 Organization ........................................................................................................................... 4
CHAPTER TWO ............................................................................................................................ 5
LITERATURE REVIEW ............................................................................................................... 5
2.0 Overview ................................................................................................................................... 5
2.1 Empirical Literature Review ..................................................................................................... 5
2.2 Theoretical Framework ............................................................................................................. 6
2.2.1 Frederick Herzberg’s Theory ................................................................................................. 7
vii
2.3 Summary and Research gap ...................................................................................................... 7
2.4 Conceptual Framework ............................................................................................................. 8
CHAPTER THREE ...................................................................................................................... 10
RESEARCH METHODOLOGY.................................................................................................. 10
3.0 Overview ................................................................................................................................. 10
3.1 Research Design...................................................................................................................... 10
3.2 Sampling Strategy ................................................................................................................... 11
3.3 Sample Size ............................................................................................................................. 11
3.4 Data Collection Methods ........................................................................................................ 12
3.4.1 Primary Sources ................................................................................................................... 12
3.4.1.1 Interview ........................................................................................................................... 12
3.4.1.2 Questionnaires................................................................................................................... 12
3.4.2 Secondary Sources ............................................................................................................... 12
2.4.2.1 Documentaries .................................................................................................................. 13
3.5 Data Analysis .......................................................................................................................... 13
CHAPTER FOUR ......................................................................................................................... 14
FINDINGS AND DISCUSSIONS ............................................................................................... 14
4.0 Overview ................................................................................................................................. 14
4.1 Demographic Characteristics of Respondents ........................................................................ 14
4.1.1 Gender of Respondents ........................................................................................................ 14
4.1.2 Age of Respondents ............................................................................................................. 14
4.1.3 Education Level of Respondents ......................................................................................... 15
4.1.4: Working Experience ........................................................................................................... 15
4.1.5 Respondents’ employment Status ........................................................................................ 15
4.3 Prevailing Factors Influencing Job satisfaction at KMC. ....................................................... 16
4.4 Effects of Job satisfaction on Employees’ Performance ......................................................... 19
CHAPTER FIVE .......................................................................................................................... 21
SUMMARY, CONCLUSION AND RECOMMENDATIONS ................................................... 21
5.0 Overview ................................................................................................................................. 21
5.1 Summary of the Study ............................................................................................................ 21
5.2 Conclusion and Recommendation for the Study .................................................................... 22
5.2.1 Conclusion ........................................................................................................................... 22
viii
5.2.2 Recommendations ................................................................................................................ 22
5.3 Limitations of the Study...........................................................Error! Bookmark not defined.
5.4 Areas for Further Study ...........................................................Error! Bookmark not defined.
REFFERENCES ........................................................................................................................... 24
APPENDICES .............................................................................................................................. 26
Appendix I: Questionnaires Sheet for KMC Employees. ............................................................. 26
APPENDICES .............................................................................................................................. 29
Appendix II: Interview Questions Guidelines .............................................................................. 29
ix
LIST OF TABLES
Table 3.1: Sample size……………………………………………………………………….8
Table 4.1: Demographic Characteristics of Respondents…………….………………………14
Table 4.2: Factors Influence Job Satisfaction at KMC……………………………………….15
Table 4.3: Effects of Job Satisfaction at KMC……………………………………………….17
x
LIST OF FIGURES
Figure 2.1: Conceptual Framework…...............................................................................8
xi
LIST OF APPENDIX
Appendix I: Questionnaires sheet for KMC Employees….……………………………….23
Appendix II: Interview Questions Guide Lines……………………………………………26
xii
CHAPTER ONE
INTRODUCTION
1.0 Overview
This chapter presented the background of the study, statement of the problem, objectives of the
study, research questions, significance of the study, scope of the study and definition of key
terms.
1.1 Background of the Problem
Job satisfaction has drawn attention of managers in various organizations for number of years. It
also pays attention of philosophers, psychologist, educators, business and natural behavior
scientists. Davis (1997) traced the historical background of job satisfaction that is about 175
years ago when modern industrial organizations needed improved and effective production. Job
satisfaction has recently paid an interest among the researchers and practitioners due to its
substance in reshaping retention efforts and reducing turnover and absenteeism resulting from
job satisfaction among employees in the organization.
The essence of job satisfaction has greatly increased its vital to any organization aiming at
enhancing the organizational productivity. It is the means of motivating any employee who has
contributed in achieving the goal of the organization (Perez, 2008). Thus, job satisfaction is the
manner and thought which people are regarding a particular work (Armstrong, 2010). Positive
and constructive manner towards the job specify job satisfaction. Negative and unfavorable
manner towards the jobs indicate job dissatisfaction. Collins (2007) also defined job satisfaction
as the degree to which employee has positive emotions towards the work role. Lee-Kelley,
Blackman and Hurst (2009) contend that ask of satisfaction in the job is a major predictor of
turnover and retention. Most studies conducted in developed countries show that there exist
relationship between job satisfaction and employee job performance for example increasing in
job match equality, control type and job status have high contribution to employee job
performance, and this has been exhibited by Ahn and Garcia (2006).
1
However, the study conducted in least developed nations established that there is an existence of
relationship on job satisfaction and the workers performance. Nevertheless, there have been
minor disparities on the indicators that represent satisfaction. For stance majority of the studies
in the third world countries deploy that aspect such as pay, promotion, job safety and security,
working conditions, job autonomy, relationship with co-workers, relationship with supervisor,
and nature of the work have significant impact on the job satisfaction as well as performance of
the organization. Thus, a satisfied employee is likely to improve the performance of the
organization (Khan and Nawz, 2011). Tanzania in specific, the studies on job satisfaction and
employees’ performance have paid attention on employees involvement in decision making, inservice training and chance to promotion may improve the performance of the organization. It
has been established that the said factors have significant impact in improvement of the job and
ultimately enhance the performance (Jinyevu, 2013). While the problem has found to have
impact to many organizations in the least developed countries and the world as whole, the KMC
is not isolated from this problem as various incidences of labor turnover and absenteeism have
been occurring in this organization and they constitute indicators that there can be a sort of job
dissatisfaction at the organization. Increased of pay and promotion have been the management
reaction to reshape the situation. Thus, this study sought to examine influence of job satisfaction
on employees’ performance in public organizations using KMC as case study.
1.2 Statement of the Problem
Ensuring the workers are being satisfied has been the major agenda in majority of the countries
especially in developing nations like Tanzania. The association between job satisfaction,
retention and performance of both employees and organization in general has been referred by a
number of studies. To identify an aspect to have job satisfaction has always been a challenge. To
that end, Tanzanian Employee and Labor Relations Acts (2004), have stipulated having equal
opportunity in employment and strive to eliminate discrimination so as to improve employee
satisfaction. Existing studies have tended to generalize the job satisfaction with little attempt to
identify what employees in public organization find the most satisfying in their working
environment of their job. Therefore this study aimed at examining the influence of job
satisfaction on employees’ performance using Kigamboni Municipal Council as a case study to
view the topic under study in public organizations.
2
1.3 Objectives of the Study
1.3.1 Main Objective
To examine influence of job satisfaction on employee’s performance in public organizations
using Kigamboni Municipal Council as a case study.
1.3.2 Specific Objectives
Specifically the study intended
i.
To examine factors influencing job satisfaction at KMC.
ii.
To examine the effects of job satisfaction on employees’ performance at KMC.
iii.
To examine the management strategies which are applicable in ensuring employees job
satisfaction at their work place
1.4
Research Questions
The study intended to answer the following questions;i.
What factors influence job satisfaction at KMC?
ii.
What are the effects of job satisfaction on employees’ performance at KMC?
iii.
What are the management strategies which are applicable in ensuring employees job
satisfaction at their work place at KMC?
1.5
Significance of the Study
The study is important as it highlights the factors that employees view as enhancing job
satisfaction leading to improved employee performance within their organizational context.
i.
The study increase the existing knowledge regarding job satisfaction to the researcher and
employee within a particular organization; KGMC
ii.
To increase the awareness of the management regarding the condition of job satisfaction
in KGMC
iii.
To findings of the helps the organization to setup strategies for eliminating the factors
causing job satisfaction and strategies for improving job satisfaction for employees
3
1.6 Definition of Key Terms
1.6.1 Employee
A person in the service of another under contract of hire , express or implied oral or written
where the employer has the right or power to control and direct the employee in the material
detail on how the work is to be performed (Artur, 1995).
1.6.2 Job Satisfaction
The attitude and feelings people have about their job. It is the degree to which an employee has
positive emotions towards the job role. Or it is also defined as any pleasurable or positive
emotional state resulting from appraisal of one’s job or experience (Locke 1976).
1.6.3 Employee performance
Deadrick and Gardner's (2007) defined employee performance as the record of outcomes
achieved, for each job function, during a specified period of time. If viewed in this way,
performance is represented as a distribution of outcomes achieved, and performance could be
measured by using a variety of parameters which describe an employee's paten of performance
over time.
1.6.4 Organization
Refers to social arrangements which pursues collective goals, control its own performance and
has boundary separating it from its environment (Harrison, 2005).
4
CHAPTER TWO
LITERATURE REVIEW
2.0 Overview
This chapter was served as the foundation for the development of the study. It discussed the
relevant literature relating to the study under investigation; it was specifically focused on
empirical literature review, theoretical review, a research gap as well as the conceptual frame
work of the study.
2.1 Empirical Literature Review
Job satisfaction plays a vital role for any organization to achieve its goals and mission; it is not
new subject since it captured attention of many scholars for many decades in the country. It
refers to the degree of or level of contentment (Agho et al, 1993) or discontent of an employee
regarding his/her work in general. It is a mental attitude and perception of the work (Hussein,
2011) that may eventually create the intention to join an organization, stay or leave the job.
employees have their own needs, interests, preferences, choice, feelings and wishes which make
them comfortable and feel that their in right place in accordance to their capabilities and that the
job will be the source of satisfying their needs and expectation.
Dede (2008) wrote a paper entitled “The impact of job satisfaction on staff commitment to
organizational goals, the case of Tanzania Fisheries Research Institute (TAFIRI) “. The aim of
the research was to explore the factors influencing job satisfaction and organizational
commitment in research institutions. The methodology applied was a research design called
descriptive cross-sectional survey. The survey included interviewing and administering
questionnaires to a sample of individuals, and documentary reviews. The study found that some
demographic characteristics can affect a person’s level of job satisfaction and hence commitment
to the organization. The findings also revealed that, management might be able to increase the
level of commitment to the organization by increasing satisfaction with compensation,
organizational policies, working conditions and supervision (human aspect). This could be
achieved by encouraging departmental meetings and involvement of staff members in decision
making. The gap left by this study is that, the study was undertaken to determine the influence of
5
demographic and some selected non demographic variables to employees’ job satisfaction and
organizational commitment as such, it had some few selected variables and consequently, it
could not capture much behavioral constructs related to the study on job satisfaction.
Mushenga (2008) carried out a study on “job satisfaction among employees in the public sector,
the case of Public Service Pensions Fund (PSPF)”, with the purpose of assessing the overall level
of job satisfaction of the employees under PSPF. The methodology of the study was a descriptive
survey design. The instrument of data collection used was questionnaires and documentary
reviews. The study examined PSPF employees’ level of satisfaction with job motivators and
hygiene factors, and also the relationship between selected employees demographic
characteristics and their overall job satisfaction. The study noted that about 50% of employees
were generally satisfied with their job; 50%expressed neutrality towards the assertion that “the
current job was just transitional “. The study gap is that job satisfaction is determined by many
factors not job motivators and hygiene factors alone. Also, the organization studied was at its
infancy stage, it was established in 2004 and the study was conducted in 2008. Management
stability obviously differs from old and matured organizations. A lot can still be explored by
conducting the study on matured organizations.
Momba (2006) entitled “factors improving job satisfaction among employees in Tanzania work
Organizations, the case of Mhimbili National Hospital” the study have the overall aim of
assessing the factors impending job satisfaction among health workers in Tanzania. The research
findings revealed that all respondents 100 percent said poor salary was the main factor that
hindered job satisfaction, also the 90 percent of respondents agreed that the organization is
poorly managed by the Director of Human Resource, there is transparency and bureaucracy by
administrators who lack basic management skills, the study gap include the fact that it centered
mainly on work environment as the major factor influencing job satisfaction, while there are
many areas to consider when assessing factors influencing job satisfaction.
2.2 Theoretical Framework
Scholars and researchers have produced various theories based on job satisfaction, the aim was
to provide a frame work for understanding, not just factors influencing such attitudes, but also
6
why it results in such effects (Baron & Greenberg 2003). Due to the nature of the problem under
study, the research employed the following related theory;2.2.1 Frederick Herzberg’s Theory
This theory is sometimes called the “Motivator-Hygiene Theory” it was developed by Frederick
Herzberg in 1959. The theory claims that certain factor in work place result in job satisfaction,
but if absent they don’t lead to dissatisfaction but no satisfaction. The factors that motivate
people can change over time, but respect for me as a person is one of the top motivating factor at
any stage of life. Herzberg distinguished between motivators such like (challenging work,
recognition, responsibility) which give positive satisfaction, and hygiene factors; ( e.g. status, job
security, salary and fringe benefits) that do not motivate if presence but if absence result in
demonization. Herzberg’s theory proves that people will strive to achieve hygiene needs because
they are unhappy without them, but once satisfied the effect soon wear off satisfaction is
temporary. The two factor theory suggests that managers should focus on ensuring the
acceptability of hygiene factors to avoid employee dissatisfaction.
However the theory is relevant to the study because it offers a reasonable starting point by
creating environment that promotes job satisfaction and for developing employees who are
motivated, productive and fulfilled. Thus employee satisfaction affects every aspect of employee
from his/her satisfaction to overall productivity. Since the two dimensions in Hertzberg’s theory
enhance organizations to create an environment which supports employees’ satisfaction to
achieve work productivity, hence the theory is relevant to the study under investigation.
2.3 Summary and Research gap
Job satisfactions is not a new word but it has become an ambiguity topic which draws attention
of managers in most public and private organization and this is because it touches directly an
important resource in organization which is human resource due to this most organization have
been striving to ensure that job satisfaction is positively perceived in their organizations to bring
positive impacts. In the review of the literature, theoretical and empirical studies like Maslow’s
Need Theory (1942) and Herzberg Theory (1959), as well as Momba (2006) a lot of content have
been addressed on the influence of job satisfaction on employees’ behavior or performance.
7
However the gap identified is that, there was deficiency connection between job satisfactions and
employees’ performance, since this study was undertaken to fulfill the gap.
2.4 Conceptual Framework
This study adopted characteristics model in conceptualization of the study as seen in figure 2.1
Figure 2.1: conceptual framework
Independent variables
Mediate variable
Dependent variable
Skills variety
Performance
feedback
Task variety
Autonomy
Job satisfaction
Performance
Job security
Task
significance
Rewards
Source: researcher own adaptation (2022)
Skills variety: is defined as the extent to which the job necessitates a person to make the most of
multiple high-level skills. In this study skill variety has been operationalized by directing
statement to the respondents as to what extent they are happy to work on a task that requires
varying skills.
8
Task identity: this is explained as the extent to which a person is in charge of implementation of
identifiable piece of work from start to finish. In this study task identity has been operationalized
by directing statement to the respondents as to what extent they are happy to plan, implement
and report their job.
Task Significance: this explains as to whether a person’s job substantially affects other peoples
work, health or well-being. In this study task significance has been operational zed by directing
statement to the respondents as to what extent are happy to know that their tasks are important in
achieving organizational goals.
Autonomy: The extent to which an individual has the freedom to make a decision how to
perform his or her tasks. In this study task autonomy has been operationalized by directing
statement to the respondents as to what extent they are happy to control over how and when tasks
to be completed.
Feedback: means the extent to which people learn how effective they are being at work. In this
study feedback has been operational zed by directing statement to respondents as to what extent
they are happy to plan the work in a regular interval to implement reports for the work and
ultimately receive the feedback.
Rewards: Rewards are concerned with the formulation and implementation strategies and
policies that aim to reward people fairly, equitable and consistently in accordance with their
value to the organization. In this study reward has been operational zed by directing statement to
respondents as to what extent they are happy when they receive the entitled overtime payment or
compensation and the right to promotion.
Job security: Refers to the security of keeping a particular job or employment contract. In this
study job security has been operational zed by directing statement to respondent as to what
extent they are happy to obtain their job and offered subsequent contract.
9
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Overview
This part reveals how research was done by a researcher with the consideration of scientific and
systematic procedures to prove the reality of the study under investigation. The study under this
part covered a research design, sampling strategy, sample size, data collection methods, as well
as data analysis.
3.1 Research Design
For the purpose of this study descriptive type of research design was used simply because
descriptive design describes phenomena as they exist, it issued to identify and obtain information
on the characteristics of the particular problem or issue.
3.2 Description of Area of Study
The study was conducted at Kigamboni Municipal Council in Dar es salaam. The study area was
preferred because it was convenient to the researcher in obtaining data and therefore it was
selected based on efficiency.
3.3 Population of the Study
The population of this study comprise the Kigamboni Municipal Council employees situated in
Dar es salaam region. The directly targeted respondents was employees from KGMC as well as
administrative officers since are the one who owns employees information starting from
recruitment when the employee leave the company and therefore own relevant data on the
numbers of employees employed and left the organization other data was accessed from the
records of human resource office, the management was interviewed to get the feeling of the
influence of job satisfaction on employees performance. Few employees was interviewed also to
get feelings of their perception towards the effect of job satisfaction and suggest ways to improve
the employees’ performance.
10
3.4 Sampling Strategy
In fulfillment of this study random sampling technique were employed in collecting data,
because it helps to obtain sample that is the representative of the larger population related to this
study. Also as far as Kothari, (2004) said that sampling technique is used because it guarantees
desired representation of relevant sub groups. Thus random sampling was used in fulfillment of
the study.
3.5 Sample Size
The study sample comprised of 50 respondents where by the sample was classified according to
the positions of an individual in the organization. Where by the sample constituted both
managerial employees and normal employees to find out the influence of job satisfaction on
employee’s performance in public sectors.
Table 3.1: Sample size
Category of the sample
Number of the sample
Top level management
Middle level management
5
Administration
and
human
resource,
procurement, finance and business management,
urban plan and land management , primary and
secondary education
5
Lower level management
40
Total
50
Department
Administration and human resource, finance and
business management, Secondary education,
Urban planning and land management
procurement
Information Communication Technology Health
Community Development water, Urban planning
and land management
Administration and Human Resource
The sample size was obtained by using Yamame (1967)
Formula
N = N/1 + N (e)2 where,
n = sample size
N = total number of employees
e = standard error
11
e = 5% was used
n = 57/1.145
n =50
3.6 Data Collection Methods
In this study both primary and secondary data were used as the methods of data collection as
follows;3.6.1 Primary Sources
This is the original and collected for the first time by the researcher. In this source of data
collection the following techniques were employed to collect data;3.6.1.1 Interview
The study used interview to collect opinions and learn about experiences of respondents at
Kigamboni Municipal Council. The use of interview technique in collecting data from primary
sources was due to the fact that, it is suitable method for carrying out an in-depth investigation
from a small number of respondents. Also interview enables a researcher to capture both verbal
and non-verbal responses including the emotional expressions by respondents and thus enabled
capturing the direct assessment on the link between job satisfaction determinants and employee
performance.
3.4.1.2 Questionnaires
Questionnaire method was used to validate the study through collecting views, evidence and
assessment of data related to employees’ job satisfaction and their performance at Kigamboni
Municipal Council. The study used closed questionnaires; this is due to the fact that
questionnaires allow fairly accurate assessment of opinions. But also questionnaires have the
ability to solicit information from several respondents within a short time.
3.4.2 Secondary Sources
Secondary data are those data that already available and these data are collected from sources of
data such as journals, books, newspapers, websites, publications and other documents available
in libraries including research reports from distinguished academicians (Kothari 2004).
12
2.4.2.1 Documentaries
The study reviewed the administrative manual which informs the study on KMC performance
appraisal, reward system management, type of contact in order to have insight on historical trend
of the problem to support the study goals.
3.5 Data Analysis
In this study descriptive type of data analysis were employed simply because it describes the
main aspects of the data being analyzed.
3.6 Scope of the Study
The information pertained to this study were collected from public organization and the study
was conducted in Dar es salaam particularly Kigamboni Municipal Council as case limited study
due to time and financial constraints.
3.7
13
CHAPTER FOUR
FINDINGS AND DISCUSSIONS
4.0 Overview
The aim of this chapter is to provide the research findings and its discussion based on the
specific objectives of the study. The chapter analyses and discusses the results of the data
obtained from the field. The study was primarily conducted to examine influence of job
satisfaction on employees’ performance at Kigamboni Municipal Council. Specifically the study
was conducted to address two research objectives; the first objective was to know what influence
job satisfaction at KMC, the second objective was to know the effects of job satisfaction on
employees performance at KMC. The results obtained from the study are preceded by
demographic characteristics of the respondents as presented below:4.1 Demographic Characteristics of Respondents
This section presents findings on the characteristics of respondents which include sex, age,
respondents’ education level and the length of service. These characteristics were important in
explaining respondents’ opinions with regards to the study needs at KMC.
4.1.1 Gender of Respondents
The findings from the responses revealed that 21 respondents of which 42% of respondents were
males while 29 respondents of which 58% of respondents were females. These findings suggest
that even if females exceeded the number of males, both sexes were represented in the study.
Table 4.1 contains summarized responses.
4.1.2 Age of Respondents
In this study respondents were asked to indicate their age in the appropriate space provided the
result show that the age group between 18- 40 years were 25 (50 percent) respondents. This was
followed by 15 (30 percent) respondents in the age group of 41- 50years; the age group between
50-65 years had 10 (20 percent) respondents. As table 4.1 illustrate, the majority of the
respondents were aged between 41-50 followed by those aged between,18-40. This means that
14
the majority of the respondents were in the productive age and the organization could continue to
utilize them for a long period.
4.1.3 Education Level of Respondents
Table 4.1 shows the education level of respondents which are categorized into three levels,
namely; primary education, secondary education and tertiary/ university. The findings revealed
that there were 5 respondents, of which 10% are secondary school education level while none of
respondents hold primary school education level and 45 respondents of which 90% of
respondents hold tertiary/university education level. The findings suggest that even if
respondents with tertiary/university level education exceeded the number of respondents of
secondary school education level all were represented in this research.
4.1.4: Working Experience
Working experience of the respondents at Kigamboni Municipal Council, revealed as 1 to 5
years were 25 respondents, 5 to 10 were 20 respondents and 10 to 20 were 5 and 20 to above
were none of respondents. As table 4.1 illustrates, this means the sample was drawn from a
population comprised with respondents from different working experience years. The table
below illustrates the distribution of respondents on the basis of working experience.
4.1.5 Respondents’ employment Status
The findings from the respondents revealed that 6 respondents of which 12% were volunteers, 40
respondents of which 80% of respondents hold permanent employment status, while 4
respondents of which 8% of respondents were temporary workers. As table 4.1 illustrates
bellow;-
15
Table 4.1 Demographic Characteristics of Respondents
Frequency
Gender
Age
Education levels
Working experience
Employment status
Percentage (%)
Females
29
58
Males
21
42
18-40
25
50
41-50
15
30
51-65
10
20
Secondary
5
10
Tertiary/University
45
90
1-5
25
50
5-10
20
40
10-20
5
10
Volunteers
6
12
Temporary
4
8
Permanent
40
80
Total
50
100
Source: Field data (2022)
4.2 Findings of the Study by Objectives
The study used questionnaires and interview to obtain data from respondents about “Influence of
job satisfaction on employees’ performance at KMC”. Where questionnaires were composed
from specific objectives of the study to meet the general objective. The following were the
results from the questionnaires asked to respondents at KMC.
4.3 Prevailing Factors Influencing Job satisfaction at KMC.
The study obtained the following results on the factors that influence job satisfaction at
Kigamboni Municipal Council as shown in table 4.2 bellow;-
16
Table: 4.2: Prevailing factors influencing job satisfaction at KMC
Frequency
20
15
5
10
Percentage
40
30
10
20
Task identity
Strong agree
Agree
Disagree
Strongly disagree
Skills variety
Strong agree
Agree
Disagree
Strongly disagree
25
20
5
0
50
40
10
0
Performance feedback
Strong agree
Agree
Disagree
Strongly disagree
15
18
7
10
30
36
14
20
Autonomy
Strong agree
Agree
Disagree
Strongly disagree
8
15
22
5
16
30
44
10
Job security
Strong agree
Agree
Disagree
Strongly disagree
8
10
20
12
16
20
40
24
Rewards
Strong agree
Agree
Disagree
Strongly disagree
7
10
13
20
14
20
26
40
Task significance
Strong agree
Agree
Disagree
Strongly disagree
Total
10
28
7
5
50
20
56
14
10
100
Source: Field data (2022)
17
From the data collected above the study found that, job security and reward are the important
factors in achieving employees’ satisfaction in their job. Simply the results from respondents on
these factors were as follows;4.3.1 Job security
To identify relationship between job security and employee job satisfaction, respondents were
asked if they were happy in retaining their job and offered subsequent contract, the results
showed that 20 respondents of which 40% of respondents disagreed with the statement. This
implies that employees who are assured with job security seem to be more satisfied with their
job.
4.3.2 Reward
To identify how reward is related to employees’ job satisfaction, respondents were asked if they
were happy to receive the entitled overtime payment and right to promotion, the results showed
that 20 respondents of which 40% of respondents at KMC strongly disagree with the statement.
This implies that employees with good rewards seem to be more satisfied with their job.
These results confirm the findings of the research conducted by Sarwar S and Abugre J (2013)
who found that there is relationship between employees’ rewards and dimension of their job
satisfaction in service sectors; their results were that rewards play a significant role in
employees’ satisfaction resulting in increased customer satisfaction and loyalty.
In an interview held with staff members and those from managerial unit with regard to what are
factors influencing employees’ job satisfaction at KMC, respondents were asked if they are
satisfied with their jobs and explain why if yes or not. One of the staff from Registry Unit had
the following to say with regard to what influence job satisfaction at KMC.
“No am not satisfied with my job at KMC because reward is low compared to the effort made to
achieve the organizational desired goals” (Registry unit, 3rd July 2022).
However an interview with the head of department of Human Resources Management had
shown a bit different opinion regarding job satisfaction.
18
“Yes am satisfied with my job because I always meet my target and achieve what is expected in
me, I think this job is not only significant but also one of the rewarding. I have been working
here for seven years now acquiring the considerable experience and accessed a promising
opportunity for further training”(human resources management unit).”
This indicates that there are different feelings between head of units and other staff members
while the head of departments seems to have high satisfaction with their jobs other staff needs
more attention for them to achieve to have their job to satisfy them; even the aspect which satisfy
them differ with other staff that seem to be more concerned with job security and rewards that
the head of department was much concerned with recognition and self-actualization.
4.4 Effects of Job satisfaction on Employees’ Performance
The study findings at KMC on the effects of job satisfaction on employees’ performance shows
that job satisfaction has a great link to employees’ performance in the organization. The findings
from interview on the effects of job satisfaction shows that over 60% of respondents at KMC had
the opinions that;
“Workforces who are satisfied by their jobs are likely to increase their job performance” while
more than 50% of respondents argued that ‘‘If the work force are dissatisfied can decreases their
job performance’’”
However, questionnaires data revealed the following findings on the effects of job satisfaction on
employees’ performance from respondents at KMC as shown in table 4.3;Table 4.3: Effects of Job satisfaction at KMC.
Effect of job satisfaction
Frequency
Percentage
It increase performance
24
48
It increase working morale
14
28
It decreases employees’ performance
10
20
2
4
It does not affect employees’ performance
Total
50
Source: Field data (2022).
19
100
From the collected data above the study revealed that, job satisfaction is largely connected to
employees’ performance whereby; 24 respondents of which 48% of respondents agreed that job
satisfaction increases performance, 14 respondents of which 28% of respondents said it increases
working morale, and 10 respondents of which 20% of respondents said it decreases employees’
performance, as well as 2 of respondents of which 4% of respondents had nothing to benefit
from job satisfaction since they do not see any effects from it. Since the results show how job
satisfaction is important in determining performance of employees as management at KMC
should put more efforts to satisfy employees in order to attain their job performance.
However, ddifferent studies on job satisfaction in and outside of our country has been done to
reveal how serious important job satisfaction is in enhancing employees’ performance in public
organizations. Since the following authors had the following findings in relation to the current
study findings on job satisfaction.
S.A. Kafyeta (2015) conducted a study titled “Factors Influencing Job Satisfaction in Public
Organization in Tanzania: A case of Electronic Supply Company Limited”. In this study findings
revealed that most of employees were not satisfied with their jobs where by factors observed for
their satisfaction level were job incentives, working environment, employees training and
development as well as the extent employees involved in decision making. Since this study
supports the current study findings at KMC where rewards and job security seemed to a great
factors in attaining employees’ job satisfaction in public organizations. Therefore these two
findings admit the low level of employees’ satisfaction in public organizations.
S.P.Mteteleka (2016) conducted a study about “Job Satisfaction on Employees’ Performance at
Ifakara Health Institute, Tanzania”. The findings in this study indicated that employees of Ifakara
Health Institute were lowly satisfied in their jobs. Their job satisfaction was affected by factors
such as job security 83.7% and reward system management 80.2% these factors in reverse
emerged as issues employees considered important and would likely make them to perform well
as compared to the current study at KMC where employees considered reward and job security
important in their jobs satisfaction. Since the study conducted at KMC is important in enhancing
public organizations performance as most authors in their studies have revealed that job
satisfaction has a great influence on employees’ performance in their jobs.
20
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.0 Overview
In this chapter a summary for the study is presented and the conclusion is drawn basing on the
findings presented and discussed. This is followed by recommendations for the study basing on
the findings.
5.1 Summary of the Study
The aim of this study was to examine influence of job satisfaction on employees’ performance at
Kigamboni Municipal Council. Specifically the study aimed at examining the prevailing factors
influencing job satisfaction at KMC; examining the effects of job satisfaction on employees’
performance. Previous studies on job satisfaction has been presented in chapter two with the
aspects considered important for the topic such as; conceptualization of job satisfaction with
different definitions of job satisfaction, determinants of job satisfaction that are environmental
factors and personal factor as well as effects of job satisfaction.
Case study research design was used, employing both primary and secondary techniques of data
collection during the study in order to answer the following research questions;i. What influence job satisfaction at KMC?
ii. What are the effects of job satisfaction on employees’ performance at KMC?
Thus, in responding to the stated research questions, data were collected and analyzed by using
various statistical techniques such as such as percentage and frequency distribution. The
qualitative data were also edited, coded and arranged into themes. The revealed research findings
are as follows;Firstly, with regard to what influence job satisfaction at KMC, the findings revealed job security
and reward are key factors that influence job satisfaction at KMC, however this is not happening
at the organization as the finding show that in job security 40% of respondents disagree means
21
that lowly satisfied with the job security while 42% of respondents strongly disagree with the
reward system at KMC.
The study in the second research question wanted to know what are the effects of job satisfaction
on the employees’ performance at KMC; the findings from the interview conducted with KMC
field workers revealed that if the employees are dissatisfied in their job can lead to poor
performance, losing to have working morale and lead to absenteeism and turnover.
5.2 Conclusion and Recommendation for the Study
5.2.1 Conclusion
On the basis of the first objective that sought to examine the prevailing factors that influences job
satisfaction at KMC, the study concluded that job security and rewards are the major factors that
influence employees’ satisfaction at KMC.
From the second objective the study concluded that job satisfaction has a great effect on
employees’ performance such as poor performance at work, losing to have working morale that
leads to turnover as well as absenteeism when employees feel dissatisfied with their work
environment. Since job satisfaction goes in hand with the performance of the employees in any
organization.
5.2.2 Recommendations
Based on the results of the study findings the following are the recommendation for the future
implementation;
Since the study findings reveal that job security and rewards have great impact on employees’
performance, the study recommends that the organization should continue putting more efforts
on improving the job security and rewards of the workers so that they can be pleased with their
job.
Also, the study recommends that there should be a good system of conducting performance
feedback in public organizations for the work done as most of the employees seem to be happy
to know if their contribution to the Organization is meaningful and recognized.
22
Management should try as much as possible to build work environments that attracts, retain and
motivate its employees so that to help them work comfortable and increase organization
productivity.
The organization should have a good program in place for their employees work life balance as
this can be great factor to satisfy and retain them.
23
REFFERENCES
Hussin, A.(2011). The Relationship between Job satisfaction and Job Performance
amongEmployees in Trade Winds Group of Companies: Open University Malaysia.
Kothari, C.K (2004). Research Methodology, Methods& Techniques, New Age International,
New Dehli.
Armstrong, M.(2008) A Handbook of Human Resource Management Practice. 10th
Edition.International Student Edition.
Creswell, J.W (2005). Research Design: A qualitative, quantitative and mixed
methodsapproaches. London: Sage Publication Inc.
Vroom V.H (1982) Work and Motivation (Rev.ed.). Malabar, FL: Robert E. Krieger Publishing
Company.
Thomson, D & McNamara, J. (1997) “Job Satisfaction in Educational Organizations: A synthesis
of Research Findings”. Educational Administration quarterly, 33(1),1-31
Baron, A. R & Greenberg, B, (2003) Organizational behavior in organizations: understanding
and managing the human side of work. Canada; Prentice Hall.
Davis, K. and Nestrom, J.W. (1985) Human Behavior at work: Organizational Behavior,
7thedition,McGrawn Hill, New York.
Locke, E.A, (1976), “The Nature and Causes of Job Satisfaction” in M.D.Dunnette (Ed), The
Handbook of Industrial and Organizational Psychology, Chicago,IL:Rand McNally.
Herzberg, F (1996), Work and Nature of Man, Cleverland: World Publishing.
Mahamuda M.P, (2011). “Factors affecting employees satisfaction of pharmaceutical sector”,
Australia journal of Business and Management Research; vol.1, no. 9(113-123), Dec. 2011
Locke, E. A. Fitzpatrick, W. & White, F. M.(1983), “Job satisfaction and role clarity
AmongUniversity and College Faculty”, The review of higher Education, 6(4), 343-365
24
Luhanga, M. (2006), “Gender differences in Managerial job satisfaction”, a study of Tanzania
Bank Managers, University of Dar Es Salaam
Gruneberg. M. M. (1979). “Understanding job satisfaction New York”: Macmillan.
25
APPENDICES
Appendix I: Questionnaires Sheet for KMC Employees.
Dear respondent,
This is a Bachelor degree in Human Resource Management research study on “Influence of job
satisfaction on Employee’s Performance in Public Organizations; A case of Kigamboni
Municipal Council”. The questionnaire seeks your invaluable opinion on this subject. The result
of this Research will go a long way in providing Organizations with appropriate knowledge
when dealing with employees’ matters. The purpose of this questionnaire is to give you a chance
to tell how you feel about your present job, what thing you are satisfied with, and what things
you are not satisfied with and how job satisfaction is connected to the performance of employees
in the Organization.
1. Please answer each question by ticking appropriate space provided bellow.
Have you been employed by KMC? (
) YES (
) NO.
i) Which status of Employee do you have?
1
Permanent
2
3
temporary
volunteering
ii) Which group of KMC employees bellows do you belong?
Gender
Male
(
Female (
Age
)
Area
18-40
(
)
41-50
(
)
Managerial (
Education level
)
Secondary ( )
)
Normal worker (
51-65
(
Primary
)
)
Tertiary/university
26
2. Read the table and answer the questions as instructed bellow;-.
Key
variables
Statements
Scales
1
Task identity
I’m happy to plan, implement, report and
receive feedback on my job.
Skills variety
I’m happy working on tasks that require
varying talents and skills.
Performance
feedback
I’m happy I can plan the work in regular
intervals to implement report for the work
and receive the feedback.
Autonomy
I’m happy that I can control over how and
when tasks to completed.
Job security
I’m happy my job is well secured.
Reward
I’m happy that I receive the entitled
compensation and rights to promotion.
Task significance
I’m happy to know that my task is
reorganized important in achieving
organization's goals.
2
3
4
Please indicate number against the related statement (consider bellow key to scales).
Key to scales: 1.strong agree, 2.agree, 3.neither agree, 4. Disagree, 5.Strong disagree.
3. How do you find your Job?
a). Good
b). Very good
(
)
c). Excellent
d). Unsatisfactory
4. Does job satisfaction affects your performance at KMC?
a). Yes
b). No
27
5
5. What are the effects of job satisfaction on employee's performance at KMC?
a). It increases performance
b). It increases work morale
(
)
c). It increases employee's performance
d). It does not affect employee's performance
6. In your opinion what should be done to improve your job performance as well as eliminating
dissatisfaction at KMC?
a). Increase job security
b). Improve working conditions
c). Improve reward system management
d). Improve employee-management relations
e). Offer on job training.
Thanks for your cooperation.
28
(
)
APPENDICES
Appendix II: Interview Questions Guidelines
This interview guideline is designed to guide a researcher on what can address job satisfaction
and improve Employees’ Performance at KMC.
1. What do you understand about job satisfaction?
2. For how long you have been working at KMC?
3. Are you satisfied with your job at KMC? If YES why and if NO why?
4. Have you ever experienced job dissatisfaction at KMC? If yes why and how was the
problem managed?
5. Do you see any importance of having satisfied employees at KMC and why?
6. In your experience does job satisfaction offer positive effects in your job performance at
KMC? If yes what are they?
Thanks for your participation.
29