Business Administration Project Topics

Job Satisfaction and Employee Performance in Government Owned Enterprise

Job Satisfaction and Employee Performance in Government Owned Enterprise

Job Satisfaction and Employee Performance in Government Owned Enterprise



The objectives of the study are;

  1. To identify the role of promotion on job satisfaction among staff.
  2. To determine effect of salary on job satisfaction among staff.
  3. To identify the important of conductive environment on job satisfaction.





Job satisfaction is the aim of most managers.  The contention is that a satisfied employee has a better attitude to work than a dissatisfied employee.  It was once believed that satisfaction would lead to higher productivity.  Research findings point to the fact that satisfied employee is not necessarily productive. Thus, there is no consistent correlation between productivity and job satisfaction.  (Ivancevich, 1970, p.139-151).  Studies show, however, that job satisfaction correlates negatively with increased absenteeism rate, labour turnover and poor morale.

Various schools of thought have in diverse ways tried to explain the meaning of job satisfaction. Locke (1969, 1976) states that job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one‘s job or job experience. Spector (1997) defines job satisfaction as an extent to which people like or dislike their jobs.

Other authors consider job satisfaction as the attitudes people have toward their job (Ivancervich et al., 2005). In this direction, Mankoe (2002) states that, job satisfaction is a set of feelings which employees have about their work.

For example Smith et al. (1969, p. 6), view job satisfaction as ―feelings or affective responses to facets of the (workplace) situation. This definition of job satisfaction is an emotional reaction of employees in relation to the aspects of their job and response(s) they experience at the workplace. It describes how happy employees are with the facets of their job. This to some extent connotes that, a satisfied worker is the one who is contented with the facets of his or her job.

Similarly, Locke (1976) posits that job satisfaction can be conceptualised as a state of happiness that arouse from evaluation of one‘s job or experiences. This conceptualization considers both affect (feeling) and cognition (thinking). The cognition aspect considers opinions and beliefs of the job while the affect component on the other hand consists of feelings and emotions relative to the job (Cook, 2008).

Commenting on the lack of correlation between job satisfaction and productivity, Kahn observed that no significant relationships were discovered between any of the indexes of satisfaction and the productivity of the work group.  In other words, employees in highly productive work groups were no more likely than employees in low producing group to be satisfied with their job and the company, or with their financial and status reward (Kahn 1960 p.277).

These studies consistently point out that a satisfied employee does not out produce an unsatisfied employee but they do not claim that satisfaction is the cause of low productivity or poor attitude to work.  An employees who is satisfied and motivated is an ideal employee.  What satisfies employees is many and varied.  Factors such as gender, position, personal characteristics of the job holder level of education, income level, supervision, relationship with coworkers, size of the work group, job content, to mention but a few, are some of the major factors that influences employee job satisfaction.





Research is simply the blue print which the researcher intend to use carryout the research task and for the purpose of this study, the survey research method will be used so as to build the impact on job satisfaction and employee performance.


Saunders (2007) defines research population as the full set of cases from which a sample is taken. In line with this, Cohen et al. (2000) state that, population is a group of people who are subject to a piece of research. The study population for the work includes all staff in the three selected organization.


Sampling techniques according to Saunders (2007), provide a variety of different methods that allow the researcher to lessen the total quantity of data desired to be collected by taking into account only data from a sub-group rather than all possible cases. This study employed a simple random sampling. The sample size was exact. Therefore, 250, the total number of population was used as the sample size.



This chapter deals with the report and analysis of data obtained from the research questionnaires.  This analysis is solely based on the responses from the questionnaire which are relevant to the objective of the study.  The chapter will also test the formulated hypotheses with the relevant sections of the questions to find out whether such proposal will be accepted or rejected.

SOURCE: Fieldwork 2020

The table above indicates that out of 235 respondents from these firms, 175 (74%) said that job satisfaction produce an increase of output, 25 (11%) respondents said No, that job satisfaction does not produce an increase of output while 35 (15%) said not always.




  1. Hypothesis one which state, that there is no relationship between promotion and job satisfaction, was rejected. From the test of hypothesis, it was showed that there is relationship between promotion and job satisfaction.  This therefore point to the  fact that most government owned enterprises use promotion to induce job satisfaction among their employees.
  2. Hypothesis two which states that conducive environment does not contribute to job satisfaction, was not accepted, the test established that conducive environment contribute to job satisfaction, which applied that managers should made their working environment conducive.
  3. Hypothesis three which states, that salary does not has relationship for job satisfaction which was rejected, because based on the satisfied analysis research revealed that the calculated chi square (x2c = 15) is greater that the table or critical chi-square (x2t = 5.911).  This research shows that the Hull hypothesis (Ho) was rejected and alternative hypothesis was accepted which state that salary has relationship with job satisfaction.

Other findings are:

  1. Employees in government owned enterprises are poorly motivated, and this affect the level of their output.
  2. They are faced with the problem of working under unconducive environment, this cause most employee not to put in their best.
  3. It was also discovered that staff- Boss relationship boost job satisfaction.
  4. Government don’t understand the impact of increase in salaries, base on that they don’t see the need for increase in the salary.
  5. As found in this study employees are not fully involved in decision making.


This study has been an attempt to examine the impact of job satisfaction on organizational performance among government owned enterprises.  Having gone through the whole length of data analysis hypothesis testing and summary, the following conclusions are hereby drawn most of the varied problem encountered, have been unvested since most of this problem is as result of poor management of the government owned enterprises. It looks into productivity will be increased.


If the benefits of job satisfaction are to be achieved and if it is to make its fullest impact in increasing productivity in government owned enterprises like other firms that induce job satisfaction among their employees.  It will be necessary to make the following recommendation:

  1. Government owned enterprises should see increase/prompt payment as a motivation factor, that can increase productivity in the organization.
  2. Government should use employee inputs as a criteria for promotion of workers, because most of these workers in government are idle.
  3. Government should make the working environment conducive, so that the workers, can see their working environment as their second home.
  4. Government owned enterprises should adopt management by objective in which employee should be part in decision making of the organization so that all hands will be on deck.
  5. The structure of the organization should be restructure so that there will be cordial relationship between the employees and employer.
  6. Working conditions should be improved and sustainable to enhance performance.
  7. Management should be sensitive to the difference in needs and values among the employee. Every individual is unique and will respond differently to attempts to motive him or her.
  8. Management should be sensitive to employees, complaints about low pay and unchallenging work. Too often management delude them into thinking that employees dissatisfaction can be lessened by painting work area piping in music, giving out a few more words of praise, or giving people longer work breaks.


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