Professional Documents
Culture Documents
Title Page
BY
OKEKE, CHIKAODILI P
PG/MBA/08/53186
(MBA)
DEPARTMENT OF MANAGEMENT
UNIVERSITY OF NIGERIA
ENUGU CAMPUS
MARCH, 2010
CERTIFICATION
completed the requirements of the course work and the research work for the
The work embodied in the report is original and has not been submitted in part
---------------------------------- ---------------------------------
OKEKE, CHIKAODILI P. Date
PG/MBA/08/53186
------------------------------------- -----------------------------------
CHIEF J.A. EZEH Date
Supervisor
----------------------------- ----------------------------------
MR. CHUKWU C.O. Date
Head of Department
iii
DEDICATION
ACKNOWLEDGEMENT
I offer my first thank and gratitude to God for his protection and guidance and
I deeply appreciate the love, understanding, moral and financial assistance given
I could not have gone far in this work and in my academic pursuit generally
without the undiluted love, support and prayers of my beloved parents Mr. and
I am very grateful to my friends who contributed in one way or the other to see
that this work comes through. May God continue to bless and provide for you
all.
ABSTRACT
The topic of this project report on the Impact of Job Satisfaction on employee
performance in Government Owned Enterprises (GOEs). There was a time
when it was considered sound economic policy for government to establish and
invest in corporation and enterprises. It was then agreed that government
owned enterprises were better for stimulating and accelerating natural economic
development rather than private initiative. This research therefore aimed at
investigating, identifying, analysis and presenting research findings on the
Impact of Job Satisfaction on employee performance. To achieve the above
aims, research hypothesis were formulated to that whether promotion has no
impact on job satisfaction, there is no relationship between salary and job
satisfaction and conducive environment does not contribute to job satisfaction in
government owned enterprises. The researcher made use of research
questionnaire, which were designed and distributed to staff of these government
owned enterprises. The method of analysis is the use of tables, percentage and
chi-square. The major finding of the research is that promotion has a significant
relationship with job satisfaction, there is relationship between salary and job
satisfaction and conductive environment contribute to job satisfaction among
employee in government owned enterprises. In view of the above findings the
study recommended that: 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.
vi
TABLE OF CONTENTS
Title Page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Content vi
References
3.1 Introduction 44
References 48
References
viii
RECOMMENDATIONS
5.2 Conclusion 69
5.3 Recommendations 70
References 73
Bibliography 74
Appendixes 76
CHAPTER ONE
INTRODUCTION
is known to have attained and sustained high level of economic growth and
Of all the factors that unlock the forces of economic and development, a
countrys human resources is the most vital because without, it all the other
account for rapid economic development that has taken place in advanced
countries, Kuznet in Nwachukwu once observed that the major capital stock of
and the capacity and training of its population to use this knowledge.
enhance the welfare of workers by maximizing their skills as well as the quality
and material make up any business enterprises. While each of these elements is
materials in the same market, secure their money from the same sources and
employ their personnel in the same area, yet one company emerges as being
A study of such circumstances more often than not reveals that the
difference in the performance is due to the fact that one company has a more
activities of any enterprises are initiated and determined by persons who make
x
offices, computers, equipment and all else that a modern firm uses are
unproductive except for human effort and direction. Of all the tasks of
management, managing the human component is the central and most important
task because, all else depend on how well is done (Likert quoted in Iyayi 1989,
component in organizations.
part of it, devolves on all individuals and managers who in one way or another
are all personnel functions, which all management must perform. A manager
who fails in any of these respects is also likely to fail in the performance of
The fact that all managers perform personnel functions is however, not to
imply that they are all personnel managers. In every organization, there is a
personnel managers perform all the personnel functions of all managers, they in
addition, usually have broad human skills, and specific technical skills for
manager usually applies his/her technical skills in dealing with issues that arise
promotion and lay off, wage and salary administration, health and safety,
discipline and discharge, industrial and labour relations, employee benefits and
expansion and the general well being of the staff and the organization ( Abah
1997, p.238).
privately owned ones and among government and private business enterprises,
which in turn accounts for the wide difference in job satisfaction and employee
companies over the years has left much to be desired. For instance the Nigerian
bankrupt company.
Bureau of Public Enterprises said Nigerian Airways has 400 million Dolars
Debt. It has 2000 employees and one plane. It also has 40 million Dolars in
the free hand to run their firms. They do not know how to identify employees
It has been observed that all the work related Nigerians possesse factors
performance?
satisfaction.
among staff?
staff?
among staff
staff
staff.
in Nigeria and has generated quite a high number of debates and literature in the
last two decades. This study is therefore significant because it will add to the
results of the study will be discerning as it will reveal how much job satisfaction
xv
maintaining them has invested so much; yet not much has been recorded in the
practitioners, students and the general public because it will provide direction
on the way forward. The recommendations are useful because they will serve
Administration.
The scope of the study covers Enugu, the Capital of Enugu State. The
concern of the study was the government owned companies within the city.
Enugu served as capital of defunct Eastern Region, East Central State, and old
Anambra State hence its good number of government businesses, which are
either headquartered in the city or have regional offices there. Such companies
among others. These companies were established to make profits, as aim yet to
be met.
This study has quite a number of significant limitations to it. The first
was that the researcher as a worker has to combine her work with the study and
this was not easy. Additionally the study was conducted during the period of
fuel scarcity this resulting in high cost of transportation and in some most cases,
of answering the oral questions while others did not take time off of study the
questionnaire hence few of the discard due to wrong filling. These limitations
Enterprises established purely for profit making. For this group performance
that the impact of job satisfaction on productivity is felt more. This implies that
only companies established purely for profit were considered for the study. The
xvii
REFERENCES
Publishers
Publishers Ltd
(1989) Ibid.
CHAPTER TWO
LITERATURE REVIEW
According to Igboeli, (1990: 137) the word motivation comes from the
latin word- movere which means to move. It is a general term that refers to all
those inner forces such as desires, drives or motives wishes, and so forth, which
person. It is a synthesis of how employees think and feel about their jobs, their
motivation as the urges, aspirations, drives and needs of human beings that
prompt people to do things and provide ways of helping them satisfy these
needs through the organization, while at the same time harnessing their
the world.
this without known what motivates peoples. The basic element characteristics
xxi
These needs and their priority over others cause certain behaviours to take
place. Such behaviour directed towards a particular goal or want which the
person has learned will satisfy the need. In our complex society, satisfaction of
these need entails searching and obtaining employment from which to secure
search of satisfaction. If all acts fail, one often labels the person as frustrated.
motivation. The important point is that job satisfaction and dissatisfaction are
the corporate goal depends on how well their personal needs for job security,
and understand the impact of the various motivational tools that exist. These
tools includes:
4. Job enrichment
6. Increase responsibilities
concerning them.
workers feel good and happy with the company, identifying with the goals and
feeling motivated enough to make the invested capital, plants and materials
Clelland, and Victor Vroom. There is also the contribution of Rensis Likert in
is inseparably tied with the classical theory was of the view that men
could produce more if only they earn more. His plan was unique in that it
greatly increased the reward for high productivity. Thus, men were able
to double their wages under the system. It is clear that the classical
theory makes the assumption that money is the best motivation. The
Most people never reach the point where they no longer want more
money. But there definitely comes a time when we begin to think that
there is more to derive out of life than mere pay packets. Abraham
needs are:
(a) Physical Needs: These needs are associated with mans strong
water.
(b) Security Needs: The two types of security needs are physical and
(c) Social Needs: people need to feel relevant and accepted in any
group they are identified with. They also need to have some
(d) Esteem Needs: These are highlighted in the fact that man needs
they are best suited for these, in terms of their skill and ability.
data collected, be identified two vital factor in every job. First, there are
security and fringe benefits. From Herzbers point of view, these things
maintenance factors are those which when not present, will cause
analogy I must say with the way the term is used in preventive medicine.
(iii) Salary
xxvi
(x) Status
Beyond the maintenance factors Herzberg calls the remaining ones the
motivational factors. These are the things that could really bring about positive
attitudes and motivation. However, if these are lacking positive attitude and
satisfiers includes:
(i) Recognition
(ii) Achievement
(iii) Advancement
(vi) Responsibility
The insight into the motivational process that was gained via Herzbergs
research blends very well with Maslows theory. For instance, Herzbergs
Needs the things a worker must have to begin with. Herzbergs motivational
xxvii
factors correspond with Maslows higher level needs. The significance of the
two factor theory lies in the recognition that those organizations or individual
themselves in some ways, because all they have succeeded in doing in most
beyond the neutral level. Furthermore, managers are often limited in their
control over wages- one of the most important elements of the hygiene
motivator in question, but also the extent to which any individual manager has
control over it. Managers cannot motivate people with incentives over which
From previous theories, several factors exist that motivate people. The
concepts about man himself. (McGregor 1960), come up with two theories in
i. the average man dislikes work and will avoid it the extent he can
directed, rather than to assume any risk or responsibility. Above all else,
he prefers security.
leadership.
Hence, coercion is not the only form of influence that can be used to
iv. the average individual learns to accept and even seek responsibility given
coercion and control, has a democratic leadership style, and more participation
organizational climate produces the best result. One might be tempted to favour
Theory X. But sentiments alone are not enough in making judgement because
there are occasions when Theory X is called for, while Theory Y works
which case, the manager would have to apply both approaches at one time or
such as high productivity, will result in receiving the reward he deserves: wages
relationship between the level out come and the second level outcome. (ibid-
however looks like an unattainable goal in its real sense because in many
practice has resulted in bad attitude to work, among Nigeria workers. The
favoured worker becomes lax knowing that he will always get an unexpected
work, slow work pace and many other subtle means, such as stealing office
reward themselves.
Ejiofor (op cit p.210) has set out four conditions that must be met in the
ii. The worker must perceive that the desired reward can be obtained only
iv. The worker must be mentally and physically able to strive for the reward.
The questions now are: Can the employer/organization hold out rewards?
earned? Does the worker perceive that the desired reward can be obtained only
xxxi
through the exertion of greater effort on his part? To the extent that these
to succeed for the sake of succeed alone. David Mc-Clelland (1961) in Uzoma
op cit) has been the primary advocate of this view and he has named these need
ii. People who seek situations where they can attain personal responsibility
vi. People who seek out opportunity where their desires to achieve will not
be thwarted.
v. People who seek and use concrete, measurable feed back of the results of
their actions.
vi. people who develop comprehensive plan to help them attain their goals.
behaviour.
xxxii
The findings of the research conducted by Oloko (1977) suggest that the
Nigerian worker does not perceive that his advancement depends much on how
hard he works. Majority of those he interviewed were of the view that workers
were promoted mostly for being bosses favourites while few believed that
promotion was based exclusively on skill and effort. These findings are in
hand work, the Nigerian sees fate and favouritism as the path to successes. In
the words of Pita Ejiofor, the Nigerian follows the rational path, the road he
believes led others to their gold mines. He assuges fate and the gods by offering
appears to be what Ejiofor calls the missing link in the motivational efforts of
motivation output, from the initiation reward inputs. The result therefore, is that
while enjoying many Nigerians are still not motivated to produce. Why is it so?
Theory (1964) throws much light on this. He explains that motivation depends
not just on the outcome desired by the worker, but also on the instrumentality of
effort. That is the relationship perceived by the worker between his own effort
(hard work, honestly, loyality, putting oneself last) and the desired outcome
xxxiii
identified four critical variables in workers motivation from which he later drew
8. A CONTINGENCY MODEL
see from the scholarly erudition of notable writes that there is no universally
responsibility, to mentio0n but a few, therefore, one can conclude that what
For the purpose of this study, the researcher has advanced the underlisted
job supervisors, co-worker, pay. Pay and his current and future
needs.
organizational goals.
organizations work.
objectives.
The basic concepts is that top executives and managers should all be
responsibility, and integrating them into the goal of the employees (Drucker
1964).
expected of him and use these measures as a guide for operating the unit and
assessing the contribution (Ordiorne 1965, p.49). Carroll (1973, p.3) sees MBO
setting goals, activities and target dates as well as the evaluation of performance
postulates that company objectives should be set in all the major areas such as:
1. Productivity
2. Market standing
3. Innovation
5. Profitability
xxxvi
to company goals, there is goal congruency, which will help to elicit employee
management by results. By this method, both the manager and employees are
everyone ought to get committed and pull towards the predetermined direction.
technical competence, managerial skills and by his ability to enhance the career
of the organization.
Advantages of MBO
organizational objectives.
personnel development when he pointed out that in its importance lay an its
and advancement, and to increase his level of motivation and commitment to his
total set of job objectives. Goal setting is the most important aspect of MBO
and therein lays the advantages. Raia has summarized the steps necessary for
plans.
xxxviii
Implementing MBO
education, persuasion and coercion. This means that the participants are to be
educated to appreciate the need for MBO and the advantages to be derived.
This would involve persuasion. Although Ordiorne believes that persuasion has
given rise to the failure of many MBOs. it is still a good method to use in
time, effort and commitment from all the participants and requires that a clear
effect.
management and employees may not be enthusiastic about the programme for it
requires initiative and dedication that they are unaccustomed to. One of the
productivity. Research findings point to the fact that satisfied employee is not
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
and varied. Factors such as gender, position, personal characteristics of the job
workers, size of the work group, job content, to mention but a few, are some of
himself as having some control over his environment and may perceive himself
contribution and gives him added incentive in the way of promotion or other
privileges. If the employee believes that what he receives is equal to what other
promotion, advancement, pay, amenities, fringe benefits, and a pat on the back.
sustaining. Many employees will stay in the organization if they are denied
extrinsic reward but possess intrinsic reward. Where the later is lacking, the
employee is very likely to leave the organization, or become very tanty, play
influences absenteeism and tardiness and to a less extent, turnover of labour but
and motivation.
Such (1960) isolated five factors that influenced job satisfaction. These
2. Present pay
which has arisen in the worker as a response to the total job situation. It is
worker.
rationalize on this and derive satisfaction from what he has available. Another
xliii
his opportunity cost and this affects his total job satisfaction.
The usefulness of the JDI is that the scale used has proven discriminate
It is believed that one of the major factors that influence job satisfaction
is work on the present job. The JDI attempts to find out if the job is fascinating,
Whether an employee works hard or not, derives satisfaction from the job or
not, is influenced by the way he perceives the work (Nwachukwu op cit p.204).
Present Pay
people have a sentimental attachment to it. As pointed out, money can be seen
are some people who have to work in order to maintain a large family or to meet
feeling that one has control over ones environment. The JDI scale tries to find
for a long time gets frustrated. The way an employee perceives his opportunity
for promotion influences his job satisfaction. Thus the JDI solicits information
from the employee on such issues as whether there is opportunity for promotion,
a dead end job, unfair promotion policy, promotion on ability and so on.
job. If a worker associates with people who are committed and are motivated,
he could get motivated and increase his productivity. Interest and enthusiasm
are infectious. The JDI attempts to find out from the worker if co-workers are
stimulating, boring, slow, ambitious, stupid, fast, responsible, loyal, talk too
much, etc.
operative employee and performs the lynchpin function. The way he relates to
his subordinate and the way the employees perceive him influence their
knows the job well, lazy, influential, impolite etc are included in the JDI scale.
situation but also what an employee perceives he should get from alternatives
open to him.
employees. The factors that influence employee productivity are different from
employee include:
1. Ability
Ability
Different people are endowed with different abilities from birth. Those
who are strong, talented and specially gifted excel in one field of endeavour or
the other. We have people who have a fair for figures and others who resent it.
People who are physically weal are out-produced by those who are physically
Skill
xlvi
Skill is required through training. Lack of skill could be due to the lack
are low and they lack the drive. These people appear content with what they
Employees who lack the competitive spirit lag behind those who are self-
challenges.
Management Ability
liability to the organization rotates. They set the pace, influence efficiency by
Attitude
xlvii
a bad attitude to work tend to fit into McGregors Theory X. they work because
to lack of motivation poor work design that robs the employee of his intrinsic
reward, or factors unconnected with work environment and beyond the control
of management.
Technology
expanded) and task directions which are the behaviours the employee believes,
are required for the accomplishment of his task. Environmental factors include
not sufficient to make the effort, the employee must have the abilities,
understand his role in the organization and have a good perception of the best
xlviii
behind the functions they are performing and providing the support required to
knowledge, skills health and physical vigour. In the same way, their
REFERENCES
Drucker, Peter (1964): The Practice of Management, New York Harper and
Row Publishers
Ejiofor, Pita N.O. (1981): Management in Nigeria: Theories and Issues Onitsha:
French J.P. and R.D. Coaplon (1978): Organisational Stress and Individual
Maslow, Abraham, (1970), Motivation and Personality 2nd Edition, New York,
Nostrand Reinhold
2003.
Nwachukwu op cit
li
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
lii
This chapter centres on the method that will be used to gather data for the
purpose of this study, the chapter will describe the research design, sources or
data, and population of the study. Other issues it will examine are reliabilities
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.
The data to be used for the research work will be obtained specifically
(a) Primary sources: Primary data are those sourced from personal
(b) Secondary sources: The secondary sources will involves the use of
problem under study. The secondary data for this study include
The instruments for data collection issued in this research include the
The study population for the work includes all staff in the three selected
organization.
2 HOTEL PRESIDENTIAL 70
3 ENTRACO 70
TOTAL 250
researcher conducted a pilot study or survey with which the questionnaire was
the end of the exercise observation and criticism made were corrected.
INSTRUMENT
liv
The research observed from the pretested questionnaire that most of the
instrument.
The researcher was convinced that research instrument was valid after
pre-testing the questionnaire for the study and the responses on the
The primary data collected for this study were first grouped according as
response and presented using percentage and tables for presentation aid and
the data collected. After the preliminary presentation and analysis chi-square
statistic was used to text the hypotheses formulated for this study. The
X2 (oi - ei)
Ei
Ei = expected frequency
O = ei = N = total frequency
lv
REFERENCE
Black, J.A. (1999) Methods and Issue in Research John Wiley and Sons Ltd
lvi
London
CHAPTER FOUR
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
HOTEL 70 66 4
PRESIDENTIAL
ENTRACO 70 64 6
In the table above, 250 questionnaires were distributed, 235 was returned
YES 90 85 45 68 40 62 175 74
NO 5 5 10 15 10 16 25 11
NOT ALWAYS 10 10 11 17 14 22 35 15
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
Organization
Unsatisfactory 1 1 6 9 2 3 9 4
Just good 3 3 10 15 7 11 20 9
Bad 1 1 - - - - 1 -
Refit shows that out of 235 respondent from these firms, 205(87%) said
employee will have, 9(4%) said with good working condition, workers still
PRESIDENTIAL
Just satisfied 14 13 8 12 10 16 32 14
Unchanged 5 5 2 3 4 6 11 4
From the above table, out of 235 respondents, 192 (82%) said the effect
satisfied which 11(14%) said that the increase of salaries has nothing to add that
PRESIDENTIAL
NO - - - - - - - -
From the table above, the researcher discovered that the entire staff of the
three organizations under study believed that their employers will gain a lot if
and productivity
Dedicated staff 10 10 5 8 4 6 19 8
employer
Achievement of 15 14 26 25 14 22 55 23
established goal
This table indicates that the staff of the organizations under research, out
performance and productivity, 19(8%) said dedicated staff, 31(14%) said that it
attract loyalty and obedience to employer while 55(23%) said that employers
PRESIDENTIAL
Cordial 90 86 55 83 60 94 205 87
Bossy 15 14 11 17 4 6 30 13
The table above indicates that out of 235 respondents from the firms
under study 205(87%) said that there is cordial relationship that exist between
the staff and Boss of these organizations while 30(13%) said that Bossy
relationship exist.
PRESIDENTIAL
It is boring and 20 19 7 11 5 8 32 14
monotorious
It is exciting 70 67 50 76 45 70 165 70
It is frustrating 6 6 3 4 5 8 14 6
It is depressing 5 5 4 6 6 9 15 6
I feel unconcern 4 4 2 3 3 5 9 4
From the table above, it shows that out of 235 respondents from the study
organization, 32(14%) said that the content of the job is boring and monotorious
which result to dissatisfaction among workers but 165(70%) said that the
respondents said that it has frustrating content which lead to lack of interest,
while 15(6%) said depressing and 9(4%) said that they feel unconcerned about
PRESIDENTIAL
Yes 95 90 55 83 60 94 210 89
No 10 10 11 17 4 6 25 11
The table above shows that out of 235 respondents, 210(89%) said that
PRESIDENTIAL
Agreed 98 93 60 90 59 92 217 92
Uncertain 2 2 3 5 1 2 6 3
Disagreed 5 5 3 5 4 6 12 5
The table above shows that out ot 235 respondents, 217(92%) said that
promotion of staff in their organization attract job satisfaction, 6(3%) said they
are uncertain about promotion being a tool for job satisfaction which 12(5%)
lxiv
satisfaction.
PRESIDENTIA
social recognition
Unconducive 15 14 16 24 24 37 55 23
environment
The table above shows that out of 235 respondents of the firms under
study, 100(43%) said that what causes dissatisfaction is poor pay package,
80(34%) said that there is no social recognition while 55(23%) said lack of
PRESIDENTIAL
No 5 5 26 39 34 53 65 28
The table above indicates that out of 235 respondents, 170(72%) said that
PRESIDENTIAL
Middle/supervis 15 14 12 18 10 16 37 15
or
Senior level 10 10 6 9 4 6 20 9
The table shows that in the firms under study out of 235 respondents
178(76%) are Junior workers, 37(15%) are middle/supervisors while 20(9%) are
PRESIDENTIAL
20-30 30 29 40 61 30 47 100 43
31-40 40 38 10 15 18 28 68 29
41-50 25 24 9 14 10 16 44 18
51-60 10 9 7 10 6 9 23 10
The table show that out of 235 respondents, 100(43%) fall within the
bracket of 20-30, 68(29%) fall within 31-40, while 44(18%) fall within 41-50
PRESIDENTIAL
SSCE 10 10 30 45 20 31 60 26
OND 30 29 20 29 10 16 60 26
BSC/HND 60 57 10 16 30 47 100 42
MSC 5 4 6 10 4 6 15 6
The table above indicates that out of 235 respondents from firms under
To test the hypothesis listed in chapter one (Ho 1, Ho2, Ho 3) the research
will use chi square distribution in all the test, the researcher will utilizes 95%
Decision Rule
Table 4.3.1 Table show the relationship between promotion and job
Satisfaction
Promotion
Increase in 95 54 40 189
Job satisfaction
output
Punctual at 10 12 24 46
work
Grand total
235
Cell2 = E2 = 189 x 66 = 53
235
Cell3 = E3 = 189 x 64 = 51
235
Cell 4 = E4 = 46 x 105 = 20
235
lxix
Cell 5 = E5 = 46 x 66 = 13
235
Cell6 = E6 = 46 x 64 = 13
235
95 84 11 121 1
54 53 1 1 0
40 51 -11 121 2
10 20 -10 100 5
12 13 -1 1 0
24 13 11 121 9
17
Degree of freedom
df = (m 1) (n 1)
df = (3 1) (2 1)
df = 2 x 1= 2
Calculated chi-square = x 2c = 17
Decision Rule
Conclusion
Since x 2c is 17 and x2t is 5.991. It follows that x2c > x2t and therefore we
reject the null hypothesis and accept the alternative hypothesis. This proves that
Hypothesis Two
Table 4.3.2 Table show the relationship between salary and job satisfaction
Salary
Satisfactory 90 40 50 180
Unsatisfactory 15 26 14 55
Grand total
235
Cell2 = E2 = 180 x 66 = 50
235
lxxi
Cell3 = E3 = 180 x 64 = 49
235
Cell 4 = E4 = 55 x 105 = 25
235
Cell 5 = E5 = 55 x 66 = 15
235
Cell6 = E6 = 55 x 64 = 15
235
90 80 10 100 1
40 50 10 100 2
50 49 -1 1 0
15 25 10 100 4
26 15 11 121 8
14 15 1 1 0
15
lxxii
Degree of freedom
df = (m 1) (n 1)
df = (3 1) (2 1)
df = 2 x 1= 2
df = 2
Calculated chi-square = x 2c = 15
Decision Rule
Conclusion
Since x 2c is 15 and x2t is 5.991. It follows that x2c > x2t and therefore we
reject the null hypothesis and accept the alternative hypothesis. This proves that
Hypothesis Three
Satisfaction
Conducive Environment
High 85 40 50 175
Low 20 26 14 60
Grand total
235
Cell2 = E2 = 175 x 66 = 49
235
Cell3 = E3 = 175 x 64 = 47
235
Cell 4 = E4 = 60 x 105 = 17
235
Cell 5 = E5 = 60 x 64 = 16
235
lxxiv
85 78 7 49 1
40 49 9 81 2
50 47 3 9 0
20 27 7 49 1
26 17 9 81 5
14 16 2 4 0
Degree of freedom
df = (m 1) (n 1)
df = (3 1) (2 1)
df = 2 x 1= 2
Calculated chi-square = x 2c = 9
Decision Rule
Conclusion
Since x2c is 9 and x2t is 5.991. It follows that x2c > x2t and therefore we reject
the null hypothesis and accept the alternative hypothesis. This proves that
REFERENCES
Andrew, K.R. (1971), The Concept of Corporate Strategy, Home wood Illinois:
Publishers
Thune, S.S. and R.J. House where Long Range Planning pays Off Business
CHAPTER FIVE
RECOMMENDATIONS
conducive.
3. Hypothesis three which states, that salary does not has relationship
5.911). This research shows that the Hull hypothesis (Ho) was
satisfaction.
base on that they dont see the need for increase in the salary.
making.
5.2 CONCLUSION
This study has been an attempt to examine the impact of job satisfaction
gone through the whole length of data analysis hypothesis testing and summary,
the following conclusions are hereby drawn most of the varied problem
5.3 RECOMMENDATION
other firms that induce job satisfaction among their employees. It will be
the organization.
that the workers, can see their working environment as their second
home.
enhance performance.
REFERENCES
Morse, Gardiner and Roger L. Martin What Motivates you in your Jobs:
April 6, 2003.
2003.
lxxxii
BIBLIOGRAPHY
Book
Drucker, Peter (1964); The Practice of Management New York: Parper and
Row Publishers
Ejiofor, Pita N.O. 91981); Management in Nigeria Theories and Issues Onitsha:
Book Company.
3, Autumn 1960
Morse, Gardiner and Roger L. Martin What Motivates you in your Jobs:
20,2003
Thune S.S. and R.J. House, Where Long Range Planning Pays Off Business
APPENDIX
Department of Management
University of Nigeria
Enugu Campus
9th 2010
Dear Respondent,
by ticking () against any option chosen and comment briefly in the spaces
provided. I, however wish to assure you that this is purely an academic exercise
and any information supplied will be treated with confidence and will be used
Yours faithfully,
OKEKE, CHIKAODILI P.
lxxxv
QUESTIONNAIRE
1. Name:
(c) unchange
7. What is the nature of relationship that exist between the managers and
(b) It is exciting ( )
lxxxvi
(c) It is frustrating
(d) It is depressing
(a) 20 - 30 ( ) (b) 31 - 40 ( )
(c) 41 50 ( ) (d) 51 - 60 ( )
15. Academic qualification
(a) SSCE/GCE ( )
(b) OND ( )
(c) B.Sc/HND ( )
(d) M.Sc/MBA ( )
lxxxvii