CHAPTER ONE

INTRDUCTION

1.1. Background to Study

For years, job satisfaction has been one of the most extensively researched concepts in work and organizational psychology. Job satisfaction is believed to reflect an individual’s effective and/or cognitive assessment of his or her working conditions and job attributes (Weiss & Cropanzano, 1996); it has been traditionally used to confirm the effectiveness of job redesign and motivational condition work. Since the 1980s, however, an increase in the number of studies indicated that job satisfaction is influenced by personality dispositions. This provoked a new approach to job satisfaction, which involved particularly the pursuit of two questions: first, to what extend is job satisfaction determined by personality? A meta-analysis of the stability of job satisfaction concluded that up to 35% of variance in job satisfaction might reflect stable, unchangeable traits in contrast to changeable environmental conditions (Dormann & Zapf, 2001). The second question pursued relates to the type of personality variables that could be the building blocks of a trait-based part of job satisfaction. This research primarily focused on effective traits such as negative affectivity (NA) and positive affectivity (PA; e.g. Brief and Roberson, 1989). Negative and positive affectivity are believed to underlie job satisfaction as they decrease the threshold to experience negative and positive emotions respectively; and in fact, they do explain considerable variance in job satisfaction (e.g. Thoresen, Kaplan, Barsky, Warren, & de Chermont, 2003).

A recent dispositional approach to job satisfaction goes beyond affectivity: the model of core self-evaluations (CSE; Judge, Locke, Durham and Kluger, 1998). The industrial and business sectors of various countries especially developing countries are facing the problem of job dissatisfaction among the employees and high rate turnover. Job satisfaction is the pleasurable emotional state resulting from appraisal of one’s job as achieving or facilitating the achievement of one’s job values; Locke (1969). Job satisfaction can be influenced by variety factors such as kind of supervision, organization policies and administration, salary and quality of life, etc. Employers have a need to keep the employees from leaving and going to work for other organisations. The best way of retaining employees is to provide the job satisfaction and opportunities to build up their carriers. “The good hope is hard to find, is even truer these days than ever before because the job market is becoming increasingly tight” , Eskildesen & Hammer.

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne effect). It was later found that this increase resulted, not from the new conditions, but from knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors of job satisfaction. Scientific management also had a significant impact in the study of job satisfaction. Fredrick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labour and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to at a faster rate. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. Some argued that Maslow’s hierarchy of needs theory and motivation theory laid a foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life; physiological needs, safety needs, social needs, self-esteem needs and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

In many organisations in Cameroon, job satisfaction has been neglected. Employers neglect the fact that when employees are satisfied, with the condition in the which they work, it increases organisational performance. Thus, the employees working environment should be convenient for working. Also, employees should be rewarded for their efforts at work, also, the reward should be consistent to enable employees know their efforts are always appreciated. This will enhance job satisfaction and consequently increase organizational performance.

1.2. Problem Statement

Employees tend to prefer jobs that give them opportunities to use their skills and abilities and other variety task, freedom on how they are doing. A person with a high level of job satisfaction holds attitude towards the job and a person who is dissatisfied with her or his job holds negative attitude about the job.

Job satisfaction plays an important role in an organization’s ability to attract and retain qualified workers (Vecchio 2003:265). Moreover, there is also a systematic and positive relationship between job satisfaction and employees’ performance. (Robbins and Sanghi 2006:84). 

Some research has shown that satisfied employees are thought to be more productive. A factor that helps increase employee motivation is their ability to learn new ideas and most importantly ways to use new technologies which helps to develop new skills (Henderson and Tulloch 2008, Dieleman, Cuong, Martineau 2003; Haq & Hafeez 2009; Fort & Voltero 2004; Benson &Dundis 2003; Dubois & Singh 2009). Training employees in new techniques and imparting new ideas helps to increase their job satisfaction by giving them more importance and making them feel important enough to receive the training. This helps to boost self confidence in employees and thereby increase job performance as well as job satisfaction (Maslow’s hierarchy as given by Benson and Dundis 2003). Additionally, things like appraisal, non-monetary incentives, recognition of good work, appreciation of senior staff and other rewards have a positive impact on the workers (Henderson and Tulloch 2008; Franco, Bennet, Kanfer 2002; Dieleman, Cuong, Martineau 2003; Haq & Hafeez 2009; Fort & Voltero 2004; Benson & Dundis 2003; Dubois & Singh 2009). 

On the other hand, if workers are dissatisfied with their jobs, they are thought to be less productive and more prone to absenteeism and turnover. The pressure of work at a workplace can also negatively influence workers. Long hours, job stress, poor moral and short deadlines tend to create dissatisfaction among workers because it offsets the work life balance and creates problems for workers. This in term creates a push factor that forces workers to look elsewhere as observed by Rahman (2012).  

Hence, this research tries to find out the extent to which job satisfaction of employees has affected the organizational performance in MIDENO.

1.3. Research Questions

1.3.1 Main Research Question

What is the impact of job satisfaction on organisational performance in Cameroon?

1.3.2 Specific Research Question

What is the impact of extrinsic factors on job satisfaction in MIDENO?

What is the impact of intrinsic factors on job satisfaction in MIDENO?

1.4. Objectives of the Study

1.4.1. The Main Objective

To examine the impact of job satisfaction on organizational performance.

1.4.2. The Specific Objectives

Examine the impact of extrinsic factors on job satisfaction.

Examine the impact of intrinsic factors on job satisfaction.

1.5. Hypotheses of the Study

Alternative hypotheses1 (H1): Intrinsic factors have a significant impact on job satisfaction and organisational performance in MIDENO

Alternative hypotheses2 (H2): Extrinsic factors have a significant impact on job satisfaction and organisational performance in MIDENO