P. 1


|Views: 51|Likes:
Published by Lê Minh Cường

More info:

Published by: Lê Minh Cường on Jul 18, 2013
Copyright:Attribution Non-commercial


Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less





The Emerald Research Register for this journal is available at http://www.emeraldinsight.


The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0268-3946.htm

JMP 18,4


Received September 2002 Revised January 2003 Accepted February 2003

Job satisfaction and employee performance of Lebanese banking staff
Alf Crossman
School of Management, University of Surrey, Guildford, UK, and

Bassem Abou-Zaki
´ Middle East, Dubai, United Arab Emirates Nestle
Keywords Banking, Job satisfaction, Lebanon, Employees, Performance Abstract This paper investigates the relationships between job satisfaction, individual job facets, socio-demographic variables and job performance in the Lebanese commercial banking sector. The sample consists of 202 employees from nine commercial banks. The results indicate that job satisfaction is not independent in all job facets and that satisfaction with one facet might lead to satisfaction with another. Female employees were found to be less satisfied with all facets except pay. Those with lower educational qualifications were least satisfied. Self-reported job performance was found to increase with tenure.

Journal of Managerial Psychology Vol. 18 No. 4, 2003 pp. 368-376 q MCB UP Limited 0268-3946 DOI 10.1108/02683940310473118

Introduction Job satisfaction is one criterion for establishing the health of an organisation; rendering effective services largely depends on the human source (Fitzgerald et al., 1994) and job satisfaction experienced by employees will affect the quality of service they render. The impact of other variables on efficiency, such as infrastructures and internal relationships, should also be recognised. Job satisfaction has been defined as a positive emotional state resulting from the pleasure a worker derives from the job (Locke, 1976; Spector, 1997) and as the affective and cognitive attitudes held by an employee about various aspects of their work (Kalleberg, 1977; Mercer, 1997; Wright and Cropanzano, 1997; Wong et al., 1998); the later implying that satisfaction is related to the component facets rather than the whole job, which is consistent with Spector’s (1997) view. The research aim was to broaden the research agenda to the banking sector in general and to the Lebanon in particular. While there is limited research into job satisfaction in the Middle-East the focus is principally concerned with gender and limited to Kuwait (Metle, 1997, 2001), or to leadership and commitment in the United Arab Emirates (Yousef, 2000). Drawing on a sample of 202 employees from nine commercial banks in the Lebanon, the results of this research indicate that job satisfaction is not independent in all job facets and that satisfaction with one facet might lead to satisfaction with another.

(1992). although other variables such as employee involvement and organisational commitment may impact also. The results suggest the existence of relationships between demographic characteristics and job satisfaction. b). it is a significant income-generator (Association of Banks in Lebanon. or that high performers are necessarily satisfied with their jobs (Euske et al. with reported net profits of 513. By September 2000 there were 64 commercial banks working in the Lebanon. pay. Iaffaldano and Muchinsky. The relationship between job satisfaction and performance is still open to question. A number of studies indicate a weak link (Petty et al.. organisational characteristics and individual characteristics influences job satisfaction (Hoy and Miskel.Job satisfaction theory Situational theories assume that the interaction of variables such as task characteristics. 1980). with positive and negative relationships sometimes identified for the interactions between same variables.. By the end of 1999 the number of banking employees was 15. According to Quarstein et al.. or that high performers are satisfied with their jobs (Euske et al. The situational characteristics commonly proposed as key factors in job satisfaction are: the work itself. Method The target population was the non-managerial staff in the 33 Lebanese commercial private banks. 1997) suggest a potential relationship between satisfaction and performance. 1980). The cause and effect determinants are still unclear and it cannot be assumed that satisfaction leads to high performance. 1998. 2000a. approximately 1 per cent of the total employment in the Lebanon (Association of Banks in Lebanon. Clark and Oswald. Oshagbemi. 1969). drawn from the Annual Report for 1999-2000 (Association of Banks in Job satisfaction and employee performance 369 . 33 were Lebanese and nine foreign-owned. The individual evaluates the situational characteristics before commencement of employment (Quarstein et al. whereas situational occurrences are evaluated afterwards. 2000). and education (Clark. supervision and co-workers (Smith et al. 1993.4 billion Lebanese Lira. 1996).152. but the evidence tends to be mixed. There have been numerous studies into job satisfaction which explore the impact of demographic characteristics such as age. 1990.. 1985) while others (Caldwell and O’Reilly. it would be unwise to assume that high job satisfaction leads to high performance. Background to the research The banking industry in Lebanon is considered to be an important source of the country’s gross domestic product and. Spector. tenure. in the capital and the north and south regions.. Hickson and Oshagbemi. 1999. 1995. 1992). gender. overall satisfaction is a function of a combination of situational characteristics and situational occurrences. 2000). 1984. promotion.

As the JDI has been criticised for being limited to five facets and that particular items might not apply to all employee groups (Buffum and Konick. 2000). which were measured on a seven-point scale with dissatisfied (1) to very satisfied (7) anchors. marital status. Of the 33 banks. Response Yes to a positive item No to negative item ? to any item Yes to a negative item No to a positive item Source: Smith et al. The original five facets weighting is displayed in Table I.56 and a SD of 30. conducted with ten non-managerial employees from one of the banks surveyed in Beirut. 1995). p. 4 ¼ among the upper 30 per cent. A pilot study. Analysis of the pilot study data produced an estimate of the population mean of 147. gender. rank and length of service. 1969). The questions were adopted from Yousef (2000).. . . a reliable facet measure over time (Kinicki et al. applicable across a variety of demographic groups (Golembiewski and Yeager.51. indicated that the variation of response was not very high. as it appeared to bore objective than Yousef’s own seven-point (“very high” to “very low”) scale: . 1 ¼ among the lower 50 per cent. Section three contained socio-demographic questions related to characteristics such as age. 5 ¼ among the upper 20 per cent. 3 ¼ among the upper 40 per cent. the instrument was extended by two additional facets: fringe benefits and working conditions. which had been used successfully in a Middle-Eastern culture. 65) seven-point scale. .4 370 Lebanon. 11 were selected by stratified random sampling by region with a roughly proportionate response being achieved. . Section two contained four self-evaluation questions regarding the respondent’s own performance and productivity. education. The data were collected by questionnaire. 6 ¼ among the upper 10 per cent. . Section one concerned job satisfaction and was based on the Job Descriptive Index (JDI) (Smith et al. 7¼ among the upper 5 per cent. as well as their own performance compared with their colleagues. (1969) Revised weighting 3 3 1 0 0 Table I.JMP 18. 2002). 1982). Direct scoring of the JDI items .. . Jung et al.. 1986) and reliable when translated into Arabic (Mughrabi and Johnson. 1978. 2 ¼ among the upper 50 per cent. The responses were measured using Baruch’s (1996.

81 for self performance being generated (Table III).25) and quality of supervision (M ¼ 2.6 18.24). 25 25-34 35-44 . 202 (usable) were returned. and 5 per cent were aged 44 and above.8 16.7 26. promotion. The results show that respondents were most satisfied with co-workers (M ¼ 2.8 per cent hold a masters degree.8 9. with scores of 0. Five new measures of job satisfaction (work. supervision and co-workers) were constructed by taking the mean of the respective items.8 per cent were female.4 5.90 for satisfaction and 0.4 per cent) had worked for less than five years in their present bank.5 Job satisfaction and employee performance 371 Table II.08).5 per cent) of the respondents were in the 25 to 34 age range.44) and pay (M ¼ 1. 21 Note: n ¼ 202 Frequency 67 135 34 20 32 76 38 2 30 108 53 10 118 43 32 9 Per cent 33. while only 4.5 per cent had more than 21 years of service. of which 66.8 1. The majority (58. The relationship between all the facets Characteristic Gender Male Female Education School Certificate Certificate Diploma Bachelor Degree Master Degree PhD Age (years) .8 37.0 14. Overall job performance was constructed by taking the mean of the four respective items. The overall job satisfaction score was M ¼ 1. The internal reliability of the items was tested using Cronbach’s alpha. Results Of the 370 questionnaires distributed.6 per cent of the respondents hold a bachelor degree and 18. 44 Length of service (years) 0-5 6-10 11-20 . promotion (M ¼ 1. a response rate of 55 per cent.8 4.3 15. The main characteristics of the sample .4 21.77). More than half (53. Around 37.80).9 15. but less satisfied with the work itself (M ¼ 1.9 53.2 66. pay.0 58. The overall job satisfaction measure was then constructed from the mean of these five dimensions.There were 202 respondents in the study (Table II).

4 372 was found to be significant. Respondents with a school certificate reported the lowest levels of overall job satisfaction and the highest job satisfaction levels were reported from those with a college certificate. MR ¼ 1. a Mann-Whitney U test was performed to test the relationship between gender and job satisfaction with each facet.58). The mean ranks for each facet were co-workers.71. supervision.80 Table III. Internal reliability of the job satisfaction facets Work Pay Promotion Supervision Co-workers . As far as the relationship between job satisfaction and socio-demographic characteristics. MR ¼ 3. and pay. The data were also subjected to a non-parametric Friedman test. the results of a one-way ANOVA indicate that overall job satisfaction is slightly related to the age of the employee.JMP 18.93 0. but not statistically significant at the 0. but that overall job satisfaction level is lowest for workers with 11 to 20 years tenure and it slightly increases thereafter. but is not statistically significant at the 0.094). Although the results indicated a relationship. work itself.0001) at the 0.78 0. The results show little variation between overall job satisfaction and respondents’ tenure. As the two gender groups were not normally distributed. MR ¼ 2. The results of a one-way ANOVA show that overall job satisfaction is slightly related to tenure. The results indicate that males are more satisfied than females with the facets of the work itself. While the results indicate some differences in satisfaction with the different facets these are not statistically significant. 0. The results (Table IV) indicate significantly higher satisfaction among females for pay and significantly higher satisfaction among males for supervision.05 level suggests the satisfaction was not independent in the individual job facets.05 level ( p ¼ 0.94. MR ¼ 2. Those with less than five years are least satisfied with pay and promotion. MR ¼ 3. When the individual job satisfaction facets and age. the mean job satisfaction score in each facet was plotted against the different age groups.67 0.95. Subscale Coefficient alpha 0. indicating the respondents’ job satisfaction is not related to an individual facet. it is not statistically significant ( p ¼ 0.25). The relationship between overall job satisfaction and education was tested by way of a one-way ANOVA. the results indicate a weak relationship between age and facets of job satisfaction. Further analysis indicates that respondents with less than five years tenure are highly satisfied with co-workers and supervision followed by the work itself.89 0.41. promotion and co-workers.05 level ( p ¼ 0. The significance (sig. promotion. but these are not statistically significant.99.

08 Pay 3.00 2 0.49 7.84 107. 44 years group. The score was lower in the 35-44 years group and considerably higher in the . and overall. the results show that self-reported performance increases linearly with tenure.741.00 13.50 109.364.333.50 14.29 7.38 99.837 2 2.345 Job satisfaction and employee performance 373 Work Mann-Whitney U Mean rank Male Female Sum of ranks Male Female Z Sig. possibly because they value more the opportunities for self-expression and to influence important decisions. The results of the Spearman rank order correlation test indicate there is no significant relationship between job satisfaction and job performance (r ¼ 2 0.60). Overall job Promotion Supervision Co-workers satisfaction 3.00 107.195.003 2 1.01.459 0. the score was higher in the 25– 34 group than in the . followed jointly by own performance compared to colleagues and quality of own performance (M ¼ 4.50 110. p ¼ 0.50 6. The highest score was for productivity (M ¼ 4.080 0. 21 years group.483. However. these results may be skewed by the self-evaluation method with self-ratings are being inflated and colleagues performance under-rated.50 13.50 113.90).945 0. As far as the relationship between tenure and mean job performance is concerned.612. The relationship between gender and overall job satisfaction (Mann-Whitney U test) .50 13.50 7.019. The overall performance mean was 4.32 7.56 97.00 3.19).65). in each of the four performance measures.01 98. The self-reported performance of males is higher in all facets of job performance than that of females.153.51. male employees are significantly more satisfied with supervision than their female counterparts. The respondents’ rating of their colleagues’ performance attracted the lowest score (M ¼ 4.555 0. the only exception being the respondents own performance rating which increases linearly up to the 11-20 years group then declines for the .958.76 7.045 0.170.138. On the other hand.145 4.375.92 97.50 106. 25 years. (two tailed) 4.50 2 1.62 95.50 13. The self-reported scores for each of the four measures were on the higher side of the seven-point scale.890.The third area of investigation was the relationship between job satisfaction and job performance.50 2 0.50 2 2. Discussion and conclusions Female employees were found to be significantly more satisfied with pay than their male counterparts. this seems to confirm the argument by Spector (1997) that women expect less from work and so they are satisfied with less.127.50 89.403 0.915.037 3.710.50 12.120 Table IV. Further analysis of the data revealed that self-reported performance is related to age.407.095.

is limited in scope.F. (1993). drawing on a more diverse sample and which explores the relevance. London. if the scope was broadened and another performance appraisal method used. the results show no significant relationship. While this research contributes to the limited body of knowledge on job satisfaction in the Middle-East. (1990). the data were collected by self-administered questionnaire. Consequently the findings may not be generalised to other sectors or to other national and cultural contexts. Metle (2001) and Oshagbemi (2000a. Caldwell. mainly those qualified to school certificate. University of Essex Workshop. “Satisfaction and comparison income”. 11 No. First. Health and Social Work. “Employees’ job satisfaction. and treatment progress in psychiatric institutions”. “Self performance appraisal vs direct-manager appraisal”.JMP 18. On the whole the respondents were satisfied with their jobs. and Oswald. a number of limitations. However. . and the validity of the results may be questionable. ESRC Research Centre on Micro-social Change. using alternative performance measures. Second. 6. males were more satisfied with supervision. Clark. (1984) as well as those of Iaffaldano and Muchinsky (1985). of course. this seems to bear out the findings of Petty et al. pp. a potential rather than an easily identifiable reality. Possible explanations are that these employees do not have the necessary skills to cope with the changing nature of the banking industry or that management treats them less favourably. and Konick. In order to overcome these limitations further research is recommended to investigate link between job satisfaction and employee performance. whereas. Y.4 374 Less well-educated staff. Vol. 7. 320-7. It is important to remember that the job satisfaction score was derived from the JDI questionnaire which. 648-57. Clark. Baruch. University of Essex. London. this contradicts the findings of Clark (1993) and Clark and Oswald (1995). 50-65. There was a significant relationship between gender and job satisfaction with pay and supervision. the performance measure was based on self-evaluation and may have caused over-rating of performance scores. Discussion Paper 4. “Measuring person-job fit with a profile-comparison process”. A. as Spector (1997) suggests. the sample is relatively small and restricted to the banking sector in one country. pp. Beirut. Perhaps it is. b). Hickson and Oshagbemi (1999).A. (1996). Annual Report 1999-2000.E. if any. 75. were least satisfied with jobs. residents functioning. W. A. Buffum. there are. As for the relationship between job satisfaction and performance. Journal of Managerial Psychology. C. paper presented at CEPR/ESRC. A. a method with well-known shortcomings. Journal of Applied Psychology. Vol. pp. female employees were found to be more satisfied with pay than their male counterparts. D. and O’Reilly. Job Satisfaction and Gender: Why Are Women So Happy at Work. References Association of Banks in Lebanon (2000). Association of Banks in Lebanon. (1995). Vol. of national culture. (1982). A. a relationship between satisfaction and performance may be identified. although augmented. Third.

“The impact of age on the job satisfaction of university teachers”. 3. Spector. S. 8. 537-44. M. Locke. 251-73. IL. C. Journal of Applied Psychology. pp. K. Job Satisfaction: Application. Golembiewski. Performance Measurement in Service Businesses. Mughrabi. P. Iaffaldano.T. 514-9. and Reif. 311-32. IL. 712-21.A. Vol. P. Current Psychology. A. 3.. Oshagbemi. 213-26. pp. “The effect of age on the satisfaction of academics with teaching and research”.B. M. 124-43.M. (1997). (1978). School Leadership and Management. Academy of Management Review. Measurement of Satisfaction in Work and Retirement. 21. Assessment. pp.. Vol. 1. Chicago. W. pp. New York. 97. 4. International Journal of Social Economics. job satisfaction and gender in Kuwait”. (2002). Vol. “A meta-analysis of the relationships between individual job satisfaction and individual performance”. A. and Practice. F.W. “Performance and satisfaction of bank managers”. 11 No. and Oshagbemi.A. Vol.S. Vol. Dalessio. Educational Administration: Theory.ac. “The situational occurrences theory of job satisfaction”. (2001). Vol. Vol. Research. (1976). “The relationship between age and job satisfaction: a study among female bank emploees in Kuwait”. R. and Johnson. C. and Johnson. 7. 1. T.. and Muchinsky. Vol. M. L. L. C. (1998). Vol.L. McKee-Ryan.G..J. A. S.. NY.E. McGee. M.. (1986). Academy of Management Journal. “Is the length of service related to the level of job satisfaction?”. The Chartered Institute of Management Accountants. pp.P. Oshagbemi. 609-16. 859-73. R.ncl. 4. Fitzgerald.. International Journal of Management. (1997). Women in Management Review. “Work values and job rewards: a theory of job satisfaction”. International Journal of Human Resource Management. G. Schriesheim. (1977). J. Journal of Bank Research.L. M.. and Yeager. E. available at: www. Vol.W. 14 No.Euske.htm Metle. (1994). T. Mercer. V. 95-108. “The nature and causes of job satisfaction”. D. “Assessing the construct validity of the Job Descriptive Index: a review and meta-analysis”. Rand McNally. Petty. 36-42. pp. R. 59 No.J. and Hulin. 27 No. and Glassman. 87 No. 17 No. (1996). Silvestro. Kalleberg. Quarstein. pp. and Cavender. Johnston. K. and Miskel. pp.M. pp. Research in Education. (2000a). Academy of Management Journal. T. 12 No.A. “Job satisfaction and job performance: a metaanalysis”. 1. Cause and Consequences. Vol. Psychological Bulletin. pp. “Stability of the factor structure of the Job Descriptive Index”. R. pp. W. P. Metle. pp. (1999). Human Relations. Vol. Job satisfaction and employee performance 375 . 14 No. London. Smith. pp. (1995).A. Jackson. American Sociological Review. Rand-McNally. (1985). 42. (1997). (2000b). 47-53. 26 No. Vol. Vol. (1992). 15 No. “An Arabic version of the revised Job Descriptive Index”. and Voss. pp. pp. “Job satisfaction and the secondary school teacher: the creation of a model of job satisfaction”. 2.K. Cambridge.M. “Education. T. Chicago. McAfee.E. 1. D. Oshagbemi. D. Kinicki. 654-66.M. Vol. 1.C.W. C. 45 No. McGraw-Hill. 331-43. (1969).. (1984). Vol. C. 14-32. 29 No. International Journal of Social Economics. (1980). Hickson.M. Jung.. and Carson. Kendall. Sage Publications. “Gender differences in the job satisfaction of university teachers”.G. Handbook of Industrial and Organizational Psychology. Brignall. S. A. Hoy.uk/cise/publications/mercer/Job%20Satisfaction. “Testing the applicability of the JDI to various demographic groups”. K. 9.

R.R. and Cropanzano. B. 6. T. G. and Taylor. Oswald.P. 69. Tett.R. 46 No. Schneider. and Dachler. (1980). 4. Boston. 71. “Organizational commitment: a mediator of the relationship of leadership behavior with job satisfaction and performance in a non-western country”. and Mowday. Vol. “The effects of congruency between perceived and desired job attitudes upon job satisfaction”. (1993). C. Employee Turnover: Causes. pp. Organizational Behavior and Human Performance.S.4 376 Wong. Academy of Management Journal. 6-28. (1998). 1. Vol. (1996).W. 53. D. Vol.S.. 250-79.P. satisfaction. J. (1997). pp. “Well-being. pp.D. Journal of Applied Psychology. Consequences. Vol. 3. W. pp. K. 16. MA. Academy of Management Journal. Scott. (1982). “Job Satisfaction. . P. J. pp. Reading. 259-94. and Oldham.A. turnover intention and turnover: path analyses based on meta-analytic findings”. 650-3.P. C. Lee. Vol. MA. 15 No. Steel. 63 No. G. K. Hui. 30 No.H. pp. Hackman. Journal of Occupational and Organizational Psychology. Vol. R. “A longitudinal study of the job perception-job satisfaction relationship: a test of the three alternative specifications”. and Control. pp. Further reading Clark. paper presented at the Annual Meeting of the Academy of Management. 28 No. “A note on the stability of the job description index”. pp.-S. O’Brien. 57-81. 721-43. “Influence of cumulative strategies on the long range prediction of absenteeism”. (1976). and Rentsch. and Law. pp. R. Vol. A. “Voluntarily leaving an organization: an empirical investigation of Steers and Mowday’s model of turnover”. 127-46. 121-30. (1978). Academy of Management Journal. (2000). Journal of Managerial Psychology. (1987). and Dowling. “Motivation through design of work”. J. 599-612. Personnel Psychology.. 5. A.E. Vol. “An examination of conflicting findings on the relationship between job satisfaction and absenteeism: a meta-analysis”. and Warr. organizational commitment. 1616-34. and performance: another look at the happy/productive worker thesis”.P. P. Mobely. 3. R.JMP 18. T. Vol. and Meyer. G. Addison Wesley Publishing. Yousef. “Is job satisfaction U-shaped in age?”. H. Wright. pp. Journal of Occupational Psychology.T. (1985). Vol. (1995). Journal of Occupational and Organisational Psychology. 38 No. R.

You're Reading a Free Preview

/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->