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JMP
18,4
368
Received September
2002
Revised January 2003
Accepted February 2003
The current issue and full text archive of this journal is available at
http://www.emeraldinsight.com/0268-3946.htm
RESEARCH NOTE
Bassem Abou-Zaki
Nestle Middle East, Dubai, United Arab Emirates
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.
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 Spectors (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.
Job satisfaction
and employee
performance
369
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370
Table I.
Direct scoring of the
JDI items
Revised weighting
3
3
1
0
0
There were 202 respondents in the study (Table II), of which 66.8 per cent were
female. Around 37.6 per cent of the respondents hold a bachelor degree and 18.8
per cent hold a masters degree. More than half (53.5 per cent) of the respondents
were in the 25 to 34 age range, and 5 per cent were aged 44 and above. The
majority (58.4 per cent) had worked for less than five years in their present
bank, while only 4.5 per cent had more than 21 years of service.
Five new measures of job satisfaction (work, pay, promotion, supervision
and co-workers) were constructed by taking the mean of the respective items.
The overall job satisfaction measure was then constructed from the mean of
these five dimensions. Overall job performance was constructed by taking the
mean of the four respective items.
Job satisfaction
and employee
performance
371
Results
Of the 370 questionnaires distributed, 202 (usable) were returned, a response
rate of 55 per cent. The internal reliability of the items was tested using
Cronbachs alpha, with scores of 0.90 for satisfaction and 0.81 for self
performance being generated (Table III).
The results show that respondents were most satisfied with co-workers
(M 2.25) and quality of supervision (M 2.24), but less satisfied with the
work itself (M 1.80), promotion (M 1.44) and pay (M 1.08). The overall
job satisfaction score was M 1.77). The relationship between all the facets
Characteristic
Frequency
Per cent
67
135
33.2
66.8
34
20
32
76
38
2
16.8
9.9
15.8
37.6
18.8
1.0
Age (years)
, 25
25-34
35-44
. 44
30
108
53
10
14.9
53.7
26.4
5.0
118
43
32
9
58.4
21.3
15.8
4.5
Gender
Male
Female
Education
School Certificate
Certificate
Diploma
Bachelor Degree
Master Degree
PhD
Note: n 202
Table II.
The main
characteristics of
the sample
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Table III.
Internal reliability
of the job
satisfaction facets
Work
Pay
Promotion
Supervision
Co-workers
Coefficient alpha
0.78
0.67
0.93
0.89
0.80
The third area of investigation was the relationship between job satisfaction
and job performance. The self-reported scores for each of the four measures
were on the higher side of the seven-point scale. The highest score was for
productivity (M 4.65), followed jointly by own performance compared to
colleagues and quality of own performance (M 4.60). The respondents rating
of their colleagues performance attracted the lowest score (M 4.19). The
overall performance mean was 4.51. However, these results may be skewed by
the self-evaluation method with self-ratings are being inflated and colleagues
performance under-rated.
Further analysis of the data revealed that self-reported performance is
related to age; in each of the four performance measures, and overall, the score
was higher in the 25 34 group than in the , 25 years. The score was lower in
the 35-44 years group and considerably higher in the . 44 years group. As far
as the relationship between tenure and mean job performance is concerned, the
results show that self-reported performance increases linearly with tenure; the
only exception being the respondents own performance rating which increases
linearly up to the 11-20 years group then declines for the . 21 years group. The
self-reported performance of males is higher in all facets of job performance
than that of females. The results of the Spearman rank order correlation test
indicate there is no significant relationship between job satisfaction and job
performance (r 20.01, p 0.90).
Job satisfaction
and employee
performance
373
Mann-Whitney U
Mean rank
Male
Female
Sum of ranks
Male
Female
Z
Sig. (two tailed)
Overall job
Promotion Supervision Co-workers satisfaction
Work
Pay
4,195.50
3,741.50
3,915.50
3,710.50
3,958.50
4,153.00
106.38
99.08
89.84
107.29
110.56
97.00
113.62
95.49
109.92
97.32
107.01
98.76
7,127.50
6,019.50
7,407.50
13,375.50 14,483.50 13,095.50
2 0.837
2 2.003
2 1.555
0.403
0.045
0.120
7,612.50
12,890.50
22.080
0.037
7,364.50
13,138.50
2 1.459
0.145
7,170.00
13,333.00
20.945
0.345
Table IV.
The relationship
between gender and
overall job
satisfaction
(Mann-Whitney
U test)
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Less well-educated staff, mainly those qualified to school certificate, were least
satisfied with jobs; this contradicts the findings of Clark (1993) and Clark and
Oswald (1995), Hickson and Oshagbemi (1999), Metle (2001) and Oshagbemi
(2000a, b). 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.
On the whole the respondents were satisfied with their jobs. There was a
significant relationship between gender and job satisfaction with pay and
supervision; female employees were found to be more satisfied with pay than
their male counterparts, whereas, males were more satisfied with supervision.
As for the relationship between job satisfaction and performance; the results
show no significant relationship, this seems to bear out the findings of Petty
et al. (1984) as well as those of Iaffaldano and Muchinsky (1985). Perhaps it is,
as Spector (1997) suggests, a potential rather than an easily identifiable reality.
It is important to remember that the job satisfaction score was derived from the
JDI questionnaire which, although augmented, is limited in scope. However, if
the scope was broadened and another performance appraisal method used, a
relationship between satisfaction and performance may be identified.
While this research contributes to the limited body of knowledge on job
satisfaction in the Middle-East, there are, of course, a number of limitations.
First, the data were collected by self-administered questionnaire, a method with
well-known shortcomings, and the validity of the results may be questionable.
Second, the performance measure was based on self-evaluation and may have
caused over-rating of performance scores. Third, the sample is relatively small
and restricted to the banking sector in one country. Consequently the findings
may not be generalised to other sectors or to other national and cultural
contexts. In order to overcome these limitations further research is
recommended to investigate link between job satisfaction and employee
performance, using alternative performance measures, drawing on a more
diverse sample and which explores the relevance, if any, of national culture.
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