THE INFLUENCE OF AGE AND TENURE ON JOB SATISFACTION AND

COMMITMENT OF NURSING STAFF AT JARAMOGI OGINGA ODINGA

TEACHING AND REFERRAL HOSPITAL, KISUMU

HANIM A. ANYANZWA

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF

THE ACADEMIC REQUIREMENTS FOR THE AWARD OF DEGREE IN
MASTER OF BUSINESS ADMINISTRATION, UNIVERSITY OF NAIROBI
(UoN)

NOVEMBER 2013
 DECLARATION

Student’s Declaration
This Research Project is my original work and has not been submitted for any
award in any other University.

Signature ………………… ………………

HANIM. A. ANYANZWA Date

D61/62215/2010

This project report has been submitted for examination with my approval as the
university supervisor.

Signature…………………… ……………

PROF. PETER K’OBONYO Date

Dept. of Business Administration

School of Business
University of Nairobi

ii
 DEDICATION

I dedicate this research project to my mother, Hajjat Fatma Abeyd Anyanzwa, who

gave me all her love, support and encouragement during the project period. I am

very grateful. May Allah reward her for her persistent struggle for Human rights

and Social justice in Kenya and the world over.

iii
 ACKNOWLEDGEMENT

I wish to acknowledge my parents, my siblings and my entire family, especially my

mother, Hajjat Fatma Abeyd Anyanzwa and my sister, Aisha Abdulaziz for the love,

support and encouragement they accorded me to complete my research project.

I also wish to acknowledge all my friends and colleagues, particularly Mr. Hyder

Yusuf Kasenge for his great advice, support and encouragement.

I sincerely thank my supervisor Prof. Peter K’Obonyo whose valuable guidance and

dedication assisted me in successfully completing this research project. His strict

supervision, patience and great motivation enabled me to emerge and achieve my

best.

iv
 TABLE OF CONTENTS
DECLARATION ............................................................................................................ ii
DEDICATION ............................................................................................................... iii
ACKNOWLEDGEMENT .............................................................................................. iv
LIST OF TABLES ....................................................................................................... viii
LIST OF FIGURES ........................................................................................................ ix
ABSTRACT.................................................................................................................... x
CHAPTER ONE: INTRODUCTION ........................................................................... 1
1.1 Background of the study ........................................................................................ 1
1.1.1 Age ................................................................................................................. 2
1.1.2 Tenure ............................................................................................................ 3
1.1.3 Job Satisfaction ............................................................................................... 4
1.1.4 Organizational Commitment ........................................................................... 5
1.1.5 Jaramogi Oginga Odinga Teaching and Referral Hospital, Kisumu ................. 6
1.2 Research Problem .................................................................................................. 7
1.3 Research Objectives ............................................................................................... 8
1.3.1 Broad objective ............................................................................................... 8
1.3.2 Specific Objectives ......................................................................................... 8
1.4 Value of the Study ................................................................................................. 9

CHAPTER TWO: LITERATURE REVIEW ............................................................ 10

2.1 Introduction ......................................................................................................... 10
2.2 Age and Job Satisfaction ...................................................................................... 10
2.3 Age and Organisational Commitment .................................................................. 12
2.4 Tenure and Job Satisfaction ................................................................................. 13
2.5 Tenure and Organizational Commitment .............................................................. 14

CHAPTER THREE: RESEARCH METHODOLOGY ............................................ 16

3.1 Introduction ......................................................................................................... 16
3.2 Research Design .................................................................................................. 16
3.3 Population of Study ............................................................................................. 16
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 3.4 Sample Design ..................................................................................................... 16
3.5 Data Collection .................................................................................................... 17
3.6 Data Analysis ...................................................................................................... 17

CHAPTER FOUR: DATA ANALYSIS, FINDINGS AND DISCUSSION ............... 18

4.1 Introduction ......................................................................................................... 18
4.2 Demographic Profiles .......................................................................................... 18
4.2.1 Gender of the Respondents............................................................................ 18
4.2.2 Distribution of the respondents by Age ......................................................... 18
4.2.3 Distribution of the Respondents by Tenure (Length of service) ..................... 19
4.2.4 Rank in the hospital ...................................................................................... 19
4.2.5 Distribution of the Respondents by Highest Professional Qualification ......... 20
4.3 Job Satisfaction.................................................................................................... 20
4.3.1 Influence of age on job satisfaction of nursing staff at Jaramogi Oginga
Odinga teaching and referral hospital ........................................................... 20
4.3.2 Influence of age on commitment of nursing staff at Jaramogi Oginga
Odinga teaching and referral hospital. .......................................................... 23
4.3.3 Influence of tenure on job satisfaction of nursing staff at Jaramogi
Oginga Odinga teaching and referral hospital ............................................... 25
4.3.4 Influence of tenure on commitment of nursing staff at Jaramogi Oginga
Odinga teaching and referral hospital ........................................................... 27
4.4 Tests of the relationship between variables .......................................................... 29
4.4.1 Correlation between age, Job satisfaction and Commitment .......................... 29
4.4.2 Correlation between Tenure, Job satisfaction and Commitment ..................... 29
4.5 Discussion of the Results ..................................................................................... 30
4.5.1 Influence of age on job satisfaction ............................................................... 31
4.5.2 Influence of age on commitment ................................................................... 31
4.5.3 The influence of tenure on job satisfaction .................................................... 32
4.5.4 Influence of tenure on commitment ............................................................... 32

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CHAPTER FIVE: SUMMARY, CONCLUSIONS AND
RECOMMENDATIONS ............................................................................................ 34
5.1 Introduction ......................................................................................................... 34
5.2 Summary of Findings........................................................................................... 34
5.3 Conclusions ......................................................................................................... 35
5.4 Recommendations ............................................................................................... 36
5.5 Limitations of the study ....................................................................................... 36
5.6 Suggestions for Further Research ......................................................................... 37
REFERENCES.............................................................................................................. 38
APPENDIX I: LETTER OF INTRODUCTION ............................................................ 45
APPENDIX II: QUESTIONNAIRE .............................................................................. 46

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 LIST OF TABLES
Table 4.1 Age and Job satisfaction using Operational indicators………...21
Table 4.2 Age and Job satisfaction using Motivational Indicators……….22
Table 4.3 Age and Commitment………………………………………….23
Table 4.4: Age and Commitment using loyalty indicators……………….24
Table 4.5 Tenure and Job satisfaction using motivational indicators…….25
Table 4.6 Tenure and Job satisfaction using operational indicators…….....26
Table 4.7 Tenure and Commitment……………………………………....27
Table 4.8 Tenure and loyalty……………………………………………...28
Table 4.9 Age, Job satisfaction and Commitment……………………….29
Table 4.10 Tenure, Job satisfaction and Commitment……………………30

viii
 LIST OF FIGURES
Figure 4.1: Age of the respondents……………………………………………..….18
Figure 4.2: Distribution of the Respondents by Length of service ……………….19
Figure 4.3:Distribution of the Respondents by Highest Professional Qualification.20

ix
 ABSTRACT
The main objective of the study was to determine the influence of age and tenure on
job satisfaction and commitment of nursing staff at Jaramogi Oginga Odinga
Teaching and Referral Hospital, Kisumu. The study was guided by the following
specific objectives: to determine the influence of age on job satisfaction of nursing
staff, to establish the influence of age on commitment of nursing staff, to establish
the influence of tenure on job satisfaction of nursing staff and to determine the
influence of tenure on commitment of nursing staff at Jaramogi Oginga Odinga
teaching and referral hospital. Descriptive research design was used for the study.
The population for the study was 430 nursing staff. The sample size was 43 nursing
staff, which is 10 percent of the population. Systematic sampling technique was
used to select the sample of 41 (which excludes the chief nurse and assistant chief
nurse). The data collection instrument was a semi-structured questionnaire which
was administered by drop and pick method. The respondents were the Chief Nurse,
Assistant Chief Nurse and the sampled nurses. Cross-tabulation was done to test on
the relationships between age and job satisfaction, age and commitment, tenure and
job satisfaction, and tenure and commitment. The study found that age influences
job satisfaction in that (39.53%) of the respondents who were dissatisfied with the
way the boss handles them were between 20-34 years old while those who were
satisfied with their jobs were 35years and above as indicated by 51.16%. It was also
found that age influences job commitment in that 34.88% of the respondents aged
between 20-34 years were strongly disagreed with a statement that they would be
very happy to spend the rest of my career with this organization while 23.26% of
the respondents 35 years and above agreed with the statement. Regarding the
influence of tenure on job satisfaction, the study found that 44.18% of the
respondents who had served for a period of up to 10years were dissatisfied that their
pay amount to the work they do while 27.9% of the respondents who had worked
for a period above 11 years were satisfied with their pay. The study finally found
that tenure influenced job commitment in that 46.51% of the respondents who had
worked for a period below 10 years strongly disagreed with the statement that
staying in their current organization was a matter of necessity as much as a desire.
On the other hand, 23.25% of the respondents who had served for a period above 10
years agreed that staying in their current organization was a matter of necessity as
much as a desire. The findings from the correlation analysis show that age and
tenure affects job satisfaction and commitment. Age is found to affect job
satisfaction and commitment more that tenure. This is evidence by high correlation
coefficient of 0.812 and 0.899 by age compared to 0.629 and 0.660 by tenure. The
study concluded that age and tenure influences job satisfaction and commitment
among nursing staff at Jaramogi Oginga Odinga Teaching and Referral Hospital. It
is recommended that the management of hospital should ensure that they provide
good work environment for younger staff to encourage them to be more committed
to their jobs. The study finally recommended that another study be done to
determine the factors affecting turnover of nursing staff in other referral hospitals in
Kenya which was not a concern of this study.

x
 CHAPTER ONE
INTRODUCTION

1.1 Background of the study

In recent years there has been an increased interest in identifying those factors that relate
to the development of Human Resource practices in an organization (Budhwar, 2000).
The concept and assessment of job satisfaction began in 1911 with the research of Taylor.
Taylor (1911) stated that rewards like the earnings of the job, incentive payments,
promotion, appreciation, and opportunities for progress could lead to increased job
satisfaction (as cited by Ahmed et al 2010). Research indicates that employee satisfaction
is important to an organization’s success. It is a widely studied construct in organizational
behavior as it influences other organizational variables like productivity, turnover and
absenteeism. Atchison (1999) states that many organizations are spending much time on
employee satisfaction initiatives in an effort to reduce turnover, improve productivity and
help organizations succeed.
Hoole and Vermeulen (2003) maintain that the popularity of this field of study is also due
to its relevance to the physical and mental well-being of employees. Furthermore,
Robbins (2005) postulates that managers have a humanistic responsibility to provide
employees with jobs that are challenging, rewarding and satisfying. However, many
researchers believe there is a correlation between job satisfaction and two key factors:
length of service and age (Robbins, 2005).According to Mowday and colleagues (1979),
strong organizational commitment is characterized by ‘‘a belief in and acceptance of the
organization’s goals and values, a willingness to exert considerable effort on behalf of the
organization, and a strong desire to maintain organizational membership’’. Employers
and unions in the hospital sector are becoming concerned over job satisfaction in the
workplace (Kumar &Schenk, 2006). For example, tightening labour markets,
demographic changes, and high levels of professional competition have influenced
workers' job satisfaction (Schwind, Das & Wagar, 2005). Low levels of nurses’
satisfaction can have implications for doctors, patients and the government at large.
Nurses might express their dissatisfaction through various forms of direct action. This
might include illegal strikes, sabotage, absenteeism, and other forms of workplace
conflict.(Kumar &Schenk, 2006).

1
1.1.1 Age
There have been many investigations into the relationship between age and different
forms of job satisfaction. Significant variations across age are commonly found, with
older employees tending to report higher satisfaction than younger ones (Doering,
Rhodes & Schuster, 1983; Glenn, Taylor & Weaver, 1977; Warr, 1992). Observed age
differences in overall job satisfaction are greater than those associated with gender,
education, ethnic background or income (Clark, 1993; Weaver, 1980).Debra Hunter's
(2007) study confirms existing research that older employees have higher levels of job
satisfaction when compared to younger employees in a business environment. She argues
that older employees place a higher value on intrinsic and extrinsic rewards when
compared to younger workers (Hunter, 2007). Over an older worker's career, he or she
has the opportunity to interact with intrinsic and extrinsic rewards. This allows older
workers to accumulate a larger amount of extrinsic and intrinsic rewards when compared
to younger workers.

Mary Tschirhart's (1998) analysis of age differences at AmeriCorps suggests that workers
who are fifty years and over place a higher value on service orientation and less on
financial rewards and career development when compared to younger workers. As older
workers approach retirement they tend to place less importance on salary and promotions.
They rather focus on the quality of their work. On the other hand, younger workers tend
to link the quantity of work to the amount of compensation they receive. In addition, her
research illustrates that younger workers are motivated by specific intrinsic and extrinsic
rewards; for example, salary and opportunities for promotion tend to motivate younger
workers (Tschirhart, 1998).

As a worker approaches retirement, he or she might not see the importance of promotion
and advancement in the company. First, these workers might rather avoid the additional
workloads, responsibilities, and stress associated with a promotion. Second, they might
not need the additional income. Third, a promotion might interfere with existing
interpersonal relationships. Rebuilding these relationships will take time and effort. Last,
they might feel a younger worker is more deserving of the promotion.

2
McNeese-Smith and van Servellen (2000) suggest that mature nurses have greater job
satisfaction, productivity and organizational commitment. Shader et al. (2001) found
anticipated turnover for younger nurses to be associated with job satisfaction and stress,
but no significant predictors of turnover or stress in nurses over 50, possibly due to their
proximity to retirement, their marketability related to experience, and the fact that only
those who are satisfied remain working in a particular nursing environment. Contrary to
other studies, Chan and Morrison (2000) found no statistically significant difference in
the proportion of stayers and leavers on several demographic factors including age.

1.1.2 Tenure
An individual’s tenure (length of employment) is defined as the number of years a person
has been employed by his or her current employer. The number of years in a given field is
a cumulative total. This experience is important as it is considered status not only by
employees but also by employers (Popoola, 2007). There are many extrinsic variables
that employees must consider in deciding to stay within their company (Popoola, 2007).
Extrinsic items are those that have outcomes bestowed upon them by someone else
(praise, rewards, bonuses, policies). For these types of rewards the employees need to
look beyond themselves and assess their perceived value of what they’re given
(Moorman, 1993).

The opportunity to advance plays an important role in an employee’s length of

employment. If an employee feels they cannot achieve a higher level, they are more
likely to consider another company’s offer. On the flip side, if an employer feels that an
employee is not capable of a higher level of placement, they may retain the person in
their current role indefinitely with only mediocre, if any, cost of living increases. Initially,
employees can be satisfied with high starting salaries. But after a few years service, most
employees recognize the importance of job security (Rahman, Rahman, & Khaleque,
1995). Less experienced nurses tend to be younger, participate less in decision-making
and have fewer home responsibilities (Price and Mueller, 1981a, b), while those with
more tenure are more satisfied with pay and less likely to leave (Lum et al., 1998). Gray
and Phillips (1994) indicate that turnover rates tend to be high in the first year of service
and remain high, or even rise during the second year of service before declining.

3
1.1.3 Job Satisfaction
Human resources research has well established the importance of job satisfaction for
retention (Arthur 2001). Defining and measuring job satisfaction has been a challenging
process, which has been refined through decades of research and is still occurring. The
study of job satisfaction grew out of several schools of management theory dating back to
Taylor’s early applications of the scientific method to factory problems in the first part of
the 20th century (Locke, 1976).

According to Cranny, Smith, and Stone (1992), job satisfaction is generally agreed upon
by researchers to be an affective reaction to a job that results from the employee’s
comparison of actual outcomes with those that are desired. Job satisfaction is an
important element from organizational perspective, as it leads to higher organizational
commitment of employees and high commitment leads to overall organizational success
and development (Feinstein, 2000, as cited by Ahmed et al 2010). Job satisfaction has
been defined as “a pleasurable or positive emotional state resulting from the appraisal of
one’s job or job experiences” (Locke, 1976). Locke (1976 as cited in Luthans 2005)
forwarded that; although, theoretical analyses have critically accepted job satisfaction as
being too narrow conceptually, there are three generally accepted dimensions to job
satisfaction. First, job satisfaction is an emotional response to a job situation.

Second, job satisfaction is often determined by how well outcomes meet or exceed
expectations. Third, job satisfaction represents several related attitudes (Luthans, 2005).
Job satisfaction instruments have been developed, notably the scale by Mueller and
McCloskey (1990) that includes eight satisfaction factors; extrinsic rewards, scheduling,
family/work balance, co-workers, interaction, professional opportunities,
praise/recognition, and control responsibility. Job dissatisfaction has been frequently
identified as the reason why nurses leave their jobs (Lum et al, 1998; Tzeng, 2002). Using
data from a national survey of National Health Service (NHS) nursing staff, Shields and
Ward (2001) found job satisfaction to be more important than the attraction of outside
opportunities. Low job satisfaction was concentrated in young, newly qualified and
highly educated nurses, and associated with administration, promotional prospects,
employment security and amount of time for clinical duties.

4
1.1.4 Organizational Commitment
Studies have shown that early researchers treated organizational commitment as a one-
dimensional construct (Mowday, Steers & Porter, 1982; Wiener, 1982; Brown, 1996).
Organizational commitment has been defined as the degree to which employees believe
in and accept organizational goals and desire to remain with the organization (Mathis &
Jackson, 2000). Similarly, Wright and Noe (1996) defined organizational commitment as
“the degree or extent to which employees strongly identify with the organization and feel
attached to it.” Studies have shown that organizational commitment among employees
promotes organizational effectiveness through job performance and quality and low
levels of tardiness, absenteeism, and turnover (Mathieu & Zajac, 1990, Randall, 1990).
Meyer and Allen (1991) define organizational commitment as a psychological state that
characterizes the employee’s relationship with the organization and has implications for
the decision to continue or discontinue membership in the organization. They divided
organizational commitment into three different components. These are namely affective,
continuance, and normative commitment respectively.

The development of organizational commitment among employees can be influenced by

variables such as age, marital status, gender, locus of control, and job satisfaction.
Luthans (2002) highlighted the determinants of organizational commitment as personal,
organizational, and non-organizational variables. He explains further that personal
variables include age, tenure in the organization and dispositions, such as positive or
negative affectivity or internal or external attribution; organizational variables include job
design, values, and the leadership styles of one’s supervisor; and non-organizational
variables refer to the availability of alternatives after making the initial choice to join an
organization.

Mowday, Steers, and Porter (1982) define organizational commitment as the relative
strength of an individual’s identification with and involvement in a particular
organization. They stated that organizational commitment has three characteristics: strong
belief in an acceptance of the organization’s goals and values; a willingness to exert
considerable effort on behalf of the organization; and, a strong desire to maintain
membership in the organization.

5
1.1.5 Jaramogi Oginga Odinga Teaching and Referral Hospital, Kisumu
Jaramogi Oginga Odinga Teaching and Referral Hospital is situated in Kisumu County in
Kenya which has a population of 5,442,711 people, 2,617,734 male and 2,824,977
female (KNBS, 2009). It’s a level 5 referral hospital with a bed capacity of about 457 and
offers a range of medical services; Antenatal; Antiretroviral Therapy; Basic Emergency
Obstetric Care; Caesarean Section; Comprehensive Emergency Obstetric Care; Curative
In-patient Services; Curative Outpatient Services; Family Planning; Growth Monitoring
and Promotion; HIV Counseling and Testing; Immunization; Integrated Management of
Childhood Illnesses; Prevention of Mother to Child transmission of HIV; Radiology
Services (e.g. X-ray, UltraScan, MRI, etc); Rural Health Training Centre / Rural Health
Demonstration.

The hospital was established in the early 1900s to cater for the health needs of the
workers at the then port town of Kisumu. At independence, the Government of Kenya
saw the need to expand the hospital, and it approached the government of the Soviet
Union for assistance. Construction commenced in 1965, and the hospital was
commissioned in 1969 as an extension of the existing district hospital, but catering
mainly for inpatients. Vide the Kenya Gazette Notice.5068, the hospital, formerly known
as New Nyanza General Hospital was awarded the status of a teaching and referral
hospital on April 1, 2012 and is henceforth called Jaramogi Oginga Odinga Teaching and
Referral Hospital.

It offers wide exposure to clinical experience in dealing with tropical and infectious
diseases, with a high prevalence of malaria, HIV/AIDS-related and opportunistic diseases
such as tuberculosis. It is relatively popular destination for medical elective students.
While it is not a teaching hospital, all provincial general hospitals in Kenya, under the
auspices of the Directorate of Medical Services accept elective students, who have the
opportunity to work with family-focused HIV prevention, care and treatment programmes
funded through collaborations between the Kenya Medical Research Institute (KEMRI),
the Centers for Disease Control (CDS) with funding from the U.S President’s Emergency
Plan for AIDS Relief (PEPFAR) (https://www.jaramogiteachingandreferralhospital).

6
1.2 Research Problem

Job satisfaction represents the level of divergence between what a worker expects to
receive and what he or she actually experiences in the workplace (McShane, 2004). It is a
collection of a worker's feelings in relation to the nature and conditions of work. The
relationship between length of service (tenure) and age to job satisfaction as compared to
that between length of service and age to job commitment is said to be more complex
(McCarthy et al., 2002). Popoola (2005) stated that employees tend to feel less committed
to their organization when they experience negative psychological work climate. He
listed the consequences of employees’ low levels of commitment in any work place as
absenteeism, high turnover rate and turnover intensions, transfer of loyalty to non-work
activities, inefficiency, job dissatisfaction and low productivity. Wood (1976) asserts,
‘‘the success of a health institution depends on the job satisfaction of its employees’’.
Influence of age and length of service on job satisfaction has always been an important
issue for both people who work in an organization and employers who study the aspects
of organizational commitment (Syptak et al, 1991).

Nyanza province of Kenya has the second highest prevalence rate of HIV/AIDS Kenya
and diseases like malaria and tuberculosis are pandemic. There are many organizations
collaborating with Jaramogi Oginga Odinga Teaching and Referral Hospital in research
and providing support and opportunities abound for volunteer and research work. Like
other provincial general hospitals in Kenya, it is the best equipped in terms of resources
and personnel to handle the more complex medical cases in the immediate region. It was
awarded the status of a teaching and referral hospital on April 1, 2012 and serves more
than 100 sub-county hospitals in more than 10 counties in the Western Kenya Region.
(https://www.jaramogiteachingandreferralhospital).

Jaramogi Oginga Odinga Teaching and Referral Hospital has been grappling with human
resource management issues ranging from low nurse population to poor service
provision; with most patients complaining about neglect and harassment despite being
comparably better equipped and enjoying a large pool of specialists and medics (Obonyo,
2012). Moreover, some nurses only made technical appearances and did not attend to
patients in time leading to serious complications and fatalities. Frequent nurse strikes
7
over meager pay have in the past crippled operations at the hospital (Obonyo, 2012).

There are numerous studies over the relationship between job satisfaction, organizational
commitment versus age and tenure (length of service). Dramstad (2004) on a study of
nurses in the USA, over the relationship between job satisfaction verses age and length of
service, asserts that the link between the 3 variables is delicate such that their correlation
is crucial for the success of any institution. However, Ferris (1983) disagrees and states
that only age affects commitment and job satisfaction but tenure could be determined by
other factors which do not relate at all with job satisfaction. Obonyo (2012) on a study of
nurses’ commitment verses age and length of service (tenure) at Pumwani Hospital in
Kenya asserts that both age and length of service are inseparable while analyzing
commitment in any institution. In their study Meixner & Bline(1989) assert that age and
length of service are predictors of job satisfaction and commitment. However, none of
these studies independently analyses the influence of the two variables (age and tenure)
on job satisfaction separately from organisational commitment. Most of the studies also
combine all other demographic factors with age and tenure; a gap this study sought to fill.

1.3 Research Objectives

1.3.1 Broad objective

To determine the influence of age and tenure on job satisfaction and commitment of
nursing staff at at Jaramogi Oginga Odinga teaching and referral hospital, kisumu

1.3.2 Specific Objectives

1. To determine the influence of age on job satisfaction of nursing staff at Jaramogi

Oginga Odinga teaching and referral hospital.
2. To establish the influence of age on commitment of nursing staff at Jaramogi Oginga
Odinga teaching and referral hospital.
3. To establish the influence of tenure on job satisfaction of nursing staff at Jaramogi
Oginga Odinga teaching and referral hospital.
4. To determine the influence of tenure on commitment of nursing staff at Jaramogi
Oginga Odinga teaching and referral hospital.
8
1.4 Value of the Study

The findings of this study will help the Jaramogi Oginga Odinga Teaching and Referral
Hospital management devise appropriate measures to address human resource
management challenges geared towards improving their service delivery.

The study will provide insights on how the challenges highlighted can be manipulated so
as to become strengths and opportunities for the hospital.

The findings of this study will add wealth of knowledge to the academic community
hence stimulate further research with regards to Human resource management practices
in other sectors of the economy other than the health sector.

9
 CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction

After clearly identifying the study problem and the objectives of the study in chapter one,
this chapter presents the literature review on age and job satisfaction, age and
organizational commitment, tenure and job satisfaction and tenure and organizational
commitment.

2.2 Age and Job Satisfaction

Improving job satisfaction appears to be instrumental in decreasing employee turnover

(Zeytinoglu et al. 2007). In the first respect, there is a discrepancy between early and
more recent findings. Herzberg, Mausner, Peterson & Capwell (1957) suggested that 'in
general, morale is high among young workers. It tends to go down during the first few
years of employment. The low point is reached when workers are in their middle and late
twenties or early thirties. After this period, job morale climbs steadily with age. This U-
shaped pattern was interpreted in terms of new entrants to the labour market feeling
positively about their novel situation and their transition to adulthood; however, increased
boredom and a perception of decreasing opportunities was thought to lead to some
reduction in job satisfaction during subsequent years. In due course, it was suggested, a
person comes to terms with his or her occupational role (perhaps having moved out of
relatively unrewarding positions), and a subsequent increase in job satisfaction is
observed.
This general pattern was also reported by Handyside (1961) using data on the overall job
satisfaction of 1000 British men and women, but it has more recently received limited
support. Weaver (1980) presented mean overall job satisfaction scores (men and women
combined) from seven General Social Surveys in the United States between 1972 and
1978. In all years except one (1974), respondents aged below 20 reported the lowest
satisfaction. The same finding was obtained in an Australian study by O'Brien & Dowling
(1981). In Hunt & Saul's (1975) data from male Australian white-collar employees, age
squared (representing non-linearity) made no significant contribution to the prediction of
overall job satisfaction.

10
Overall job satisfaction scores obtained during 1977 in the US Quality of Employment
Survey were found to be U-shaped with respect to age, but earlier investigations using the
same series (data gathered in 1969 and 1973) found particularly low satisfaction among
the youngest group (Quinn & Staines, 1979). Janson & Martin (1982), Kalleberg &
Loscocco (1983) and Wright & Hamilton (1978) have reported detailed multivariate
analyses of the 1973 data (which exhibited no U-shape). The presence of particularly low
job satisfaction among young employees appears to be generally accepted (Doering etal.,
1983), yet the account provided by Herzberg and colleagues has been supported more
recently by Warr (1992). In a study of two axes of job-related well-being (not satisfaction
itself), a statistically significant U-shaped pattern was found, with elevated well-being at
the youngest ages. It would therefore be valuable to examine in an up-to-date inquiry
whether non-linearity is present in respect of job satisfaction itself. Why do older
employees report greater job satisfaction than younger ones? Six arguments have been
presented to account for that tendency.

First, many older people move into jobs which have more desirable characteristics, as a
result of which they might be expected to be more satisfied (e.g. Janson & Martin, 1982;
Kalleberg & Loscocco, 1983; Wright & Hamilton, 1978). These role transitions are
sometimes examined in terms of different career stages. For example. Morrow &
McElroy (1987) observed significantly more positive intrinsic job satisfaction in the
'maintenance' stage than in the earlier 'trial' stage of a career. Nevertheless, after
statistically controlling for differences in key job attributes, a significant age difference in
job-related well-being is typically retained (Glenn et al., 1977; Kalleberg & Loscocco,
1983; Warr, 1992)

11
2.3 Age and Organisational Commitment

Numerous authors have highlighted that age impacts on job commitment (Johns, 1996;
Luthans, 2005; Mullins, 1996). Movement into more attractive jobs thus cannot
completely account for the positive age gradient. There is evidence that older employees
have specific work values which make more attractive job characteristics that are less
desirable to younger people. Wright & Hamilton (1978) and Kalleberg & Loscocco
(1983) found that the rated importance of many job features is stable across ages, but that
income and promotion opportunities were of less concern to older employees. If
employees in general tend to be relatively dissatisfied with these characteristics, then
their greater importance for younger workers will produce a positive relationship between
job commitment and age. Several investigators have examined whether differences in
measured work values can account for the increase in job commitment with age. As with
job characteristics, above, differences in values can account for some of the age pattern.
(Clark, 1996; Kalleberg & Loscocco, 1983; Warr, 1992).

It seems probable that older workers will come to lower their expectations in some
respects. Younger people may have high expectations, which, being modified by the
experience of jobs which do not meet their standards, are diminished in later years. Such
reduced comparison standards are likely to generate more positive work attitudes, as the
perceived gap between actual and ideal work becomes smaller. If older people come to
seek less from any possible job, then comparative assessments of their own position
relative to other possibilities will give rise to more positive feelings about their own job.
Clark & Oswald (1996) and Clark (1994) have provided evidence that this comparative
process operates in relation to perceptions of income. A fourth possible explanation of the
positive age gradient is in terms of cohort differences. The members of older generations
in a study may, for example, have always been more satisfied with their jobs. In order to
examine this possibility directly, it is desirable to compare individuals or surveys over a
period of years. Such research is not widely available, but in general the evidence for
cohort differences in job commitment is not strong (Glenn & Weaver, 1985; Janson &
Martin, 1982).
Fifth, some of the observed differences between age groups might be accounted for by
varying rates of participation in the labour force. A sixth possible explanation of the
12
greater job commitment of older employees is in terms of non-job variations. Age
differences have been reported, for example, in respect of general life satisfaction (e.g.
Campbell, Converse & Rodgers, 1976) and depression (Clark & Oswald, 1994; Ryff,
1989), and an age-related U-shape in mental health is known to be present among
unemployed men (Warr, Jackson & Banks, 1988).. Such differences are presumably
associated with variations in family composition (for instance, in respect of dependant
children) and in differences in financial position and demands, self-concept, personal and
normative expectations, and social roles at different ages.

2.4 Tenure and Job Satisfaction

According to Suliman and Isles (2000a), there are currently four main approaches to
conceptualizing and exploring effects of length of service on job satisfaction. There is the
attitudinal approach, the behavioral approach, the normative approach and the
multidimensional approach. The attitudinal approach views job satisfaction largely as
relating to length of service in terms of an employee’s attitude or more specifically as a
set of behavioral intentions. The most widely accepted attitudinal conceptualization is
that by Porter and his colleagues (Mowday, et al., 1979). They mention three
characteristics of length of service: a strong belief in and acceptance of the organization’s
goals and values, a willingness to exert a considerable effort on behalf of the organization
and a strong intent or desire to remain with the organization. Within this approach, the
factors associated with longer tenure among staff include positive work experiences,
personal characteristics and job characteristics, while the outcomes include increased
performance, reduced absenteeism and reduced employee turnover.The second approach
refers to the effects of length of service on organizational commitment as behavior
oriented (Zangaro, 2001).

The behavioral approach emphasizes the view that an employee continues with an
employing organization because investments such as time spent in the organization,
friendships formed within the organization and pension benefits, tie the employee to the
organization. Thus an employee becomes committed to an organization because of “sunk
costs” that are too costly to lose (Zangaro, 2001).The normative approach is the third
approach, which argues that congruency between employee goals and values and

13
organizational aims make the employee feel obligated to stay longer in the organization
(Becker, Randall & Reigel, 1995). The most popular multi-dimensional approach to is
that of Meyer and his colleagues. In 1984, Meyer and Allen, based on Becker’s side-bet
theory, introduced the dimension of continuance commitment created by longer stay in an
organization which in turn influences job satisfaction.

Angle and Perry (1981) argue that different factors within the organization will influence
the development of different components that determine the length of service of an
employee. Other organizational factors that can possibly have an influence on the length
of service include trust and leadership behavior (Zangaro, 2001).

2.5 Tenure and Organizational Commitment

Meyer and Allen (1991) argued that the relationship between (tenure) length of service
and organizational commitment revolves around “the view that commitment is a
psychological state that (a) characterizes the employee’s relationship with the
organization, and (b) has implications of the decision to continue membership in the
organization”. Organizational commitment is defined as “the relative strength of an
individual’s identification with and involvement in a particular organization” (Mowdey,
Porter, and Steers, 1982:27). It is commonly characterized by three factors that relate
directly to length of service: identifying with an organization and its goal and values
(identification); a strong desire to maintain investment with the organization (loyalty);
and willingness to work extra hard on behalf of the organization (involvement).
Organizational commitment is important and can be inferred from the expression of
individuals’ beliefs, opinions, and actions.

Generally, organizational researchers agree that a consensus has not yet been reached
over the link between length of service and organizational commitment (Mowday, 1998;
Scholl, 1981; Suliman & Isles, 2000a; 2000b; Zangaro, 2001). Scholl (1981) indicates
that the way length of service affects organizational commitment depends on the
approach to commitment that one is adhering to. Accordingly, length of service is
affected either by an employee attitude or a force that binds an employee to an
organization (Zangaro, 2001).

14
Despite the fact that there is relative consensus on the strong positive relationship
between length of service and organizational commitment, there is an ongoing argument
regarding the causal order between these two variables. Bateman and Strasser (1984)
argued that organizational commitment is an antecedent of length of service, meaning
that, when employees have a strong commitment to their organization, it will increase
their length of service.

Several other studies have argued that length of service will affect organizational
commitment (Bluedorn, 1982a; Williams & Hazer, 1986). A third position considers the
relationship as being reciprocal (Mathieu & Zajac, 1990; Meyer, Stanley, Herscovitch, &
Topolnytsky, 2002). Whereas committment is mainly concerned with the employee’s
attitude towards the job, a strong relationship between organizational commitment in staff
who have stayed longer has been found over the years (Luthans, 2005).

15
 CHAPTER THREE
RESEARCH METHODOLOGY

3.1 Introduction

This chapter presents the methodology that was used to carry out the study. It describes
the research design, population of the study and sampling technique. It also describes the
data collection and the data analysis method.

3.2 Research Design

Descriptive design was adopted in this study. This design was suitable for this study
because it involves collection of cross-sectional data at one point in time. According to
Kothari (2004), descriptive research studies are concerned with describing the
characteristics of a particular individual or group of people. Zikmund (2003) says surveys
provide quick, inexpensive, efficient and accurate means of accessing information about
the population.

3.3 Population of Study

A population refers to an entire group of individuals, events or objects that have a

common observable characteristic (Orodho, 2003). It describes the parameters whose
characteristics the research attempted to describe. The population was 430 nursing staff.

3.4 Sample Design

The sample size was 43 nursing staff, which is 10 percent of the population. Systematic
sampling technique was used to select the sample of 41 (which excludes the chief nurse
and assistant chief nurse). This number was considered adequate since it was well above
the minimum number of 30 that is recommended for statistical analysis.

16
3.5 Data Collection

Primary data was used. The data collection instrument was a semi-structured
questionnaire which was administered by drop and pick method. The respondents were
the Chief Nurse, Ass. Chief Nurse and the sampled nurses. The questionnaire had three
sections: Section A provided information about the Age and Tenure, Section B focused on
the Job satisfaction, while section C dwelt on organizational commitment.

3.6 Data Analysis

The process of data analysis involved data clean up and data coding. Percentages and
frequencies were used to analyze the data. The findings were presented in tables and
charts. Pearson correlation was done to test on the relationships between age and job
satisfaction, age and Organisational commitment, tenure and job satisfaction, and tenure
and Organisational commitment.

17
 CHAPTER FOUR
DATA ANALYSIS, FINDINGS AND DISCUSSION

4.1 Introduction

This chapter presents data findings from the field work. The data was collected using a
semi-structured questionnaire.

4.2 Demographic Profiles

All the questionnaires distributed were filled and returned representing a 100% response
rate. The demographic statistics used here sought to unearth background information on
individual nurses. The profiles checked were gender, age, tenure, rank of the nurses, and
level of education.

4.2.1 Gender of the Respondents

The study sought to find out the gender of the respondents. The results shown that 56%
of the respondents interviewed were female while 44% were male. This shows a good
representation of gender which was very useful in comparing the job satisfaction and
commitment.

4.2.2 Distribution of the respondents by Age

The study sought to establish the ages of the nurses. The findings are presented in figure
4.1
Figure 4.1: Distribution of the respondents by Age

25.0
20.9
20.0 18.6 18.6
Percentage

15.0 14.0 14.0 14.0

10.0

5.0

.0
20-24 25-29 30-34 35-39 40-44 45 and
over
Age Bracket

Source: Research data (2013)

18
Figure 4.1 shows that 20.9% of the respondents were between 25-29 years and 18.6% of
the respondents were between age brackets 20-24 years and 40-44 years. The findings of
the study show that respondents from different age brackets were included in the study
thus allowing for the comparison of age to job satisfaction and commitment.

4.2.3 Distribution of the Respondents by Tenure (Length of service)

The study sought to find out the duration for which the respondents had served in the
hospital. The findings of the study are as presented in Figure 4.2.

Figure 4.2: Distribution of the Respondents by Length of service

Over 17 years
19%

4 years and below

34%

11-16
14%

5-10
33%

Source: Research data (2013)

The findings on Figure 4.2 show that 34% of the respondents had served for duration of 4
years and below. It also shows that 33% of the respondents had served for a period
between 5-10 years, 19% had served for a period of over 17 years and 14% had served
for a period between 11-16 years. From the findings of the study, it can be said that the
respondents had varied work experience which was very key in determining the effect of
tenure on job satisfaction and commitment.

4.2.4 Rank in the hospital

The study sought to find out the position which the respondents held at the hospital. The
study had targeted the chief nurse, assistant chief nurse and other nurses. All the
respondents were regular nurses apart from two: chief nurse and the assistant chief nurse.
19
4.2.5 Distribution of the Respondents by Highest Professional Qualification
The respondents were asked to indicate their educational/ professional qualification. The
findings of the study are as presented in Figure 4.3.

Figure 4.3: Distribution of the Respondents by Highest Professional Qualification

45 42
40
35 30
30
Percentage

25
20 14 14
15
10
5
0
Preliminary National certificate Higher National Degree
Certificate Diploma
Proffessional Qualification

Source: Research data (2013)

From the findings, 42% of the respondents had higher national diploma, 30% had
national certifications, 14% had degrees while 14% had preliminary certifications. None
of the respondents had a master’s degree.

4.3 Job Satisfaction

4.3.1 Influence of age on job satisfaction of nursing staff at Jaramogi Oginga Odinga
teaching and referral hospital
To test on the influence of age on job satisfaction, the respondents were asked to indicate
their level of satisfaction with different operational factors. The findings of the study are
as presented in Table 4.1.

20
Table 4.1 Age and Job satisfaction using Operational indicators
The way my boss handles subordinates
Age Bracket
45 and Total
20-24 25-29 30-34 35-39 40-44 above
f % f % f % f % f % f % f %
Very disatisfied 2 4.65 0 0 0 0 0 0 0 0 0 0 2 4.65
Disatisfied 4 9.30 9 20.93 2 4.65 0 0 0 0 0 0 15 34.88
Neutral 0 0 0 0 4 9.30 0 0 0 0 0 0 4 9.30
Satisfied 2 4.65 0 0 0 0 6 13.95 6 13.95 4 9.30 18 41.86
Very satisfied 0 0 0 0 0 0 0 2 4.65 2 4.65 4 9.30
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
The competence of my supervisor in making decisions
Disatisfied 6 13.95 7 16.28 6 13.95 0 0 0 0 0 19 44.19
Neutral 2 4.65 2 4.65 0 0 4 9.30 2 4.65 0 0 10 23.26
Satisfied 0 0 0 0 0 0 2 4.65 6 13.95 2 4.65 10 23.26
Very satisfied 0 0 0 0 0 0 0 0 0 4 9.30 4 9.30
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
The way hospital policies are put into practice
Disatisfied 2 4.65 4 9.30 0 0 0 0 0 0 0 6 13.95
Neutral 4 9.30 5 11.63 6 13.95 6 13.95 2 4.65 2 4.65 25 58.81
Satisfied 2 4.65 0 0 0 0 0 0 6 13.95 4 9.30 12 27.91
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
The way co-workers get along with each other
Disatisfied 2 4.65 9 20.93 2 4.65 2 4.65 0 0 0 0 15 34.88
Neutral 6 13.95 0 0 2 4.65 4 9.30 2 4.65 2 4.65 16 37.21
Satisfied 0 0 0 0 2 4.65 0 0 6 13.95 4 9.30 12 27.91
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100

The findings on Table 4.1 shows that that most of the respondents (39.53%) who were
dissatisfied with the way the boss handles them were between 20-34 years old. On the
other hand, those who were satisfied with the way the boss handles them were 35years
and above as indicated by 51.16%. This trend was replicated on the satisfaction of the
respondents with the competence of their supervisors, hospital policies and the way co-
workers get along with each other. From the findings of the study, it can be said that age
affects job satisfaction among nursing staff in Jaramogi Oginga Odinga Teaching and
Referral Hospital.

To test on the influence of age on job satisfaction, the respondents were asked to indicate
their level of satisfaction with different motivational factors in their organization. The
findings of the study are as presented in Table 4.2.

21
Table 4.2 Age and Job satisfaction using Motivational Indicators
The way my job provides for steady employment
Age Bracket
45 and Total
20-24 25-29 30-34 35-39 40-44 over
f % f % f % f % f % f % f %
Disatisfied 6 13.95 2 4.65 0 2 4.65 0 0 0 0 10 23.26
Neutral 2 4.65 4 9.30 4 9.30 2 4.65 0 0 0 0 12 27.91
Satisfied 0 3 6.98 2 4.65 2 4.65 6 13.95 2 4.65 15 34.88
Very satisfied 0 0 0 0 0 0 0 0 2 4.65 4 9.30 6 13.95
Total 8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
The chance to do something that makes use of my abilities
Disatisfied 2 4.65 2 4.65 2 4.65 0 0 0 0 0 0 6 13.95
Neutral 4 9.30 5 11.63 0 0 6 13.95 2 4.65 2 4.65 19 44.19
Satisfied 2 4.65 2 4.64 4 9.30 0 0 6 13.95 4 9.30 18 41.86
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
My pay and amount of work I do.
Very disatisfied 2 4.65 4 9.30 0 0 0 0 0 0 0 0 6 13.95
Disatisfied 6 13.95 5 11.63 0 0 2 4.65 0 0 0 0 13 30.23
Neutral 0 0 0 0 2 4.65 0 0 2 4.65 0 0 4 9.30
Satisfied 0 0 0 0 2 4.65 4 9.30 4 9.30 4 9.30 14 32.56
Very satisfied 0 0 0 0 2 4.65 0 0 2 4.65 2 4.65 6 13.95
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
The chances for advancement on this job
Very disatisfied 0 0 2 4.65 0 0 0 0 0 0 0 0 2 4.65
Disatisfied 4 9.30 0 0 0 0 2 4.65 0 0 0 0 6 13.95
Neutral 0 0 0 0 0 0 0 0 4 9.30 2 4.65 6 13.95
Satisfied 2 4.65 7 16.28 4 9.30 4 9.30 4 9.30 4 9.30 25 58.14
Very satisfied 2 4.65 0 2 4.65 0 0 0 0 0 0 4 9.30
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
The working conditions
Very disatisfied 0 0 2 4.65 0 0 0 0 0 0 0 0 2 4.65
Disatisfied 4 9.30 2 4.65 0 0 2 4.65 0 0 0 0 8 18.60
Neutral 4 9.30 3 6.98 6 13.95 0 0 0 0 0 0 13 30.23
Satisfied 0 0 2 4.65 0 0 4 9.30 8 18.60 6 13.95 20 46.51
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
The praise I get for doing a good job.
Disatisfied 4 9.30 7 16.28 2 4.65 2 4.65 0 0 0 0 15 34.88
Neutral 2 4.65 2 4.65 2 4.65 4 9.30 0 0 0 0 10 23.26
Satisfied 2 4.65 0 0 2 4.65 0 0 8 18.60 6 13.95 18 41.86
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100

Table 4.2 shows that 39.53% of the respondents interviewed aged between 20-29years
were dissatisfied with their pay. On the other hand, the findings of the study reveal that
46.51% of the respondents aged 30 years and above were satisfied by their pay. This
trend is replicated on their satisfaction with the fact that their job provided them with
steady employment, chance to do something that make them use their abilities, work
conditions and the praise they get for doing a good job.

22
4.3.2 Influence of age on commitment of nursing staff at Jaramogi Oginga Odinga
teaching and referral hospital.
To test on the influence of age on staff commitment, the respondents were asked to
indicate their level of agreement with different job commitment indicators in their
organization. The findings of the study are as presented in Table 4.3.
Table 4.3 Age and commitment using job commitment indicators
I would be very happy to spend the rest of my career with this organization
Age Bracket 20-24 25-29 30-34 35-39 40-44 45 and over Total
f % f % f % f % f % f % f %
Strongly Disagree 6 13.95 7 16.28 2 4.65 0 0 0 0 0 0 15 34.88
Disagree 2 4.65 2 4.65 2 4.65 2 4.65 0 0 0 0 8 18.60
Neutral 0 0 0 0 2 4.65 2 4.65 0 0 0 0 4 9.30
Agree 0 0 0 0 0 0 2 4.65 6 13.95 2 4.65 10 23.26
Strongly Agree 0 0 0 0 0 0 0 2 4.65 4 9.30 6 13.65
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
I enjoy discussing my organization with people outside it.
Strongly Disagree 2 4.65 0 0 2 4.65 0 0 0 0 0 0 4 9.30
Disagree 4 9.30 7 16.28 2 4.65 2 4.65 0 0 0 0 15 34.88
Neutral 0 0 0 0 2 4.65 4 9.30 0 0 0 0 6 13.95
Agree 2 4.65 2 4.65 0 0 0 0 8 18.60 6 13.95 18 41.86
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
I think that I could easily become as attached to another organization as I am to this one
Strongly Disagree 0 0 0 0 0 0 0 0 0 0 2 4.65 2 4.65
Disagree 0 0 0 0 2 4.65 2 4.65 8 18.60 4 9.30 16 37.21
Neutral 0 0 0 0 0 0 2 4.65 0 0 0 0 2 4.65
Agree 2 4.65 2 4.65 0 0 2 4.65 0 0 0 0 6 13.95
Strongly Agree 6 13.95 7 16.28 4 9.30 0 0 0 0 0 0 17 39.53
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
Jumping from organization to organization does not seem at all unethical
Strongly Disagree 2 4.65 4 9.30 0 0 0 0 0 0 0 0 6 13.95
Disagree 4 9.30 5 11.63 2 4.65 2 4.65 0 0 0 0 13 30.23
Neutral 0 0 0 0 2 4.65 0 0 0 0 0 0 2 4.65
Agree 2 4.65 0 0 0 0 2 4.65 8 18.60 2 4.65 14 32.56
Strongly Agree 0 0 0 0 2 4.65 2 4.65 0 4 9.30 8 18.60
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100

Table 4.3 shows that 34.88% of the respondents aged between 20-34 years strongly
disagreed with a statement that they would be very happy to spend the rest of my career
with this organization while 23.26% of the respondents aged 35 years and above agreed
with the statement. This trend was replicated in discussion of the organization with the
people outside, attachment to the organization and jumping from organization to
organization.

23
The respondents were further asked to indicate their level of agreement with different
statements on loyalty. The findings of the study are as presented in Table 4.4.
Table 4.4: Age and commitment using loyalty indicators
I really feel as if this organizations problems are my own
Age Bracket 20-24 25-29 30-34 35-39 40-44 45 and over Total
f % f % f % f % f % f % f %
Strongly Disagree 2 4.65 0 0 2 4.65 0 0 0 0 0 0 4 4.65
Disagree 2 4.65 9 20.93 2 4.65 2 4.65 0 0 0 0 15 32.56
Neutral 4 9.30 0 0 0 2 4.65 0 0 0 0 6 13.95
Agree 0 0 0 0 2 4.65 2 4.65 8 18.60 6 13.95 18 41.86
8 18.60 9 20.93 6 13.93 6 13.93 8 18.60 6 13.95 43 100
I do not feel a strong sense of belonging to my organization
Strongly Disagree 0 0 0 0 0 0 0 0 2 4.65 2 4.65 4 9.30
Disagree 2 4.65 3 9.30 2 4.65 2 4.65 4 9.30 4 9.30 17 39.53
Neutral 4 9.30 2 4.65 0 0 2 4.65 0 0 8 18.60
Agree 2 4.65 2 4.65 4 9.30 2 4.65 0 0 0 0 10 23.26
Strongly Agree 0 0 2 4.65 0 2 4.65 0 0 0 0 4 9.30
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
Right now, staying with my organization is a matter of necessity as much as desire
Strongly Disagree 2 4.65 2 4.65 0 0 0 0 2 4.65 0 0 6 13.95
Disagree 4 9.30 2 4.65 4 9.30 4 9.30 0 0 0 0 14 32.56
Neutral 2 4.65 2 4.65 2 4.65 0 0 0 0 0 0 6 13.95
Agree 0 0 3 6.98 0 0 2 4.65 4 9.30 4 9.30 13 30.23
Strongly Agree 0 0 0 0 0 0 0 0 2 4.65 2 4.65 4 9.30
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
I feel that I have too few options to consider leaving this organization
Strongly Disagree 4 9.30 2 4.65 0 0 0 2 4.65 0 0 8 18.60
Disagree 2 4.65 2 4.65 2 4.65 0 0 4 9.30 0 0 10 23.26
Neutral 0 0 5 11.63 0 6 13.95 0 0 2 4.65 13 30.23
Agree 2 4.65 0 0 2 4.65 0 0 0 0 2 4.65 6 13.95
Strongly Agree 0 0 0 0 2 4.65 0 0 2 4.64 2 4.65 6 13.95
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100
One of the few serious consequences of leaving this organization would be the scarcity of available alternatives
Strongly Disagree 2 4.65 2 4.65 0 0 0 0 0 0 0 4 9.30
Disagree 2 4.65 2 4.65 4 9.309 2 4.65 0 0 0 0 10 23.26
Neutral 0 0 0 0 2 4.65 2 4.65 0 0 0 0 4 9.30
Agree 4 9.30 5 11.63 0 0 2 4.65 6 13.95 4 9.30 21 48.84
Strongly Agree 0 0 0 0 0 0 0 2 4.65 2 4.65 4 9.30
8 18.60 9 20.93 6 13.95 6 13.95 8 18.60 6 13.95 43 100

The findings on Table 4.4 shows that 39.53% of the respondents aged between 20-34
years really feel that their organizations’ are not their own. On the other hand, the study
found that 41.85% agreed that they strongly feel as if their organization problems are
their own.

24
4.3.3 Influence of tenure on job satisfaction of nursing staff at Jaramogi Oginga
Odinga teaching and referral hospital
To test on the influence of tenure on job satisfaction, the respondents were asked to
indicate their level of satisfaction with different job motivation indicators in their
organization. The findings of the study are as presented in Table 4.5.
Table 4.5 Tenure and Job Satisfaction using motivational indicators
The way my job provides for steady employment
Duration of Work
over 17 Total
below 4 years 5-10years 11-16years years
f % f % f % f % f %
Disatisfied 6 13.95 4 9.30 0 0 0 0 10 23.26
Neutral 2 4.65 6 13.95 4 9.30 0 0 12 27.91
Satisfied 7 16.28 4 9.30 0 0 4 9.30 15 34.88
Very satisfied 0 0 0 0 2 4.65 4 9.30 6 13.95
15 34.88 14 32.56 6 13.95 8 18.60 43 100
The chance to do something that makes use of my abilities
Disatisfied 2 4.65 4 9.30 0 0 0 0 6 13.95
Neutral 7 16.28 6 13.95 2 4.65 4 9.30 19 44.19
Satisfied 6 13.95 4 9.30 4 9.30 4 9.30 18 41.86
15 34.88 14 32.56 6 13.95 8 18.60 43 100
My pay and amount of work I do
Very disatisfied 2 4.65 4 9.30 0 0 0 0 6 13.95
Disatisfied 9 20.93 4 9.30 0 0 0 0 13 30.23
Neutral 2 4.65 0 0 2 4.65 0 0 4 9.30
Satisfied 0 0 4 9.30 4 9.30 6 13.95 14 32.56
Very satisfied 2 4.65 2 4.65 0 2 4.65 6 13.95
15 34.88 14 32.56 6 13.95 8 18.60 43 100
The chances for advancement on this job
Very disatisfied 2 4.65 4 9.30 0 0 0 0 6 13.95
Disatisfied 9 4 9.30 0 0 0 0 13 30.23
Neutral 2 4.65 0 0 2 4.65 0 0 4 9.30
Satisfied 0 4 9.30 4 9.30 6 13.95 14 32.56
Very satisfied 2 4.65 2 4.65 0 2 4.65 6 13.95
15 34.88 14 32.56 6 13.95 8 18.60 43 100
The working conditions
Very disatisfied 0 0 2 4.65 0 0 0 0 2 4.65
Disatisfied 4 9.30 4 9.30 0 0 0 0 8 18.60
Neutral 9 20.93 2 4.65 2 4.65 0 0 13 30.23
Satisfied 2 4.65 6 13.95 4 9.30 8 18.60 20 46.51
15 34.88 14 32.56 6 13.95 8 18.60 43 100

The findings of the study on Table 5 shows that 44.18% of the respondents who had
served for a period of up to 10years were dissatisfied that their pay amount to the work
they do. On the other hand, 27.9% of the respondents who had worked for a period above
11 years were satisfied with their pay.

25
The respondents were further asked to indicate their level of their satisfaction with
different operational factors. This was in attempt to find whether tenure affected their job
satisfaction. The findings of the study are as presented in Table 4.6.

Table 4.6 Tenure and Job satisfaction using operational indicators

The way my boss handles subordinates
Duration of Work
over 17 Total
below 4 years 5-10years 11-16years years
f % f % f % f % f %
Very disatisfied 2 4.65 0 0 0 0 0 0 2 4.65
Disatisfied 9 20.93 6 13.95 0 0 0 0 15 34.88
Neutral 0 0 2 4.65 2 4.65 0 0 4 9.30
Satisfied 4 9.30 6 13.95 2 4.65 6 13.95 18 41.86
Very satisfied 0 0 0 0 2 4.65 2 4.65 4 9.30
15 34.88 14 32.56 6 13.95 8 18.60 43 100
The competence of my supervisor in making decisions
Disatisfied 11 4.65 6 13.95 2 4.65 0 0 19 44.19
Neutral 2 4.65 6 13.95 2 4.65 0 0 10 23.26
Satisfied 2 4.65 2 4.65 2 4.65 4 9.30 10 23.26
Very satisfied 0 0 0 0 0 0 4 9.30 4 9.30
15 34.88 14 32.56 6 13.95 8 18.60 43 100
The way hospital policies are put into practice
Disatisfied 2 4.65 4 9.30 0 0 0 0 6 13.95
Neutral 9 20.93 10 23.26 4 9.30 2 4.65 25 58.14
Satisfied 4 9.30 0 0 2 4.65 6 13.95 12 27.91
15 34.88 14 32.56 6 13.95 8 18.60 43 100
The way co-workers get along with each other
Disatisfied 5 11.63 10 23.26 0 0 0 0 15 34.88
Neutral 8 18.60 2 4.65 4 9.30 2 4.65 16 37.21
Satisfied 2 4.65 2 4.65 2 4.65 6 13.95 12 27.91
15 34.88 14 32.56 6 13.95 8 18.60 43 100

The findings on Table 4.6 shows that the respondents who had served for a duration of up
to 10 years were dissatisfied with their jobs as indicated by 39.53%. On the other hand,
those who had served for a period above 10 years indicated that they were dissatisfied as
indicated by 27.9%.

26
4.3.4 Influence of tenure on commitment of nursing staff at Jaramogi Oginga
Odinga teaching and referral hospital
To determine the effect of tenure on commitment, the respondents were asked to indicate
their level of agreement with different commitment indicators. The findings are as
presented in Table 4.7.
Table 4.7: Tenure and Commitment
I really feel as if this organization’s problems are my own.
Duration of Work
over 17 Total
below 4 years 5-10years 11-16years years
f % f % f % f % f %
Strongly Disagree 4 9.30 0 0 0 0 0 4 9.30
Disagree 5 11.63 10 23.26 0 0 0 0 15 34.68
Neutral 4 9.30 2 4.65 0 0 0 0 6 13.95
Agree 2 4.65 2 4.65 6 13.95 8 18.60 18 41.86
15 34.68 14 32.56 6 13.95 8 18.60 43 100
I do not feel a strong sense of belonging to my organization
Strongly Disagree 0 0 2 4.65 2 4.65 4 9.30
Disagree 7 16.28 2 4.65 4 9.30 4 9.30 17 39.53
Neutral 4 9.30 2 4.65 0 0 2 4.65 8 18.60
Agree 4 9.30 6 13.95 0 0 0 0 10 23.26
Strongly Agree 0 0 4 9.30 0 0 0 0 4 9.30
15 34.68 14 32.56 6 13.95 8 18.60 43 100
Right now, staying with my organization is a matter of necessity as much as desire
Strongly Disagree 4 9.30 2 4.65 0 0 0 0 6 13.95
Disagree 6 13.95 6 13.95 2 4.65 0 0 14 32.56
Neutral 2 4.65 2 4.65 2 4.65 0 0 6 13.95
Agree 3 6.98 2 4.65 2 4.65 6 13.95 13 30.23
Strongly Agree 0 0 2 4.65 0 2 4.65 4 9.30
15 34.88 14 32.56 6 13.95 8 18.60 43 100
I feel that I have too few options to consider leaving this organization
Strongly Disagree 6 13.95 2 4.65 0 0 0 8 18.60
Disagree 2 4.65 6 13.59 2 4.65 0 0 10 23.26
Neutral 3 6.98 6 13.95 2 4.65 2 4.65 13 30.23
Agree 2 4.65 0 0 2 4.65 2 4.65 6 13.95
Strongly Agree 2 4.65 0 0 0 4 9.30 6 13.95
15 34.88 14 32.56 6 13.95 8 18.60 43 100
One of the few serious consequences of leaving this organization would be the scarcity of available
alternatives
Strongly Disagree 2 4.65 2 4.65 0 0 0 0 4 9.30
Disagree 4 9.30 6 13.95 0 0 0 0 10 23.26
Neutral 0 0 0 0 4 9.30 0 0 4 9.30
Agree 7 16.28 6 13.95 2 4.65 6 13.95 21 48.84
Strongly Agree 2 4.65 0 0 0 0 2 4.65 4 9.30
15 34.88 14 32.56 6 13.95 8 18.60 43 100

27
The findings on table 4.7 shows that 46.51% of the respondents who had worked for a
period below 10 years strongly disagreed with the statement that staying in their current
organization was a matter of necessity as much as a desire. On the other hand, 23.25% of
the respondents who had served for a period above 10 years agreed that staying in their
current organization was a matter of necessity as much as a desire. From the findings of
the study, it can be said that tenure influences the commitment of nurses in their current
hospitals in that those who have served for long seem to stick to their organization while
those who have served for a short duration are may be wiling to move to other
organizations.

The respondents were further asked to indicate the level of their agreement with different
statement on organization loyalty. The findings are as presented in Table 4.8.
Table 4.8: Tenure and loyalty
I would be very happy to spend the rest of my career with this organization
Duration of Work
over 17 Total
below 4 years 5-10years 11-16years years
f % f % f % f % f %
Strongly Disagree 9 20.93 6 13.95 0 0 0 0 15 34.88
Disagree 4 9.30 4 9.30 0 0 0 0 8 18.60
Neutral 0 0 0 0 4 9.30 0 0 4 9.30
Agree 0 0 4 9.30 2 4.65 4 9.30 10 23.26
Strongly Agree 2 4.65 0 0 0 4 9.30 6 13.95
15 34.88 14 32.56 6 13.95 8 18.60 43 100
I enjoy discussing my organization with people outside it
Strongly Disagree 2 4.65 2 4.65 0 0 0 0 4 9.30
Disagree 9 20.93 6 13.95 0 0 0 0 15 34.88
Neutral 0 0 2 4.65 4 9.30 0 0 6 13.95
Agree 4 9.30 4 9.30 2 4.65 8 18.60 18 41.86
15 34.88 14 32.56 6 32.56 8 18.60 43 100
Jumping from organization to organization does not seem at all unethical
Strongly Disagree 2 4.65 4 9.30 0 0 0 0 6 13.95
Disagree 9 20.93 4 9.30 0 0 0 0 13 30.23
Neutral 0 0 2 4.65 0 0 0 0 2 4.65
Agree 4 9.30 4 9.30 2 4.65 4 9.30 14 32.56
Strongly Agree 0 0 0 0 4 9.30 4 9.30 8 18.60
15 34.88 14 32.56 6 13.95 8 18.60 43 100
One of the major reasons I continue to work for this organization is that I believe that loyalty is important
Strongly Disagree 0 0 2 4.65 0 0 0 0 2 4.65
Disagree 7 16.28 4 9.30 0 0 0 0 11 25.58
Neutral 6 13.95 2 4.65 2 4.65 2 4.65 12 27.91
Agree 2 4.65 4 9.30 4 9.30 4 9.30 14 32.56
Strongly Agree 0 0 2 4.65 0 0 2 4.65 4 9.30
15 34.88 14 32.56 6 13.95 8 18.60 43 100

28
The findings on Table 4.8 shows that 53.48% of those who had served for a duration less
than 10 years disagreed with the statement that they would be very happy to spend the
rest of their career with the organization. On the other hand, 23.25% of those who had
served for a duration of more than 10 years agreed that they would be very happy to
spend the rest of my career with this organization.

4.4 Tests of the relationship between variables

Correlation analysis was used to test on the relationship between the variables of the
study.

4.4.1 Correlation between age, Job satisfaction and Commitment

Table 4.9 shows the findings of the correlation analysis on the relationship between age,
job satisfaction and commitment.

Table 4.9: Results of correlation analysis for the relationship between ge, job
satisfaction and commitment
Age Job satisfaction Commitment
Age Pearson Correlation 1 .812** .899**
Sig. (2-tailed) .000 .000
N 43 43 43
Job satisfaction Pearson Correlation .812** 1 .800**
Sig. (2-tailed) .000 .000
N 43 43 43
Commitment Pearson Correlation .899** .800** 1
Sig. (2-tailed) .000 .000
N 43 43 43
**. Correlation is significant at the 0.01 level (2-tailed).

The results of the Pearson’s correlation analysis presents in Table 4.9 show that age is
positively related with job satisfaction( r = 0.812, P < 0.05). The results also show that
there is a positive correlation between age and commitment (r = 0.899, P <0.05). The
significance of the correlation values tell us that the probability of the correlation
resulting from sampling error is very low; hence we can have confidence that the
relationship between the variables is genuine.
29
4.4.2 Correlation between Tenure, Job satisfaction and Commitment
Table 4.10 shows the findings of the correlation analysis on the relationship between
tenure, job satisfaction and commitment.

Table 4.10 Results of correlation analysis for the relationship between Tenure, job
satisfaction and commitment

Job
Tenure satisfaction Commitment
Tenure Pearson Correlation 1 .629** .660**
Sig. (2-tailed) .000 .000
N 43 43 43
Job satisfaction Pearson Correlation .629** 1 .800**
Sig. (2-tailed) .000 .000
N 43 43 43
Commitment Pearson Correlation .660** .800** 1
Sig. (2-tailed) .000 .000
N 43 43 43
**. Correlation is significant at the 0.01 level (2-tailed).

The results of the correlation analysis presented in Table 4.10 show that tenure is
positively related to job satisfaction (r = 0.629, P <0.05).The results also show a positive
correlation between tenure and commitment. The significance of the correlation values
tell us that the probability of the correlation resulting from sampling error is very low;
hence we can have confidence that the relationship between the variables is genuine.

The findings from the correlation analysis show that age and tenure are significantly
related to job satisfaction and commitment. Age is related to job satisfaction and
commitment more that tenure. This is evidence by high correlation coefficient of 0.812
and 0.899 in respect of age verses 0.629 and 0.660 in respect of tenure.

30
4.5 Discussion of the Results
This section presents the discussions of the findings of the study as per the research
objectives:

4.5.1 Influence of age on job satisfaction

The study found that age influences job satisfaction. This was evidenced by the fact that
(39.53%) of the respondents who were dissatisfied with the way the boss handles them
were between 20-34 years old. On the other hand, those who were satisfied with their
jobs were 35years and above as indicated by 51.16%. These findings are in line with the
findings of a study by Debra (2007) who found that older employees have higher levels
of job satisfaction when compared to younger employees in a business environment. She
argues that older employees place a higher value on intrinsic and extrinsic rewards when
compared to younger workers.

4.5.2 Influence of age on commitment

On the influence of age on job commitment, the study found that 34.88% of the
respondents aged between 20-34 years were strongly disagreed with a statement that they
would be very happy to spend the rest of my career with this organization while 23.26%
of the respondents 35 years and above agreed with the statement. This findings are in line
with the a study done by Tschirhart's (1998) who found that workers who are fifty years
and over place a higher value on service orientation and less on financial rewards and
career development when compared to younger workers. As older workers approach
retirement they tend to place less importance on salary and promotions. They rather focus
on the quality of their work. On the other hand, younger workers tend to link the quantity
of work to the amount of compensation they receive. In addition, her research illustrates
that younger workers are motivated by specific intrinsic and extrinsic rewards; for
example, salary and opportunities for promotion tend to motivate younger workers
(Tschirhart, 1998).

The study also found that 39.53% of the respondents aged between 20-34 years really
feel that their organizations’ are not their own. On the other hand, the study found that
41.85 agreed that they strongly feel as if their organization problems are their own. The
findings are in line with the findings of a study done by Luthans (2002) who found that
31
the determinants of organizational commitment as personal, organizational, and non-
organizational variables. He explains further that personal variables include age, tenure in
the organization and dispositions, such as positive or negative affectivity or internal or
external attribution; organizational variables include job design, values, and the
leadership styles of one’s supervisor; and non-organizational variables refer to the
availability of alternatives after making the initial choice to join an organization.

4.5.3 Influence of tenure on job satisfaction

Regarding the influence of tenure on job satisfaction, the study found that 44.18% of the
respondents who had served for a period of up to 10years were dissatisfied that their pay
amount to the work they do. On the other hand, 27.9% of the respondents who had
worked for a period above 11 years were satisfied with their pay. McNeese-Smith and
van Servellen (2000) suggest that mature nurses have greater job satisfaction,
productivity and organizational commitment. Shader et al. (2001) found anticipated
turnover for younger nurses to be associated with job satisfaction and stress, but no
significant predictors of turnover or stress in nurses over 50, possibly due to their
proximity to retirement, their marketability related to experience, and the fact that only
those who are satisfied remain working in a particular nursing environment. Contrary to
other studies, Chan and Morrison (2000) found no statistically significant difference in
the proportion of stayers and leavers on several demographic factors including age.

4.5.4 Influence of tenure on commitment

It was finally found that Tenure influenced job commitment. This was evidenced by the
fact that 46.51% of the respondents who had worked for a period below 10 years strongly
disagreed with the statement that staying in their current organization was a matter of
necessity as much as a desire. On the other hand, 23.25% of the respondents who had
served for a period above 10 years agreed that staying in their current organization was a
matter of necessity as much as a desire. Meyer and Allen (1991) argued that the
relationship between (tenure) length of service and organizational commitment revolves
around “the view that commitment is a psychological state that (a) characterizes the
employee’s relationship with the organization, and (b) has implications of the decision to
continue membership in the organization”. The findings by Bateman and Strasser (1984)
also supports the findings of this study in that that organizational commitment is an
32
antecedent of length of service, meaning that, when employees have a strong
commitment to their organization, it will increase their length of service.

It was also found that 53.48% of those who had served for a duration less than 10 years
disagreed with the statement that they would be very happy to spend the rest of my career
with this organization while 23.25% of those who had served for a duration of more than
10 years agreed that they would be very happy to spend the rest of my career with this
organization. Scholl (1981) indicates that the way length of service affects organizational
commitment depends on the approach to commitment that one is adhering to.
Accordingly, length of service is affected either by an employee attitude or a force that
binds an employee to an organization (Zangaro, 2001).

33
 CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction
This chapter presented summary of key research data findings, conclusion and
recommendation of the study. The main objective of the study was to determine the
influence of age and tenure on job satisfaction and commitment of nursing staff at
Jaramogi Oginga Odinga Teaching and Referral Hospital, Kisumu.

5.2 Summary of Findings

The study found that age influences job satisfaction. This was evidenced by the fact that
(39.53%) of the respondents who were dissatisfied with the way the boss handles them
were between 20-34 years old. On the other hand, those who were satisfied with their
jobs were 35years and above as indicated by 51.16%. It was also revealed that 39.53% of
the respondents interviewed aged between 20-29years were dissatisfied with their pay.
On the other hand, the findings of the study reveal that 46.51 of the respondents aged 30
years and above were satisfied by their pay.

On the influence of age on job commitment, the study found that 34.88% of the
respondents aged between 20-34 years were strongly disagreed with a statement that they
would be very happy to spend the rest of my career with this organization while 23.26%
of the respondents 35 years and above agreed with the statement. The study also found
that 39.53% of the respondents aged between 20-34 years really feel that their
organizations’ are not their own. On the other hand, the study found that 41.85 agreed
that they strongly feel as if their organization problems are their own.

Regarding the influence of tenure on job satisfaction, the study found that 44.18% of the
respondents who had served for a period of up to 10years were dissatisfied that their pay
amount to the work they do. On the other hand, 27.9% of the respondents who had
worked for a period above 11 years were satisfied with their pay. It was also revealed that
the respondents who had served for a duration of up to 10 years were dissatisfied with
their jobs as indicated by 39.53% while those who had served for a period above 10 years
indicated that they were dissatisfied as indicated by 27.9%.
34
It was finally found that Tenure influenced job commitment. This was evidenced by the
fact that 46.51% of the respondents who had worked for a period below 10 years strongly
disagreed with the statement that staying in their current organization was a matter of
necessity as much as a desire. On the other hand, 23.25% of the respondents who had
served for a period above 10 years agreed that staying in their current organization was a
matter of necessity as much as a desire. It was also found that 53.48% of those who had
served for a duration less than 10 years disagreed with the statement that they would be
very happy to spend the rest of my career with this organization while 23.25% of those
who had served for a duration of more than 10 years agreed that they would be very
happy to spend the rest of my career with this organization.

The findings from the correlation analysis show that age and tenure affects job
satisfaction and commitment. Age is found to affect job satisfaction and commitment
more that tenure. This is evidence by high correlation coefficient of 0.812 and 0.889 by
age compared to 0.629 and 0.660 by tenure.

5.3 Conclusions
From the findings of the study, it was concluded that age and tenure influences job
satisfaction and commitment among nursing staff at Jaramogi Oginga Odinga Referral
Hospital. Age was found to influence job satisfaction and commitment in that those who
were younger were found to be less satisfied with their pay and the way their bosses
handled them while those who were elderly were more satisfied. Tenure was also found
to affect job satisfaction and commitment in that, those who had served for a long period
of time seemed to me more satisfied and committed compared to those who had served
for a short duration of time.

35
5.4 Recommendations
The following are the recommendations of the study:
The management of hospital should ensure that they provide good work environment for
younger staff to encourage them to be more committed to their jobs. This can be done by
offering them more incentives in as much as they are still in the lower job groups. This
will make them become more satisfied and committed.

Young staff in the hospitals should change their attitude and go into jobs not with high
expectation because the environment may not be that much promising. They should
therefore be encouraged to take their jobs seriously knowing that there are many people
looking for such jobs but cannot get the opportunity

Those who have served for a long duration in the hospitals should act as mentor for the
young generation who join them. This will encourage them and make them change their
attitude even though the work environment may not be that friendly
Finally, hospitals should ensure that the work environment if friendly and that the
resources required by the nurses are available and are effectively functional. This will
change the attitude of the nursing staff thus increasing their job satisfaction and
commitment.

5.5 Limitations of the study

This study was carried out in Jaramogi Oginga Odinga Teaching and Referral Hospital,
Kisumu. This left out other referral hospitals in the country thus affecting the
generalization of the findings of the study to all referral hospitals in Kenya. The findings
of the study may therefore not be generalized to other referral hospitals in the Country.

Another limitation of the study is that it focused on the influence of age and tenure on job
satisfaction and commitment. This left out other factors influencing job satisfaction and
commitment such as remuneration and work environment thus limiting the scope of the
study.

36
5.6 Suggestions for Further Research
This study was carried out in Jaramogi Oginga Odinga Teaching and referral Hospital to
determine the influence of age and tenure on job satisfaction and commitment of nursing
staff. The researcher therefore recommends that another study be done to determine the
factors affecting turnover of nursing staff in other referral hospitals in Kenya which was
not a concern of this study.

37
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 APPENDIX I: LETTER OF INTRODUCTION

Questionnaire No. ………………

Date …………………………….

Dear Respondent
I am a student at the University of Nairobi pursuing a master’s degree course in Human
Resource Management. As part of the academic requirements, I am conducting a research
study on ‘The influence of age and tenure on job satisfaction and commitment of nursing
staff at Jaramogi Oginga Odinga Teaching and Referral Hospital, Kisumu.’’
This will involve use of questionnaires administered to nursing staff. You have been
chosen to take part in making me achieve this objective. I therefore request you to go
through the questionnaire and fill it for research purpose. The information will be used
purely for academic purposes and will be treated with confidentiality.

Thank you in advance.

Hanim A. Anyanzwa

MBA Student(Researcher)
University of Nairobi

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 APPENDIX II: QUESTIONNAIRE
SECTION A:AGE AND TENURE (LENGTH OF SERVICE)VARIABLE SCALE
Instruction: Kindly respond to the questions as honestly as possible.
Tick (√) inside the box to indicate your choice of answer.

1. What is your gender?

. a. Male [ ] b. Female [ ]

2. What is your age bracket?

a. 20-24 [ ] b. 25- 29 [ ] c. 30-34 [ ]
d. 35-39 [ ] e. 40-44 [ ] f. 45 and over[ ]

3. For how long have you worked as a nurse at Jaramogi Oginga Odinga Teaching and
Referral Hospital?

a. Below 4 years [ ] b. 5- 10 years [ ]

c . 11-16 years [ ] d. over 17 years [ ]

4. What is your designation/rank?

a. Senior Nurse [ ] b. Junior Nurse [ ]

5. What is your highest educational/ professional qualification?

a. Preliminary Certificate [ ] d.Higher National Diploma[ ] g.Others(please specify)
b. National certificate [ ] e.Degree [ ] …………………….
c. National Diploma [ ] f. Master degree [ ]

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SECTION B: JOB SATISFACTION SCALE
Instruction: Please respond to the following items by a tick [√] in front of each
statement to show your job satisfaction level.
On my present job, this is how I feel about :

Dissatisfied
dissatisfied

satisfied

satisfied
Neutral
Very

Very
6 Being able to keep busy all the time.
7 The chance to work alone on the job.
8 The chance to do different things from time to time.
9 The chance to be “somebody” in the community.
10 The way my boss handles subordinates.
11 The competence of my supervisor in making
decisions.
12 Being able to do things that don’t go against my
conscience.
13 The way my job provides for steady employment.
14 The chance to do things for people.
15 The chance to tell people what to do.
16 The chance to do something that makes use of my
abilities.
17 The way hospital policies are put into practice.
18 My pay and amount of work I do.
19 The chances for advancement on this job.
20 The freedom to use my own judgment.
21 The chance to try my own methods of doing the job.
22 The working conditions.
23 The way co-workers get along with each other.
24 The praise I get for doing a good job.
25 The feeling of accomplishment I get from the job.

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 SECTION C: ORGANIZATIONAL COMMITMENT SCALE
Instruction: The statements below represent possible feelings that individuals might
have about the organization for which they work. With respect to your own feelings
about the hospital for which you are now working, please indicate the degree of your
agreement or disagreement with each statement by ticking one (√) of the seven responses
in front of each statement.

Neither agree

Strongly agree
Slightly agree
nor disagree
Moderately

Moderately
disagree

disagree
Strongly

disagree
Slightly

agree
26 I would be very happy to spend the
rest of my career with this
organization
27 I enjoy discussing my organization
with people outside it.
28 I really feel as if this organization’s
problems are my own
29 I think that I could easily become as
attached to another organization as I
am to this one.
30 I do not feel like ‘part of the family’ at
my organization
31 I do not feel ‘emotionally attached” to
this organization
32 This organization has a great deal of
personal meaning for me.

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 Neither agree

Strongly agree
Slightly agree
nor disagree
Moderately

Moderately
Strongly
disagree

disagree

disagree
Slightly

agree
33 I do not feel a strong sense of
belonging to my organization
34 I am not afraid of what might happen
if I quit my job without having another
one lined up
35 It would be very hard for me to leave
my organization right now, even if I
wanted to
36 Too much in my life would be
disrupted if I wanted to leave my
organization now
37 It wouldn’t be too costly for me to
leave my organization now
38 Right now, staying with my
organization is a matter of necessity as
much as desire
39 I feel that I have too few options to
consider leaving this organization
40 One of the few serious consequences
of leaving this organization would be
the scarcity of available alternatives
41 I think that people these days move
from hospital to hospital too often.
42 I do not believe that a person must
always be loyal to his or her
organization

49
 Neither agree

Strongly agree
Slightly agree
nor disagree
Moderately

Moderately
Strongly
disagree

disagree

disagree
Slightly

agree
43 Jumping from organization to
organization does not seem at all
unethical to me
44 One of the major reasons I continue to
work for this organization is that I
believe that loyalty is important and
therefore feel a sense of moral
obligation to remain
45 If I got another offer for a better job
elsewhere I would not feel it was right
to leave my organization.
46 I was taught to believe in the value of
remaining loyal to one organization
47 Things were better in the days when
people stayed with one organization
for most of their careers.
48 I do not think that wanting to be a
‘hospital man’ or ‘hospital woman’ is
sensible anymore

Thank you very much for your co-operation.

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