CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Job satisfaction is outlined as psychological state of how a personal feel towards work, in

various words, its people’s feelings and attitudes regarding variety of intrinsic and

extrinsic elements towards jobs and the organizations they perform their jobs in. The

elements of job satisfaction are related to pay, promotion, benefits, work nature,

supervision, and relationship with colleagues (Mosadegh, 2009). In addition, to keeping

costs down and ensuring organizational existence, they're being encouraged to vary the

way they work and to simply accept new ways that of being organized and managed so as

to gain competitive advantage.

It is a general understanding that job satisfaction is an attitude towards job, in other words

job satisfaction is an affective or emotional response toward various facets of one’s job.

A person with a high level of job satisfaction holds positive attitudes towards his or her

job, while a person who is dissatisfied with his or her job holds negative attitudes about

the job. Job satisfaction is a result of employees’ perception of how well their job

provides those things which are viewed as important. Job satisfaction is also defined as

reintegration of effects produced by individual’s perception of fulfillment of his needs in

relation to his work and the surrounding.

Furthermore, Job satisfaction represents a complex assemblage of cognition, emotion and

tendencies. There is no definite way of measuring job satisfaction, but there are varieties

of ways to identify when an employee is satisfied or dissatisfied with his or her job. A

1
 questionnaire can be used to measure job satisfaction, in this method, it measures the

satisfaction with the different dimensions or facets of the job by the employee and sum of

all satisfactions scores will be taken as the overall job satisfaction (JS). Almost any job

related factor can influence a person’s level of job satisfaction or dissatisfaction and there

are a number of factors that influence job satisfaction. The major ones can be

summarized by recalling the dimensions of job satisfaction and they are pay, the work

itself, promotions, supervision, workgroup, and working conditions.

Moreover, employee performance very much depends on perception, values and

attitudes, there appear to be so many variables influencing the job performance that is

almost impossible to make sense of them. Performance is defined as a function of

individual ability and skill and effort in a given situation. In the short run, employee’s

skills and abilities are relatively stable. Therefore, for the purpose of the study, the

researcher defines the performance in terms of effort extended to the job of an employee.

Effort is an internal force of a person which makes him or her to work willingly when

employees are satisfied with their job and their needs are met, they develop an attachment

to work or we say that they make an effort to perform better but increased effort results in

better performances.

1.2 Statement of the Problem

Attainment of a high level performance through productivity and efficiency has always

been an organization’s goal of high priority. In order to do that, highly satisfied work

force is an absolute necessity, but when employees feel dissatisfied with the nature of job

they do, their level of commitment could be deliberately reduced and since employees are

2
 the engine room of an organization, their dissatisfaction with the nature of job they do

could pose a threat to the overall performance of the organization.

A dissatisfied employee tends to have a low morale towards the job and when employees’

morale to the job is low, their performance could be affected. It is in this regard that the

researcher intended to examine the effect of job satisfaction determinants on worker’s

productivity, a study of Federal Polytechnic Nasarawa.

1.3 Objectives of the Study

The main objective of the study is to investigate the effect of job satisfaction

determinants on worker’s productivity in Federal Polytechnic Nasarawa.

The study seeks to achieve the following objective:

i. To investigate the effect of working environment on worker’s productivity in

Federal Polytechnic Nasarawa.

ii. To investigate the effect of job safety and security on worker’s productivity in

Federal Polytechnic Nasarawa.

iii. To investigate the effect of relationship with colleagues on worker’s productivity

in Federal Polytechnic Nasarawa.

1.4 Research Questions

In line with the above objectives, the study set out to answer the following questions.

i. What is the effect of working environment on worker’s productivity in Federal

Polytechnic Nasarawa?

3
 ii. What is the effect of job safety and security on worker’s productivity in Federal

Polytechnic Nasarawa?

iii. What is the effect of relationship with colleagues on worker’s productivity in

Federal Polytechnic Nasarawa?

1.5 Research Hypotheses

The following research hypotheses was formulated to guide the researcher in arriving at

valid conclusion, thus they are stated in their null form (i.e. Ho);

H01: Working environment has no significant effect on worker’s productivity in Federal

Polytechnic Nasarawa.

H02: Job safety and security has no significant effect on worker’s productivity in Federal

Polytechnic Nasarawa.

H03: Relationship with colleagues has no significant effect on worker’s productivity in

Federal Polytechnic Nasarawa

1.6 Scope and Limitation of the Study

Since the researcher cannot cover all the institution in Nigeria within limit and available

resources, the study covered only Federal Polytechnic Nasarawa town for the purpose of

this study. These include the management, supervisory and the junior cadre of the

organization. All cadres of staff at the schools were selected as samples for the purpose of

questionnaires administration.

In the course of carrying out this study, it is envisaged that certain challenges will be

encountered. These include: time constraint due to the detailed nature of the topic to be

4
 investigated, access to respondents could be difficult due to the ever-busy schedule of

those to be interviewed.

1.7 Significance of the Study

The outcomes of the research would benefit the management of Federal Polytechnic

Nasarawa to know the various systems which they are able to adopt. Additionally, the

study would be a useful source to those inquisitive about establishing a business in the

banking sector considering they'll be capable of recognize what to do right to succeed and

what if carried out wrong will bring the enterprise down.

Most importantly, this research is more aimed at providing some practical suggestions on

the system to be installed in place with a purpose to gain competitive benefit. The policy

makers would acquire knowledge of the sector dynamics and also the appropriate

systems; they'd therefore obtain guidance from this study in designing applicable policies

that might regulate the sector.

Future scholars ought to use the outcomes of this research as a source of reference. The

finding of this observation is to compare with different factors in other sectors to attract

conclusions on diverse approaches in which a company can make sure that they ensure

their employees are satisfied in their job. It would also benefit consultants who endeavour

to provide assistance to successful running of businesses coming up with effective

systems that ensures employees job satisfaction.

1.8 Historical Background of Federal Polytechnic Nasarawa

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 Today’s United Bank for Africa Plc (UBA) is the product of the merger of Nigeria’s third

(3rd) and fifth (5th) largest banks, namely the old UBA and the erstwhile Standard Trust

Bank Plc (STB) respectively, and a subsequent acquisition of the erstwhile Continental

Trust Bank Limited (CTB). The union emerged as the first successful corporate

combination in the history of Nigerian banking. UBA’s history dates back to 1948 when

the British and French Bank Limited (BFB) commenced business in Nigeria and the

erstwhile STB and CTB both in 1990.

Following Nigeria’s independence from Britain, UBA was incorporated in 1961 to take

over the business of BFB. Although today’s UBA emerged at a time of industry

consolidation induced by regulation, the consolidated UBA was borne out of a desire to

lead the domestic sector to a new era of global relevance by championing the creation of

the Nigerian consumer finance market, leading a private/public sector partnership at

supporting the acceleration of Nigeria‘s economic development, and growing the

institution from a banking to a one-stop financial services institution, while spreading its

footprints across Africa to earn the reputation as the face of banking in the continent.

Today, United Bank for Africa Plc is one of Africa’s leading financial institutions

offering universal banking to more than 7 million customers across 750 branches in 16

African countries; with presence in New York, London and Paris and assets in excess of

$19bn.

1.9 Definition of Relevant Terms

The following terms were defined as used in this study:

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Staff: Means a person or group of persons, as employees, charged with carrying out the

work of an establishment or executing some undertaking.

Job: job is a task responsibility or a particular piece of work an individual is expected to

perform

Incentives: it refers to any means that makes an employee desire or to do better, try

harder and expand more energy

Impact: The impression made by a person, things or idem

Management: is the act of getting things done through and with people

Morale: the amount of confidence, enthusiasm, motivation, satisfaction that an individual

or an individual at a particular time.

Motivation: Is defined as internal driving forces that result in the direction, intensity, and

persistence of behavour. Motivation could equally be defined as that which causes an

individual to forget his or her interest and pursue the interest of an organization.

Productivity: is the output one is able to offer to the society or organization as in

expected achievement.

7
 References

Mosadegh, A. M. (2009). Factors Affecting Employees' Job Satisfaction in Public

Hospitals: Implications for Recruitment and Retention. Journal of General
Management.

8
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter contains a review of literature regarding job satisfaction determinants in

organization. In this chapter the researcher will bring out what others have written about

time management and the impact on employees’ productivity.

2.2 Concepts of the Study

2.2.1 Concept of Job Satisfaction

The concept of job satisfaction, viewed through different lenses by various scholars, is

defined differently. Greenberg and Baron (2008), for instance, viewed job satisfaction as

a feeling that can produce a positive or negative effect toward one's roles and

responsibilities at work and added that it is important to understand the concept of job

satisfaction as there is no single way to satisfy all workers in the workplace. Job

satisfaction can also be defined as a worker's emotional response to different job related

factors resulting in finding pleasure, comfort, confidence, rewards, personal growth and

various positive opportunities, including upward mobility, recognition and appraisal done

on a merit pattern with monetary value as compensation. Greenberg and Baron (2008)

saw it as a positive feeling toward a person's job. This concept, according to George and
9
Jones (2005), is the combination of feelings and beliefs, which include the mental,

emotional, and physical domains. Arnett, Laverie and McLane's (2002) definition is

summarized by saying that job satisfaction is reflected as an employee's general affective

assessment of himself or herself in the context of his or her job.

Cranny, Smith and Stone (2014) defined job satisfaction as employees' emotional state

regarding the job, considering what they expected and what they actually got out of it. In

fact, an employee with low expectations can be more satisfied with a certain job than

someone who has high expectations. If one's expectations are met or exceeded by the job,

then one is happy and satisfied with the job.

Weiss (2012) cites Locke (2002) who defined job satisfaction as feelings of contentment

derived from the appraisal of one's job and the understanding that the job is assisting in

achieving one's goals. Job dissatisfaction is the unpleasant affections that one feels if one

appraises the job as a barrier in achieving one's values. Locke (2002) states that three

factors exist in any appraisal process of the job: the perception about the facet of the job,

a value system, and an evaluation of the relationship between the perception and the

value system.

Furthermore, employees have set goals and values in mind, if their job assists them in

achieving those goals, they are satisfied. Robbins (2005) defined job satisfaction as a set

of emotions that one feels about one's job. Smith, Kendall and Hulin (2007) defined job

satisfaction as "feelings or affective responses to facets of the situation. Smith (2009)

stated that those feelings are caused by the difference between what is expected from the

job and what is actually experienced, and comparing this difference to alternative jobs.

10
 Agho, Mueller and Price (2011) defined job satisfaction as the extent to which workers

are happy with their jobs.

2.2.2 Determinants of Job Satisfaction

2.2.2.1 Working Environment

Work environment can be defined as the physical and social situations in which an

individual must function. Work environment satisfaction connects to the degree to which

employees reflect themselves as being satisfied, within the conditions of their physical

working environment (Harputlu, 2014). Working atmosphere is also a good predictor of

an individual’s job fulfilment in the organisation. According to Javed, and Balouch

(2014), the workplace may have either a positive or negative impact on the satisfaction

level of individuals, depending upon the nature of the work. For workers to achieve

optimally, they need to be placed in a conducive working atmosphere. The more

conducive the environment, the better the outcome will be. Fulfilment of the individual

plays an important part in the success of the organisation.

Ssegawa (2011) suggested that an organisation should also provide workers with all the

crucial possessions so as to make it possible for the employees to do their job.

Furthermore, he stated that the working environment satisfaction briefly includes the

following four dimensions: Firstly, working places (natural environment) includes

moisture, brightness, and noise, smells and so on. Secondly, working places equipment,

whether the employee can suitably obtain them. Thirdly, working hours and the amount
11
 of overtime worked. Fourthly, safety in the working atmosphere. Harputlu (2014)

supported these findings by asserting that all forms of noise cause tension, especially

when trying to focus on something. Hence, people become disturbed when they get

distracted by unexpected noises, such as telephones and other people’s discussions.

Additionally, some researchers examining the relationship between employee closeness

to others found that employees reported low autonomy and satisfaction when close to

many co-workers.

Govender (2014) highlighted that workers prefer physical settings that are harmless,

clean, and calm and with a minimum degree of distractions to perform their daily duties.

Singh and Jain (2013) concluded in their study that a decent work situation increases an

individual’s job fulfilment and the individual will try to provide his or her best which can

raise the worker’s performance.

2.2.2.2 Payment Packages

Salary is one of the most significant features that affect job fulfilment. Businesses need to

put an instrument in place in order to assess employee performance and offer decent

income increases. Singh and Jain (2013) indicated that payment can be labelled as the

extent of payment that an employee accepts from the job. Employees should be fulfilled

with competitive salary packages while linking their pay with those who are working in

the same business. Additionally, they stated that it is clear that public organisations are

not motivated only by salary, but there are other factors such as development and

acknowledgment. Basically, a poor reward system lessens individual job fulfilment.

Ssegawa (2014) opined that Hertzberg’s motivation-hygiene theory indicates that salary

is one of those hygiene aspects which eliminate job dissatisfaction.

12
2.2.2.3 Job Security

Ssegawa (2014) specified that safety in the working station is also a vital factor and

defines an individual’s personal feelings about the safety of his or her employment

position. These feelings are said to differ from individual to individual. Individuals who

perceive job insecurity are considered to be less motivated in their jobs. In addition, job

security lessens the individual’s turnover, as well as preserving stable employment

relations in organisations. According to Prerana (2017) in his study he directed that job

insecurity is a critical factor that relates to satisfaction, and job insecurity has both a

direct and indirect effect on work actions and emotions. Employment security is essential

for individuals who rank it as one of the most central aspects for their obligation to an

organisation. Job security also plays a crucial role in reducing employee turnover, as well

as keeping stable employment associations in organisations. It is essential to retain

human capital investment Ssegawa (2014).

2.2.2.4 Recognition

Recognition comes in countless forms but Flynn (2013) defines it as a non-financially

positioned payment specified in respect of a success that does not depend on attaining

pre-established goals. Saeed, Lodhi et al., (2013) mention that an individual turns out to

be loyal to their organisation when he/she received acknowledgement to his or her work.

Additionally, workers know that they are respected in the organisation.

2.2.2.5 Relationship with Colleagues

Mafini and Dlodlo (2014) recognised that being active in a team is carefully allied with

the opportunity to absorb innovative effects. Job expansion has been found to be

13
completely connected to job satisfaction. Having approachable and supportive colleagues

leads to increased employee job satisfaction. According to Moloantoa (2015),

communications of the labours surrounded by the organisation, whether with supervisors

or peers, are what an interpersonal relation are comprised of, and is one instrument of

satisfaction or dissatisfaction. All employees desire to be well looked-after with

admiration by those they work with. Team work fulfilment can be explained as a

fulfilment that is based on workers’ collaboration with their associates. Workers should

show thoughtfulness towards each other, decent team work, provision and welcoming

associations with their fellow workers (Kamau, 2015). Studies have discovered have

discovered that bonding with co-workers is the fifth strongest element of job fulfilment.

This result replicates the meaning that social relations in the place of work can have on

workers’ job fulfilment (Saeed, Lodhi, Iqbal, Nayyab, Mussawar and Yaseen 2013)

Furthermore, he stated that a worker wants managers who have a link with them.

Supervisor and peer relationships are the key role players in shaping job satisfaction in

many organisations. Employees’ issues, especially with their supervisors, are found and

these clashes between them make them uncomfortable and reluctant to share good and

innovative ideas with each other. Management limits them to their tasks besides

generating a sense of accountability across employees by inspiring team workers to

achieve a high performance (Rahman et al., 2017). Cooperation with co-workers is the

most fundamentals issue among all job satisfaction determinants; employees do not

satisfy many sub-factors. Employees do not think that they have a chance to choose a

department in which they desire to work. Perhaps, when employees start to work, before

the tasks, employees’ characteristics should be taken into account (Unutmaz, 2014).

14
2.2.3 Needs of Job satisfaction

i. Job satisfaction puts human resources into action: Every organization requires

physical, financial and human resources to accomplish to goals. It is through motivation

that the human resources can be utilized by making full use of it. This can do by building

willingness in employees to work. This will help the organization in securing best

possible utilization of resources.

ii. Job satisfaction improves level of efficiency of employees: The level of subordinate

or an employee does not only depend upon his qualification and abilities but also on

willingness to work toward goals and objectives. For getting best of employee work

productivity, the gap between ability and willingness has to be filled which helps in

improving the level of productivity of subordinates. This will result into;

a. Increase in productivity,

b. Reducing cost of operations

c. Improving overall efficiency.

iii. Job satisfaction leads to achievement of organizations goals: The goals of an

organization can be achieved only when the following factors take place:

a. There is best possible utilization of resources,

b. There is a corporative work environment

productivity, the gap between ability and willingness has to be filled which helps in

improving the level of productivity of subordinates. This will result into;

a. Increase in productivity,
15
 b. Reducing cost of operations

c. Improving overall efficiency.

iv. Job satisfaction leads to stability of work force: Stability of workforce is very

important from the point of view of reputation and goodwill of an organization. The

employees can remain loyal to the organization only when they have a feeling of

participation in management. The skills and efficiency of employees will always be of

advantage to employees as well as employers.

2.2.4 Workers’ Productivity

Worker Productivity is a degree of accomplishment of task(s) that make up an

employee’s job. This definition was in line with the definition given by business

dictionary (2010), that employees performance is the accomplishment of a given task

measured against pre-set standards of accuracy, completeness, cost and speed. Managers

at workplace must ensure that employees activities and output contribute to the

organization goals. This process requires knowledge of what activities and outputs are

designed, observing whether they occur and providing feedback to help improve

employees morale and to meet expectation (Nmadu, 2013).

However, employees performance is associated with productivity which translates to

quantity of output, quality of output, timeliness of output, presence or attendance on the

job, morale at work, efficiency of the work completed and effectiveness of work

completed (Mathis, Fredrick and Kenneth 2009). It is the standard to which someone

does something such as a job or examination (Macmillan English Dictionary for

Advanced Learners 2007). Employees performance if it is recognized by managers or

16
superiors within the organization is often rewarded by financial and other benefits.

Performance is a major although not the only prerequisite for future career development

and success in the labour market. Although there might be exceptions, high performers

get promoted more easily within an organization and generally have better career

opportunities than low performers (Nmadu 2013).

Gibson (2012), employee performance is a measure of the morale of employee, effective

and efficient completion of mutually agreed tasks by the employee, as set out by the

employer. According to Nmadu (2013), performance is measured in terms of

productivity, job satisfaction, turnover and absenteeism.”Moreover, authors agreed that

when conceptualizing employees performance one has to differentiate between an action

(i.e., behavioural) aspect and an outcome aspect of employees performance (Richard,

2009). The behavioural aspect refers to what an individual does in the work situation.

Moreover, only actions which can be scaled, i.e., measured, are considered to constitute

employees performance (Richard, 2009).

Furthermore, outcome aspects of performance depend also on factors other than the

individual’s behaviour. For example, imagine a teacher who delivers a perfect reading

lesson (behavioural aspect of performance), but one or two of his pupils nevertheless do

not improve their reading skills because of their intellectual deficits (outcome aspect of

performance). Imagine a sales employee in the telecommunication business who shows

only mediocre performance in the direct interaction with potential clients (behavioural

aspect of performance), but nevertheless achieves high sales figure for mobile phones

(outcome aspect of performance) because of a general high demand for mobile phone

equipment. In practice, it might be difficult to describe the action aspect of performance

17
 without any reference to the outcome aspect. Because not any action but only actions

relevant for organizational goals constitute performance, one needs criteria for evaluating

the degree to which an individual’s performance meets the organizational goals. Thus, the

emphasis on performance being an action does not really solve all the problems.

2.2.5 Productivity and Job Satisfaction

The most challenging subjects in job satisfaction is its relationship with productivity,

organizational responsibility, physical and mental health, so that person will work with

better mood and will learn more skills and finally promotions in his performance

(Comber, Barriball,2007). Dizgah, Chegni, Bisokhan (2012) noted three theories related

to the study: productivity leads to satisfaction, satisfaction leads to productivity; awards

is a medium between satisfaction and productivity. The first two theories are supported

strongly, but the third is award. Award not only promote the productivity but also effect

on job satisfaction.

Stirs and Porter (1991), states that ‘‘the higher motivation and more positive attitude

towards job, the higher productivity he will have vice versa’’. Vroom (1964) studied this

relation and show that there is a positive relation between job satisfaction and

productivity.

2.3 Theoretical Framework

The following theories can be used to explain the reward system being adopted by

various firms in order to guarantee employees are fulfilled with their job.

2.3.1 Herzberg Two-Factor Theory

18
 The analysis conducted by Hertzberg determined what people truly need from their jobs.

The respondents had to explain work situations in which they felt satisfied or dissatisfied

in their jobs. The characteristics associated with job delight covered advancement,

recognition, the work itself, accomplishment, growth and responsibilities. Hertzberg

mentioned these

characteristics as “motivator”. The characteristics related to dissatisfaction, which

included working conditions, supervision, interpersonal relationships, company policy

and administration (Robbins, 2001). Thus, they reviewed that job satisfaction and

dissatisfaction as independent.

Herzberg’s two-factor theory is a key frame of reference for managers who need to

achieve an understanding of job satisfaction and connected job performance issues

(Schermerhorn, 1993). He asserts that the two-factor concept is a beneficial reminder that

there are two necessary aspects of all jobs: what individuals do in terms of job content,

and also the work setting in which they're doing it (job context). Schermerhorn suggests

that managers ought to attempt to unendingly eliminate poor hygiene sources of job

discontent inside the workplace and guarantee building satisfier factors into job content to

maximize possibilities for job delight. This theory has connectedness and very important

to the current study therein it acknowledges that staffs have two classes of wants that

operate in them which both ought to be addressed.

2.3.2 Equity Theory

The values of this theory are also major determinants of job satisfaction as Adams,

(2003) supported. Equity theory includes a range of noticeable issues like executive
19
 remuneration, equal value, and similar worth. Adams (2003) argued that there is little

interest in the level of payments than the awareness of fairness among the others, which

can determine satisfaction. Thus, equity is rarely accepted and usually people react to

inequity by decreasing their personal effort, demanding more equitable treatment and

attempting to find alternative employment (Adams, 2003). Furthermore, the unfair

distribution of rewards can lead to lower levels of commitment, higher rate of absence

and finally to a worse organizational performance. Therefore, the accomplishment of

equity in rewards must be a major objective for the managers. The difficulties that

usually appear, according to Thorpe and Homan (2000), lie in setting an objective

measurement of "differential and relativities" like efforts, skills, experience, needs. It is

essential that rewards should be fairly distributed but there are not satisfactory methods to

give such outcomes.

Organizations with better payments and rewards are more productive than their

competitors that pay less (Preffer, 2005). Higher payments are likely to attract and retain

the most motivated and qualified employees who can be the basis for competitive

strategies based on innovation, quality and price. Wood (2006) mentions that group

payments are a stronger motivation rather than focusing on individual performance.

Motivators can also be the participation of the employees in designing the rewards

systems and the high rate of internal equity by minimizing the differential between the

highest and the lowest paid and by using analytical and formal job evaluation schemes

(Wood, 2006).

2.1.3 Maslow Satisfaction Theory

20
Maslow believed that because of the distribution of satisfying work only a small portion

of the population reaches this level. Thus self-actualization is for most people a need that

will motivate them for the rest of their lives. When jobs are infrequent, employees are

motivated solely by shortage needs. When jobs are easily satisfied, social needs become

important stimuli in the place of work. Once social needs are met, intrinsic aspects of the,

the amount of challenge, responsibility and autonomy it offers become increasingly

noticeable to employee motivation. Maslow’s theory thus suggests that employees will

always want to move from their employers. Applied to the present study, this theory

implies that for teachers to be satisfied, they have to be well paid, have good working

conditions, be protected against murder, fire, accident, disability, have good relationships,

high levels of achievement, recognition and status (Segalla, Rouzies, & Weitz, 2006). In

view of needs hierarchy theory, the researcher thought it was important to examine the

level of needs satisfied among the head teachers and consequently unearth the factors that

cause satisfaction and dissatisfaction in their jobs.

De Troyer, (2000) facet overall satisfaction theory distinguished between overall

satisfaction and facet satisfaction. According to him, facet satisfaction refers to people’s

affective reaction to specific factors of their work inclusive of pay, supervision and

opportunities for promotion. Overall satisfaction refers to a person’s affective reaction to

his total job. Therefore satisfaction is conceived in terms of job facet and overall job

satisfaction as a compilation of feelings of satisfaction on an array of facets. Lawler’s

facet/overall satisfaction is the most valid in measuring satisfaction. It’s relevant for this

study in that for the head teachers to attain job satisfaction all aspects of their job have to

21
 be fulfilling. Such aspects may include pay, supervision, opportunities for career

advancement and good working conditions.

2.4 Summary

This chapter was to provide the literature review related to determinants of job

satisfaction on workers productivity. The literature also confirms that intrinsic and

extrinsic factors have an outcome on employee job satisfaction or dissatisfaction. These

factors are in the relationships with colleagues, the working environment, the work itself,

promotions, recognition, job security. It is very dynamic towards this study to see how

employees respect their levels of satisfaction or dissatisfaction in terms of the above

factors. The chapter also acknowledged the needs of Job satisfaction as they are essential

in this study. The following chapter focuses on the methodology that was utilised for this

study.

22
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Middle-East Journal of Scientific Research, 16(11), pp.1476-1482.

Schermerhorn, W.P. Hunt, G.T. & Osborn, T.I. (2003), Let’s use job security as a
productivity builder. Personnel Adm., 29(1): 38-44.

Smith, F.J., Kendall, Z.W. and Hulin, E.M. (2007), Job Satisfaction of Professional
and Paraprofessional Library Staff at Chapel Hill, North Carolina.University of
North Carolina at Chapel Hill.

Smith, H.U. (2009), Hours of work, job satisfaction and productivity. Public
Productivity Rev., 2. (3): 46-56.

Ssegawa, G. 2014. Factors Influencing Employee Job Satisfaction and Its Impact On
Employee Performance: A Case of Unilever Kenya. MBA, United States
International University Africa,

24
 Singh, J. K. and Jain, M. 2013. A Study of employees’ job satisfaction and its impact on
their performance. Journal of Indian Research, 1(4), pp.105-111.

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State University.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter is aimed at identifying the various methods applied in collecting data for this

research work.

3.2 Research Design

The study is a survey descriptive research set out to assess the effect of job satisfaction

determinants on workers’ productivity in United Bank for Africa (UBA), Nasarawa town

Nasarawa State. This present an oriented methodology used to investigate population by

selecting samples to analyze and discover occurrences. Questionnaire is mainly used as

an instrument of data collection.

3.3 Research Population

25
 Population is defined as the total number of persons in a universe. Eheduru (2005)

defined it as the “totality of all cases which possesses a set of well-defined characteristic

or conform to some design.” it is the entire group of items which the researcher wishes to

study and plan to generalize on. Thus, this research work includes all categories,

departments and units in the bank (UBA Nasarawa) totaling 34.

3.4 Sample Technique & Sample Size

The researcher used a non-probability sampling technique to using a purposive sampling

method, adopting the whole of the population of the study as its sample size due to its

size and accessibility.

3.5 Sources and Instrument of Data Collection

In carrying out the research, the researcher gathered information from two main sources

which are primary and secondary sources.

a. Primary data: This is first-hand information that needs to be defined to the purpose

of the project. The researcher made use of questionnaire and interview as major

source of primary data.

b. Secondary data: This involves reference to textbook, journal as tides annual reports

written in the topic of the research. The researcher made use of the Company website

to extract general information about the Company in general.

26
 The research made use of the following procedures in gathering data: Questionnaires.

Questionnaire:

A questionnaire is a list of questions designed to elicit information from specified target

respondents. This they do, by filling in answers in spaces provided for that purpose.

Administration of the questionnaire was face-to-face method. Here, questionnaires were

filled by the respondents either directly or by another person in the presence of the

researcher. The major advantage is that it is taken seriously by the respondents since the

researcher is right there. It is faulted because of its proneness to bias. The presence of the

researcher could influence the responses given by the respondents. Classification or the

basis of how the questionnaire is structured is closed-ended questionnaires. These provide

fixed answers to the questions asked and require the respondents to fill the ones thought

suitable.

Questionnaire Design

The questionnaire was made up of two (2) sections; A and B. Section A consist of

personal data relating to the respondents, while section B is the main body that is in

relation to the variables in the research work. It was design that the respondent tick

appropriately from the options provided.

Questionnaire Distribution and Collection

A total of thirty-four (34) questionnaires were distributed, out of 34 respondents only 31

respondents properly filled and returned their questionnaires.

3.6 Method of Data Analysis

27
The data collected was analyzed quantitatively using the Statistical Package for

Social Science (SPSS). The computed data was also analyzed using descriptive

statistics including frequencies, means, and percentages. Interpretation of the data

was done within the frame of reference of the research problem. Correlation

statistics was used to determine the relationship between the dependent and

independent variables as follows:

Y = β0 +β1X1+β2X2+β3X3+ε

Whereby:

Y = Workers’ Productivity

β0 = constant

β 1, β2 & β3 = coefficients of the determinants of job satisfaction factors

X1 = Working Environment

X2 = Job safety and security

X3 = Relationship with colleagues

ε = Error term

28
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 Introduction

This chapter deals with the presentation of data, analysis of hypotheses and interpretation

of results. Thirty-four (34) questionnaires were administered to staff of UBA Bank

Nasarawa Town and thirty-one (31) were duly filled and returned. This represents 78 per

cent response rate.

4.2 Data Presentation, Analysis and Interpretation

Section A: Bio-Data of the Respondents

Table 1: Sex
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 13 43.3 43.3 43.3
Female 18 56.7 56.7 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022
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The table shows that 43.3% of the respondents are male while the remaining 56.7% of the

respondents are female. This indicate that majority of the workforce in the bank are

female.

Table 2: Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 21-30 Years 8 26.7 26.7 26.7
31-31 Years 10 33.3 33.3 60.0
41-50 Years 8 26.7 26.7 86.7
51 Years and above 4 13.3 13.3 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveal that 26.7% of the respondent are in the age category of 21-30 years,

33.3% respondents are in the age category of 31-31 years, 26.7% respondents are in the

age category of 41-50years, while the remaining 13.3% respondents are in the age

category of 51 years and above. This indicate that the majority of the respondents are

within the age range of 21-50years, this then means that the workforce of the bank is full

with vibrant and energetic staff.

Table 3: Marital Status

Cumulative
Frequency Percent Valid Percent Percent
Valid Single 11 35.5 35.5 35.5
Married 20 64.5 64.5 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

The table shows that 35.5% of the respondents are male while the remaining 64.5% of the

respondents are female. This indicate that majority of the workforce in the bank are

married.

Table 4: Academic Qualification

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 Cumulative
Frequency Percent Valid Percent Percent
Valid ND/NCE 10 32.3 32.3 32.3
HND/B.Sc 15 48.4 48.4 80.7
MBA/M.Sc 5 16.1 16.1 96.8
Ph.D 1 3.2 3.2 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveal that 32.3% of the respondents are in the academic qualification category

of ND/NCE, 48.4% respondents are in the category of HND/B.Sc, 16.1% respondents are

in the category of MBA/M.Sc, while the remaining 3.2% respondents are in the category

of Ph.D. This indicate that the majority of the respondents are HND/B.Sc holders.

Table 5: Department
Cumulative
Frequency Percent Valid Percent Percent
Valid Operations 15 48.4 48.4 48.4
Marketing 10 32.3 32.3 80.7
Customer Service 1 3.2 3.2 83.9
Teller 5 16.1 16.1 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveal that 48.4% of the respondents work in operations department, 32.3%

respondents work in marketing department, 3.2% respondents work in customer service

department, while the remaining 3.2% respondents work in teller department. This

indicate that the majority of the respondents work in the operations department.

Table 6: Resources in the organization are in a fair condition

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly agree 10 33.3 33.3 33.3
Agree 13 43.3 43.3 76.7
Disagree 8 23.3 23.3 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022
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The table shows that 33.3% of the respondents strongly agreed that resources in the

organization are in a fair condition, 43.3% agreed, while the remaining 23.3% disagreed

with the statement. This indicates that resources in the organization are in a fair

condition.

Table 7: My workload is manageable

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 21 71.2 71.2 71.2
Agree 7 22.0 22.0 93.2
Neutral 1 1.7 1.7 94.9
Disagree 2 3.4 3.4 98.3
Strongly Disagree 1 1.7 1.7 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 71.2% of the respondents strongly agreed that workload is

manageable, 22.0% of the respondents agreed, 1.7% of the respondents were of neutral

view to opinion, 3.4% of the respondents disagreed with the statement, while the

remaining 1.7% of the respondents strongly disagreed. From the analysis, majority of the

respondents strongly agreed that the standards and ratings vary widely and sometimes

unfairly from supervisor to supervisor.

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Table 8: The physical office environment (office layout, safety, ventilation etc.) is
conducive to optimal performance.
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 5 16.9 16.9 16.9
Agree 14 44.1 44.1 61.0
Neutral 6 20.3 20.3 81.4
Disagree 4 11.9 11.9 93.2
Strongly Disagree 2 6.8 6.8 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 16.9% of the respondents strongly agreed that the validity of the

physical office environment (office layout, safety, ventilation etc.) is conducive to

optimal performance, 44.1% of the respondents agreed with the statement, 20.3% of the

respondents were neutral, 11.9% of the respondents disagreed, while the remaining 6.8%

of the respondents strongly disagreed. From the analysis, majority of the respondents

agree that the physical office environment (office layout, safety, ventilation etc.) is

conducive to optimal performance.

Table 9: My bank is concerned with the safety of their employees by having access
control of people who enter in the organisation’s building/facilities.
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 9 30.5 30.5 30.5
Agree 8 27.1 27.1 57.6
Neutral 11 33.9 33.9 91.5
Disagree 2 6.8 6.8 98.3
Strongly Disagree 1 1.7 1.7 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 30.5% of the respondents strongly agreed that bank is concerned

with the safety of their employees by having access control of people who enter in the

organisation’s building/facilities, 27.1% of the respondents agreed with the statement,

33
33.9% of the respondents were found neutral to the statement, 6.8% of the respondents

disagreed, while the remaining 1.7% of the respondents strongly disagreed. From the

analysis, majority of the respondents were found neutral to the statement that bank is

concerned with the safety of their employees by having access control of people who

enter in the organisation’s building/facilities.

Table 10: I am happy with overall job security.

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 5 15.3 15.3 15.3
Agree 10 32.2 32.2 47.5
Neutral 9 30.5 30.5 78.0
Disagree 5 15.3 15.3 93.2
Strongly Disagree 2 6.8 6.8 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 15.3% of the respondents strongly agree that they are happy with

overall job security, 32.2% of the respondents agree, 30.5% of the respondents were of

neutral position, 15.3% of the respondents disagree, while the remaining 6.8% of the

respondents strongly disagree. From the analysis, majority of the respondents agree that

they are happy with overall job security.

Table 11: There is a proper and transparent employee wellness policy and strategy.

34
 Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 6 18.6 18.6 18.6
Agree 14 47.5 47.5 66.1
Neutral 7 22.0 22.0 88.1
Disagree 3 8.5 8.5 96.6
Strongly Disagree 1 3.4 3.4 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table depicts that 18.6% of the respondents strongly agreed that there is a proper and

transparent employee wellness policy and strategy, 47.5% of the respondents agreed,

22.0% of the respondents were of neutral to the statement, 8.5% of the respondents

disagreed, while the remaining 3.4% of the respondents strongly disagreed. Showing

from the analysis, majority of the respondents agreed to the statement that there is a

proper and transparent employee wellness policy and strategy.

Table 12: My supervisor is approachable to discuss work related issues

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 7 16.9 16.9 16.9
Agree 12 31.7 31.7 57.6
Neutral 9 30.5 30.5 88.1
Disagree 2 6.8 6.8 94.9
Strongly Disagree 1 5.1 5.1 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022
This table shows that 16.9% of the respondents strongly agreed that their supervisor is

approachable to discuss work related issues, 31.7% of the respondents agreed, 30.5% of

the respondents were neutral, 6.8% of the respondents disagreed, while the remaining

5.1% of the respondents strongly disagreed with the statement. Illustrating from the

analysis, majority of the respondents agree that their supervisor is approachable to

discuss work related issues.

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Table 13: My supervisor treats all his subordinates fairly and equally
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 9 30.5 30.5 30.5
Agree 16 50.8 50.8 81.4
Neutral 5 16.9 16.9 98.3
Strongly Disagree 1 1.7 1.7 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table divulges that their supervisor treats all his subordinates fairly and equally;

30.5% of the respondents are strongly agreeing to the same fact, 50.8% of the

respondents agreed, 16.9% of the respondents were found of neutral view, while the

remaining 1.7% of the respondents strongly disagreed.

Table 14: My superior is helpful in resolving work related issues.

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 3 10.2 10.2 10.2
Agree 7 23.7 23.7 33.9
Neutral 12 37.3 37.3 71.2
Disagree 8 25.4 25.4 96.6
Strongly Disagree 1 3.4 3.4 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 10.2% of the respondents strongly agree that their superior is

helpful in resolving work related issues, 23.7% of the respondents agreed, 37.3% of the

respondents were of neutral opinions, 25.4% of the respondents disagreed, while the

remaining 3.4% of the respondents strongly disagreed. From the analysis, majority of the

respondents stood neutral stating that their superior is helpful in resolving work related

issues.

Table 15: The rating of employee’s performance by the management is always high.
36
 Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 7 16.9 16.9 16.9
Agree 13 44.1 44.1 61.0
Neutral 6 20.3 20.3 81.4
Disagree 3 11.9 11.9 93.2
Strongly Disagree 2 6.8 6.8 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 16.9% of the respondents strongly agreed that rating of employee’s

performance by the management is always high, 44.1% of the respondents agreed with

the statement, 20.3% of the respondents were neutral, 11.9% of the respondents

disagreed, while the remaining 6.8% of the respondents strongly disagreed. From the

analysis, majority of the respondents agree that rating of employee’s performance by the

management is always high.

Table 16: Our workforce has both job knowledge and prerequisite skill.
Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 9 30.5 30.5 30.5
Agree 8 27.1 27.1 57.6
Neutral 11 33.9 33.9 91.5
Disagree 2 6.8 6.8 98.3
Strongly Disagree 1 1.7 1.7 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 30.5% of the respondents strongly agreed that their workforce has

both job knowledge and prerequisite skill, 33.9% of the respondents were found neutral

to the statement, 6.8% of the respondents disagreed, while the remaining 1.7% of the

respondents strongly disagreed. From the analysis, majority of the respondents were

37
 found neutral to the statement that their workforce has both job knowledge and

prerequisite skill.

Table 17: Decrease in the Staff complaints

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly Agree 5 15.3 15.3 15.3
Agree 10 32.2 32.2 47.5
Neutral 9 30.5 30.5 78.0
Disagree 5 15.3 15.3 93.2
Strongly Disagree 2 6.8 6.8 100.0
Total 31 100.0 100.0
Source: Field Survey, 2022

This table reveals that 15.3% of the respondents strongly agreed to decrease in the staff

complaints, 32.2% of the respondents agree, 30.5% of the respondents were of neutral,

15.3% of the respondents disagree, while the remaining 6.8% of the respondents strongly

disagree. From the analysis, majority of the respondents agree to decrease in the staff

complaints.

4.3 Test of Hypothesis

The study tested the below hypothesis that was formulated in this research:
H01: Working environment has no significant effect on worker’s productivity in Federal

Polytechnic Nasarawa.

H02: Job safety and security has no significant effect on worker’s productivity in Federal

Polytechnic Nasarawa.

H03: Relationship with colleagues has no significant effect on worker’s productivity in

Federal Polytechnic Nasarawa.

38
To test the hypothesis that is formulated in the course of this research, Ordinary Least

Regression (OLS) was used to test the hypothesis, the result of the test will determine

whether to accept null hypothesis or reject it.

The analysis was guided by the simple definitional model specified in section three. We

recall the model for emphases:

Y = β0 +β1X1+β2X2+β3X3+ε
Whereby:
Y = Workers’ Productivity
β0 = constant
β 1, β2 & β3 = coefficients of the determinants of job satisfaction factors
X1 = Working Environment
X2 = Job safety and security
X3 = Relationship with colleagues
ε = Error term

Decision Rule

H0 is rejected if the probability is less than 0.01,0.05 or 0.1 at the conventional levels of

significance, that is,1%,5% or 10%

H1 is rejected if the probability more than 0.01, 0.05 or 0.1 at the conventional levels of

significance, that is 1%,5% or 10%. But in this research report the level of significance

chosen is the 5% level of significance (i.e. 95% confidence level).

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .723 a
.691 .682 .3319

a. Predictors: (Constant), X1, X2, X3

39
 In this case, the Adjusted R Square value of 0.831 tells us Job satisfaction determinants

account for 86% of the variance on the workers’ productivity of UBA Bank.

ANOVAa

Model Sum of Squares Df Mean Square F Sig.

1 Regression 91.124 2 45.562 413.650 .000b
Residual 14.760 11 .110
Total 105.883 13

a. Dependent Variable: Y
b. Predictors: (Constant), X1, X2, X3

Job satisfaction determinants was statistically significant to workers’ productivity who

were studied, that is (F(2,11) = 413.650, p < 0.05). The analysis of variance (ANOVA)

reports the significance of Job satisfaction determinants in respect to workers’

productivity at 0.000b.

Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) 1.004 1.066 1.926 .031
X1 -.180 .112 -.213 -1.610 .004
X2 .537 .202 .350 2.663 .010
X3 .668 .156 .280 2.353 .000

a. Dependent Variable: Y

4.4 Discussion of the findings

The value of the intercept which is 1.004, shows that workers’ productivity will

experience a 1.004 increase when all other variables are held constant.

40
The estimate coefficients which are -.180 shows that a unit change in job satisfaction will

cause 18% decrease in workers’ productivity of UBA Nasarawa, Nasarawa State.

The result revealed that;

i. Working environment method has negative effect and is statistically significant

(0.004<0.05), thus rejecting HO1: Working environment has no significant effect

on worker’s productivity in Federal Polytechnic Nasarawa.

ii. 0.537 shows that a unit change in Job safety and security will cause 53.7%

increase in worker’s productivity in Federal Polytechnic Nasarawa.

Job safety and security has positive effect and is statistically significant

(0.010<0.05), thus rejecting HO2: Job safety and security has no significant effect

on worker’s productivity in Federal Polytechnic Nasarawa.

iii. 0.368 shows that a unit change in relationship with colleagues will cause a 66.8%

increase in the performance of UBA Nasarawa, Nasarawa State.

Relationship with colleagues has positive effect and is statistically significant

(0.000<0.05), thus rejecting HO3: Relationship with colleagues has no significant

effect on worker’s productivity in Federal Polytechnic Nasarawa.

41
 CHAPTER FIVE

SUMMARY CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

In this chapter, the findings of this study were presented, conclusions were made,

necessary recommendation were made in line with the findings and suggestions for

further study was captured.

5.2 Summary

This study is aimed at examining the effect of job satisfaction determinants on workers’

productivity in UBA Nasarawa, Nasarawa State. Other specific objectives include:

The study gave an introductory background to the subject matter, “job satisfaction

determinants”, the problem of the study is to find the significant effect of job satisfaction

determinants on workers’ productivity in UBA Nasarawa, Nasarawa State in which gave

rise to the objectives of the study. Research questions and research hypothesis were

formulated base on the objective of the study. Scope of study.

The succeeding chapter (i.e. chapter two) is the synthesis of all relevant literature as it

relates to employee motivation. The literature covers the conceptual issues and theories

adopted for the study.

42
 A descriptive survey research design was employed for the research work; the research

population was targeted at staff of UBA Nasarawa, Nasarawa State totaling 34 staff.

Non--probability sampling technique was adopted using the whole population, it made

use of primary sources of data, with questionnaire being the research instrument used.

Structured questionnaires were prepared and distributed to respondents, and collection

was done by the researcher. The study made use percentage table in data presentation and

analysis and using ordinary least square regression statistics as its inferential statistic

techniques in testing the hypothesis using SPSS version 22.

5.3 Conclusion

On the basic of the findings several conclusions concerning the effect of job satisfaction

determinants on workers’ productivity in UBA Nasarawa, Nasarawa State. The findings

of this study indicated;

i. Working environment has negative significant effect on worker’s productivity in

Federal Polytechnic Nasarawa.

ii. Job safety and security has significant effect on worker’s productivity in Federal

Polytechnic Nasarawa.

iii. Relationship with colleagues has significant effect on worker’s productivity in

Federal Polytechnic Nasarawa.

5.4 Recommendations

Based on the study’s findings and conclusions, the researcher recommends the following

i. The management of the bank should create a good working environment for its

employees so as to perform better.

43
 ii. The management should ensure the safety and security of its employee, because it

can undermine the productivity of its workers.

iii. Again, management should create an atmosphere where colleagues can interact

with each other for better performance.

5.5 Suggestions for Further Studies

Based on the limitations of this study, the research suggests that future researchers should

expand their scope of study to look at other variables. Studies should be made to find the

impact on organization performance or productivity

Moreover, future researchers should also ensure that instead of studying just a selected

bank in Nasarawa Town, studies should focus on another field to see if we can have the

same outcome or not.

44