CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

Women are expected to keep the home front- take care of house chores, cook, care for the

children, and see to the general welfare of members of the family. These responsibilities require

time and energy. On the other hand, some job descriptions and professional responsibilities

require women to spend very long hours at work, with some of them coming home late at night.

In such a situation, a woman may be unable to meet up with her domestic responsibilities and

this may lead to conflict at the home front. When there is conflict at the home front, a woman

may be emotional and psychologically distraught, and this may in turn affect her performance

and productivity at the work place. When this happens, she may begin to receive queries and

poor performance evaluation, which in turn could begin to make her feel dissatisfied with the job

and willing to be absent from work or quit in search of better job opportunities that would give

them time to attend to domestic responsibilities at the home front. Role conflict occurs when the

demands or expectations associated with one domain are incompatible with the demands or

expectations associated with the other domain (Greenhaus and Beutell, 2005). There are two

components or dimensions of role conflict: when activities related to work interfere with family

responsibilities and when activities related to the family interfere with work responsibilities

(Gutek, Searle, Klepa, 2011).

Role conflict is considered to be an important issue in the workplace. In recent years, there has

been an increasing interest in the conflict between work and family life domains, and the conflict

1
experienced by individuals between their roles in the family and at work has been a subject of

interest (Grandey, Cordeino, and Crouter, 2005).

Job satisfaction is a measure of workers' contentment with their job, whether or not they like the

job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction

can be measured in cognitive (evaluative), affective (or emotional) and behavioral components.

Researchers have also noted that job satisfaction measures vary in the extent to which they

measure feelings about the job (affective job satisfaction) or cognitions about the job (cognitive

job satisfaction). Given the negative consequences of job dissatisfaction, an analysis of the

factors that determine this satisfaction or dissatisfaction is of great interest to managers and

directors in an organizational context, as such an analysis can facilitate and improve the creation

of programmes that are designed to increase job satisfaction and, as a result, reduce negative

behaviour. Among others, the characteristics of the job itself and the employees’ work values

have been identified as factors that may predict satisfaction and dissatisfaction. However, due to

the increased prevalence of role conflict among employees, it has aroused substantial interest in

researchers and business professionals (Grandey, Cordeiro, Crouter, 2005).

Job satisfaction is central to the work lives of employees and to the effective use of personnel

within organisations (Foster 2000). When satisfied at work, employees are likely to be more

stable, productive and accomplished towards organizational goals. Social workers who derive

satisfaction from their work are more committed and provide better services, than those who are

dissatisfied (Acker 2009). On the contrary, dissatisfaction and negative interactions between

individuals and their environments may contribute to lower job performance, more turnover or

intention to quit (Koeske and Koeske 2000).

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Employee productivity is a measure of efficiency in production and how much output an

individual employee is able to make for a given set of inputs at a given time period (Ayinde,

2014). Productivity is typically understood to be an output–input ratio. Employee productivity is

measured by output per hour. Productivity is a measure of efficiency in production and how

much output an individual or organization obtains from a given set of inputs at a given time

period.

Productivity is typically understood to be an output–input ratio. Thus, employee productivity is

the rate at which employee produces goods or service at a time period. It is important for the

successful performance of organisations in a way that it leads to accomplishing organisational

goals and objectives (Raza, Anjum & Zia, 2014), effective performance of tasks, efficient use of

resources (Rahman and Rahman 2009), quality of output, workmanship, adherence to standards

and customer satisfaction (Fapohunda, 2014).

In contemporary organizations, employees experience several and different expectations both

from others andthemselves, in their effort to carry out their roles effectively. Incompatible or

conflicting expectations lead to roleconflict and vague expectations role ambiguity. Therefore,

role conflict and ambiguity create problems ofadjustment, leading to lower levels of job

satisfaction (Kahn, Wolfe, Quinn et al, 1964). Role conflict has beendefined as the

incompatibility of requirements and expectations from the role, where compatibility is judged

basedon a set of conditions that impact productivity (Rizzo, House, & Lirtzman, 1970). In

addition, Kopelman,Greenhaus, & Connolly (1983) defined role conflict as the extent to which a

person experiences pressures withinone role that are incompatible with pressures that arise

within another role.

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Several investigations have revealed the negative impact of role conflict and role ambiguity on

employees’ jobsatisfaction through the past decades. The studies of Tosi and Tosi (1970) and

Tosi (1971) showed that role conflictwas significantly related to overall low job satisfaction.

Greene and Organ (1973) showed that both role accuracyand compliance to have significant,

positive correlations with a global measure of job satisfaction. In the frame ofmore recent

studies, role conflict was found to increase the levels of job dissatisfaction (Um & Harrison,

1998) andemotional exhaustion (Cordes & Dougherty,1993; Gil-Monte & Peiró, 1998), in

contrast to role ambiguity, whichwas not found to be associated with emotional exhaustion

(Allard, Wortley & Stewart, 2003). Role conflict is alsoconsidered to be responsible for

increasing the incidence of adverse events and negative emotions at work. Reportsof high levels

of role conflict mean increased chances to show employees’ unconventional and morally

unacceptablebehaviour that causes feelings of anger, frustration, anxiety and fear (Fisher, 2002).

While the findings obtained mainly in Western countries and the related theories refer to the

obvious relationship between work demands and role conflict (Spector, Allen, Poelmans,

Lapierre, Cooper, and Widerszal-Bazyl, 2007; Grandey, Cordeino, and Crouter, 2005), it is

indicated that long working hours, duty and heavy work load have a direct influence on role

conflict (Boyar, Maertz, Mosley, andCarr, 2008). Thus, it is essential to establish a successful

balance between work and family domains so that several demands in both domains could be

met efficiently, and the required resources could be attained and used easily (Bass, Butler,

Grzywacz, and Linney, 2008). In the light of the foregoing, this study attempts to examine the

effect of role conflict on job satisfaction among married women in some selected Banks of Ikeja

Area of Lagos Metropolis.

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1.2 STATEMENT OF THE PROBLEM

There has been an increase in women’s participation in both the informal and formal sector of

the economy. This participation, especially in corporate organizations, whether in the private or

public sector, has not in any way diminished nor reduced the socio-cultural expectations from

them as wives and mothers. As the professional responsibilities of married women increase,

there is likely to be role conflict between professional responsibilities and domestic demand.

Even though role conflict and its related consequences are not exclusive to females, some

researchers have shown that the career development of females is unduly influenced by role

conflict (Ametorwo, 2016, Drew & Murtagh, 2005; Greenhaus & Parasuraman, 1993;

Mugunthan, 2013; Adam, Gyorffy, & Susanszky, 2008). The experience of role conflict has been

associated with negative health, psychological, social, and work related outcomes. Role conflict

is positively correlated with experienced stress level and depression and negatively correlated

with self-esteem (Demerouti, Bakker, Nachreiner, & Schaufeli, 2000). In the work place, role

conflict is negatively correlated with job commitment, job involvement participation in decision-

making and satisfaction with compensation, co-workers, and supervision (Kapteyn, Smith, &

Soest, 2009).

The role conflict has become an important issue in contemporary organizations because both

work and family lives of an employee have started to overlap and hence, disturbing each other

due to one’s heavy commitments at work(Karimi, Jomehri, Asadzade, & Sohrabi, 2012). The

organizational structures/ policies/ practices are changing abruptly and the workforce has

become crucial for the employer and the organization. The organizations are demanding most

from the employees i.e., the time, efforts, priorities and attractions etc. to be competitive/

profitable in this ever changing world. The completion of role demand in one domain is badly

5
affecting the other one and the employee either married or single is suffering a lot. These

conflicts are resulting in different attitudes (both at work and family life) and these attitudes are

job satisfaction and productivity (Nawab & Iqbal, 2013).

Married women have certain socio-cultural obligations to their spouses. They have to care for

their spouses –cook their food, do their laundries, and take care of other culturally expected

obligations expected of them. In a situation where these obligations and responsibilities become

daunting for a woman, it may interfere with professional responsibilities at the work place. The

demands of child care could interfere with professional responsibilities at the work place,

especially among young women who have babies to cater for. The need to go for immunization,

post-natal care and other medical responsibilities for the child may interfere with professional

responsibilities. In such circumstances, a female employee may not be able to perform optimally

and this may have a negative implication on her performance evaluation and thus dampen her

morale for the job and consequently lead to job dissatisfaction. In the event where such employee

does not want to quite outrightly, she may seek transfer to other units in the organization where

she could still care for her child without interfering with her professional responsibilities.

In a situation where a woman has to be home in time to attend to the needs of her spouse, she

may have to leave some professional demands at work and this may have negative implications

on her ability to meet deadlines at work. When this becomes a recurrent phenomenon, it may

lead to poor evaluation of such employee and thus lead to frustration and dissatisfaction with the

job (Aycan & Eskin, 2005). And this has an adverse effect on the productivity of the

organization in a negative way, although this has been yet to be studied in Nigeria.

This is more probable for a married woman with very young children without assistance from

maids or relatives. Thus the question arises; does the role conflict between professional and

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domestic responsibilities affect job satisfaction of married women? How does the role conflict

affect productivity in the organization? How do professional responsibilities and domestic

obligations interplay to influence job satisfaction among married women? What aspects of

professional responsibilities are likely to come in conflict with domestic responsibilities and vice

versa? These are the questions this study has set out to answer.

Finally, Lambert, Qureshi, Frank, Keena, and Hogan (2017) opined that the outcomes of role

conflict cannot simply be universalized but instead contextualized across cultures. There is a

great need for more empirical research on role conflict in developing countries. (Karatepe &

Badar, 2006; Karatepe, Kilic & Isiksel, 2008; Poelmans, O’Driscoll & Beham, 2005). In the light

of foregoing, this study attempts an investigation of the effect of role conflict on job satisfaction

and productivity among married women in some selected Banks of Ikeja Area of Lagos

Metropolis.

1.3 OBJECTIVES OF THE STUDY

The general objective of the study is to examine the relationship between job satisfaction,

productivity and role conflict among married women. However, the specific objectives of the

study are;

1. To examine the relationship between job satisfaction and role conflict among married

women

2. To investigate the relationship between productivity and role conflict among married

women

3. To determine the significant difference of age on role conflict among married women

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4. To examine the joint effect of job satisfaction, productivity and role conflict among

married women

1.4 SIGNIFICANCE OF THE STUDY

An investigation into the relationship between role conflict on job satisfaction would help in

bringing the challenges of married women at the workplace to the fore a view to proffering

ameliorative measures. The findings of this study would be useful to policy makers and human

resources managers. With the findings from this study, they would be able to take appropriate

measures in mitigating against the challenges and pressure encountered by married women in

effectively striking a balance between home and career. This would ensure greater motivation of

married women at work, thus increasing their productivity. Also, an effective balance between

home and career would help married women in carrying out their domestic responsibilities

effectively. This has very vital implication for the stability of the family and the work place. Role

conflict has also been known to cause stress on the woman (Aycan & Eskin, 2005), Cooper and

Marshall (2010) have proposed that the role conflict, role ambiguity and role overload are three

significant sources of stress. Therefore, this study would help the women to understand the

impact of role conflict and would better plan on reducing it if possible.

1.5 SCOPE OF THE STUDY

The study examines the relationship between job satisfaction, productivity and role conflict. It

focused on married women who work outside the home in a corporate organization, specifically

in the banking sector. Married women from the banking sector in Ikeja local government in

Lagos state are the participants of this study. The variables are job satisfaction, productivity and

role conflict.

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1.6 OPERATIONAL DEFINITION OF TERMS

It is imperative to give operational definitions of concepts that are used in the study. This will be

helpful in making the study explicit and at the same time give a thorough understanding of the

central concepts of the study.

1. Job Satisfaction: This refers to how content an individual is with her job in terms of

aspects or facets of the job such as nature of work or supervision. Job satisfaction also

measures an individual’s feelings about the job (affective job satisfaction) or cognition

about the job (cognitive job satisfaction).

2. Role Conflict: This is a conflict which occurs when an individual has to juggle both

work and family commitments. An example is a mother who is also a vice president of

company. She may need to work long hours at the office and feel distressed and

conflicted about whether she is putting enough time into her work to achieve the best

result and whether or not she is spending enough time with her family. Another example

of role conflict is deciding between having a family or pursuing a fast track career.

3. Productivity: This is the effectiveness of productive effort, especially in industry, as

measured in terms of the rate of output per unit of input (Mostafa, 2003, Obisi, 2005).

4. Married: This refers to the status of being legally a wife or husband to a person. Being

married comes with some roles and responsibilities, especially on the part of female

employees who would be faced with the odious task of combining profession

responsibilities and domestic demands.

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1.7 LITERATURE REVIEW

A review of related literature on the subject matter of this study is carried out in this chapter. The

review would reveal the findings of some scholars who have probed and the influence of role

conflict on job satisfaction and how it has influenced productivity. In the course of carrying out

this review, issues considered are factors promoting women involvement in formal employment,

challenges faced by women formal employment.

Conceptual Review

1.7.1 Role Conflict (RC)

When humans interact, incompatibility and conflict are often unavoidable. Mismatches and this

conflict has caused human beliefs, opinions, and knowledge are different from each other.

Because of these differences, according to House and Rizzo (1972) that cause conflict. In the

event of a conflict due to differences in the perception of the activity of interest or namely.

Winardi (1990) suggested the opposition or conflict is a conflict between the needs and goals of

individuals or groups. Conflicts can occur anywhere and at any time, and often cannot be

avoided so that the individual is required is how to manage the conflict in order not to have a

negative impact.

According Tjosvold and Tjosvold (1995) in the basics of conflict can be divided into two types,

namely the internal conflict and external conflict. Internal conflicts related to what is believed,

principles or handle individual life itself. External conflict occurs when dealing with other people

and the environment. Rizzo et al. (1972) argued that the causes of the conflict can be grouped

into three broad categories, namely: (a) the individual characteristics i.e. values, attitudes and

beliefs, needs and personality, as well as the perceptions and opinions. (b) situational conditions

10
which can encourage the emergence of conflict, namely, the circumstances are interdependent,

the need to interact with each other, the need for consensus, differences in status,

communication, responsibility, and the regulations are ambiguous. (C) the complex factors in the

group which can lead to conflict, namely the existence of specialization and differentiation of

work, tasks are interdependent, the main goal to be achieved, scarce resources, authority and

influence diverse, decisions, procedures and regulations.

According to the Wall (1995) when there is interaction between an individual with other

individuals are often in conflict. Conflicts that often lead to conflict. According to the two

experts were things that can lead to conflict, among others: (a) the individual Karakterisitk; i.e. a

person's personality, values espoused someone, commitment and purpose. (B) factors that may

lead to interpersonal conflict is the perception of others, communication between individuals or

groups of individuals or other groups, differences in status, and previous interactions prior to the

group. (C) The issues that can lead to conflict is dependent on the complexity, the extent of the

growing issue, and vague details of outstanding issues.

Greenhaus and Beutell (Ariyanti, 2012), identified three dimensions of role conflict, namely:

1. Behavior-based conflict (conflict based on behavior), this conflict may indicate a mismatch

pattern of behavior desired by both roles. The indicators: responsibilities, expectations, duties

and commitments to family and work.

2. Time-based conflict (conflict based on time), the time required to execute one of the demands

(family or job) can reduce the time to run the other demands. The indicators: time and

communication for family, time for work.

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3. Strain-based conflict (conflict based on the tension), this conflict can occur because of the

tension generated in the influential role on the implementation of other roles. Indicator: working

pressure or pressure career, family pressure, determine priorities.

Women Role Conflict (WRC) continues to be a phenomenon of considerable interest to

researchers and practitioners across the world (Allen, French, Dumani, & Shockley, 2015). The

concept of WRC was proposed by Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964, p. 471)

who defined it as “the pressure coming from the roles in family and work, and being unable to

fulfill the demands of both roles”. This means that the involvement in either family or work roles

makes it difficult to achieve all the demands of the other. The term was further defined by

Greenhaus&Beutell, (1985) as a form of interrole conflict in which the role pressures from the

work and family domains are mutually incompatible in some respect whereby participation in the

work (family) role is made more difficult by virtue of participation in the family (work) role.

Kossek, Pichler, Bodner and Hammer (2011) also simply defined the term role conflict as when

the domains of work and home spillover into one another, causing conflict. This suggests that it

is unfeasible to expect work or family issues not to affect each other. Due to the fact that dual-

career families are increasing in number, greater conflict between family and work roles is likely

to arise (Livingston & Judge, 2008; Major, Fletcher, Davis, &Germano, 2008). It is possible for

working women toexperience more conflict between family and work domains by virtue of the

combined demands of the two spheres (Aslam, Shumiala, Azhar, &Sadaquat, 2011; Davidson &

Burke, 2004).

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1.7.1.1 Dimensions of Role conflict

Typically, role conflict has been divided into three categories which are time-based conflict,

strain-based conflict and behaviour-based conflict (Ghislieri, Gatti, Molino & Cortese, 2017;

Turliuca & Bulig, 2014; Zhang & Liu, 2011).

Time-Based Conflict

Conflict is likely to arise when the needed time for a particular role (either family or work role)

hinders a person from devoting adequate time to other duties an individual undertakes in the

family or work (Greenhaus & Beutell, 1985, Kalliath, Kalliath & Chan, 2017). Even though the

individual is likely to apportion his time, there will possibly be a reduction in the time for other

roles if too much time is assigned to a single role. Two main aspects are considered under time-

based conflict: the fulfillment of the demand of a role may be prevented by time strain in another

role; and the time strain in a particular role may affect or delay a person from fulfilling of the

responsibilities of another role.

Strain-Based Conflict

The tensions of two roles produce the second dimension of role conflict. Anxiety or fatigue are

the root causes of strain-based conflict. In other words, the execution of responsibilities in one

domain may be impeded by another domain’s anxiety (Pleck, Staines, & Lang, 1980; Zhang &

Liu, 2011). Role conflict will therefore be produced by any pressure which result from roles at

home or work.

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Behaviour-Based Conflict

The incompatibility between role-specific behaviours result in behaviour-based conflict. Role-

specific behaviours of one role make it difficult to fulfill the requirements of another. While it

may be required of an individual to be firm at work, his/her family may expect warm and

emotional interaction from the person (Kalliath et al., 2017, 370). Conflict arises in an event of

failure to fulfil the expectations of the roles (Kossek & Ozeki, 1999).

1.7.1.2 Antecedents of Role conflict

Since the introduction of role conflict construct, several researchers have examined its causes.

(Allen, Herst, Bruck, & Sutton, 2000; Adriel, 2013). An enormous number of possible

antecedents of WRC. These influential factors can be elaborated from three levels that is work

domain, non-work domain, and individual/demographic variables (Ahmad, 1996; Byron, 2005;

Zhang & Liu, 2011).

Work Domain Variables

These variables include workplace factors such as work stress, work character, family-friendly

policies/programs and exceedingly committed systems of work. The role theory can support the

effect of work character on role conflict. This is because the particular behaviour mode of a

specific role may not be in coordination variables in work character include working hours,

working initiative and profession character. Frone (2000) found working hours to be positively

related to role conflict. French et al. (2017) alluded to the fact that people’s management mode

on parameters of family and work is partially influenced by profession. Research shows that

work stress strongly correlates to role conflict (Adriel, 2013; Grzywacz & Marks, 2000; Wayne,

Musisca, & Fleeson, 2004).). Employees in organisations that do not have family-friendly

14
programs like telecommuting to increase flexibility may have a higher chance of experiencing

role conflict. Carnicer et al. (2004) found that with males, working flexibility is positively

correlated to role conflict. There are however some disagreements on the impact of

telecommuting on WRC (Zhang & Liu, 2011). Perry-Smith and Blum (2000) alluded that due to

the bundle nature of family-friendly programs, a single policy cannot serve the full purpose that

the whole package is supposed to serve.

Non-work Domain Variables

All the factors that deal with the family demands and other non-work factors make up these

variables. Family demand and stress, childcare responsibilities, and spousal influence are

examples of such variables. One of the reasons why demands from family affect WRC is that

satisfying those demands produces several stressors, such as role overload related to family role

involvement, role vagueness and role conflict. This can further lead to family-to-work conflict. A

study conducted in China by Luk and Shaffer (2005) indicated that the more children an

employee has, the greater the reduction in time and energy dedicated to work. The perception of

one’s spouse about work can also influence WRC (Zhang & Liu, 2011).

Demographic/Individual Variables

These variables include gender, lifetime employment status, marital status, level of education

and child status. Most of WRC researches have come down to gender differences. According to

Duxbury and Higgins (1991), the relationship between WRC and outcome variables varies

between females and males. Some researchers have claimed that females rather than males

experience more family-to-work conflict since they take up most; if not all domestic

responsibilities. (Carnicer et al., 2004). On the contrary, Perkins, Wesley and DeMeis, (1996)

15
found role conflict to be higher with females than males. Furthermore, income and role conflict

have been found to have no significant correlation (Frone, Yardley, & Markel, 1997). However,

Frone (2000) identified a positive correlation between income and role conflict. This may be

attributed to the fact that as income increases, task may also increase. With lifelong employment

status coupled with amassed experience in firms, the probability that workers feel conflict will

reduce. Workers who experience high conflict may possibly opt out of the organisation

(Netemeyer et al, 1996). According to Cantwell and Sanik (1993), WRC and level of education

have a relationship probably because the level of education can increase the behaviour of

alienating family and joining organisations. The more educated workers may gain more

opportunities for promotion or expatriate assignments, which can increase the likelihood of role

conflict (Adams & Jex, 1999).

1.7.2 Job Satisfaction

Over the years, job satisfaction has gained the attention of researchers globally. It is one of the

most frequently investigated outcomes of WRC. The focus of most of such studies has been to

discuss the variables that influence employees’ job satisfaction which affects organisational

outcomes. (Simunic & Gregov, 2012; Lee, Lee & Li, 2012). The term has been defined in many

different ways. Locke (1969) first defined it as a pleasurable or positive emotional state resulting

from the appraisal of one’s job or job experiences. This means that it is only the individual who

can tell whether or not he/she is satisfied. Abugre (2014) also defined job satisfaction as an

individual’s subjective feeling that reflects the extent to which his or her needs are met by the

job. This is in line with the definition of satisfaction given by Oliver (2014) stated above which

talks about needs and expectations. According to Zhao, Qu, and Ghiselli (2011), the degree to

which workers of an organisation have a positive attitude towards their job is termed as job

16
satisfaction. They indicated that the level of satisfaction which is determined by the level of job

complexity and job importance differs from one individual to another. They noticed that job

satisfaction is directly linked to working conditions. Again, job satisfaction is affected by the

attitude and personality of workers. According to Abugre (2014), employees who have low

levels of job satisfaction may desire to pull out from their organisation if they are not empowered

to vary their job characteristics.

Job satisfaction is one of the most extensively studied issues of organizational culture and it is

considered to be extremely important both from an economic and a humanitarian and ethical

point of view (Balzer, Kihm, Smith, Irwin, Bachiochi, Robie, Sinar & Parra 1997; Chelladurai,

1999). Cranny, Smith & Stone (1992) estimate that all dimensions of job satisfaction have been

an issue in over 5000 published articles and dissertations. Job satisfaction is considered to be the

most important and frequently investigated aspect of organizational behavior (Mitchell &Larson,

1987).

In the banking sector, job satisfaction has been investigated systematically in the past 20 years.

For example, the studies of Ahamad (1992) and Davis (1992) showed that high job satisfaction

among bank employees was positively correlated to low occupational stress, high job

performance, low turnover intention and low psychological distress. Malllik & Mallik (1998)

found that bank managers were more job involved than clerks and sub staff, but experience less

job satisfaction. Walther (1988) had found that perceived communication adequacy in multi-

branch banking organizations affected employee’s productivity and job satisfaction as well. In

addition, job satisfaction in the banking field has been investigated parallel with relations among

employees, relations between employees and superiors, organizational hierarchy, salaries,

17
institution type (public or private) and promotion opportunities (Singh& Kaur, 2009; Sowmya &

Panchanatham, 2011).

When it comes to Greece, recent studies have revealed the complexity of job satisfaction and its

interaction with many factors and occupational phenomena. Belias et al. (2013) found that the

experience of job satisfaction among Greek bank employees are affected by several demographic

features, like gender, age, working experience and position held. Belias and Koustelios (2014a)

support that job satisfaction can be not only influenced, but also predicted by employees’

perceptions of organizational culture, especially leadership and social support. Studying the

relation between leadership and job satisfaction, Belias and Koustelios (2014b) found that in the

banking sector transformational leadership has proven to be quite appropriate and effective,

having a positive influence on several aspects, like employees’ performance, job satisfaction and

job commitment. In addition, studying job satisfaction in parallel with job burnout, Belias and

Koustelios (2014c) found that that the general feeling of job burnout experienced by Greek bank

employees is likely to be affected by every aspect of job satisfaction, suggesting possible fields

of prevention and intervention.

Lee et al. (2012) made an assertion that job satisfaction is directly connected to employee

performance and the overall organisational performance. Job satisfaction has two dimensions

which are affective reaction and cognitive appraisal.

1.7.3 Role conflict and Job Satisfaction

Role conflict influences a number of work-related attitudes (Ergeneli, Ilsev, & Karapınar, 2010).

Review from literature shows that one of the most critical work attitudes related to WRC is job

satisfaction (Martins, Eddleston, &Veiga, 2002). Many theories have been proposed with regards

18
to job satisfaction. It is postulated by one of such theories that individual characteristics (e.g.

dispositions and personality) and a job situation can result in job satisfaction (Kim, 2005). Based

on the interactive theories, it can be said that the level of WRC that individuals experience and

the extent to which their job is appraised as either satisfying or dissatisfying by virtue of that

conflict may depend on their evaluation of the situation (Ergeneli et al., 2010; Grandey,

Cordeiro, & Crouter, 2005). Several researchers across the globe have thoroughly examined the

relationship between role conflict and job satisfaction (Almutairi, 2017; Kim, Choi, & Seong,

2012; Dartey-Baah, 2015; Rathi & Barath, 2013; Baral, 2016, Kinnunen, Feldt, Geurts, &

Pulkkinen, 2006). These researches have been conducted on several professions including

accountants (Bedeian et al., 1988; Pasewark & Viator, 2006), restaurant employees (Boles and

Babin, 1996) health workers (Thomas & Ganster, 1995), elementary high school teachers and

administrators, dual-career professionals (Duxbury & Higgins, 1991). Some other studies relate

to working adults (Adams & Jex, 1999), married professional women (Ahmad, 1996; Aryee,

1992; Noor, 2003) and working mothers (Cardenas, Major, & Bernas, 2004). Some of such

studies found diverse results. For instance, Bedeianet al. (1988) conducted a study that revealed

that WIF was positively associated with job satisfaction for married female accountants but

negative for male counterparts. Again, a slightly weak but positive correlation was found

between FIW and job satisfaction by O’Driscoll, Ilgen, and Hildreth (1992). Others also found

no significant correlation between WRC and job satisfaction (e.g. Aryeeet al., 1999; Carlson &

Kacmar, 2000; Thompson & Blau, 1993).

In the banking sector, several studies have been conducted on the relation between role conflict

and job satisfaction. In a cross-cultural study, Zurcher (1965) role conflict was connected to

alienation, which was negatively correlated with job satisfaction and intention to continue

19
working in the bank. As the author explains, the feeling of lack of control over a work situation

and of the inability to enact a “rightful role” in the bank may lead to job dissatisfaction in terms

of position held by the employee. Malik, Waheed and Malik (2010) supported that job

satisfaction and affective commitment among bank employees is directly and negatively

influenced by role overload and role conflict. Interestingly, it was also found that job satisfaction

partially mediated the effects of role overload and role conflict on affective commitment. Among

others, the authors suggest that granting bank managers some degree of autonomy in deciding

what procedures to follow to accomplish a task is likely to reduce their perception of role conflict

and role stress, so that they become more effective and productive and experience higher levels

of job satisfaction.

On the contrary, most of the results from such studies across different countries, cultures and

occupations have shown that job satisfaction may be detrimentally affected by role conflict. For

example, in the United States of America, Namasivayam and Mount (2004) examined the

relationships between role conflict, family-work conflict and job satisfaction with a primarily

(91%) Hispanic workforce in South Texas. The results of their study indicated that employees

who experienced role conflict had lower job satisfaction. Mathis and Brown III (2008) also

studied the relationship between role conflict and job satisfaction with job-focused self- efficacy

as a mediator. The results showed that WRC was negatively related to job satisfaction. Again,

the findings of a research by Armstrong, Atkin-Plunk and Wells (2015) on correctional officers

indicated that strain and behaviour-based role conflict and family-work conflict were

significantly related to job satisfaction. Again, Wolpin, Burke and Greenglass (1991) found that

role conflict had a negative relationship with work-life of an employee. In the Middle East,

AlAzzam et al. (2017) also conducted a study on Jordanian nurses seeking to examine the

20
prevalence of WRC and the relationship between WRC and job satisfaction. The results of the

study revealed that nurses were prone to experiencing work family conflict. Again, there was a

negative and significant relationship between work family conflict and job satisfaction. A similar

study was conducted by Anafarta (2011) in Turkey which had its results indicating that work to

family conflict had a negative relationship with job satisfaction while family-to-work conflict

had no relationship with job satisfaction. Still in Turkey, the influence that interpretive habits and

gender has on the relationship between role conflict and job satisfaction among academic

personnel was examined by Ergeneliet al. (2010). It was revealed that WRC had a negative

association with job satisfaction for stress-predisposed male employees. On the other hand, WRC

and job satisfaction were not related for males with low concentration on deficiency and stress-

resilient interpretive habits. Furthermore, even though there was a negative relation between

WRC and job satisfaction for employees who were females, those who were stress-resilient had

the relationship being much stronger. In Europe, Turliuc and Buliga (2014) conducted a study to

find the mediating effect of cognitions on the relationship between role conflict and job

satisfaction. Results from the research showed that cognitions did not mediate the relationship

between the direction of the conflict and job satisfaction.

Research in Asia on the relationship between role conflict and job satisfaction include a study by

Afzal and Farooqi (2014) on university employees in Pakistan which, like others mentioned

above, indicated that there was a negative relationship between role conflict and job satisfaction.

Baral (2016) also conducted a study in India on a sample of managerial and professional women.

The findings indicated that role conflict resulted in reduced job satisfaction. A similar study by

Rathi and Barath (2013) on police personnel in India also revealed that role conflict negatively

correlated with job satisfaction. In China, Zhao et al., (2011) examined the relationship of WRC

21
and measures of satisfaction. It was revealed both work interfering with family (WIF) and family

interfering with work (FIW) had a significant negative association with an individual’s affective

reaction and cognitive appraisal.

1.7.4 Productivity

Mostafa (2003) sees productivity as one of the most important issues in both developed and

developing countries. Also in 1950 the Organisation for European Economic Cooperation

(OEEC) developed the following definitions of productivity: “Productivity is the quotient

obtained by dividing production output by one of the factors of production” (OEEC, 1950).

Productivity is one of the key measures of utilization of human and financial resources because it

is a strong indicator of efficient use of available resources and converts it to noticeable results.

Similarly, Nyshadham and Rao (2012) sees productivity as an overall measure of the ability to

produce a good or service. More specifically, productivity is the measure of how specified

resources are managed to accomplish timely objectives as stated in terms of quantity and quality.

Productivity may also be defined as an index that measures output (goods and services) relative

to the input labour, materials, energy, etc. used to produce the output. Two major ways to

increase productivity: increase the numerator (output) or decrease the denominator (input). A

similar effect would be seen if both input and output increase, but output increase faster than

input; or if input and output decrease, input will decrease faster than output.

Gupta (2002) is of the view that organizations have many options for use of the formula for

measure of productivity such as formula for labour productivity, machine productivity, capital

productivity, energy productivity, and so on. A productivity ratio may be computed for a single

operation, a department, a facility, an organization, or even an entire country. Productivity is an

22
objective concept. It can also be used for tactical reasons such as project control or controlling

performance to budget. Productivity is also a scientific concept, and hence can be logically

defined and empirically observed. It can also be measured in quantitative terms, which qualifies

it as a variable. Therefore, it can be defined and measured in absolute or relative terms. However,

an absolute definition of productivity is not very useful; it is much more useful as a concept

dealing with relative productivity or as a productivity factor.

Productivity Commission (2002) described productivity as follows "Productivity is a comparison

between how much you have put into the projects in terms of manpower, material, machinery or

tools and the result you get out of the project. Productivity has to do with the efficiency of

production. Making Port Operations more productive means getting more output for less cost in

less time. Productivity is generally defined as the ratio of outputs to inputs.

Productivity = Outputs

Inputs

It is important to specify the inputs and outputs to be measured when calculating productivity

because there are many inputs, such as labour, materials, equipment, tools, capital, and design.

The conversion process from inputs to outputs associated with any operation is also complex,

influenced by the technology used, by many externalities such as government regulations,

weather, unions, economic conditions, management, and various internal environmental

components.

23
Employees/Labour Productivity

The terms production and productivity are often used interchangeably. But there is difference

between the two. Production refers to the total output of all employees at a point in time.

Productivity refers to the output relative to the inputs per person or system with reference to a

point of time. In other words, productivity refers to the amount of goods and services produced

with the resources used. Productivity is measured with the help of a formula which runs as

follows:

Productivity = Quantity of goods and services produced

Amount of resource used

If it is required to know the result in percentage then it is to be multiplied by 100. It gives the

clear idea about the output because we are more familiar with percentage. Productivity is the

efficiency with which output is produced by a given set of inputs.

1.8 THEORETICAL REVIEW

Theories are a set of assumptions that provide the base upon which hypotheses can be generated

to test the relationship between variables. In this study, effect of role conflict on job satisfaction

is being explained, using Role theory, Spill Over theory and Rational Choice theory. These

theories provide the underlying principles on which this research is based.

1.8.1 Role Strain Theory

Role strain theory posits that the demands experienced in one role (for example, work) take time

and energy away from demands experienced in another role (for example, family). Greenhaus

and Beutell (2005) refer to this type of role conflict, in which opposing pressures arise from

24
participation in different roles as inter-role conflict. Russell and Cooper (2012) found that while

work stressors were positively linked with role conflict, family stressors were linked also to role

conflict. Burke and Greenglass (2011) also make the point that research has consistently

demonstrated the link between work stressors and family functioning.

Role Strain refers to the felt difficulty in fulfilling role obligations. In contrast to role conflict,

where tension is felt between two competing roles, the tension in role strain comes from just one

role. If a mother were to find that she is unable to fulfill her obligations as defined by, say, an

overly demanding spouse (or religion, or child), she would experience role strain. The role

expectations may be beyond what she is able to achieve or may push her to the limits of her

abilities.

Due to behavioural and cognitive-affective tendencies, Marks and MacDermid, (2006) theorised

that positive role balance will lead to role ease and that negative role balance will lead to role

strain (Marks and MacDermid, 2006) – role ease and strain corresponding with role enhancement

and conflict, respectively. In the case of positive role balance, role conflict is either prevented or

solved before acute problems of role management become chronic; this is achieved by

addressing the demands of each role on time, with effort and attention. For example, avoiding

unnecessary breaks, calls and e-mails while working, prioritising job responsibilities, and

updating one’s professional skills, may substantially facilitate managing job responsibilities

more efficiently so that the employee’s work time does not cut into his or her allocated family

time. In contrast, for individuals of whom a negative role balance is typical, occasional incidents

of role conflict are likely to accumulate due to their indifference towards role-related tasks and

duties, creating an ongoing state of unfulfilled demands. For example, ignoring one’s spouse’s

emotional concerns and avoiding private life responsibilities, such as taking care of one’s

25
children or household chores may, over time, escalate into constant and daily disagreements,

which can also negatively affect job satisfaction due to the consequential worsening of mood and

concentration.

Tiedje and Coleman (2010) argued that women may perceive their work and family roles in

multiple, qualitatively different ways, and thus they based their typology on both the role conflict

and enhancement hypotheses. According to the conflict hypothesis, multiple roles with infinite

demands are likely to cause role strain and conflict for individuals because the resources they

have to meet these demands are finite and scarce (Goode, 1990). The core statement of the

enhancement hypothesis, in turn, is that multiple roles provide benefits in the form of privileges,

status security, psychological energy and personal growth which expand individual resources and

facilitate role performance (Sieber, 1994).More specifically, (Tiedje & Coleman, 2010; Andersen

2003; Doane 2003; Flagg 1993) regarded role conflict and role enhancement as independent

dimensions, and therefore they argued that it is possible to experience simultaneously either;

high conflict and low enhancement, high enhancement and low conflict, low conflict and low

enhancement, or high conflict and high enhancement. They found that regardless of the level of

enhancement, women who experienced high role conflict were more depressed and less satisfied

as parents than women belonging to the low conflict-high enhancement group. Role strain theory

accounts for how social structure at the micro, meso, and macro-levels determines appropriate

behavioral and attitudinal expectations for roles and how well people will perform these

expectations.

1.8.2 Spill-Over Theory

Spillover theory postulates that the conditions under which the spillover between the work

microsystem and the family microsystem is either positive or negative. In the Using Spill Over

26
theory, Coleman (2004) documents that if work-family interactions are rigidly structured in time

and space, then spillover in terms of time, energy and behavior is generally negative. Also, the

notion that work flexibility, which enables individuals to integrate and overlap work and family

responsibilities in time and space, leads to positive spillover and is instrumental in achieving

healthy work and family balance.

Spill-over is a process whereby experiences in one role affect experiences in the other, rendering

the roles more alike. Research has examined the spill-over of mood, values, skills and

behavioursfrom one role to another (Edwards and Rothbard, 2000), although the most of this

research has focused on mood spill-over. The experiences resulting from spill-over can manifest

themselves as either positive or negative (Morris and Madsen, 2007). According to Edwards and

Rothbard, (2000),there are two interpretations of spill-over are; (a) the positive association

between life and work satisfaction and life and work values (Zedeck, 1992) and (b) transference

in entirety of skills and behaviours between domains (Repetti, 1987) such as when fatigue from

work is experienced at home or when family demands interfere with work demands. In a study of

spill-over, Williams and Alliger (1994) used experience sampling methodology to examine

mood-related spill-over on a daily basis. Findings suggested that working parents in their sample

were more likely to bring work-related emotions home than they were to transfer family-related

emotions to the workplace.

Hill (2005) opined that the spill-over theory defines the conditions that result in positive or

negative satisfaction spill from either work or family onto the other. According to the spill-over

theory, satisfaction in a domain of a person’s life is likely to affect the satisfaction in other areas

(Martinez-Corts, Demerouti, Bakker, & Boz, 2015). For instance, satisfaction in one’s job may

affect satisfaction in other life domains such as financial, family, social, leisure, health (Leiter &

27
Durup, 1996). Horizontal spill-over is most applicable to this work even though there are two

types which are vertical and horizontal spill-over.

Firstly, role conflict refers to a situation where the pressures related to the work-role have an

unfavorable impact on the family role. Second, role conflict refers to a situation where the

pressures of the family role have an unfavorable impact on the role individuals have at work. An

example of a (WRC-) spillover effect would be one in which an individual experiences a need to

compromise on leisure time (i.e. private domain) due to work overload (i.e. work domain).

One theoretical framework that has been used to explain negative spillover is called the role

scarcity hypothesis. The main argument of this hypothesis is that since people have a limited,

fixed amount of resources (e.g., energy, time), problems may arise when different roles draw on

these same resources. For example, when both family and work roles draw on the scarce

resource of time, it is likely that one of these roles is compromised due to a lack of available

time. A different framework, the role expansion hypothesis, has been used to explain positive

spillover. According to this hypothesis, individuals generate resources (e.g., positive mood,

skills) and opportunities from the multiple roles they are engaged in. These, in turn, can be used

in both life domains to improve functioning and promote growth.

Martinez-Corts, Demerouti, Bakker and Boz, (2015) also emphasised that the beliefs, interests

and values that a person has about his or her work as well as the person’s family matters usually

inform where spill-over effect will be positive or negative but in the end there must be a balance

as to how the individual perceives this relationship. The spill-over theory directly underpins this

work because most studies have found that work-family conflict mostly leads to negative spill-

over which affects the satisfaction of the individual.

28
1.8.3 Rational Choice Theory

According to the rational choice theory, individuals are motivated by their personal wants and

goals and are driven by personal desires. Since it is not possible for individuals to attain all of the

various things that they want, they must make choices related to both their goals and the means

for attaining those goals. Individuals must anticipate the outcomes of alternative courses of

action and calculate which action will be best for them. In the end, rational individuals choose

the course of action that is likely to give them the greatest satisfaction. This means that job

satisfaction is a choice the employee is going to make by choosing the cause of his or her actions

on the job. One key element in rational choice theory is the belief that all actions are

fundamentally rational in character. This distinguishes it from other forms of theory because it

denies the existence of any kinds of action other than the purely rational and calculative. It

argues that all social action can be seen as rationally motivated, however much it may appear to

be irrational.

Rational choice theory is an umbrella term for a variety of models explaining social phenomena

as outcomes of individual action that can in some way be construed as rational. “Rational

behavior” is behavior that is suitable for the realization of specific goals, given the limitations

imposed by the situation. The key elements of all rational choice explanations are individual

preferences, beliefs, and constraints. Preferences denote the positive or negative evaluations

individuals attach to the possible outcomes of their actions. Preferences can have many roots,

ranging from culturally transmitted tastes for food or other items to personal habits and

commitments. Beliefs refer to perceived cause-effect relations, including the perceived

likelihood with which an individual’s actions will result in different possible outcomes. For

29
example, a village head may believe that raiding a neighboring village A has a higher probability

of success than raiding a neighboring village B. Constraints define the limits to the set of feasible

actions (e.g., the amount of credit one can get imposes a budget constraint on those considering

buying a house).

Central to all forms of rational choice theory is the assumption that complex social phenomena

can be explained in terms of the individual actions that lead to those phenomena. This is called

methodological individualism, which holds that the elementary unit of social life is individual

human action. Thus, if social change and social institutions are to be explained, there is a need to

show how they arise as the result of individual action and interactions.

1.9 THEORETICAL FRAMEWORK

The three theories invoked in the explanation of role conflicts are apt and relevant. In the light of

Role theory, the demands experienced in one role (for example, work) take time and energy

away from demands experienced in another role (for example, family). This type of role conflict

has been referred to as inter-role conflict. This theory brings to the fore the challenges married

women face in their bid to effectively bring about a balance between domestic and professional

responsibilities. The Spillover concerns the transmission of states of well-being from one domain

of life to another. This is a process that takes place at the intra-individual level, thus within one

person but across different domains. The experiences that are transferred from one domain to the

other can be either negative, or positive. Spillover effects apply to situations in which there is a

form of inter-role conflict. That is, being involved in a work-role may put strains on the family

role, or vice versa. This implies that an additional categorization can be made between two

different types of inter-role conflict. Rational choice theory can be used to explain how married

30
women balance home and career to the end of ensuring job satisfaction. The theory assumes that

individuals are motivated by their personal wants and goals and are driven by personal desires. It

proposes that they must make choices related to both their goals and the means for attaining

those goals and must anticipate the outcomes of alternative courses of action and calculate which

action will be best for them. In the light of these assumptions and propositions, the ability of

married women to adequately and effectively balance home and career depends on their personal

goals and desires and what they consider as more important to them. If they consider their career

advancement as more important, they may make choices and decisions that would give more

time for their career at the expense of the home front. Conversely, married women who consider

their home to be more important than their career may make choices and decisions that would

give more time to the home front at the expense of their career. In the light of the assumptions of

the rational choice theory, it is best for married women to have a balanced view of the

importance of their home and career to be able to make choices that would help create a balance

between their career and the home front. This would ensure happiness at home and satisfaction at

the workplace. Going by the three theoretical orientations, the role theory can best explains the

subject matter of the study as it best brings the issues of role conflict experienced by married

women at the workplace.

1.10 EMPIRICAL REVIEW

Rani and Muzhumathi (2012) investigated the intensity of role conflict creating organisational

role stress among workingwomen in Chennai city. The data was collected from 491 respondents

in all. They included 56 doctors, 153 bank officers, 83 lecturers and199 engineers. The study

clearly showed that stress among women was largely due to work- family conflict. It was also

31
found that among the organisational role stressors, role overload variable contributed the

maximum. The study also showed that women with low life satisfaction experienced more stress.

Ramadoss and Rajadhyaksha (2012) tried to investigate gender differences in commitment to

various roles, work environment, role conflict, strain types and social support. Data was

collected from 208 full- time working employees with school going children from the upper

strata of the society belonging to dual career families in Mumbai. Among all the roles,

occupational role commitment was found to be the most significant. It was also found that there

is a significant difference between men and women in job variety work to parent conflict and

energy based strain. It was further revealed that parents in urban areas find it very difficult and

challenging to balance their employment and parental responsibilities. In the study, men reported

more support from their supervisors, co-workers and extended family support in managing

occupational and parentalresponsibilities than women.

Aleena et al. (2012) collected the data through a questionnaire from 200 female teachers of

different schools to study the impact of role conflict on job performance while keeping the

organisation policy as a moderating variable. It was revealed that role conflict has a negative

impact on job performance; and regression analysis clearly showed that schools do not try to

moderate this relationship because in the absence of proper policies these schools fail to give

relief to the female school teachers to cope up with the issue of role conflict. The research

revealed that these schools need to improve their policies to increase female teachers’

performance and enhance their motivation level which will ultimately reduce work life pressure

and strain.

32
Savarimuthu and Narayanan (2013) studied the impact of dependent child age on the role

conflict faced by the workingwomen in the IT industry of Bengaluru. Data was collected from

176respondents having children using a questionnaire. It was found that predictors of role

conflict differ at different parental stages. For the working mothers having children below 2

years of age, family and colleague support were the two important factors that influence the work

family conflict in their lives. This is because of the long working hours, role overload, and high

stress. The parents having children in the age group of 2 to 5 years feel job involvement, family

and colleague support to be the influencing factors of role conflict. However, for the parents

having children in the age group of6-10 years, job involvement was found to have predictive

qualities in relation to role conflict. The relationship was found to be positive so as working

mothers become more involved in their job, they are likely to experience higher levels of role

conflict.

Devi and Rani (2013) studied the correlation between role conflict and life-work conflict and

work-life balance. A survey was conducted among women working in BPO companies in

Chennai. For this purpose, data from 711 female respondents was collected. The study revealed

that there is a negative relationship between conflict and balance. It was also found that marital

status and family status have a significant influence on work-life balance. It is found that having

children at home influences work-life conflict and as a result work-life balance also gets

disturbed. It is clearly found that life-work conflict is the most important factor influencing

work-life balance. BPO organisations should strive to start child care programmes, family leave

policies and flexible timings which will help in reducing such conflicts.

33
Gamage (2013) conducted a survey on 50 practising lawyers in Sri Lanka. The research study

revealed that there exists a negative significant correlation between Sri Lanka work-life conflict

and job satisfaction of practising lawyers in Sri Lanka. The relationship between work-life

conflict and family satisfaction of practising lawyers was also found to be negative. It was also

revealed that a higher degree of job satisfaction and family satisfaction existed among male

rather than female practising lawyers.

Nomaguchi and Johnson (2013) analysed the data from the Fragile Families and Child Well-

being Study (N = 3,165), and found that role conflict is related to mothers’ less than fathers’

stress; and non-standard schedule is related to less stress for mothers only. Current employment

status which is found not to be permanent and role conflict are the strongest predictors of fathers’

but not mothers’ stress. Results suggest that securing a job with flexible scheduling is important

to reduce parenting stress among working class parents regardless of gender.

1.11 RESEARCH QUESTIONS

The following research questions were asked to elicit information for data generation for this

study;

1. Would there be a significant positive relationship between job satisfaction and role

conflict among married women?

2. Would there be a significant negative relationship between productivity and role conflict

among married women?

3. Would there be an effect of age on work-family among married women?

34
4. Would there be an interactive effect of job satisfaction, productivity and role conflict

among married women?

1.12 RESEARCH HYPOTHESIS

The hypotheses are stated as follows;

1. There would be a significant positive relationship between job satisfaction and role

conflict among married women.

2. There would be a significant negative relationship between productivity and role conflict

among married women.

3. There would be a significant effect of age on role conflict among married women such

that the higher the age, the lesser the role conflict.

4. There would be an interactive effect of job satisfaction, productivity and role conflict

among married women.

35
 CHAPTER TWO

METHOD

2.1 Research Setting

This study was carried out at Union Bank, Access Bank, UBA, and GTbank across Lagos State.

2.2 Participants

The study population was comprised of one hundred and fifty (150) participants. The population

was also made up of women working in the bank (Single and Married), however, only married

women bankers working in Ikeja Local Government Area, Lagos state would be used as sample

in this study. The age range would be between 25 years and 45 years old.

2.3 Sampling Technique

A convenience sampling technique was used to select participants for this study. This is because

the researcher gave the questionnaire to participants that are available and are accessible. It

would be ideal to test the entire population, but in most cases, the population is just too large that

it is impossible to include every individual. This is the reason why the researcher used

convenience sampling which is the most common of all sampling techniques. Many researchers

prefer this sampling technique because it is fast, inexpensive, easy and the subjects are readily

available. A convenience sample is either a collection of subjects that are accessible or a self-

selection of individuals willing to participate which is exemplified by your volunteers.

2.4 Research Design

This is a survey research. Data was gathered using the survey method. A survey is used to collect

original data for describing a population too large to observe directly (Mouton, 1996). A survey

36
obtains information from a sample of people by means of self-report, that is, the people respond

to a series of questions posed by the investigator (Polit & Hungler, 1993).

2.5 Research instrument

Instruments

The questionnaires were made up of Bio-data and three standardized instruments namely:

The instruments used in this study include: Role Conflict Scale, The Job Satisfaction Survey and

General Employee Productivity Scale.

These instruments were prepared in questionnaire format and was comprised of four sections:

section A is the demographic section of the questionnaire which will obtain demographic

information of respondents such as gender, age category, marital status, length of service and

level of education. Section B is the Role Conflict Scale, Section C will be The Job Satisfaction

Survey, while Section D will be General Employee Productivity Scale.

Role Conflict Scale

Role conflict was assessed using the RCS that was developed by Netemeyer, Boles, &

McMurrian (1996). The final forms of the RCS scale were five (5) items each. For the purpose of

this study, we would only be using the RCS scale. The 7-point scale was used and is as follows:

1 = strongly disagree 2 = disagree 3 = slightly disagree 4 = neither agree nor disagree 5 = slightly

agree 6 = agree 7 = strongly agree. The reliability coefficients ranged from .82 to .90 for the

WRC scale.

37
The Job Satisfaction Survey

JSS is a 36 items, nine facet scales to assess employee attributes about the job and aspects of the

job. It is a questionnaire used to evaluate nine dimensions of job satisfaction related to overall

satisfaction. This instrument is well established among the other job satisfaction scales and it is

developed by Paul E. Spector, 1985. Each facet is assessed with four items, and a total score is

computed from all items. A summated rating scale format is used with 6 choices per item

ranging from “strongly disagreed” to “strongly agree”. Items are written in both directions so

about half must be reverse scored. The nine facets include pay, promotion, supervision, fringe

benefits, contingent rewards (performance based rewards), Operating procedures (required rule

and procedures), co-workers, nature of work and communication. With the use of 6 points likert

scale, just satisfaction which is dependent variable will be measured.

This well-established instrument has been repeal investigated for reliability and validity. The

none sub-scales related moderately to well between each other, internal consistency; a score of

0.6 for co-worker to 0.91 for the total scale. Overall, an average on 0.70 for internal consistency

was obtained out of a sample of 3, 067 individuals. Over an eighteen-month period, an internal

consistency of 0.37 – 0.74 was calculated for a smaller sample of 43 workers. Studies using

various scales for job satisfaction on a single employee, supported validity. A correlation of 0.61

for co-workers to 0.80 for supervision was calculated between five of the job satisfaction sub-

scale and some of the job description index.

Employee Productivity Scale

Furthermore, employee productivity was measured using five items taken from the studies of

Chen and Tjosvold (2008); Lee and Brand (2010). All the items were measured on five point

38
Likert scale ranging from “1=strongly disagree” to “5= strongly agree”. (Cronbach’s Alpha =

0.755).These questionnaire items were applied in Nigeria by Abohw (2018) and have a

Cronbach’s alpha of 0.82. Some items in this scale are “I do a large amount of work each day”,

“I have a high standard of task accomplishment”.

2.6 Procedure

The researcher went to the banks and submit a letter of request to carry out the research in the

bank. Thereafter, the Administrator gave the researcher a suitable date to come carry out the

research. On the proposed date, the researcher went to the banks and distribute the questionnaires

to the participants after establishing giving a brief introduction and what the research is all about.

One hundred and fifty questionnaires were given to the participants and the ones that were filled

correctly was used for the data analysis.

2.7 Data analysis

The data was be analyzed using both descriptive and inferential statistics. Pearson moment

correlation was used to test the relationships among the variables. The computation of responses

was executed with the aid of the Statistical Package for Social Sciences (SPSS) version 20.

39
 CHAPTER THREE

Results

3.0 Introduction

This chapter presents the results of the analyses conducted to answer the research questions

within the current study. First, the descriptive statistics of the instrument is present. Second, the

means, standard deviations, and ranges of the measures used in this study are reported. Finally,

the results of the analyses (e.g. independent t-test) were reported.

Table 3.1: Characteristics of Respondents

Variable Frequency Percentage

Marital Status
Married 50 33.3
Single 92 61.4
Divorced 8 5.3
Total 150 100.0
Age
Below 25 years 30 20.0
26-35 years 75 50.0
36-45 years 45 30.0
Total 150 100.0
Educational Qualification
WAEC/NECO
OND/NCE 72 48.0
HND/B.Sc. 56 37.3
MBA/MSc and above 22 14.7
Total 150 100.0
Staff Status
Junior Staff (Contract) 80 53.3
Senior Staff 57 38.0
Management Staff 13 8.7
Total 150 100.0

40
Table 3.1 shows the socio-demographic characteristics of respondents. On marital status, it

shows that the married respondents were 50 representing 33.3% of the total respondents, the

single respondents were 92 representing 61.4% of the total respondents, while the divorced

were 8 respondents representing only 5.3% of the total respondents. The reason for more

singles in the banking sector is because many believe that getting married would hinder them

from getting promotion in the sector. On age range, it shows that the respondents between

below 25 years were 30 representing 20.0% of the total respondents. The respondents between

26-35 years were 75 representing 50.0% of the total respondents, while the respondents

between 36-45 years were 45 representing 30.0% of the total respondents. On educational

qualification, the table shows that respondents with OND/NCE were 72 representing 48.0% of

the total respondents, those respondents with HND/B.Sc. educational qualification who were

56 representing 37.3% of the total respondents while those having MBA/MSC and above

were 22 representing only 14.7% of the total respondents. On staff status it shows that the

Junior staff respondents were 80 representing 53.3% of the total respondents. The Senior staff

respondents were 57 representing 38.0% of the total respondents, while the Management staff

were 13 respondents representing only 8.7%.

41
3.1 Descriptive Statistics of Variables

Table 3.2: Mean and Standard Deviation of the variables in this study

Variables Mean Std. Deviation

Job Satisfaction 128.79 15.169
Employee Productivity 18.00 2.198
Role Conflict 14.40 4.837

Table 3.2 above shows the descriptive statistics of role conflict, job satisfaction and employee

productivity. The average score for Role Conflict was (M=14.40) and (SD=4.837). The average

score for Job Satisfaction was(M=128.79) and (SD=15.169). While the average score for

Employee Productivity was (M=18.00) and (SD=2.198).

Table 3.3: Mean and Standard deviation of Age Group on Role conflict

Variables N Mean SD
Below 25 years 30 10.00 1.00
26-35 years 75 15.60 4.57
36-45 years 45 15.33 5.24

Table 3.3 gives a summary of the mean and standard deviation of age group on role conflict.

Participants below 25 years old score was M=10.00; SD= 1.00, 26-35 years score was M=15.60;

SD= 4.57, while 36-45 years score was M=15.33; SD= 5.24. This shows that as the year

increases the mean score on role conflict also increases.

42
3.2 Test of Hypothesis

Hypothesis One

The first hypothesis states that, there would be a significant positive relationship between job

satisfaction and role conflict among married women.

Table 3.4: Correlation Matrix between Job Satisfaction and Role conflict

1 2 Mean SD SE

1. Job Satisfaction 1 -0.574** 128.79 15.169 0.53

2. Role conflict -0.574** 1 14.40 4.837 0.34

As evidenced on the above table, the result revealed that role conflict was negatively correlated

with job satisfaction with a coefficient of r = -0.574. Based on this, hypothesis 1 which says

there would be a significant positive relationship between job satisfaction and role conflict

among married women is rejected.

43
Hypothesis Two

The second hypothesis states that, there would be a significant negative relationship between

productivity and role conflict among married women.

Table 3.5: Correlation Matrix between Employee Productivity and Role conflict

1 2 Mean SD SE

1. Employee Productivity 1 -0.979** 18.00 2.198 0.63

2. Role Conflict -0.979** 1 14.40 4.837 0.46

As evidenced on the above table, the result revealed that role conflict was negatively correlated

with employee productivity with a coefficient of r = 0.979. Based on this, hypothesis 2 which

says there would be a significant negative relationship between productivity and role conflict

among married women is accepted.

Hypothesis Three

The third hypothesis states that, there would be an effect of age on role conflict among married

women such that the higher the age, the lesser the role conflict.

Table 3.6: Analysis of variance on Age Group and Role conflict

Sources of Sum of df Mean Square F Sig

Variation Squares
Between Groups 728.000 2 364.000 19.401 0.00
Within Groups 2758.000 147 18.762
Total 3486.000 150

44
Table 3.6 showed that the calculated F-value (F cal) 19.401 with 0.05 level of significance. Since

the Pv is lesser than 0.05, the null hypothesis which states that there would be no significant

difference of age on role conflict among married women was rejected and the alternative

hypothesis which states that there would be a significant difference of age on role conflict among

married women was accepted.

Hypothesis Four

The fourth hypothesis states that, there would be an interactive effect of job satisfaction and

productivity on role conflict among married women.

Table 3.7: Relative Construction of Job Satisfaction Employee Productivity and Role
Conflict.
Variables B Beta Tcal Sig R R2 Fcal Pv

Employee Productivity 0.312 0.048 2.278 0.000 0.980 0.960 1760.2 0.01

Job Satisfaction 0.321 1.007 49.894

Dependent Variable: Role conflict

Table 3.7 above shows the result of the regression analysis to determine the combination effect

of employee productivity and job satisfaction on role conflict. The value of the Coefficient of

determinations (R2), the F-value, as well as the value of the standard error was shown. The table

showed that R2 is 0.960 meaning that Employee Productivity and Job Satisfaction system can

explain about 96.0% of the variations on the level of Role conflict. F-value of 1760.22, meaning

that the overall equation is significant (p<0.01). The result shows that, there is a significant

combination effect of employee productivity and job satisfaction on role conflict.

45
 CHAPTER FOUR

DISCUSSION

The study examined the the relationship between job satisfaction, productivity and role

conflict among married women. Specifically, the four major objectives of this study are, first,

to examine the relationship between job satisfaction and role conflict among married women.

Secondly, is to investigate the relationship between productivity and role conflict among

married women. Thirdly, it is to determine the significant difference of age on role conflict

among married women. Finally, is to examine the joint effect of job satisfaction, productivity

and role conflict among married women.

The result of this research shows thatrole conflict was negatively correlated with job satisfaction.

This means that as role conflict increases the job satisfaction of married women employee’s

decreases too. The study also showed that role conflict was negatively correlated with employee

productivity. This means that the higher the role conflict, the lower the employee productivity.

Furthermore, the study also showed that there is a significant difference between age groups of

participants on role conflict. This shows that as the year increases the mean score on role conflict

also increases. Finally, the study revealed that there is a significant combination effect of

employee productivity and job satisfaction on role conflict. That is, as any of the variable

increases it causes an increase in the other variables.

46
Role Conflict and Job Satisfaction

The hypothesis was supported by the current data. To determine whether a correlation exists

between role conflict and job satisfaction, a correlation analysis was carried out. The results

showed a significant negative interaction between the two variables. This is consistent with most

of the studies which concluded that role conflict has a significant and negative influence on the

employees’ job satisfaction (Frone et al., 1992; Netemeyeret al., 1996; Boles et al., 1997; Carly

et al.,2002; Wayne et al., 2004; Kinnunen et al.,2006; Karatepe and Kilic, 2007; Calvo-Salguero

et al., 2010; Carlson et al., 2010; Zhao and Namasivayam, 2012). Those prior studies revealed

that interferences between work activities and family responsibilities finally would create job

dissatisfaction, bring employees to dislike their job, and lead to underperforming job quality. The

research of Karatepe and Kilic (2007) also reported that role conflict would decrease frontline’s

job satisfaction in Northern Cyprus hotels.

These findings were confirmed by the statement “excessive workloads have hampered my efforts

to meet family needs” which has driven to a lower job satisfaction (work interfered family). On

the contrary, those scholars also mentioned the family interfered work, which happens when

employees’ family roles create restriction for them to do their work tasks. It also will trigger job

dissatisfaction (Zhao and Namasivayam, 2012).

Ciarrochi et al. (2001) who reported that role conflict has overriding moderating effects on

commitment, leadership style, self-efficacy, personality, job satisfaction and motivation. The

finding also agreed with Martins et al. (2002), who reported that the negative effect of work-

family role conflict on work attitude may be moderated by several variables.

47
Furthermore, the finding is consistent with studies which revealed a negative association

between WRC and job satisfaction (e.g. Baral, 2016; Dartey-Baah, 2015). Family satisfaction

was also found to be negatively related to role conflict (Kinnunen et al., 2004; Rathi & Barath,

2013). Likewise, researchers such as Afzal and Farooqi (2014) found out that there is a negative

relationship between life satisfaction and role conflict.

These finding is not consistent with the results of very few researches including a study by

O’Driscoll et al. (1992). It revealed a positive relationship between job satisfaction and role

conflict. Similarly, (Lu, Gilmour, Kao & Huang, 2006) conducted a study that revealed that

for married female accountants, role conflict also had a positive association with job

satisfaction. In a recent study by Kalliath et al. (2017), it was revealed that time-based WRC

and family satisfaction were positively related for the Indian social workers but not for

Australian social workers. Moreover, some studies found out that there is even no relationship

between the two (Yang et al., 2000; Parasuraman, Purohit, Godshalk, & Beutell, 1996).

Certain factors may have contributed to the findings being contrary to majority of existing

literature. To begin with, the culture of Nigeria may be a primary reason behind the results not

conforming the other works. As per the findings of some authors like Hofstede (1984), Asian

societies are mainly collectivistic. Therefore, the culture is that of collectivism which means

people place more importance on common goals rather than a person’s own interests. Work is

seen as a means of supporting family rather than enhancing a person’s self. Collectivists

“work to live” (Lu et al, 2010). Markus and Kitayama (1998) explicated that people in

collectivistic cultures focus on interconnectedness with others. Engaging in work roles are

regarded as serving the needs of the in-group rather than the individual. People who put extra

effort into work are seen as making sacrifices for their in-group (e.g., family) and enjoy

48
support from the family. To add that, Kagitçibasi (2005) indicated that collectivists are

encouraged to explore their need for belonging. This is consistent with Falicov’s (2001)

assertion that collectivists give priority to family connectedness over the needs of the

individual. There is considerable research proving that role conflict is less detrimental to

people in collectivistic culture as compared to those in individualistic cultures (Lu, Gilmour,

Kao & Huang, 2006; Lu et al., 2010; Spector et. al., 2007; Yang et al., 2000). In the opinion

of Lu et al. (2005), this can be attributed to the fact that collectivist societies have less rigid

demarcation of the work and family boundary and relatively greater tolerance for spillover

between the two life domains. Hence, female bankers had satisfaction even in the mist of role

conflict probably due to the culture.

Role Conflict and Employee Productivity

The result showed that there was a significant negative correlation between role conflict and

employee productivity of the female employees in the researched organizations. This shows that

the higher the level of role conflict, the lower the productivity of the female employees to the

organization. Not only do the findings contribute to the body of knowledge on role conflict, they

also extend the research on the influence of work family conflict on employee productivity.

There is similarity with the studies of (Ashfaq, Mahmood, & Ahmad, 2013; Yavas, Babakus, &

Karatepe, 2008; Baum, 2007; Karatepe & Kilic, 2007; Van Steenbergen, Ellemers, &

Mooijaart,2007).

Frone et al. (1997) which examined the impact of role conflict on productivity and reported a

momentous relationship, he used a self-reported scale to measure employee productivity, they

found a negative relationship between work family conflict and productivity. Aryee (1992)

49
reported that productivity is related to job-parent conflict but not to job-spouse conflict in his

study. Blackhurst, Brandt & Kalinowski (1998) have found that organizational commitment and

productivity is negatively related to family life of the persons which leads to low productivity

and hence high role conflict. Jackson and Schuler (1985) and Aven (1988) wrote that the job

affects personal life of employees and vise-versa. It was said that in terms of commitment that

work-life conflict affects it and ultimately the productivity of employee is reduced.

The studies by Anderson et al. (2002) and Frye and Breaugh (2004), who found negative

relationship between work–family conflict with organizational commitment and employee

productivity across different cultures and environments. It shows that there are differences on

how job stress operates across different environments and that these differences may be

prominent because of societal values and expectations linked to work and family activities

(Casper et al., 2011; Powell, Francesco, & Ling, 2009).

The same was investigated by Allen and Meyer (1990). Work to family conflict has negative

impact on the productivity of people according to Lee and Hui (1999), when work affects the

family the productivity decreases but it is a good indicator of measuring dedication one has for

his job. Role conflict is drastically associated with organizational commitment and productivity,

and if an employee loses commitment then ultimately the productivity is reduced as per Ali and

Baloch (1999). Netemeyer, Maxham and Pullig (2005), in their study on customer service

employees, customers and supervisors, found direct and indirect effects between role conflict and

employee productivity where the productivity are rated by supervisor.

Furthermore, Brandt, Krawczyk and Kalinowski (2008) found that there exists a conflict between

life and productivity of employees. Relationship between role conflict and productivity ratings

given to men and women have also been studied by Butler and Skattebo (2004).The lower

50
overall productivity was found for men who experienced role conflict than men who did not, but

no difference in overall productivity ratings were given to women who experienced the role

conflict and women who did not. While there were studies supporting the relationship between

role conflict and employee’ productivity, others did not. Bhuian, Menguc and Borsboom (2005)

found no noteworthy relationship between role conflict and employee productivity.

Similar findings were documented by Netemeyer, Boles and McMurrian (1996). According to

Aminah (2008) the role conflict is directly negatively related to the level of employees’

productivity. It is also proved by her that role conflict increase employees’ emotional exhaustion

as a result productivity level is reduced. Role conflict reduces employees’ job satisfaction which

will in turn decrease the level of employee’ productivity. Role conflict leads to emotional

exhaustion experienced by employees which will reduce the job satisfaction level and

consequently lowers the productivity level.

Netemeyer et al. (2005) also found direct and indirect effects between role conflict and employee

productivity rated by supervisor. Karatepe and Sokmen (2006) found a significant negative

relationship between both role conflict with employee productivity. Kossek and Ozeki (1998)

found that there is negative relationship between the level of role conflict and productivity.

Similarly, other researchers found that role conflict is significantly and negatively related to job

satisfaction with resultant effect of low employee’ productivity (Parasuraman et al., 1989; Rice,

Frone, & McFarlin, 1992; Allen, et al., 2000).

On the contrary, Ashfaq et al. (2013) reported that employees’ productivity was affected by role

conflict and work overload in the banking sector. For example, the research of Patel et al .(2006)

rejects the relationship between role conflict and job productivity.

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However, Kengatharan (2017) discussed that the negative relationship between role conflict and

employee productivity found in many studies (Ashfaq, Mahmood, & Ahmad, 2013; Yavas,

Babakus, & Karatepe, 2008; Baum,2007; Karatepe & Kilic, 2007; Van Steenbergen, Ellemers, &

Mooijaart,2007) has turned into positive nature owing to the moderating effect of income at the

high level of income.

Age and Role conflict

The result showed a significant effect of the age of the female employees on role conflict. It

shows that role conflict increased as the participants age increase but there was a slight decrease

in the much older participants. There are varying opinion from various authors and literatures.

The study of Dartey-Baah (2015) found a significant difference in women role conflict within the

age range of Ghanaian corporate leaders. The finding hypothesizes that conflict in families

emanating from workplace is significantly and positively related to the age range of Ghanaian

corporate leaders. Thus, the older one becomes the more role conflict he/she is likely to

experience. This study is consistent with our present study.

With regard to the age of respondents, other studies have shown a negative correlation between

age and role conflict. The study done by Hsu (2011) with Taiwanese correctional officers

revealed that age is significantly and negatively correlated with role conflict. Similar studies by

Andreassi and Thompson (2007) revealed a close relationship of age with role conflict.

Baltes and Baltes (1990) stressed that “the adaptive task of the aging individual is to select and

concentrate on those domains that are of high priority and that involve a convergence of

environmental demands and individual motivations, skills, and biological capacity”.

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Workers in the midst of their career (in the establishment career stage, age 25-49) appear to

experience the greatest WRC compared to workers of other ages. During this time, factors at

work and home are the most taxing on resources. (Huffman, Culbertson, Henning & Adrian,

2013). Workers are in the stage of their career in which they are likely to be working longer

hours and trying to define themselves as workers. They are also more likely to experience greater

job demands, supporting previous findings that this increases the likelihood of work family

conflict (Adams et al., 1996; Gutek et al., 1991). Workers at this point in their lifespan are also

more likely to be starting a family and have more responsibilities such as having young children

at home, which has been linked to greater WRC (Higgins et al., 1994; Voydanoff and Kelly,

1984)

However, the study of Hsu (2011), and Andreassi and Thompson (2007) found that age is

significantly and negatively correlated with role conflict. Which means as age increases, role

conflict would decrease.

In conclusion, research examining the relationship between age and role conflict (RC) has

suggested the presence of an inverted U relationship, with RC peaking in mid-life and decreasing

as individuals continue to age. Therefore, the similarity with this study can be as a result of

cultural differences and the fact that as women grow older they may have discovered ways to

cope with the various conflicts and manage them without it significantly affecting their

performances.

Role Conflict, Job Satisfaction and Employee Productivity

The study further revealed that there is a significant interactive effect of employee productivity

and job satisfaction on role conflict. There are no published studies to compare with our study as

53
this is a novel combination of variables. However, we can deduct from the various studies

showing negative relationships between themselves that there would be an effect of both the

employee productivity and job satisfaction on work family. Job satisfaction has an effect on

productivity and therefore, if an increase in work family conflict would reduce the satisfaction of

employees, invariably, the productive would be reduced as well.

54
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary

This present study provides an insight on the relationship between job satisfaction,

productivity and role conflict among married women.

The findings in this study are summarised below:

1. The result of this research shows thatrole conflict was negatively correlated with job

satisfaction

2. The result also showed that role conflict was negatively correlated with employee

productivity.

3. Furthermore, the result revealed that there is a significant difference between age groups of

participants on role conflict.

4. Finally, the result revealed that there is a significant combination effect of employee

productivity and job satisfaction on role conflict.

5.2 Conclusion

In conclusion, considering the available evidences, it can be established that role conflict among

married female bankers in this study are related with job satisfaction and productivity. Role

conflict remains important issue that requires considerable attention from society. It is present

today, due to increased participation of women in the labour. Due to educational improvements,

educated women are more than the lesser educated women. And as more married women

55
participate in the labour force, they tend to experience conflict in order to occupy both family

and work roles simultaneously. As per findings from the previous programs researchers the

independent variables (age of children, number of children and dependent, nature of work, dual

role and reason for working) which the researcher has used to determine the working women

perception towards work family conflict as a whole are proven to be affects the working life of

women. Usually, middle class women are working to support family. They pay bills, children's

tuition and school fee; and other minor expenses of the family. As a custom, workingwomen also

take dual responsibility of home i.e. childcare and dependent care (mother/father in laws and

husband). As small the dependents/children increase so does the role conflict.

Role conflict has negative outcomes such as absenteeism, stress and job dissatisfaction that are

detrimental to both employees and the organization. So there should be supportive culture,

childcare facilities, flexible working hours and paid parental leave and family support especially

from spouse and other family members plays an important role in reducing role conflict.

In addition, provision of adequate job incentives, which tend to facilitate effective management

of work-family role conflict on the part of the workers are strong factors in the prediction of

organizational commitment. Although, leadership behaviour tends to enhance effective

management of the organizational resources for goal achievement, role conflict experienced by

the workers requires adequate attention through organizational support system. This will

definitely eliminate interference in the workers’ commitment and efficiency in achieving the

organizational goals.

It can therefore be concluded that when work family conflict is reduced to a minima level,

banking mothers working in different banks will become more efficient and productive at work.

56
5.3 Recommendation

Based on the findings of the study, the following recommendations are made:

(1) The tendency for role conflict of the workers needs to be considered in the selection and

placement process for organizational commitment to be guaranteed. The female and married

workers with high social and marital responsibilities should be posted to less challenging

managerial positions while the single and male workers should be posted to highly challenging

positions in order to foster organizational commitment and performance effectiveness.

(2) The role conflict often experienced by the workers needs to be cushioned through

organizational support system. The government and non-governmental organizations should

provide opportunity for day care system to the children of the workers while recreation center

should also be provided for the managers and all levels of workers. This will definitely reduce

role conflict-induced stress and help to enhance organizational commitment among the

workforce.

(3) Job incentives, such as; increased wages and salaries, improved condition of service,

promotion as at when due, provision for retirement benefits and other fringe benefits should be

adequately provided by the employers. This will definitely motivate the workers towards coping

and adjustment to work environment and effective management of role conflict vis-avis

increasing their job commitment with corresponding effects on organizational goal achievement.

(4) On the job and off- the- job training programmes, which focus on role conflict management

training skill, should be organized for all levels of workers including the managers on continuous

basis in order to assist them update their skills and knowledge on appropriate strategies through

which the stress induced by role conflict could be effectively managed. The cost of their training

57
should be borne by the employer in order to facilitate organizational commitment on the part of

the workers.

(5) Finally, this study also provides an important context for future research by using alternative

measures to examine job satisfaction in terms of pattern of attitudes a person holds regarding

various facets of the job such as coworkers, fringe benefits, job conditions, nature of the work

itself, policies and procedures, pay, and supervision.

(6) Female Bankers should educate working mothers how to balance their work and family

responsibilities in order to have sense of belongingness in both domains and perform efficiently

and effectively in the workplace,

(7) Female Bankers should advocate with the employers to reduce the number of workplace

stressors in other to ensure better performance at work. Workplace stressors are conceptualize as

being time-bound, strain-based or behaviour based and resultant on employee’s negative

reactions at home (role conflict),

(8) Female Bankers should guide both employers and employees to successfully resolve

workplace crisis/conflict harmoniously without creating additional stressors in either of the

domain so as to boost job performance and

(9) Management or Supervisors should develop empathetic feelings and give supportive attitude

to subordinate when work-family-conflict is observed. This will inspire working mothers to see

their work environment as caring.

58
Recommendations for Future Research

Future studies can adopt a mixed method approach to give researchers a proper understanding of

the situations peculiar to individual respondents. For the purpose of enhancing generalizability of

the findings, can expand the survey to cover other regions in Nigeria as well as other professions.

A comparative study of male and female bankers can also enhance researchers’ understanding of

how role conflict is perceived based on gender differences in future studies. The sample size may

also be relatively larger than used in the present study. Longitudinal study may also be

considered in future studies. This can help researches to critically observe the influence of time

on the experience of role conflict among female bankers. Additionally, future studies may

explore other moderation variables such as personality and self-efficacy between role conflict

and satisfaction to aid in better appreciation of the relationship thereof. This is because, the more

researchers gain appreciation of the Role Conflict-Satisfaction relationship, the more accurate

recommendations or solutions can be rendered.

Recommendations for Practice

There is a need for in-depth awareness creation about the repercussions of role conflict.

Education on how to balance work and family will assist in reducing the prevalence of role

conflict among female bankers. Again, individual bankers must passionately aim at achieving a

balance between work and family life.

Implication of Study for Female Bankers

The finding showed that both workplace and the family are inter-related when it comes to the

understanding of employees’ attitude and behaviour. Therefore, female bankers should see that

employees are well protected and their emotional stability is balanced to obtain good output both

59
at home and at the workplace. There should not be compartmentalization of home and work

place when it comes to employees. Conflicts at either domain can flow into the other domain.

That is workplace conflicts can easily flow into family conflicts.

Female Bankers therefore, should have a good understanding of both domains as related to

employees in order to have healthy workers and promotion of good job performance. Carryover

effects of one domain conflict should be minimized through counselling and education by

Female Bankers so that the employee become a well breaded person that can function

appropriately under tension without jeopardizing the expected out-come.

5.4 Limitation of Study

The following are the limitations faced in the study;

1. The sample size due to the economy of time and material might not be large enough to be

able to generalize across private organizations because one organization was used in the

study.

2. Although there was duration of time for the employees to complete the instrument in this

study but this was not enforced because of busy schedule among respondents, the researcher

had no option than to leave the instruments with them and to collect on a later date which

might have made them work as a group.

3. This study is also limited by the level of understanding of participants; the researcher made

extra effort to make the participants understand what they were supposed to do and this

might have affected the responses of participants and which might have in turn affected the

data collected.

60
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APPENDIX 1

QUESTIONNAIRE
UNIVERSITY OF LAGOS
SECTION A: BIO-DATA OF RESPONDENTS

Please tick as appropriate an answer you consider the most appropriate to the alternative choices provided.

SECTION A: Respondent’s Bio-data:

1. Marital Status: (1) Single (2) Married (3)Divorced

2. Age: (1)Below 25 years (2) 26 – 35years (3)36 – 45years

(2) 46 years and above

3. Staff Status: (1)Junior Staff (2) Senior Staff (3)Management Staff

4. Educational Qualification: (1) WASCE/NECO (2) OND/NCE

(3) HND/B.Sc. (4) MBA/ M.Sc. and above

SECTION B: RCS

The 7-point scale is as follows: 1 = strongly disagree 2 = disagree 3 = slightly disagree 4 =

neither agree nor disagree 5 = slightly agree 6 = agree 7 = strongly agree

1 2 3 4 5 6 7
1 1. The demands of my family or spouse/partner interfere with work-related
activities.

2 2. I have to put off doing things at work because of demands on my time at

home.

3 3. Things I want to do at work don’t get done because of the demands of my

family or spouse/partner.

4 4. My home life interferes with my responsibilities at work such as getting to

work on time, accomplishing daily tasks, and working overtime.

5 5. Family-related strain interferes with my ability to perform job-related duties.

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 SECTION C: EP
Please tick as appropriate your best opinion about the following statements from the options
provided which are: SA= Strongly Agree, A= Agree, UD = Undecided, D = Disagree, SD =
Strongly Disagree.

SA A U D SD
D
1 I do a large amount of work each day
2 I accomplish tasks quickly and efficiently.
3 I have a high standard of task accomplishment.
4 My work outcomes are of high quality.
5 I always beat our team targets.

JSS

Disagree very much

PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT
Disagree moderately
COMES CLOSEST TO REFLECTING YOUR OPINION
Disagree slightly
ABOUT IT. Agree slightly
Agree moderately
Agree very much

1 I feel I am being paid a fair amount for the work I do. 1 2 3 4 5 6

2 There is really too little chance for promotion on my job. 1 2 3 4 5 6

3 My supervisor is quite competent in doing his/her job. 1 2 3 4 5 6

4 I am not satisfied with the benefits I receive. 1 2 3 4 5 6

5 When I do a good job, I receive the recognition for it that I should receive. 1 2 3 4 5 6

6 Many of our rules and procedures make doing a good job difficult. 1 2 3 4 5 6

7 I like the people I work with. 1 2 3 4 5 6

8 I sometimes feel my job is meaningless. 1 2 3 4 5 6

9 Communications seem good within this organization. 1 2 3 4 5 6

10 Raises are too few and far between. 1 2 3 4 5 6

11 Those who do well on the job stand a fair chance of being promoted. 1 2 3 4 5 6

12 My supervisor is unfair to me. 1 2 3 4 5 6

76
13 The benefits we receive are as good as most other organizations offer. 1 2 3 4 5 6

14 I do not feel that the work I do is appreciated. 1 2 3 4 5 6

15 My efforts to do a good job are seldom blocked by red tape. 1 2 3 4 5 6

16 I find I have to work harder at my job because of the incompetence of 1 2 3 4 5 6

people I work with.

17 I like doing the things I do at work. 1 2 3 4 5 6

18 The goals of this organization are not clear to me. 1 2 3 4 5 6

19 I feel unappreciated by the organization when I think about what they pay 1 2 3 4 5 6
me.

20 People get ahead as fast here as they do in other places. 1 2 3 4 5 6

21 My supervisor shows too little interest in the feelings of subordinates. 1 2 3 4 5 6

22 The benefit package we have is equitable. 1 2 3 4 5 6

23 There are few rewards for those who work here. 1 2 3 4 5 6

24 I have too much to do at work. 1 2 3 4 5 6

25 I enjoy my coworkers. 1 2 3 4 5 6

26 I often feel that I do not know what is going on with the organization. 1 2 3 4 5 6

27 I feel a sense of pride in doing my job. 1 2 3 4 5 6

28 I feel satisfied with my chances for salary increases. 1 2 3 4 5 6

29 There are benefits we do not have which we should have. 1 2 3 4 5 6

30 I like my supervisor. 1 2 3 4 5 6

31 I have too much paperwork. 1 2 3 4 5 6

32 I don't feel my efforts are rewarded the way they should be. 1 2 3 4 5 6

33 I am satisfied with my chances for promotion. 1 2 3 4 5 6

34 There is too much bickering and fighting at work. 1 2 3 4 5 6

35 My job is enjoyable. 1 2 3 4 5 6

36 Work assignments are not fully explained. 1 2 3 4 5 6

77
APPENDIX 2

Correlations

[DataSet1] D:\Mrs Olanrewaju\DATA.sav

Descriptive Statistics

Mean Std. Deviation N

TOTAL ROLE CONFLICT 14.40 4.837 150

TOTAL JOB SATISFACTION 128.79 15.169 150

Correlations

TOTAL ROLE TOTAL JOB

CONFLICT SATISFACTION

Pearson Correlation 1 -.979**

TOTAL ROLE CONFLICT Sig. (2-tailed) .000

N 150 150
**
Pearson Correlation -.979 1

TOTAL JOB SATISFACTION Sig. (2-tailed) .000

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATIONS
/VARIABLES=TJS TEP
/PRINT=TWOTAIL NOSIG
/STATISTICS DESCRIPTIVES
/MISSING=PAIRWISE.

Correlations

78
[DataSet1] D:\Mrs Olanrewaju\DATA.sav

Descriptive Statistics

Mean Std. Deviation N

TOTAL JOB SATISFACTION 128.79 15.169 150

TOTAL EMPLOYEE
18.00 2.198 150
PRODUCTIVITY

Correlations

TOTAL JOB TOTAL

SATISFACTION EMPLOYEE
PRODUCTIVITY

Pearson Correlation 1 .574**

TOTAL JOB SATISFACTION Sig. (2-tailed) .000

N 150 150
**
Pearson Correlation .574 1
TOTAL EMPLOYEE
Sig. (2-tailed) .000
PRODUCTIVITY
N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

REGRESSION
/MISSING LISTWISE
/STATISTICS COEFF OUTS R ANOVA
/CRITERIA=PIN(.05) POUT(.10)
/NOORIGIN
/DEPENDENT TWRC
/METHOD=ENTER TJS TEP.

Regression

[DataSet1] D:\Mrs Olanrewaju\DATA.sav

79
 Variables Entered/Removeda

Model Variables Entered Variables Method

Removed

TOTAL
EMPLOYEE
1 PRODUCTIVITY, . Enter
TOTAL JOB
SATISFACTIONb

a. Dependent Variable: TOTAL ROLE CONFLICT

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .980a .960 .959 .975

a. Predictors: (Constant), TOTAL EMPLOYEE PRODUCTIVITY, TOTAL JOB

SATISFACTION

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 3346.273 2 1673.136 1760.221 .000b

1 Residual 139.727 147 .951

Total 3486.000 149

a. Dependent Variable: TOTAL ROLE CONFLICT

b. Predictors: (Constant), TOTAL EMPLOYEE PRODUCTIVITY, TOTAL JOB SATISFACTION

Coefficientsa

Model Unstandardized Coefficients Standardized t Sig.

Coefficients

B Std. Error Beta

1 (Constant) -28.836 1.446 -19.939 .000

80
 TOTAL JOB SATISFACTION .321 .006 1.007 49.894 .000

TOTAL EMPLOYEE
.106 .044 .048 2.378 .019
PRODUCTIVITY

a. Dependent Variable: TOTAL ROLE CONFLICT

ONEWAY TWRC BY AGE

/STATISTICS DESCRIPTIVES HOMOGENEITY
/MISSING ANALYSIS.

Oneway

[DataSet1] D:\Mrs Olanrewaju\DATA.sav

Descriptives
TOTAL ROLE CONFLICT

N Mean Std. Deviation Std. Error 95% Confidence Interval for Mean Min

Lower Bound Upper Bound

BELOW 25 YEARS 30 10.00 .000 .000 10.00 10.00

26-35 YEARS 75 15.60 4.574 .528 14.55 16.65
36-45 YEARS 45 15.33 5.244 .782 13.76 16.91
Total 150 14.40 4.837 .395 13.62 15.18

Test of Homogeneity of Variances

TOTAL ROLE CONFLICT

Levene Statistic df1 df2 Sig.

130.572 2 147 .000

ANOVA
TOTAL ROLE CONFLICT

81
 Sum of Squares df Mean Square F Sig.

Between Groups 728.000 2 364.000 19.401 .000

Within Groups 2758.000 147 18.762
Total 3486.000 149

REGRESSION
/MISSING LISTWISE
/STATISTICS COEFF OUTS R ANOVA
/CRITERIA=PIN(.05) POUT(.10)
/NOORIGIN
/DEPENDENT TWRC
/METHOD=ENTER TJS.

Regression

[DataSet1] D:\Mrs Olanrewaju\DATA.sav

Variables Entered/Removeda

Model Variables Entered Variables Method

Removed

TOTAL JOB
1 . Enter
SATISFACTIONb
a. Dependent Variable: TOTAL ROLE CONFLICT
b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .979a .958 .958 .990

a. Predictors: (Constant), TOTAL JOB SATISFACTION

82
 ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 3340.899 1 3340.899 3407.649 .000b

1 Residual 145.101 148 .980

Total 3486.000 149

a. Dependent Variable: TOTAL ROLE CONFLICT

b. Predictors: (Constant), TOTAL JOB SATISFACTION

Coefficientsa

Model Unstandardized Coefficients Standardized t Sig.

Coefficients

B Std. Error Beta

(Constant) -25.805 .693 -37.211 .000

1
TOTAL JOB SATISFACTION .312 .005 .979 58.375 .000

a. Dependent Variable: TOTAL ROLE CONFLICT

REGRESSION
/MISSING LISTWISE
/STATISTICS COEFF OUTS R ANOVA
/CRITERIA=PIN(.05) POUT(.10)
/NOORIGIN
/DEPENDENT TWRC
/METHOD=ENTER TEP.

Regression

[DataSet1] D:\Mrs Olanrewaju\DATA.sav

Variables Entered/Removeda

Model Variables Entered Variables Method

Removed

83
 TOTAL
1 EMPLOYEE . Enter
b
PRODUCTIVITY

a. Dependent Variable: TOTAL ROLE CONFLICT

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate
a
1 .530 .281 .276 4.115

a. Predictors: (Constant), TOTAL EMPLOYEE PRODUCTIVITY

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 980.000 1 980.000 57.877 .000b

1 Residual 2506.000 148 16.932

Total 3486.000 149

a. Dependent Variable: TOTAL ROLE CONFLICT

b. Predictors: (Constant), TOTAL EMPLOYEE PRODUCTIVITY

Coefficientsa

Model Unstandardized Coefficients Standardized t Sig.

Coefficients

B Std. Error Beta

(Constant) 35.400 2.781 12.730 .000

1 TOTAL EMPLOYEE
-1.167 .153 -.530 -7.608 .000
PRODUCTIVITY

a. Dependent Variable: TOTAL ROLE CONFLICT

DESCRIPTIVES VARIABLES=MS AGE SS EDQ

/STATISTICS=MEAN STDDEV MIN MAX.

84
Descriptives

[DataSet1] D:\Mrs Olanrewaju\DATA.sav

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

MARITAL STATUS 150 1 2 1.40 .492

AGE 150 1 3 2.10 .702
STAFF STATUS 150 1 2 1.40 .492
EDUCATIONAL
150 3 4 3.40 .492
QUALIFICATION
Valid N (listwise) 150

85