TABLE OF CONTENTS
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
1.2 STATEMENT OF THE PROBLEM
1.3 OBJECTIVES OF THE STUDY
1.4 RESEARCH QUESTIONS
1.5 RESEARCH HYPOTHESIS
1.6 SIGNIFICANCE OF THE STUDY
1.7 SCOPE OF THE STUDY
1.8 LIMITATION OF THE STUDY
1.9 DEFINITION OF TERMS
CHAPTER TWO
LITERATURE REVIEW
2.1 THE CONCEPT OF JOB SATISFACTION
2.2 JOB SATISFACTION AND PERFORMANCE
2.3 FACTORS INFLUENCING EMPLOYEE JOB SATISFACTION
2.4 WORKPLACE STRUCTURE RELATIONSHIP BETWEEN COMMITMENT AND JOB SATISFACTION
2.5 TEACHER APPRAISAL AND MOTIVATION
2.6 THEORETICAL FRAMEWORK
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
3.2 RESEARCH DESIGN
3.3 STUDY POPULATION
3.4 SAMPLE AND SAMPLING TECHNIQUE
3.5 DATA FOR THE STUDY: INSTRUMENTATION
3.5.1 INSTRUMENTATION
3.5.2 VALIDITY OF INSTRUMENT
3.6 METHOD OF DATA ANALYSIS
CHAPTER FOUR
4.0 DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
4.2 DATA ANALYSIS (QUESTIONNAIRE)
CHAPTER FIVE
SUMMARY CONCLUSION AND RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
5.2 CONCLUSION
5.3 RECOMMENDATION
REFERENCES
QUESTIONNAIRE
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Job satisfaction is a pre-requisite for employee performance in any organization. It is important for both the employee and the employer. For the employee, job satisfaction gives them a sense of security and fulfillment. In return, it leads to employee commitment, decreased absenteeism and reduced employee turnover. For the employer, employee job satisfaction ensures committed staff and stable workforce which reduce cost of recruitment and training. Most successful organizations consider worker morale and job satisfaction an output just as important as productivity (Ramakrishna, 2002). High job satisfaction indicates a strong correlation between an employee’s expectations of the rewards accruing from a job and what the job actually provides. Workers who are satisfied in their jobs will be co-operative and well-motivated while those who are dissatisfied will be more inclined than others to produce low quality output, go on strike, and be absent from work, invoke grievance procedures or even leave the organization.
The development of any country is largely dependent on the rate of investment in education.
Not just education, but institution of higher learning, that is tertiary education. The success of tertiary institution is dependent on the providers of knowledge. University education is fundamental to the construction of a knowledge economy and society at large (Anho, 2011). Therefore, it has become expedient that these providers or carrier of knowledge be well satisfied with their jobs. This is because success of the nation is a function of the students, and the success of the students is not independent of the knowledge providers, but has an undeniable effect on each other.
Employee job performance has always been a major challenge in organizational management and adopting effective ways to motivate employees to achieve and deliver higher job performance as well as increase the organizational competitiveness is the main objective of every business organisation (Lee & Wu 2011). Ogbulafor, (2011) suggested that the deteriorating level employee performance in
Nigerian tertiary institutions is fast becoming a serious threat to survival of universities in Nigeria which needs to be addressed urgently. It is therefore believed that employee performance is instrumental to organisational growth and profitability.
The employees are regarded as the major business resources that facilitate the daily activities and operations of an organisation (Mudah, Rafiki & harahap 2014). Similarly, Oluwafemi (2010) asserted that organisational effectiveness and efficiency depends on how effective and efficient the employees in the organization are.
Employer’s ability to comprehend employee’s satisfaction as it relates to schedules and daily responsibilities will impact greatly on employee productivity and performance. Howard (2009) view job satisfaction as a blend of liikable and unlikable moods or behaviour of an individual worker on their work schedule, implying that when an individual is employed such individual might come along with desires, wants and anticipations which define their meaning for being there. Satisfaction on a job symbolises the enormousness to which optimism are align with real rewards and benefits. According to Mowday, Porter and Steers (2013), most employees of today have a high degree of job dissatisfaction which create attitudes that are undesirable on the job and in turn degenerate their performance ability and that their working place as well.
Nigerian Universities keep increasing and becoming a current issue especially among academics (Ferreira & Otley, 2005). Currently, Nigerian Universities are notable areas of focus as regards to performance of employee. The concept of employee performance is preferably stressed lately in the viewpoint of transparency (Hood & Healed, 2006), managerial accountability (Broaddbent & Laughlin, 2003), a performance measurement (Ferreira & Otley, 2005) and managerial control (Berry, Broadbent & Otley, 2005).
Moreover, the institution of higher education is commonly seen as official institutions well-known by the public with mandate to enrich awareness, rich philosophies and epitomes (Arikewuyo, 2012). Thus, non-academic workforce of the university render a paramount part in the managing of the university which create the necessity for them (non-academic staff) to be given the prospect to advance their human aptitude and secure more tutelage in order to be important in this 21st era (Oyeyemi, 2012). Ajibade, (2012), also maintain that quest of educational superiority in the Nigerian institution of higher education is not only the obligation of the academic staff, but also the non-academic staff who carry out an indispensable part by taking charge of secretarial and clerical undertakings in order to solidify the right state that is essential for education to be impacted.
Additionally, the participation in the process of non-academic staff of Nigerian Universities cannot be overstated, hence, making it highly imperative to be unheeded in the operational management of the University structure in Nigeria. With the view of enhancing value of education in Nigeria, the necessity arises to ascertain how such employees are being handled in their work as well as their attitude and job satisfaction in order to heighten their corresponding performance.
1.2 STATEMENT OF THE PROBLEM
Job satisfaction and motivation are very crucial to the long-term growth of any educational system around the world (Peretomode, 1991). They probably rank alongside professional knowledge and skills, center competencies, educational resources and strategies as the veritable determinants of educational success and performance (Ololube, 2005). Needs satisfaction and motivation to work are very essential in the lives of teachers because they form the fundamental reason for working in life. While almost every employee works in order to satisfy his or her needs in life, he or she constantly agitates for need satisfaction (Ifinedo, 2004). The phenomena of job satisfaction causing performance and of job performance causing satisfaction are not mutually exclusive. Past researchers have explicitly detailed the likelihood that job satisfaction and performance simultaneously cause each other (Judge et al., 2001).
Teaching staff who are the key players in the achievement of educational goals in the County feel that they are overloaded with work. They are exposed to larger classes of students but have very limited facilities. Most teachers are exposed to prolonged stress which eventually culminates into burnout. As a result of burnout the previously committed teachers become detached from their jobs or continue with the job mechanically because they have no other option otherwise. In tertiary institutions, employee job satisfaction is assumed to play a substantial role in overall functioning of the institution. Satisfaction of academic staff is necessary for academic performance and consequently, for quality of university education (De Lourdes Machado, Soares, Brites, Ferreira, & Gouveia, 2011) and for a university to get ahead there must be deliberate policy to integrate employee job satisfaction to improve worth and performance.
1.3 OBJECTIVES OF THE STUDY
The general objective of this study is to examine the effect of job satisfaction on job performance of teaching staff in tertiary institution, a case study of Osun state University. The specific objectives include the following:
1. To find out if teaching staff in Osun state University are satisfied with their job.
2. To ascertain the influence of job satisfaction on the productivity of teaching staff in Osun state University.
3. To determine if job satisfaction affects the level of preparation of teaching staff in Osun state University for their classes.
4. To investigate if job satisfactory plays a major role in improving the commitment of teaching staff in Osun state University to their job.
5. To examine if there is a relationship between job satisfaction and the job performance of teaching staff in Osun state University.
1.4 RESEARCH QUESTIONS
The relevant research questions related to this study include the following:
1. Are teaching staff in Osun state University satisfied with their job?
2. What is the influence of job satisfaction on the productivity of teaching staff in Osun state