CHAPTER
ONE
INTRODUCTION
1.1 Background of the Study
Psychological
well-being is about lives going well. It is the combination of feeling good and
functioning effectively (Ryff & Singer, 2008; Selingman, 2011). Sustainable
well-being does not require individuals to feel good all the time; the
experience of painful emotion is a normal part of life, and being able to
manage these negative or painful emotions is essential for long-term well-being
(Marks & Shah, 2005). Psychological well-being is, however, compromised
when negative emotions are extreme or very long lasting and interfere with a persons
ability to function in his or her daily life.
The
concept of functioning effectively involves the development of one’s potential,
having some control over one’s life, having a sense of purpose (e.g working
toward a specific goal), and experiencing positive relationship (Wright 2007).
Recent
years have witnessed an exhilarating shift in the research literature from an
emphasis on disorder and dysfunction to a focus on well-being and positive
mental health (Mulgan, 2006, Layard, 2012). That is why world health
organization defined health as “a state of complete physical, mental and social
well-being and not merely the absence of disease or infirmity (WHO, 2000).
Research has shown that employees psychological well-being has several impact
on organization, such as performance, productivity, turnover, and indirect cost
(Page and Vela-Broderick, 2009; Wright 2007; Danna and Griffin, 1999). As is
widely recognized, enhancing employee well-being is essential for a competitive
edge and organizational survival (Amabile, 1988; Shalley, 1995). Unfortunately,
employee psychological well-being is usually ignored in human resource
management in organization (Baptiste, 2008).
However,
there are numerous factors which have the potential to influence an employee
well-being either positively or negatively. Example job challenge and goal
ambiguity (Locke & Latham, 2006).
Job
challenge has been conceptualized in different ways (Aneen & Sidewall,
1994; Depater, Van Vianen Beettoldt 2009; Dixo 2005; Huang et al 2007). In
general research have referred to job challenge as characteristics of work (De
Peter, Van Vianen, Beehtodt 2009; Mecauley et al, 1999). Other researcher used
the term job challenge but did not provide definition of the construct in their
studies (Bandura, 1986; Maurer & Tarulli, 2005). Job challenge according
goal setting theory perspective is a job that is difficult but obtainable.
Others see it as meeting performance expectation that are reseasonably high
(Berlew & Hall’s, 1966). Demand model (Karasek, 1979) considered job
challenge in terms of qualitative (having to deal with goal ambiguity or
conflict role) and quantitative (The degree an employee is expected to work
fast). Moreover, the best definition comes from (McCauley, Ohlott and Rudeman,
1999) who identified five cluster of job components that represent challenging
aspect of job:
- Job transition, with
individuals being confronted with new task and situations in which
existing tactics and routines are inadequate, - Creating change, which
individuals having a clear goals to change a situation, but a loosely
defined role that gives them the freedom to determine how to accomplish
the goal, - Managing at high
levels of responsibility characterized by increase visibility, the
opportunity to make a significant impact dealing with broader and more
complex problems and higher task, - Dealing with diversity
that is working with people who are different from themselves regarding
their values, background experiences and needs. - Managing boundaries in
which case employees have to work with people over whom they have no
direct authority and have to develop strategies for influencing and
gaining their cooperation.
The
second factor that may affect employee psychological well-being is Goal ambiguity.
Organizational goals direct attention, effort, and action aimed to achieve a
target with a specified time (Jung, 2012; Locke and Latham, 2002). Importantly,
clear goals that are specific and difficult but achievable enhance both
individual and organizational performance (Chun & Ramey, 2005a, 200b; Juny;
2012; Lock & Latham, 2002). This is largely because goals serve as the
reference point that shape myriad organizational behaviour (Wike & Latham,
2002) such as role conflict and ambiguity (House, 1972) organizational
commitment (Chun & Ramey, 2005a), and job satisfaction (Jung, 2013) all of
which have strong connections to performance and psychological well-being.
Beside, research consistently indicates that clear goals directly contribute to
a host of performance related behaviours like happiness enthusiasm etc.
Unfortunately, the problem associated with unclear goals may be more pronounced
in the public sector. Public organizations often struggle to clarify
organizational goals for at least two reasons. First, political compromise
among competing demands from constituencies interest groups and authorities
result in goals that are numerous, vague and contradictory (Davis & Stazyk,
2014a; Jung, 2014), second, the complex services offered by public organizations
do not lead well to economic exchange meaning that prices and profits cannot
act as clarifying mechanisms for public organization goals (Chun & Ramey,
2005a; Pandey & Wright, 2006). As such the concept of goal ambiguity is
widely researched in public management. Organizational goal ambiguity is
defined as the extent to which an organizational goals or set goals, allows for
interpretative leeway (Chun and Ramey, 2005a, 2005b).
Moreover,
when employees do not perceive their goals as specific, work motivation and
satisfaction will decline and the well-being of the employee will be affected
which will eventually affect the productivity and performance of the
organization (Jung, 2014). The reduction in Job satisfaction due to goal
ambiguity likely occur because they compromise individual self-efficacy
(Bandura, 1997) and challenge the extent to which one understand organizational
expectations (Davis & Stazyk, 2014; Panday & Wright, 2006; Wright,
2004).
1.2 Statement of the Problem
Having
review previous literature from standard sources like: abstract Indexes,
Journals and Textbooks . I realized that although few studies had been done in
job challenge and goal ambiguity, but it relation to psychological well-being
is seldom been addressed.
Besides,
different researchers had different view concerning this two aforemention
variables. For example, Derue and Wellman (2009) said that job challenge
stimulate managerial development and career advancement. While Emmons and King
(1993) believed that it result in stress and anxiety. The same contradictory
view is applicable to goal ambiguity.
However,
the productivity of any organization depend on the well-being of it members
(Pase and Vela-Brodrik, 2009). Any thing that influences their well-being
negatively, will affect their productivity and performance, which may result in
the closing down of the organization or company. The resultant effect of this
will be increase in unemployment and other social vices. This is what prompted
this study, influence of job challenge and goal ambiguity on the psychological
well-being of employees of champion breweries in Uyo.
1.3Objectives of The Study
The objectives of
the study are as follows:
1.To examine various goal ambiguity that exists in Aqua-Rapha
Industry.
2.To identify job challenges faced by employees of Aqua-Rapha
Industry
3.To identify the influence of psychological wellbeing on
organizational performance of Aqua-Rapha Industry.
4.To identify ways of improving goal ambiguity amongst
employees of Aqua-Rapha Industry.
1.4
Research Questions
1. What are the various goal
ambiguities that exist in Aqua-Rapha Industry?
2. What are the job challenges faced by employees
of Aqua-Rapha Industry?
3. What are the influences of psychological
wellbeing on organizational performance?
4. In what ways can proper goal
ambiguity be enhanced to boost performance in Aqua-Rapha Industry?
1.5
Research Hypotheses
1Ho: There are no existence of Goal ambiguity in Aqua-Rapha Industry.
Hi: There are existence of Goal ambiguity in Aqua-Rapha
Industry.
2Ho: There are no existence of job challenges in Aqua-Rapha Industry
Hi: There are existence of job challenges in Aqua-Rapha Industry
3Ho:There are no influences of psychological
wellbeing on organizational performance
Hi: There are influences of psychological
wellbeing on organizational performance.
4Ho: There are no proper Goal
ambiguity for boosting of performance in
Aqua-Rapha Industry.
Hi: There are proper Goal ambiguity for boosting of
performance in Aqua-Rapha Industry.
1.6 Significance of the
Study
The
benefit that will come from this study are numerous. First, the result will
contribute to the Job challenge and goal ambiguity literature, this is because
the literature in these area are scanty.
Besides,
the study will help supervisors, managers, human resources personnel and the
entire society to know the level of Job challenge and goal ambiguity that
enhance better psychological well-being.
Moreover,
it will help managers and employers of labour on how to improve the
psychological well-being of their employees by creating enabling environment
which is one of the vitamin of psychological well-being.
Most
importantly, enabling environment will help to boast the employees productivity
and performance which will result in growth. However, the growth of the company
will create more jobs for our teaming youths. Thus, reducing social vices like:
Armrobbery, prostitution, kidnapping etc. Interestingly, the result of this
study will bring about economic stability in Enugu state and Nigeria in
general.
1.
7 Scope Of the Study
The scope of the research is limited
to Aqua-Rapha Industry 9th Mile Corner Enugu. The study would rely
on the industry’s for vital information as well as other information from
secondary sources.
1.8
Limitations Of The Study
1The researcher encountered a limitation in regards to availability of
information. Thus due to the industry’s working ethics, the researcher could
not get access to vital information since it was treated as confidential.
2.
The researcher
experienced poor response from the respondents and it lead to the delay of the
work.
3.
The targeted respondent’s number
was not attained since some employees were on leave.
4.
Inadequate funds and availability of time also became a limitation