THE IMPACT OF EMPLOYEE DISSATISFACTION ON THE PERFORMANCE OF AN ORGANIZATION
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CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Job dissatisfaction among workers seems to be a problem for many workplaces to some degree over the world. The factors explaining job dissatisfaction seem instead more similar across the various private and public sectors worldwide. It may be difficult to explain job dissatisfaction without using the measures of satisfaction like earnings, job security, type of work, hours of work, working timing, working conditions and environment, and distance and commuting. In this study therefore, dissatisfaction will be explained with respect to satisfaction.
Work dissatisfaction among workers seems to be a problem for many workplaces to some degree over the world. The factors explaining job dissatisfaction seem instead more similar across the various private and public sectors worldwide. It may be difficult to explain job dissatisfaction without using the measures of satisfaction like earnings, job security, type of work, hours of work, working timing, working conditions and environment, and distance and commuting.
In this study therefore, dissatisfaction will be explained with respect to satisfaction. According to Locke (1993), job dissatisfaction is a negative emotional state resulting from not appraising ones job or experience. It is the extent to which people dislike their jobs(Spector, 1997). In any organization, both employers and employees have expectations.
Employees can be viewed in this light as one of the most crucial strategic components of competitive advantage (Huselid, 2003), as high employee satisfaction typically results in superior productivity, elevated participation, decreased turnover, job fitness (Sowmya&Panchanatham, 2011), and employee loyalty (De Gieter et al., 2015).
The employer employee conflict happens when the expectations are not mutual. It will end up with the employers complaining that their workers are not performing and employees grumbling that their bosses are selfish. This may be attributable to a variety of factors including the economy, increased pressures at work and home or generational differences between workers and supervisors.
Actually, people do not work just for the sake of money alone though that is the main motivation. They want to advance in their careers. They want their employers to give them responsibilities and trust that they can perform. They want to feel appreciated. They want to build great working relationships with their employers and colleagues. They want to learn. When humans do not experience any kind of progress, they feel bored and uninspired. They rebel by either giving less than their best, bicker around or walk off. The result of which are increased complaints, low performance and productivity.
Job dissatisfaction matters to organizations, to managers, to customers and perhaps most of all to employees. Job dissatisfaction is by definition unpleasant, and most individuals are conditioned, probably even biologically-driven, to respond to unpleasant conditions by searching for mechanisms to reduce the dissatisfaction. Studies show the same dissatisfactions have plagued generations of workers: job stress, unpleasant working conditions, long hours, monotony, ineffective supervision, insufficient training, poor internal communication, lack of recognition, rising costs, low pay and shrinking benefits.
These difficulties have a negative impact on staff turnover, absenteeism, tardiness, health problems caused by stress, increased complaints, psychological disengagement, low levels of involvement and organizational commitment, poor performance, low productivity, and disease. There are numerous hypotheses that explain the various facets/domains of job satisfaction/dissatisfaction, and most of them appear to be similar.
Most police departments struggle to recruit and retain excellent personnel. There are numerous factors to consider while recruiting and retaining people. Employee retention is heavily influenced by job satisfaction. Many factors influence an employee’s job happiness or discontent level. Working conditions, retirement programs, promotional processes, compensation, benefits, and equipment are only a few examples of these aspects.
According to Carlan (2007), good job satisfaction benefits both the police employee and the police organization. In fact, one could argue that a worker’s job satisfaction benefits the entire community. Workers at Cocoa Premium Company, like many other organizations, are affected by this problem. The company struggles with staff retention and is constantly seeking for ways to boost employee job happiness.
Over time, the organization has undergone different development modifications with the goal of minimizing job unhappiness while increasing effectiveness and efficiency. These improvements include the continuing reform initiative. The reform programme document outlines the company’s vision, mission, core values, strategic objectives, and key outcome areas, which provide direction to the business.
Satisfied employees are regarded as critical human capital in today’s competitive corporate climate, and banks are no exception, as their people are their most valuable asset (Karim et al., 2014). If customers are really satisfied, they produce more valuable assets for the organization, which benefits it (Garg, 2018). Although it is fairly straightforward to measure a company’s success using a range of financial methods and approaches, determining whether the company is taking the necessary efforts to ensure that its employees are content with their jobs (Islam et al., 2012). Despite the management team’s efforts and intentions, employees at Cocoa Premium Company have expressed discontent with their jobs.
Negative and unfavorable attitudes toward the job reflect job discontent (Armstrong, 2006). In a simple survey conducted in the company, the following characteristics were identified as indicators of job dissatisfaction among employees: being late for work, taking a long time to get started working, having less patience with customers, spending time at work doing personal tasks, and looking at job websites on the internet while at work.
Job satisfaction and employee productivity are crucial components for generating value and achieving effectiveness in firms (Tinuoye et al., 2016). Employee productivity levels are influenced by their level of job satisfaction (Adigwe&Oriola, 2015). Keeping staff happy is a key problem for business owners, particularly in the banking sector (Cooke & Bartram, 2015) because unsatisfied workers may have a detrimental impact on organizational effectiveness and raise the turnover rate (Adigwe&Oriola, 2015). Job satisfaction is crucial to maintaining organizational continuity, preventing the loss of experienced staff, and increasing productivity. The emotional response to a job is referred to as job satisfaction (Karim et al., 2014).
It is a crucial factor in determining organizational effectiveness as well as employee work engagement (Musyoka, 2015). This has a significant impact on enhancing companies’ financial condition (Islam et al., 2012) because lower-level employees’ problemswith morale, finances, and the economy will likely result from higherlevel employees’ unhappiness. Operating conditions, rewards, the nature of the work, the co-workers and communication, pay, benefits, and promotions are some factors that contribute to job satisfaction.
One of the most significant job areas in a service-oriented environment is the banking sector (Aziz et al., 2020). A good and welcoming environment is one of the most important drivers of organizational development and performance and one of the cornerstones of economic prosperity in any nation (Ali et al., 2018).
1.2 Statement of the Problem
Maintaining employee satisfaction at work is one of the issues facing business executives today because of how quickly the business environment and people’s natures and expectations from the workplace are changing (Vivek&Satyanarayana, 2016). Despite the crucial role that human capital plays in achieving organizational objectives, research have revealed that HR experts have not yet developed the most effective strategies for reducing employee turnover in the banking sector (Islam et al., 2012).
According to Bednarska and Szczyt (2015), Ertürk and Vurgun (2015), Basri et al. (2017), and other authors, a drop in employee job satisfaction may lead to low productivity, lost revenue, absenteeism, high turnover, bad attitudes toward work, and a loss of faith in leadership.Over years job dissatisfaction problem among Nigeria workers has been an issue of concern. The indicators of these are increased complaints, low levels of involvement and organizational commitment, poor performance, low productivity, absenteeism and high turnover.
In recent years companies in Nigeria have taken initiatives to improve the situation by improving recruitment and selection, create incentives and rewards to recognize employees performance and contributions, offer flexible work arrangements, enhance the content of jobs, encourage leadership that involve employees, and so on(Islam et al., 2012).
However, despite the efforts to improve work situation in the study area, employees’ job dissatisfaction is persisting in the region. On the other hand, little research has been done on the impact of employees’ job dissatisfaction in manufacturing companies in Nigeria. This study is sought to find out the impact of employee dissatisfaction on the performance of an organization in Cocoa premium company ileoluji.
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