Effect of job satisfaction on employee productivity in selected manufacturing companies in Oyo State, Nigeria
DOI:
https://doi.org/10.61841/xewgq418Keywords:
Job satisfaction, employee productivity, manufacturing companies, NigeriaAbstract
Research purpose: The reason for this paper is to investigate the effect of job satisfaction on employee productivity in selected manufacturing companies in Oyo State, Nigeria. Research approach/design and method: The present paper adopted a quantitative research approach as well as a survey research design.
Main findings: The empirical outcomes of the current paper showed that the stages of job satisfaction (high and low) strongly predict employee productivity in the manufacturing industry in Oyo State, Nigeria. Also, the current investigation showed that work experience has a significant influence on employee productivity in the manufacturing industry in Oyo State. Furthermore, the study revealed that there is a significant gender influence on employee productivity in the manufacturing industry in Oyo State, Nigeria.
Practical implications: The outcomes of the present investigation have major inferences for positive employee behaviour management, employee productivity, and economic growth within the Nigerian manufacturing industry. Originality/Value: This investigation is distinctive, as it significantly contributes to the entity of knowledge regarding appropriate management strategies to achieve a significantly high level of job satisfaction and employee productivity, not merely in the world of production work but specifically in Oyo State, Nigeria. Hence, the study highlighted the aiding potentials of job satisfaction, age, work experience, level of education, and gender when increasing employee productivity.
Downloads
References
1. Adegoke, E. O. (2016). Appraisal of the Administrative Task Areas and Competencies Required of Colleges of Education (Technical) Administrators in Nigeria.
2. Ajila C. and Awonusi A. (2004). Influence of Rewards on Workers Performance in an Organisation. Journal of Social Science, 8(1): pp. 7-12.
3. Akinlo, E. A. (1996). Improving the performance of the Nigerian manufacturing sub-sector after adjustment: Selected issues and proposals. The Nigerian Journal of
Economic and Social Studies, 38(2), 91-110.
4. Akintayo D. I. (2010). Work-family role conflict and employee motivation among industrial workers in Nigeria. Journal of Psychology and Counseling, 2(1), pp. 1-8.
5. Al-Ahmadi (2009). Factors affecting the performance of hospital employees in Riyadh Region, Saudi Arabia. International Journal of Health Care Quality Assurance
Vol. 22 No. 1.
6. Albulhadi (2009). Motivation and its effect on performance on employees in Aramco health centre in Malaysia. MBA Thesis.
7. Ali I., Rehman K., Ali S. I., Yousaf J. and Zia M. (2010). Corporate social responsibility influences, employee motivation and organisational performance. African
Journal of Business Management, 4(12), pp. 2796-2801.
8. Anyanwu, S. N. (2000). Breast cancer in eastern Nigeria: A ten-year review. West African Journal of Medicine, 19(2), 120-125.
9. Avery, D. R., McKay, P. F., & Wilson, D. C. (2007). Engaging the ageing workforce: The relationship between perceived age similarity, satisfaction with co-workers,
and employee engagement. Journal of Applied Psychology, 92(6), 1542.
10. Awosusi and Jegede (2011). Motivation and job performances among employees in the Ekiti state environment of Nigeria. International Journal of Pharma and
BioSciences.
11. Babbie, E., & Mouton, J. (2001). The ethics and politics of social research. The Practice of Social Research. The Republic of South Africa, Oxford University Press,
Southern Africa.
12. Blau, P. M. (1964). Exchange and power in social life. NY: John Wiley & Sons.
13. Böckerman, P., & Ilmakunnas, P. (2012). The job satisfaction-productivity nexus: A study using matched survey and register data. ILR Review, 65(2), 244-262.
14. Brinkmann, R. D., & Stapf, K. H. (2005). Innere kündigung: Wenn der job zur fassade wird CH Beck.
15. Collins, H. (2003). Enterprise knowledge portals: Next-generation portal solutions for dynamic information access, better decision making, and maximum results,
Amacom Books.
16. De Vaus, D. A. (2001). Research design in social research. London. Sage Publications.
17. Denscombe, M. (2010). The good research guide: For small-scale social research McGraw Hill.
18. Dex S. and Smith C. (2001). Effects of family-friendly policies on employee commitment: An analysis of the Workplace Employee Relations Survey. The Judge
Institute of Management Studies Working Paper. No. WP 20/2001, pp. 1-36.
19. Fajana, S. (2002). Human resource management: An introduction. Lagos: Labofin and Company.
20. Gould-Williams, J. (2003). The importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organisations.
International
Journal of Human Resource Management, 14(1), 28-54.
21. Greguras, G., Ployhart, R., & Balzer, W. (1996). Performance appraisal training program for wood county council on alcohol and drug abuse. bowling green, OH:
Bowling green state university. Institute for Psychological Research and Application,
22. Henneberger, F., Sousa-Poza, A., & Ziegler, A. (2007). Performance pay, sorting, and outsourcing.
23. Hilda (2006). Factors affecting the performance of professional employees in Namibia. PhD Thesis.
24. Hulin, C. (1991). Adaptation, persistence, and commitment in organisations.
25. Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organisational stress: Studies in role conflict and ambiguity.
26. Koys, D.J., 2001. “The effects of employee satisfaction, organisational citizenship behaviour.
27. Kumar, R. (2010). Research Methodology-A Step-by-Step Guide for Beginners. Singapore: Pearson Education.
28. Leventhal, G. S. (1980). What should be done with equity theory? In K. J. Gergen, M. S. Greenberg, & R. H. Willis (Eds.), Social exchange: Advances in theory and
research. New York: Plenum.
29. Locke, E. A., & Cooper, C. L. (2000). Conclusion: The challenge of linking theory to practice. Industrial and Organisational Psychology: Linking Theory with Practice,
335-341.
30. Mullins, L. J. (2005). Management and organisational behaviour (7th ed.), New Jersey Prentice Hall.
31. Molm, L. D. (1991). Affect and social exchange: Satisfaction in power-dependence relations. American Sociological Review, 475-493.
32. Ogbonnikan, E. O. (2012). Job Satisfaction and Efficiency among Hotel Workers: Case Study of Giant Star Hotel, Lagos, Nigeria.
33. Rane, D. (2011). Employee job satisfaction: An essence of an organisation. Human Resources Management Review, 11(7), 10-16.
34. Stajkovic, A. D., & Luthans, F. (1998). Social cogitative theory and self-efficacy: Going beyond traditional motivational and behavioural approaches. Organisational
Dynamics, 26, 62–74.
35. Thibaut, J. W. & Kelley, H. H. (1959). The social psychology of groups. NY: John Wiley & Sons.
36. Thoits, P. A. (1992). Identity structures and psychological well-being: Gender and marital status comparisons. Social Psychology Quarterly, 236-256.
37. Udo-Aka, U. (1983). Measuring productivity: Issues and problems in productivity in Nigeria. Paper presented at the Proceedings of a National Conference, Edited by
Osoba, AM, 75.
38. Welbourne, T. M. (2015). Dataâ€Driven storytelling: The missing link in HR data analytics. Employment Relations Today, 41(4), 27-33.
39. Weiss, D. J., Dawis, R. V., England, G. W., & Lofquist, L. H. (1967). Manual for the Minnesota Satisfaction Questionnaire. Minneapolis, MN: University of
Minnesota, Industrial Relations Centre.
40. Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organisational commitment as predictors of organisational citizenship and in-role behaviours. Journal of
Management, 17(3), 601–617.
41. Wiza, M., & Hlanganipai, N. (2014). The impact of leadership styles on employee organisational commitment in higher learning institutions. Mediterranean Journal of
Social Sciences, 5(4), 135.
42. Wright, T. A., & Cropanzano, R. (2007). The happy/productive worker thesis revisited. Research in personnel and human resources management (pp. 269-307)
Emerald
Group Publishing Limited
Downloads
Published
Issue
Section
License
Copyright (c) 2024 Author
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.