JA AFARU GARBA SULE Department of Business Administration, Faculty of Management Sciences, Kogi State University

Transcription

1 An Empirical Sudy of he Dialecical Relaionship beween Job Saisfacion and Job Performance of Resauran Employees in Dekina Local Governmen of Kogi Sae, Nigeria JA AFARU GARBA SULE Deparmen of Business Adminisraion, Faculy of Managemen Sciences, Kogi Sae Universiy AKEEM TUNDE NAFIU Faculy of Managemen Sciences, Cenre For Pre-Degree and Diploma Sudies Kogi Sae Universiy E. VICTOR OKPANACHI Deparmen of Business Adminisraion, Faculy of Managemen Sciences Kogi Sae Universiy DOI: /IJARBSS/v4-i5/885 URL: hp://dx.doi.org/ /ijarbss/v4-i5/885 Absrac This sudy focused on he dialecical relaionship beween job saisfacion and job performance of resauran employees in Dekina Local Governmen of Kogi Sae, Nigeria. The purpose of his sudy is o finding ou wheher here is posiive relaionship beween job saisfacion and job performance of resauran employees. The sudy used boh primary and secondary source for gahering reliable and adequae daa and informaion. The primary sources of daa include he personal inerview and quesionnaire adminisered o he sampled resaurans. Taro Yamani sampling mehod was adoped o deermine he sample size, and Bowler s proporional allocaion mehod o disribue quesionnaires in hese seleced resaurans in Dekina Local Governmen of Kogi Sae, Nigeria. To analyze daa gahered for his sudy, descripive saisical ool, percenages, able and Liker Scale mehod were used. The sudy revealed ha job saisfacion can influence job performance posiively. I was concluded ha A happy employee makes happy cusomers come again and his keeps he business on rack, and ha he Job saisfacion of employees can influence heir job performances in a direc proporion. The sudy herefore recommended ha resauran business owners should moivae heir employees and make hem o perform more nex ime o increase reward. 596

2 Keywords: resauran business, forced ranking sysem, person-job fi, job saisfacion and job performance Inroducion Resauran Businesses in developing counries, including Nigeria, grow slowly wihou poenial for fuure expansion. The popular hallmark ha resauran business requires: lile skill, lile capial, lile or no educaional qualificaion and lile governmen concern; have consiued he business myopic scope in Nigeria. To his backdrop, mos resaurans have faced moraliy due o owners negligence abou heir employees emoion owards he job hey do. Employees and heir roles are very essenial in goal achievemen if managers would be careful of leaving no corpse on heir managemen pah. According o Dongs e al (2009), he only resource ha can dream, concepualize ideas, design srucure, formulae policy and sraegy, implemen ideas and plans owards he acualizaion of an organizaional goal is human resource. Human resource easily recognized as he mos imporan of all he resources required for producion of goods and services are he key o efficien service delivery, (Onah, 2008). Aggregae sudies have found ha beween 40 and 80% of cusomer saisfacion and loyaly is deermined by he cusomer-employee relaionship, (Coffey, 2014). A manager or an employee, wheher in he privae or public secor, who underraes he criical role and underplays he imporan of people in goal achievemen, can neiher be effecive nor efficien, (Onah,2008) I is subsanially eviden ha big resaurans face bureaucraic boleneck concerning heir employees performances. The qualiy of service ha buys cusomers hear depends largely on he emoional condiion of employees and his/her aiude a work. A compeen employee needs o be moivaed and reained, rained and developed sraegically o achieve he desired objecive. Wihou an adequae, skilled and well-moivaed workforce operaing wihin a sound human resource managemen programme, developmen is no possible, (Onah, 2008). This made Coleman (2010) deduced ha moivaed employees are producive, happy and commied. Good employee behaviour a any resauran can give a winning compeiive edge among compeiors. Objecives of he Sudy This sudy aimed a finding ou he dialecical relaionship beween job saisfacion and job performance of resauran employees in Dekina local governmen of Kogi Sae, Nigeria. This sudy herefore focuses on : i. Deermining wheher he relaionship beween job saisfacion and job performance among resauran employees are posiive. ii. Deermining wha urns he employees off on heir job. Research Hypohesis In order o esablish a valid argumen and corroborae necessary facs concerning he objecives above, an hypohesis was drawn: H 1 : Tha job saisfacion influences job performance posiively 597

3 Review of Relevan Lieraure Locke (1976) defined job saisfacion as a pleasurable or posiive emoional sae resuling from he appraisal of one s job or job experience. I is he exen o which people like (saisfacion) or dislike (dissaisfacion) heir jobs, (Specor, 1997). Workers decisions abou wheher o work or no, wha kind of job o accep or say in, and how hard o work are all likely o depend in par upon he worker s subjecive evaluaion of heir work, in oher words on heir job saisfacion, (Clark, 1998). According o Muller and Kim (2008), here are wo ypes of job saisfacion based on he level of employees feelings regarding heir jobs : i. Global job saisfacion, which is he mos sudied, refers o employees overall feelings abou heir jobs. ii. Job face saisfacion, which refers o feelings abou specific job aspecs. Examples are salary, benefis and he qualiy of relaionships wih co-workers. Dimensions of Job Saisfacion Locke (1976) presened a summary of job saisfacion dimensions ha have been esablished o conribue significanly o organizaional commimen, he paricular dimensions represen characerisics associaed wih job saisfacion. The dimensions are work iself, pay, promoions, recogniion, working condiions, benefis, supervision and co-workers. Leon (2010) argued ha people s work needs fall wihin 3 disinc areas which are: i. The Physical Area The physical hings are a he conscious level. They end o be noiced by managemen. ii. The Inellecual Area The inellecual hings are also a he conscious level. Someimes hey are visible as in demonsraing skills, and a oher imes hey are less obvious as when displaying iniiaive. iii. The Emoional Area The emoional hings such as caring, commimen and concern occur ofen a he unconscious level and as a resul are no always as visible. Making Your Employees Awesome Turnover is noorious in he resauran business. Resauran owners should place prioriy on he care of employees before aking care of heir cusomers. There is no way he guess are going o have a grea experience if employees are unhappy (Coffey, 2014). According o Mealey (2014), 10 ways o make resauran saff awesome are: i. Modeling he behaviour you wan o see ii. Have fun a your saff meeings iii. Reward your saff iv. Don be cheap v. Show respec o all saff vi. Ge o know your saff 598

4 vii. Address problems quickly viii. Encourage fun a work ix. Ask your saff s opinion x. Say hank you. Facors affecing Resauran employee job saisfacion. Specor (2008) also opined ha job saisfacion influenced an organizaion s well-being wih regard o job produciviy, employee urnover, abseneeism and life saisfacion. According o Linyun, e al (2009), he imporan influencing facors from employee s individual characerisics are i. The work iself ii. Inerpersonal relaionship iii. Salary iv. Developmen perspecives v. Work environmen This paper, during inerview, corroboraes some facors affecing Resauran employee job saisfacion as: i. Low or flimsy pay ii. The job being menial iii. Unehical conversaion of cusomers iv. Cusomers sexual harassmen v. Sress and conrol a work vi. Lack of opporuniy for personal upgrading vii. Owner s unfair judgmen of issues viii. Marahon working hours ix. Working all hours wihou official break x. Qualiy of work life Facors Affecing Resauran Employee Reenion According o Al-Zu bi (2010), job saisfacion is criical o reaining and aracing well-qualified workers, and more saisfied employees have more innovaive aciviies in coninuous qualiy improvemen. Mealey (2014) oulined he following facors miliaing agains aracing and reaining op people: i. Paying is relaively low in he resauran business due o he low margins of he business ii. Resauran work, especially enry posiions in he kichen and in he fron of he house are usually filled wih people in heir lae eens and 20 s who usually leave for beer posiions or o coninue heir sudies iii. Oher resaurans will ry o hire away good people iv. Areas wih low unemploymen and few sudens find i harder o fill resauran posiions v. People who will mos likely offer for some of he mos menial posiions (bussers, dishwashers, ec.) may have lile educaion 599

5 Person-job fi Creaes Job Saisfacion According o Krisof-Brown (2013), Person-Job fi is he compaibiliy beween individuals and he job or asks ha hey perform a work. Job demands a fi beween iself and he person o perform i. One major persising error wih resauran owners is he mismach of employees and ask performed. The righ employee wih he righ knowledge, skill and abiliy should be seleced and placed righly on he righ job. Person-job fi is relaed o a number of posiive work aiudes such as saisfacion wih he work environmen, idenificaion wih he organizaion, job saisfacion, and work behaviours such as job performance, (Au, 2013). Performance Appraisal According o Roo (2014), a performance appraisal sysem helps a business o deermine poenial managerial candidaes, adjus he pay rae for each posiion based on performance and analyze employee performance o deermine if furher raining is needed or if dismissal is appropriae. Forced Ranking As An Appraisal Mehod For Resauran Business Employees According o Groe (2005), forced ranking sysems direc managers o evaluae heir employees performance agains oher employees, raher han he more common (and ofen grade inflaed) measure of evaluaing performance agains predeermined sandards. Furher more, he sressed ha he resul of such a process is ofen brually blun: he op 20% of performers are amply rewarded, and he boom 10% are shown he door. Effec of Forced Ranking Groe Ibid cied GE Chairman Jack Welch argumen ha Forced Ranking: i. Creaes a rue meriocracy ii. Creaes a more producive workforce iii. Enhances employee commimen iv. Moivae employees and make hem o perform more nex ime o increase reward v. Enables managers o rank performance and alens vi. Esablishes ruh in performance managemen process. Following he above argumen according o Groe Ibid, he GE idenified four crieria i uses o rank is managers and execuives: i. High energy level ii. The abiliy o energize ohers around common goals iii. The edge o make ough YES or NO decision iv. The abiliy o consisenly execue and deliver on promises. 600

6 Forced Ranking Versus Convenional Performance Appraisal The able1 below depics he disinguishing facs abou he forced ranking and convenional performance appraisal. S/N Forced Ranking Mehod Convenional Appraisal Mehod 1 Modern performance Old rule of humb managemen process 2 Exac performance Inflaed performance 3 Sraegic appraisal mehod Non-sraegic appraisal mehod 4 Adequae provision of Inadequae provision of informaion informaion 5 Esablishmen of good resul May or may no Source: Field Survey, 2014 Argumen Agains Forced Ranking Sysem Despie he ample benefis of his appraisal sysem, here are some delimiaing facors which brough up criics agains is usefulness. i. Criics charge ha a rank and yank approach is unfair o people performing a an accepable level and creae an unhealhy cul-of-sar culure, (Groe, 2005). ii. Forced ranking may make employees doub he fuure of heir job, hereby leading o employee urnover. iii. High service and arificial performance of employees are perinen o he approach. iv. Employees develop wrong impression abou organizaional culure. Job Saisfacion Versus Job Performance Employee job saisfacion and job performance are crucial facors of every leading firm in any business environmen. They are inseparable, inercommunicaive, sysemaic and consequenial. I is no a fallacy ha a well-moivaed employee is a happy employee; a happy employee is a saisfied employee; and a saisfied employee produces a saisfacory resul. Employee job saisfacion and job performance are wo Siamese for sable growh in every resauran business. Therefore, he diagram below demonsraes he consequenial relaionship beween resauran employee job saisfacion and heir performance in such a way ha engage managers dynamically. JOB SATISFACTION High J B Low J P Low J B Low J P High J B High J P Low J B High J P J O B P E R F O R M A N C E S o u r c e : S u r v e y,

7 i. When job saisfacion is high and performance is low. From he research, i is obained ha cerain reasons underlying his may be as follows: I maybe innae o such employee o be naurally lazy Over familiariy undermines he auhoriy of he business owner/manager The employee may see a managemen syle as being cheap (laisez faire manager) The inerface beween home affair and work affair ii. When job saisfacion is high and job performance is high Underlying facors may be: Considerable level of pay Opporuniy for self-developmen General well-being Saisfacory work environmen iii. When job saisfacion is low and job performance is low. Some of he underlying reasons for his are: Low remuneraion package Ill-moivaional facors Lack of opporuniy for personal growh The naure of he job, i.e., menial job, sressful job, fierce work condiion,ec. The naure of he managemen syle ( auocraic managemen syle). iv. When job saisfacion is low and job performance is high. This is a rare case in organizaional inernal environmen, and some of he reasons accounable for his may be: Lack of alernaive job opporuniy Sric supervision High concern for producion on he par of manager and high service on he par of employees Sric organizaional policies and procedures Mehodology The sudy used boh primary and secondary daa for gahering reliable and adequae daa and informaion. The primary sources of daa include he personal inerview and quesionnaire adminisered o he sample resaurans. For his sudy, Taro Yamani sampling mehod was adoped o deermine he sample size, and Bowler s proporional allocaion formula o disribue quesionnaires o he selec resauran in Dekina Local Governmen of Kogi Sae, Nigeria. To analyze daa gahered for his research sudy, descripive saisical ool, Liker Scale, percenages and able were used. Liker Scale Formula = FX N Response. Mean Poin of Scale = X where FX= weighed sum of frequencies and N = Toal 602

8 n where X =sum of nominal value and N = Number of responses caegories Cu-off Poin = Mean + e where e= error erm i.e. 5% (0.05) Taro Yamani formula: n = N 1+N(e) 2 Where n = sample size; N = Populaion of he sudy; Error esimae a 5% (0.05); 1 = Consan. n = (0.05) = = 51 approximaely Bowler s Proporional Allocaion formula n1 = n(n1) N Where n = Overall sample size; n1 = Populaion of each branch; N = The Toal Populaion n 1 = 51(15) = = = 13 n 2 = 51(10) = = 8.8 = 9 n 3 = 51(8) = = 7.03 = 7 n 4 = 51(25) = = 22 Table 2. S/N Resauran Porion Given n 1 Abuche 13 n 2 Ojonugba 9 n 3 Ojochagbe 7 n 4 Liya-go Source : Field Survey, 2014 Table 2 above show how quesionnaires are disribued. Bowler mehod of allocaion has made his research more objecive enough in area of daa gahering. 603

9 Daa Analysis and Discussion of Findings Table 3: The Demographic Characerisics Of Resauran Employees A Dekina Local Governmen Demography Responses Percenage (%) Gender Female Male Toal Academic Qualificaion Primary school Secondary school Higher insiuion Toal Senioriy To 1 year 1-5 years 6-10 years More han 10 years Toal Age To 25 years years years years More han 56 years Toal Source: Field Survey, 2014 Table 4: Average Annual Income Of Respondens Annual Respondens Income N Abuche Resauran Ojonugba Resauran Ojochagbe Resauran Liya-go Resauran Frequenc y percenag e Below 31, , ,000 51, ,000 71, ,000 Over 91,

10 Source: Field Survey(2014) The able 4 above shows he range of he annual income of employees in he above named resauran in Dekina Local governmen of Kogi Sae, Nigeria. I shows ha 21.6% of respondens income are below N31,000 annually, 39.2% of respondens income fall wihin he range of 31,000-51,000, 29.4% of respondens income are wihin he range of N51,000 N71,000, 7.8% of respondens income are wihin he range of N71,000 N91,000, and 2% of respondens earn above N91,000 annually. Table 5: Wha urns he resauran employees off on heir job? Responses Abuche Resauran Ojonugba Resauran Ojochagbe Resauran Liya-go Resauran Frequenc y percenag e Low Pay Menial Job Cusomers Embarrassmen Ill-moivaion Long Working Hour Wihou Meal Source: Field Survey(2014) Table 5 show an analysis of responses concerning wha urns he respondens off on heir job. I shows ha 31.4% of respondens revealed ha hey are urned off by low pay, 19.6% of respondens revealed ha heir jobs are menial, 23.5%revealed ha cusomers embarrassmen urns hem off, 9.8% revealed ha he resauran owners do no moivae hem well, and 15.7% revealed ha long working hour wihou meal urns hem off on heir job. Table 6: Job saisfacion influences job performance posiively Responses Abuche Resauran Ojonugba Resauran Ojochagbe Resauran Liya-go Resauran Frequency (F) Raing (X) FX Srongly Agree Agree Uncerain Disagree Srongly Disagree Toal

11 Source: Field Survey(2014) Liker Scale Formula = FX = 210 N 51 = 4.12 Mean Poin of Scale = X = 15 n 5 = 3.00 Cu-off Poin = Mean + e = = 3.05 The Liker mehod is used o deermine wheher job saisfacion can influence job performance posiively. The mean poin of he response is 4.12 while he cu-off is he decision rule is ha where he calculaed mean poin is above he cu-off poin of 3.05, i is regarded as effecive. Here, he calculaed mean poin of 4.12 is greaer han he cu-off poin of 3.05 (mean poin > cu-off poin). Therefore, job saisfacion influences job performance posiively. Conclusion The issue of job saisfacion of employees varies from counry o counry due o economic sysem and paricularly he indusrial policies. Mos resauran businesses owners in developing counries do business wih he moive of having he profi in whole, and caring less abou he ineres of heir employees. Resauran owners paricularly in Dekina Local Governmen of Kogi Sae do business in a myopic sense, leaving employee emoion maimed. The paradigm of a saisfied cusomer is locaed on a saisfied employee. Balances mus be mainained beween employee saisfacion concerning his/her job and cusomer s saisfacion, as his has significan impac on he employee job performance. A happy employee makes happy cusomers come again, and his keeps he business on rack. The Job saisfacion of employees influences heir job performances in almos direc proporion. Recommendaions Based on he resul of he sudy ha revealed Job saisfacion as being capable of influencing job performance posiively, i is recommended ha: i. Resauran business owners/managers should deeply find ou wha really moivaes heir employees. ii. Resauran owners/managers should uphold and inves in employee job saisfacion as a beer corporae sraegy of achieving long erm objecive. iii. Employees should be moivaed in such a way ha high performance will be reinforced nex ime o increase reward. iv. Forced ranking sysem of performance appraisal should be adoped in lieu of he convenional sysem of performance appraisal. 606

12 Reference Al-Zu bi, H. A. (2010), A Sudy Of Relaionship Beween Organizaional Jusice And Job Saisfacion, Inernaional Journal of Business and Managemen, 5(12): Au, A. (2013), Undersanding People a Work: Indusrial Differences and Percepion from Organizaional Behaviour, Fla Word Knowledge Publisher: rerieved from hps://new.edu/resources/u ndersandind -people-a-work-individual-differences-and-percepion--3 Clark, A.E. (1998), Measures of job saisfacion - Wha makes a good job? Evidence from OECD counries, Paris, Labour Marke and Social Policy - Occasional Paper No. 34. Coffey, J.O. (2014), Why Happy Employees Deermine Your Success, California, American Express Publishing Coleman Research Group (2010), Employee moivaion in he workplace. Rerieved from: www. incenivequoes.com/employee-moivaion.hml. Groe, D. (2005), Forced Ranking: Making Performance Managemen Work, Harvard Business School, Working Knowledge: hbswk.hbs.edu/archive/5091.hml Krisof-Brown, A. L. (2013), Person-Job Fi, Encyclopedia of Indusrial and Organizaional Psychology; Sage Knowledge. Leon, J. (2010), The 3 Dimensions of Job Saisfacion; Terrific Trading. Rerieved: errificrading.c om/_bpos_4 19/The_3_Dimensions_of_Job_Saisfacion Linyun, S., Wenbo, H. and Jia, G. (2009), Invesigaion of Saisfacion Degree of Employees in Tianjin Resauran, Journal of Tianjin Universiy of Commerce: en.cnki.com.cn/aricle_en/cjfdtotal- NCPC hm Lock, E.A. (1976), The naure and causes of job saisfacion, In M. Dunnee, (ed.) Handbook of Indusrial and Organizaional Psychology, Chicago, Rand McNally, IL, pp Mealey, L. (2014), How o Hire a Grea Resauran Team: rerieved from resaurans.abou.com /od/resauran saffing.hm Muller, C.W., and Kim, S.W. (2008), The conened female worker: sill a paradox?. In Hegaved, K.A. and Clay-Warner, J. (Eds.), Jusice: Advances in group processes, volume 25, pp , UK, Emerald Group Publishing Limied. Roo, N.G. (2014), How o Adminiser an Effecive Performance Appraisal Sysem, California, Hears: Smallbusiness.chron.com/adminiser-effecive-performance-appraisal-sysem- 751.hml Specor, P.E. (1997), Job saisfacion: Applicaion, assessmen, causes, and consequences, London, Sage Specor, P.E. (2008), Job Saisfacion: Applicaion, Assessmen, Cause and Consequences; Thousand Oaks, CA: Sage Publicaions, Inc. 607