THE IMPACT OF EMPLOYEE JOB DISSATISFACTION ON ORGANIZATIONAL PERFORMANCE
CHAPTER ONE
INTRODUCTION
1.1 Background to 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. 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. 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.
Moreover, employee performance very much depends on perception, values and attitudes, there appear to be so many variables influencing the job performance that is almost impossible to make sense of them. Performance is defined as a function of individual ability and skill and effort in a given situation. In the short run, employee’s skills and abilities are relatively stable. Therefore, for the purpose of the study, the researcher defines the performance in terms of effort extended to the job of an employee. Effort is an internal force of a person which makes him or her to work
willingly when employees are satisfied with their job and their needs are met, they develop an attachment to work or we say that they make an effort to perform better but increased effort results in better performances (Theresa and Henry 2016).
THE IMPACT OF EMPLOYEE JOB DISSATISFACTION ON ORGANIZATIONAL PERFORMANCE