Job Performance and Its Impact on Job Satisfaction - Thesis Proposal Example

Job Performance and its Impact on Job Satisfaction Paul Roman A thesis proposal submitted in partial fulfillment of the requirements for the degree of Master of Science in Organizational Leadership School of Business and Leadership Nyack College 2009 Thesis Committee: Chair, Dr. Anita Underwood, Dean MSOL School of Business and Leadership Chapter I- Introduction The purpose of this proposal is to determine the link between job performance and job satisfaction. The question is whether job performance is impacted by job satisfaction. According to (Spector, 1985) “job satisfaction is typically defined as an emotional affective response to a job specific aspect of a job.” ( where is the page number for this quote?) It could be implied that an individual will tend to stay in a satisfying job and avoid one that is dissatisfying. Many companies have studied the factors that keep employees in their companies and they have found that factors are different for each employee. Some of the factors they have found include: employee pay, promotion, supervision, fringe benefits, contingent rewards (performance based rewards), operating procedures (required rules and procedures), co-workers, nature of work and communication. Job satisfaction is important to both employees and employers because they both benefit from a perfect fit. In other words, when an employee is happy in their job, they seem to perform better. As they perform better, the employer makes a profit. Organizations often struggle to keep employees satisfied to maintain their top talent and grow their company. Companies find that the behavior within the culture of an organization must match those behaviors that the employee finds important to feel satisfied. Lastly, it could be imply that if the organizational culture behaviors do not match employee’s expectations, employees may move to a different company that has a better overall fit. Loughborough (1995), wrote, “The concept of job satisfaction derives from our reflection about different ways that people experience their job. It is clear that some people enjoy their work, while others dislike their jobs intensely (p.37).” In final consideration, this is why an applied research provides a thorough, complete, and tailored system for acquiring information; understandable an organization that desires to be productive, efficient, and informed they need to have the tools and resources to facilitate their goals. The argument of this thesis and the position of the researcher is that in order to extensively examine and add to the research of job performance and its perceived impact on job satisfaction that an empirical examination deserves immediate consideration. Significance of Research to the Organization The significance of this research is to understand the importance of the correlation between job performance and its perceived impact on job satisfaction. Moreover, there are many models on job performance and much of the literature deals with the employees view of what job performance is, and why they are satisfied. In addition, this research is important to organizations that want to understand the impact of job performance on its employees job satisfaction. Clearly then, it’s important in identifying the behavior that are the deciding factors in job satisfaction for the overall benefit of an organization. Edwards, Bell, Arthur, Jr. and Decuir (2008) examine the effects of job performance in the context of “task and contextual performance." Although a direct link was found between job satisfaction and job performance, yet it’s not important whether or not the individual is working in the forefront or in the background of the organization. The initial thought is that there will be a relationship between the social and psychological aspects of the job and job performance, because employees will perform no matter how the satisfaction level appears. History and Background of the Problem The history and background is that there are thousands of empirical base studies on job satisfaction and thousands on the relationship between job performance and job satisfaction. There are no limitations to the study and statistical data; to continue and support the established relationship between job performance and job satisfaction, the researcher argument is that job satisfaction includes many facets, and in order to measure perceived impact, an empirical study is needed to provide documentation and validation. Definition of Variables Independent variable In the literature, according to Christen, Iyer and Soberman, (2006, p. 139) define “job performance as an aggregate construct of effort, skill, and outcomes that are important to the employee and outcomes that are important to the firm”. Dependent variable In the literature, according to (Spector, 1985) “job satisfaction is typically defined as an emotional affective response to a job specific aspect of a job”. Research Questions 1. What factors influence job satisfaction? 2. How does job performance impact job satisfaction? Hypothesis Statements 1. There is a relationship between job performance and job satisfaction. 2. When employees are satisfied in their jobs, their job performance increases. 3. When employees are dissatisfied in their jobs, their job performance decreases. The intention of this researcher in chapter one is to provide purpose, insight, and the advancement of job performance and its perceived impact to job satisfaction, supported by empirical research. This study is initiated to determine if there is evidence and finding to support the hypothesis that there is a relationship between job performance and job satisfaction. Chapter III-Methodology, the researcher will outline the methodology. Chapter III – Methodology Overview The methodology for this research will be described in this chapter. It will include: research setting and sample, selection of the organization, data collection strategy, sample characteristics, instruments and measurements. Research Setting and Sample This organizational setting will be a large, metropolitan hospital, located in an urban area; it has 4,500 employees and 627 beds. The demographic makeup of this particular business is culturally diverse, representing the areas that it serves. In a year, this hospital clinic serves: 558,300, ER: 125,299 and births: 2,702. They provide medical, mental health and substance abuse services through their different networks. For the purpose of this study, the researcher will send 100 surveys via email to interested employees of the X organization. The survey will be administered in November 2009 and it will be distributed to managers, supervisors, administrators and clerks in the organization. The researcher will send out 150 surveys hoping to have 100 filled out by employees. Selection of the Organization In March 25, 2009, the researcher contacted management at X organization to seek approval to conduct this research study. After the researcher was given verbal approval, a written proposal was submitted that included the purpose, objectives and sample questionnaire to the manager of the department involved. The proposal included the request for permission to inform employees of the survey in a scheduled meeting at the organization. A deadline for distribution of the questionnaire and a deadline for returning them was established. Management will communicate the nature of the survey to the employees prior to meeting with the researcher. Data Collection Strategies The questionnaire will be sent in November 2009 to 100 interested employees via email; employees will be asked to attend a meeting that describes the process and the questionnaire, and email addresses will be secured; once these are secured the questionnaires will be sent to interested employees. Within the email, a letter will be sent with the questionnaire stating the purpose and importance of the research and indicate that participation is strictly voluntary and confidential. Participants will be given a week to complete and return the questionnaire via email; after a week, a follow-up email will be sent by the administrator as a reminder to fill out and return the survey. The participants will have the capability of answering the questionnaire directly on line and email it back to the researcher. Participants will run the range of experience: managers with certification, non--certified employees, those with associate to masters degrees and non-degree managers; the data by email was chosen because of the high level of technology utilized by this business and the expediency to obtain responses. How did you choose 100? Will the contact person in the organization notify employees first or will the first time they hear about the survey is when you administer the survey. All of this has to be explained in the selection of organization Sample Characteristics The sample is a small group of employees in the X organization. They are male and female at least 18 years of age and it is a cross sampling from several departments. Instruments and Measures Two survey instruments will be used in this study. (The Lamar Institute of Technology) Job Performance Scale and (Spector, 1994) Job Satisfaction Scale. Data will be collected utilizing a questionnaire that includes: demographic characteristics, job performance and job satisfaction items. Demographics Characteristics Demographic characteristics will be assessed in the following categories: age, gender, language, education level, income, and employment length of time. Job Performance Job performance is skills that are important to an organization that want to understand the impact of job performance on its employees job satisfaction. Operationally, job performance skills will be measure by the Job Performance Scale developed by (The Lamar Institute of Technology) This scale was developed for the purposes of measuring job performance and the aggregate construct of effort, skill, and outcomes that are important to the employee and outcomes that are important to an organization. Participants will be measured according to the outcome of the Job Performance Scale (JPS) which is an 11 category 28 question instrument with five facet scales (Appendix) to assess employees; participants will be measured according to a five point Likert scale 1=strongly disagree to 5 = strongly agree. The rating is as follows: Quality of Work: Lowest Score (4) Median score (12) Highest score (20) Productivity: Lowest Score (3) Median score (9) Highest score (15) Job knowledge: Lowest Score (4) Median score (12) Highest score (20) Adaptability: Lowest Score (3) Median score (9) Highest score (15) Dependability: Lowest Score (1) Median score (3) Highest score (5) Resourcefulness: Lowest Score (1) Median score (3) Highest score (5) Judgment: Lowest Score (3) Median score (9) Highest score (15) Relations: Lowest Score (4) Median score (12) Highest score (20) Attendance: Lowest Score (1) Median score (3) Highest score (5) Safety and Security: Lowest Score (3) Median score (9) Highest score (15) Other Performance: Lowest Score (1) Median score (3) Highest score (5) You still need to describe how the composite score will be measured for job performance Job Satisfaction Job satisfaction is attitude that is important to an organization and they understand the need to provide stable working conditions if satisfied employees are to be retained. Operationally, job satisfaction behavior will be measure by the Job Satisfaction Scale developed by (Spector, 1994). This scale was developed for the purposes of measuring job satisfaction as the attitudinal nature of satisfaction implying that an individual will tend to move toward (or stay with) a satisfying Job and avoid (or quit) a dissatisfying job. Participants will be measured according to the outcome of the Job Satisfaction Scale (JSS) which is a 9 category 36 question instrument with six facet scales (Appendix) to assess employees; participants will be measured according to a six point Likert scale 1=strongly disagree to 6 = strongly agree. The rating is as follows: Pay: Lowest Score (1) Median score (4) Highest score (6) Promotion: Lowest Score (1) Median score (4) Highest score (6) Supervision: Lowest Score (1) Median score (4) Highest score (6) Fringe Benefits: Lowest Score (1) Median score (4) Highest score (6) Contingent Rewards: Lowest Score (1) Median score (4) Highest score (6) Operating Procedures: Lowest Score (1) Median score (4) Highest score (6) Co-workers: Lowest Score (1) Median score (4) Highest score (6) Nature of Work: Lowest Score (1) Median score (4) Highest score (6) Communication: Lowest Score (1) Median score (4) Highest score (6) Still need to add how the composite score will be measured Data Analysis Plan Data analysis will be conducted using SPSS data graphics and data analysis software. Descriptive statistics will be used in narrowing data; while, the mean and standard deviations will to use to provide support for the relationship between Job Performance and Job Satisfaction. ( Unclear. What is narrowing data mean) Regression analysis will be used to determine if Job Performance and Job Satisfaction are strongly related, for the reason that regression analysis is more appropriate than correlation because it control variables. T-test will be used to determine if the null hypothesis is true. The results will be reported, interpreted and conclusions will be extracted. References Business Dictionary. Definition of Job Satisfaction. (2009). Retrieved September 26, 2009 from http://www.businessdictionary.com/definition/job-satisfaction.html. Kodjo Ezane, J. and Dai, C. (2009). The influence of organizational culture on organizational learning, worker involvement and worker productivity. International Journal of Business Management. 4 (9), p. 243- 250. Retrieved September 14, 2009 from http://www.ccsenet.org/journal/index.php/ ijbm/article/viewFile/2153/3415. Christen, M., Iyer, G. and Soberman, D. (2006). Job satisfaction, job performance, and effort: a reexamination using agency theory. Journal of Marketing 70 (1), p137- 150. Retrieved September 14, 2009 from EBSCOhost Business Source Premier database. [AN: 19451867]. Edwards, B.D., Bell, S. T., Arthur, Jr., W., and Decuir, A. (2008). Relationships between facets of job satisfaction and task and contextual performance. Applied Psychology: An international review. 57 (3), p441-465. Retrieved September 26, 2009 from EBSCOhost Academic Search Premier. [AN: 32485273]. Maslows Hierarchy of Needs: Father of Modern Management & Leadership by Employee Motivation. (2009). Abraham Maslow: Father of Modern Management Retrieved September 14, 2009 from http://www.abraham-maslow.com/ m_motivation/Hierarchy_of_Needs.asp Moynihan, D.P. and Pandey, S.K. (2007). Finding workable levers over work motivation: Comparing job satisfaction, job involvement, and organizational commitment. Administration & Society 39 (7) p. 803-832. Retrieved September 14, 2009 from http://aas.sagepub.com/cgi/reprint/39/7/803. Organ, D.W. (1988). A restatement of the satisfaction-performance hypothesis. Journal of Management, 14 (4), 547-557. Sachau, D.A. (2007). Resurrecting the motivation-hygiene theory: Herzberg and the positive psychology movement. Human Resource Development Review. 6 pp. 377-393. Retrieved September 14, 2009 from Sage Publications. Spector, P. E. (Ed.). (1985). Measurement of Human Services Staff Satisfaction Development of the Job Satisfaction Survey. American Journal of Community Psychology, 13(6), p. 694-696. Retrieved from http://chuma.cas.usf.edu/~spector/scales/ ajcp85-jss.pdf Stringer, L. (2006). The link between the quality of the supervisor-employee relationship and the level of the employees job satisfaction. Public Organization Review. 6 (2), p. 125-142. Retrieved September 11, 2009 from Springer database. DOI: 10.1007/s11115-006-0005-0. Van den Broeck, A., Vansteenkiste, M., De Witte, H. and Lens, W. (2008). Explaining the relationships between job characteristics, burnout, and engagement: The role of basic psychological need satisfaction. Work & Stress 22 (3), p277-294. Retrieved September 14, 2009 from EBSCOhost Academic Search Premier database [AN: 34357065]. Read More