FACTORS INLUENCING EMPLOYEES S ATISFACTION IN PUBLIC SECTOR

ORGANIZATIONS A CASE STUDY MZUMBE

BY ___________________________________________

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TABLE OF CONTENTS
CHAPTER ONE..............................................................................................................................3

INTRODUCTION AND PROBLEM SETTING............................................................................3

1.0 Introduction........................................................................................................................3

1.1 Background of the study.....................................................................................................3

1.2 Problem Statement.............................................................................................................5

1.3 Research objective..............................................................................................................6

1.3,1General objective..............................................................................................................6

1.3.2 Specific objectives...........................................................................................................6

1.4 Research questions.............................................................................................................6

1.4.1 General research question...............................................................................................6

1.4.2 Specific research questions.............................................................................................6

1.5 Significance of the Study...................................................................................................6

1.5.1 To the Researcher............................................................................................................6

1.6 Limitation of the study.......................................................................................................7

1.7 Area of the study................................................................................................................7

1.8 Organization of the report..................................................................................................7

1.9 Summary............................................................................................................................8

CHAPTER TWO.............................................................................................................................9

LITERATURE REVIEWS..............................................................................................................9

2.0 Introduction........................................................................................................................9

2.1 The Definition of the Terms...............................................................................................9

2.1.1 Performance.....................................................................................................................9

2.1.2 Employee performance....................................................................................................9

2.2 Theoretical review..............................................................................................................9

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 2.2.1 Equity theory...................................................................................................................9

2.2.2 Herzberg’s Two Factor Theory.....................................................................................10

2.3 Empirical review..............................................................................................................10

2.4 Research Gap....................................................................................................................11

2.5 Conceptual frame work....................................................................................................11

2.6 Element of variables.........................................................................................................12

CHAPTER THREE.......................................................................................................................14

RESEARCH METHODOLOGY..................................................................................................14

3.0 Introduction......................................................................................................................14

3.1 Research strategies...........................................................................................................14

3.2 Survey population.............................................................................................................14

3.3 Area of the research or study............................................................................................14

3.4 Sample, Sampling design and procedures........................................................................14

3.4.1 Sample...........................................................................................................................14

3.4.2 Sampling size................................................................................................................15

3.4.3 Sampling design and procedures...................................................................................15

3.4.4Variables and measurements procedure.........................................................................15

3.5 Method of Data collection................................................................................................15

3.5.1 Data collection...............................................................................................................15

3.5.2 Primary Data Collection Method..................................................................................16

3.5.1.1 Interview.....................................................................................................................16

3.5.1.2 Questionnaire..............................................................................................................16

3.5.1.3 Observation................................................................................................................16

3.5.2 Secondary data collection (Documentary review)........................................................16

3.6 Data analysis.....................................................................................................................16

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 3.7 Reliability and validity.....................................................................................................17

REFERENCES..............................................................................................................................17

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 CHAPTER ONE
INTRODUCTION AND PROBLEM SETTING
1.0 Introduction
This chapter provides background of the study, statement of the problem, research objectives,
research questions, justification of the research, limitations of the study, delimitation of the
study, Organization of the research and summary.

1.1 Background of the study

Employee’s satisfaction describes how content an employee is with his or her job. Sajio (2011)
states that a positive attitude towards one‘s job is called job satisfaction. Weiss (2002). Weiss
(2002) argues that employee satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which affect emotion, beliefs and
behaviors. This definition suggests that we form attitudes towards the jobs by taking into account
feelings, beliefs and behaviors. Judge (2008) defines the term employee satisfaction as a positive
feeling about one‘s job resulting from an evaluation of its characteristics. A person with a high
level of job satisfaction holds positive feeling about the job, while a person who is dissatisfied
holds a negative feeling about the job.
There are many attributes that may lead an employee to job satisfaction including working
conditions top management influence good pay, the size of the desk, future development
prospects, etc. At present, job satisfaction has been an important issue. 2 People are interested to
work in the organization as well as the services where they get more satisfaction. It is human
behavior. But really how far such job satisfaction is ensured in different jobs? It is the interest of
the proposed study to analyze job satisfaction from organizational perspective. People
management is an important aspect of organizational processes. This emanated from the
recognition that the human resources of an organization and the organization itself are
synonymous (Mahamuda, 2011).
A well-managed business organization normally considers the average employees as the primary
source of productivity gains (ibid). These organizations consider employees rather than capital as
the core foundation of the business and contributors to firm development. To ensure the
achievement of firm goals, the organization creates an atmosphere of commitment and
cooperation for its employees through policies that facilitate employee satisfaction. Satisfaction

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of human resource finds close links to highly motivated employees. Motivated employees then
develop loyalty or commitment to the firm resulting to greater productivity and lower turnover
rates (ibid). Despite the widespread recognition of the importance of facilitating the job
satisfaction of employees in a bid to secure organizational commitment, there are varying
perspectives on the means of doing this. The earliest strategy is to use wage increases to link
employees satisfaction to organizational commitment (Hill & Wiens-Tuers 2002). With the
recognition that this is not enough to bring about job satisfaction, other perspectives emerged
giving particular importance to the training and skills development of employees (Woodruffe
2000) applied through the underlying principle of continuous organizational learning. Since this
covers only an aspect of 3 human resource management, a holistic approach emerged that targets
the development of a certain quality of employment life (Champion-Hughes 2001) that covers
fair wages, benefits, other employment conditions, and career development to support the
facilitation of motivation and job satisfaction directed towards organizational commitment. This
means that achieving job satisfaction is not simple or easy and works according to the context of
individual firms. Although, there are best practices within industries, it is up to the individual
organizations to determine which human resource strategies meet its needs and objectives
(Mahamuda, 2011).
A high rate of employees‘ satisfaction towards their job is directly related to lower turnover rate,
and also keeping employees satisfied with their careers is a major priority for every employer.
The researcher felt, it is worthwhile researching on the factors influencing employees job
satisfaction in organizations because of the turnover tendencies manifested by employees in
organizations despite the economic turndown including high unemployment rate. The researcher
also felt that, most organizations strive very hard to motivate their employees in order to increase
the level of job satisfaction among its employees. Organizations for example, have policies
stipulating the terms and conditions of employment applicable to all employees in the
organization including their motivational packages. Job satisfaction is a very important attribute
which is frequently measured by organizations. The most common way of measurement is the
use of rating scales where employees report their reactions to their jobs. Questions relate to rate
of pay, 4 work responsibilities, variety of tasks, promotional opportunities, succession planning,
the work itself and co-workers. Some questionnaires ask yes or no questions while others ask to

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rate satisfaction on 1 – 5 scale where 1 represents―strongly disagree‖ and 5 represents
―strongly agreed
1.2 Problem Statement
Employees satisfaction is a topic of wide interest to both the employees and their organizations
(Mahamuda, 2011). This is because employees‘ job satisfaction and dissatisfaction have an
impact on the employees practice in any organizational settings. If the level of job satisfaction
among most employees in the organization is low they may slowdown efforts they put in the
company operations. This has a direct impact on productivity or performance of the organization
which may, as a result fall down. Champoux (2000:) states that managers should understand and
satisfy the needs of their subordinates in order to attain optimum output. An employee's overall
satisfaction with his or her job is the result of a combination of many factors, financial
compensation being one of them. Management's role in enhancing employees' job satisfaction is
to make sure that the work environment is positive, morale is high and employees have the
resources they need to accomplish the tasks they have been assigned. Matloga (2005) indicates
that job dissatisfaction may result from lack of resources, facilities and environment. The study
intends, amongst other aspects to determine the management‘s strategies in order to enhance job
satisfaction among its employees. As earlier pointed out, it is the role of every Manager to take
into account the general well being of their staff. This is essential in order to create an
environment that is both conducive and harmonious for every role 5 player of an organization
(Mahamuda, 2011). In order to achieve this, managers will have to make some study on what
exactly contributes to high job satisfaction among employees. Public organizations has
endeavored in a number of ways to motivate their employees in an effort to enhance job
satisfaction among them including establishment of policies on compensation or remuneration;
policy on salary payment, payment of special recognition awards, payment of meal allowances,
long service awards, payment of overtime allowance, housing allowance, motor vehicle
allowance, and staff traveling. This emanates from recognition that employees of the
organization are the primary source of productivity gains. Despite all these efforts it is still
evident that a number of its employees leave the organization for greener pastures. Employees,
especially those from the managerial cadre are continually resigning despite the attractive
remuneration packages and fringe benefits that are being offered to them. Maniram (2007) states
that if job satisfaction is not well observed, it may lead to poor productivity, high absenteeism,

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and turnover. It is from this viewpoint, This study will aim to examine factors influencing
employees satisfaction in Tanzania public sector organization a case study of mzumbe
university.

1.3 Research objective

1.3,1General objective
To determine factors affecting employees satisfaction in mzumbe university.

1.3.2 Specific objectives

i. To determine how Working environmental conditions influences employee satisfaction in
mzumbe.
ii. To determine how compensation/Pay influences employees satisfaction in mzumbe
university.
iii. To determine how top management influences employees satisfaction in mzumbe
university.

1.4 Research questions

1.4.1 General research question
What are the factors infuences employee’s satisfactions in Mzumbe University?

1.4.2 Specific research questions

i. Does working conditions influences employees satisfaction affects employees
satisfaction in mzumbe university?
ii. Does compensation/pay influences employees satisfaction in Mzumbe university?
iii. Does top management inluences employees satisfaction in mzumbe university?

1.5 Significance of the Study

1.5.1 To the Researcher
This study will be the way for partial fulfillment of the requirement for award of Bachelor degree
in Public administration as per Mzumbe University by law. After accomplishment of this study it
will enable the researcher to meet requirement hence being able to graduate . Also this research
will enable the researcher to know in deep how the performance situation is in public sectors

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Lastly, study will help policy and decision makers on how create clear policies that stimulate
performance management between employer and management universities.

1.6 Limitation of the study

In process of conduct the research the factor that might be the problem includes delay of the
respondents to respond the question during data collection. To deal with this, researcher will try
to please the respondent to fill the questionnaires on time as possible. Also, the issue as financial
problems may acts as the limitation and way forward to this will be conduct study in accessible
area so as to use minimum amount of money. The respondent also may provides irrelevant
answers to the questionnaire due to secrecy so researcher will hem to provide relevant answers
to questions because the aims of research was just for academic purpose only and eventually able
to get information’s about the factors influence employees performance public organizations.

1.7 Area of the study

The study will be conducted at Mzumbe university which is located in morogoro region. The
major focus is to determine the factors affect employee performance in public sectors. The study
will involve staff of mzumbe university with a sample size of 60 employees.

1.8 Organization of the report

The study will be organized in to three chapters: Chapter one cover about introduction and
problem setting with its sub sections including; Background of the study, statement of the
problem research objective both general and specific objectives, research questions, significance
of the study , limitations of the study, delimitation of the study, organization of the study and
summary. Chapter two; the chapter is all about of literature review, and it consists definition of
the key terms, theories underpin the study empirical reviews, conceptual framework, research
gap , and summary. Chapter three in this study identifying the research methodology which
comprises of the introduction, research design or strategies, survey population, study area,
sampling design and procedures, variables and measurement procedures, data collection
methods, data analysis, reliability and validity, time and schedule of activities and research
budgets.

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1.9 Summary
This chapter covered the back ground of the study, statement of the Problem, research objectives
research questions, justification of the study, limitations and delimitation of the study and
organization of the report as well as summary of e chapter hence marks end of chapter one.

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 CHAPTER TWO
LITERATURE REVIEWS
2.0 Introduction
This chapter presents the reviewed literatures. It contains definition of the concepts used under
this study, theoretical review, empirical literature review, research gap and conceptual
framework.

2.1 The Definition of the Terms

2.1.1 Performance
Performance is defined as the degree of success in carrying out duties and ability to achieve
intended purpose (Wesson, 2011). It implies the extent to which the targeted goals or purposes
have been fulfilled. Suhartini (2015) stated that the performance is the result of the extent to
which members of the organization have done the job in order to satisfy his organization.

2.1.2 Employee performance

Refer to level of output, efficiency and effectiveness with which an individual’s carry out their
responsibilities in an organization (Agwarala, 2010). Also, the efforts, abilities and perception of
activities one by individuals is termed as employee performance (Suharitin 2015). Employee
performance is key for organization success as it directly impact productivity, customer
satisfaction, as well as profitability. Employee performance can be recognized and rewarded by
using bonuses, promotion and incentives. By evaluating job performance an organization will
identify area for improvement and set goals. Therefore the overall performance of an
organization is generally affected by individual’s performance.

2.2 Theoretical review

Manager seeking and demonstrate on the way to improve performance by motivating their
employees. By motivating the employee it serves the company or organization Managers to
ensure good performance. Therefore the study will be guided by two theories of motivation that
is Maslows hierarchy of need theory and Equity theory.

2.2.1 Equity theory

The theory was introduced by Adams (1965). The concern of Adam was to know the reaction of
employees once treated fair or unfair compared to the others. Theory emphasizes reward that

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people will be motivated if they are treated fairly and demotivated if treated unfairly. It indicates
the significance of fairness and Justice at work like increases in morale of doing work to the
employees. This is because unfair treatment of employees leads to the victimization and
undermines of employee something resulted to the negative it comes at work. In addition,
Adams (1965) suggested that equity is of two forms that is distributive equity and procedural
equity. Under distributive equity employees are accordance with their contribution at work.
Hence the researcher concluded that, employees needs fair treatment so as they will be able to
increase their efforts at work and minimize tension in doing work.

2.2.2 Herzberg’s Two Factor Theory

In accordance to the Herzberg’s two-factor theory of motivation, the factors are divided into two
dimensions, motivators and hygiene. According to him, certain factors that would directly
motivate the employees and cause satisfaction are intrinsic factors. Herzberg calls these factors
as the motivators which give the inherent satisfaction, and represent the need for self-
actualization and take part in refinement of the person. The motivators are based on personal
awareness and internal feelings; including attainment, involvement, the work itself,
accountability, changing status through promotion and opportunity for progress and innovation.
On the other hand, hygiene factors, which lead to extrinsic satisfaction and cause dissatisfaction,
include; administration, inter-personal relationships, gratitude, organization, company policy and
supervision, advancement, salaries and benefits, position, job security and physical working
conditions.
2.3 Empirical review
Van and Herholdt (2017) conducted a research and realized that, in recent years for both private
and public organization there is demand of improving employee performance. Many countries
around the world specifically in their public sectors have given special attention so as to ensure
quality and quantity production. Therefore some initiatives like reforms, new techniques and
systems have been applied for the purposes of improving performance.

Machui (2018) conducted research at Arusha city council in Tanzania and he was looking on the
influence of workplace environment on employee performance. Findings of the study shows that
physical circumstances like temperature control, air circulation, buildings design, lightning and
tool availability are positively affect employee performance. Also revealed that performances are

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negatively affected by poor interaction and interrelationship between recusants and managers. As
well as inadequate supervision

Kitila (2018) conducted a research on Dar es salaam on the Factors affecting employees
performance in Tanzania public sectors, and he found that Physical office surrounding such as
furniture and work facilities affect employee performance. Also the study discovered that good
communication among workers and Managers as well as good supervision played a great role in
rising employee performance.

Mumba (2006) in her paper entitled ―Factors impending job satisfaction among employees in
Tanzania work organizations, the case of Muhimbili National Hospital‖, had the overall aim of
assessing the factors impeding job satisfaction among Health workers in Tanzania. The study
findings were that, respondents said poor salary was the main factor that hindered job
satisfaction.

Sambuguni (2008) carried out a study on ―Factors Affecting Employees‘ Job Satisfaction in
Military Services in Tanzania, the case of Public Employees under the National service. The
objective of the study was to find the extent to which employees‘ level of satisfaction influences
organizational achievement. The factors contributing to job dissatisfaction among public
employees were poor working conditions, insufficient salary, and poor recognition.

2.4 Research Gap

After passing different literature I found that many researcher conducted studies of the similar
problem term of factors affecting employees satisfaction in Tanzania public sector, but problem
still exists. This study will be conducted in detail mzumbe university through case study design
across the factors affecting employees satisfaction in mzumbe university (while most of studies
were conducted in large coverage such as all universities in Tanzania) the study will rely on
three factors which are working conditions, compensation/pay, and top management support.

2.5 Conceptual frame work

The conceptual framework as tool in research is important in mapping out actions in the study.
Hence, it is significant as a rudder that guides a researcher towards realizing the objectives of the

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research (Regoniel, 2015). For the purpose of this study the conceptual framework is
schematically presented in Figure no 2.5 below

Figure 2.5 Conceptual frame work

Independent variables Dependent variable

Working conditions
 Office layout
 ventilationn

Compensation/pay
 Salary/allowance
amount
Employee’s satisfaction
 Payment time

Top management support

 Recognition/Promotion
 communication

2.6 Element of variables

Working Conditions

The working environmental conditions influence job satisfaction, as the employees would want
their physical working environmental conditions to be comfortable. The working conditions
include the office equipment, chairs, furniture, machines, tools, and so forth. The employees feel
satisfied with their jobs, when the productivity levels goes up, because of the working
environmental conditions. When an employee gets hired, he always desire the working
conditions that would contribute in enhancing his job performance. On the other hand, when the
employees do not find the working environmental conditions comfortable, they do not develop
the feelings of job satisfaction.

Compensation/Pay

Compensation is defined as the monetary benefit given to the employees by the company in
return for the services that the employees render towards the company. Monetary compensation
and benefits are considered to be the most imperative areas that employees work for, when they

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feel, their pay and benefits are sufficient enough to sustain their living, then they feel satisfied
with their work. When employees experience promotion and increase in compensation, then they
felt immense pleasure and satisfaction towards their jobs. Compensation occupies the first rank
in the determination of the job satisfaction as compared to other major determinants (Neog, &
Barua, 2014).

Top management support

Top management plays a significant role in influencing employees’ satisfaction which in turn
impacts overall well-being practices for improving Job satisfaction. Managerial practices Such
as Positive Feedback, recognizing employees builds employee confidence and reinforces
beneficial behaviors. Also psychological safety, creating an environment where employees feel
safe expressing their ideas and concerns is crucial for job satisfaction (Machui, 2018).

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 CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
This chapter provides fact clarification on methodology which will be used to collect, analyze
and present data. The specific division in this chapter includes: research strategies, survey
population, area of the research, sampling design and procedures, variables and measurement
procedures, data collection methods, data analysis, reliability and validity, time and schedule
activities and research budget.

3.1 Research strategies

Research designs defined as arrangements of condition for collecting and analyzing data for the
aim of combination of research purpose with economic procedure. (Seltiz, 2018) In this study the
researcher will use mixed research design to get the information about the research problem the
research strategies which will be conducted under this study is case study design. The Study
selected Mzumbe University as a case study.

3.2 Survey population

Population refers to an entire group of individuals, events or objectives having common
observable characteristics (Mugenda & Mugenda, 2003). In this study the population which will
be considered is mzumbe university employees. Those individuals some of them will be
interviewed. This study has population size of 250.

3.3 Area of the research or study

The study will be conducted in mzumbe university found in morogoro Region. The researchers
will decide to select mzumbe university because it is among the area which have many
employees. Depending on the nature of the problem mzumbe university is a good place to get
relevant information, therefore the reason behind the choice of the area of study is the easy
availability of data and low costs as well as the nature of the case about employees satisfaction.

3.4 Sample, Sampling design and procedures

3.4.1 Sample
Sample refers to a small group of representatives selected from a large group to represent it or it
is a small portion of a population selected for observation and analysis of whole group (Pandey

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& Pandey, 2015), always the sample of this study will consider all requirements in order to help
a researcher to collect enough and reliable data, the sample will be costless and it was 50.0% it
means above 15%.

3.4.2 Sampling size

A sampling frame is defined as a physical representation of all elements in the target from which
sample was drawn (Kothari,2013). The sample size of 60 people

3.4.3 Sampling design and procedures

Sampling technique will be applied in social science research so as to have representative sample
size because it is so difficult to study the whole population due to scarcity of resources and
limited time. In this study simple randomly sampling and purposive sampling will be used.

3.4.4Variables and measurements procedure

In this study, the independent variables (working condition, compensation/pay, top management)
will be measured by using five scales which composed the questionnaire of the study.

Table 3.1: Measurement of variable

Variables Measurement Measuremen Coding instruction
t scale
Working  Office layout Nominal 5-points Likert scale
condition  Working (1=strongly disagree;
environment 2=disagree; 3=neutral; 4=agree
Compensa nominal and 5=strongly agree.
tion/pay  Salary and 5-points Likert scale
allowances (1=strongly disagree;
Top  Payment time 2=disagree; 3=neutral; 4=agree
manageme nominal and 5=strongly agree.
nt  Recognition 5-points Likert scale (1=
Strongly disagree; 2=disagree;
 promotion 3=neutral; 4=agree and
5=strongly agree)

3.5 Method of Data collection

3.5.1 Data collection
Data collection refers to the process of gathering and measuring information on factors of
interests in an established systematic style that enables one to one answer (Kabir, 2006).
Accurate data collection process requires higher level of researcher integrity especially by

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selecting proper techniques of data collection to enhance gathering of actual intended
information. In this study both qualitative and quantitative data are needed in order to answer the
research questions. The study will use both primary and secondary data collection methods. The
methods include; interview, questionnaire, observation and documentary sources.

3.5.2 Primary Data Collection Method

The primary data collections methods will include interview, questionnaires and observation.

3.5.1.1 Interview
The researcher will use this method for the aim of finding the facts and opinions from employees
in determining the factors affecting employee’s satisfaction in Mzumbe University. The
questions will be prepared then to be asked to the respondents then respondents will be given out
their views about the topic.

3.5.1.2 Questionnaire
Quantitative and qualitative data will be collected using a questionnaire. The tools will be chosen
due to being flexible, easy to apply,. In this study, questionnaire will be administered to the
respondents who formed sample size of 50 respondents from Mzumbe University. Also
questionnaire will compose of close ended questionnaire and open ended questionnaire. Here
series of written questions about the topic which will be prepared and sent to the respondents to
be answered then respondents will return the questionnaire after answer it.

3.5.1.3 Observation
The research will be used participatory method in data collection to observe situation of the
conflict, especially during meetings, the situation will be shown as there is a problem. This will
help the researcher to obtain the actual and current information required.

3.5.2 Secondary data collection (Documentary review)

The searcher reviewed different documents in Mzumbe University including files, acts, journals
and minutes to see if they have relevant information concerning the research topic.

3.6 Data analysis

Kawulich (2004) define data analysis as the process of reducing a massive collected data in order
to make sense of them. It is a process of cleaning, transforming and modeling data to discover

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useful information for generalization of the study. Both qualitative and quantitative data will be
collected, techniques like content and thematic technique for quantitative data. Therefore, for
quantitative data the statistical package of social science (SPSS) will be used.

3.7 Reliability and validity

Saunders et al (2012) argued that reliability refers to consistency of measurement. Means that the
strengths of measuring instruments and its ability to produce consistency findings. The
researcher in this study will prepare relevant tools and methodology that yield the desired
outcomes and worked hard to achieve the best results so that this study will be valid and reliable.
Churchill (2007) Validity refers to the correctness and accuracy of the collected data in relation
to the area of study. The validity will be ensured for qualitative data by considering selection of
appropriate instruments for data collection, sampling techniques as well as after piloting the
question will be taken to lectures and experts of research from items representatives of its
content instruments before administering them to the respondents. This will ensure that
respondents answer the same questions and in the same order with control by the researcher
where potential misunderstanding of the questions were detected and rectified during the
interview process.

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