ASSESSMENT ON THE FACTORS INFLUENCING EMPLOYEES’

JOB SATISFACTION IN PUBLIC SECTOR

ASSESSMENT ON THE FACTORS INFLUENCING EMPLOYEES’
JOB SATISFACTION IN PUBLIC SECTOR

A CASE OF MBOZI DISTRICT COUNCIL

By

Tomson Siame

A Report Research Submitted in Partial Fulfillment of the Requirements for the

Award of Bachelor Degree of Human Resource Management (BHRM) of Mzumbe
University.

2021
 CERTIFICATION
We, the undersigned, certify that we have read and hereby recommend for acceptance by
the Mzumbe University, a thesis entitled; assessment on the factors influencing
employees’ job satisfaction in public sector in Partial Fulfillment of the Requirements
for the Award of Bachelor Degree of Human Resource Management (BHRM) of
Mzumbe University.

___________________________
Major Supervisor

___________________________
Internal Examiner

Accepted for the Board of ……………………………………………………….

_______________________________________________________
CHAIRPERSON, FACULTY/DIRECTORATE BOARD

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 DECLARATION AND COPYRIGHT
I, Tomson siame, declare that, this Report Research is my original work and that; it has
not been presented and will not be presented to any other university for a similar or any
other degree award.

Signature: ________________________

Date: ____________________________

© 2021

This dissertation is a copy right material protected under the Berne Convention, the
Copyright Act 1999 and other international and national enactments, in that behalf, on
intellectual property. It may not be reproduced by any means in full or in part, except for
short extracts in fair dealings, for research or private study, critical scholarly review or
discourse with an acknowledgement, without the written permission of Mzumbe
University on behalf of the author.

ii
 ACKNOWLEDGEMENTS
First of all, I would like to humbly express my profound gratitude to the Almighty God
for giving me life, support and guidance as I worked through this research. Second, I
would like to express my heartfelt thanks to all those who gave their time and assistance
towards the completion of this research. Special thanks are given to Dr. Gustav Kunkuta
my supervisor for his advanced and critical professional guidance, attention, support and
encouragement. Third, I would like to express my appreciation to the entire
administration of Mzumbe University for allowing my research clearance. I am also
grateful to administration of the Mbozi district council for granting me permission to
undertake my fieldwork at their office. Furthermore, I wish to extend my thanks to the
public servants of the Mbozi district council Songwe who voluntarily participated in this
research. I am equally indebted to my family and siblings for their love, prayers and
encouragements and my classmates for their affection and encouragement. May God
bless you all.

iii
 DEDICATION
First of all, I would like to humbly express my profound gratitude to the Almighty God
for giving me life, support and guidance as I worked through this research. Also, this
work is dedicated to my lovely father (Alinan) whose support and encouragement
enabled me to accomplish this level of education. May the Almighty God bless him
forever and ever, Amen!

iv
 LIST OF ABBREVIATIONS
HRM Human Resources Management

v
 ABSTRACT
The purposes of the study were about to assessment on the factors influencing
employees’ job satisfaction in public sectors. The objectives of the study were: The main
objectives were: To identify the environmental factors influencing employee’s job
satisfaction Council, to identify the job content factors influencing employees’
satisfactions. The question was; what are environmental factors influencing employee’s
job satisfactions Council, how job content factors influencing employees’ job
satisfactions. The study regarding with the Data collection methods used involve,
questionnaire and documentary review where used to collect data. Study population
were employees of Mbozi district council and sample size was 100 out of 200 total
populations, 100 respondents were selected in a simple randomly. Data where analyzed
using qualitative and quantitative. The finding of the study was, objective one show;
Good Relationship with the Co-Workers, Recognition of Employees in the Community and
Relationship and lastly objective two show; Monthly Salaries Salary, Promotions Process
and Procedures and Existence of Trainings. The purpose of this study was to assess the
factors influencing employees’ job satisfaction. The first research question investigated
the environmental factors that employees are satisfied with. Descriptive statistical
technique revealed that employees are satisfied with cooperation from workmates and
management, and also dissatisfied with accommodation, transfer and geographical
location. The second research question assessed the job content factors which are salary,
fringe benefits, bonuses, promotion opportunities, promotion process and procedures, in-
service training, professional growth and appreciation. The results are partly consistent
with Herzberg, et al. (1959), the Dual Factor Theory especially on the issue of pay. The
findings are inconsistent with Herzberg’s hypotheses on the aspect of supervision and
administration. The researcher recommended that the government should ensure job
satisfaction to the employees, because the findings revealed that the employer did not
pay much attention to employees and job satisfaction factors such as salary, promotion,
training, rewards, benefits, accommodation were not satisfying on enhancing
employees’ job satisfaction, the employer should ensure negotiation with the employees’
trade unions so that it may implement and improving employees’ factors for job
satisfaction.

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 TABLE OF CONTENTS
CERTIFICATION..........................................................................................................................

DECLARATION AND COPYRIGHT........................................................................................

ACKNOWLEDGEMENTS.........................................................................................................

DEDICATION..............................................................................................................................

LIST OF ABBREVIATIONS.......................................................................................................

ABSTRACT..................................................................................................................................

LIST OF TABLES........................................................................................................................

LIST OF FIGURES.....................................................................................................................

CHAPTER ONE............................................................................................................................

INTRODUCTION.........................................................................................................................

1.1 Introduction................................................................................................................................

1.2 Background of the case study organization...............................................................................

1.3 Background of the study............................................................................................................

1.4 Statement of the problem...........................................................................................................

1.5 Objectives of the study..............................................................................................................

1.5.1 General objective....................................................................................................................

1.5.2 Specific objectives..................................................................................................................

1.6 Research Questions....................................................................................................................

1.7 Delimitation of the study...........................................................................................................

1.8 Significance of the study...........................................................................................................

1.9 Limitations of the study.............................................................................................................

CHAPTER TWO...........................................................................................................................

LITERATURE REVIEW.............................................................................................................

vii
2.1 Introduction................................................................................................................................

2.2 Definition of key terms..............................................................................................................

2.3 Theoretical literature review......................................................................................................

2.3.1 Importance of employees’ job satisfaction...........................................................................

2.3.6 Theoretical models of employees benefits...........................................................................

2.4 Empirical literature review......................................................................................................

2.4.1 National studies....................................................................................................................

2.4.2 Regional studies....................................................................................................................

2.4.3 International studies..............................................................................................................

2.5 Research gap............................................................................................................................

2.6 Conceptual framework.............................................................................................................

CHAPTER THREE.....................................................................................................................

RESEARCH METHODOLOGY...............................................................................................

3.1 Introduction..............................................................................................................................

3.2 Area of the study......................................................................................................................

3.3 Research design.......................................................................................................................

3.4 Population of the study and sample.........................................................................................

3.4.1 Study population...................................................................................................................

3.4.2 Sample size...........................................................................................................................

3.5 Sampling Techniques...............................................................................................................

3.6 Data collection methods..........................................................................................................

3.6.1 Questionnaire........................................................................................................................

3.6.2 Interview...............................................................................................................................

3.6.3 Documentary review.............................................................................................................

viii
3.7 Data analysis techniques..........................................................................................................

3.8 Validity and reliability of the study.........................................................................................

3.8.1 Validity of the study.............................................................................................................

3.8.2 Reliability of the study..........................................................................................................

3.9 Ethical consideration...............................................................................................................

CHAPTER FOUR.......................................................................................................................

DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS.......................

4.1 Introduction..............................................................................................................................

4.2 Demographic characteristics of respondents...........................................................................

4.2.1 Sex of Respondents...............................................................................................................

4.2.2 Age of respondents...............................................................................................................

4.2.3 Working Experience.............................................................................................................

4.2.4 Level of education................................................................................................................

4.3 Questionnaire response rate.....................................................................................................

4.4 Result and Discussion of Findings..........................................................................................

4.4.1 Environmental Factors influencing employee’s Job Satisfaction.........................................

4.4.2 Objective two: Job Content Factors influence employee’s Job Satisfaction........................

CHAPTER FIVE.........................................................................................................................

SUMMARY, CONCLUSION AND RECOMMENDATION..................................................

5.1 Introduction..............................................................................................................................

5.2 Summary of the study and key findings..................................................................................

5.3 Conclusion...............................................................................................................................

5.4 Recommendations....................................................................................................................

5.5 Areas for further Research.......................................................................................................

ix
REFERENCES............................................................................................................................

APPENDIX...................................................................................................................................

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 LIST OF TABLES
Table 3.1 Study population..............................................................................................27

Table 4.1 Gender..............................................................................................................32

Table 4.2 Level of Education...........................................................................................34
Table 4.3 Results on response rate...................................................................................35
Table 4.4 Co- Workers.....................................................................................................36
Table 4.5 The Level of Recognition.................................................................................37
Table 4.6 The Level of Relationship with fellow Employees........................................38
Table 4.7 Monthly Salary.................................................................................................39
Table 4.8 Level Promotion...............................................................................................40
Table 4.9 The Level of Training Provided...................................................................41

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 LIST OF FIGURES
Figure 2.1 Job Characteristics Model (Hackman, J.R & Oldham, G.R. 1975)................17
Figure 2.2 Conceptual framework: Assessment on the factors influencing employees’
job satisfaction..................................................................................................................25

xii
 CHAPTER ONE

INTRODUCTION
1.1 Introduction
This chapter presents the discussion about the background of the study, statement of the
problem, objectives of the study, research hypotheses, significance of the study,
limitation of the study and scope of the study as well as organizational profile of the case
study organization.
1.2 Background of the case study organization
Background of the case study Mbozi District Council existed since 1984, the District
passed through main changes followed by the government decision to subdivide into
three local authorities which are Mbozi, Momba and Tunduma Town Councils. The
remaining Mbozi District Council established in 2013 under Act NO. 7 OF 1982 AND
IT HAS TOTAL AREA OF 3,404 Km 2. Its cor mandatory roles areas stipulated in Act
No. 7 of 1982 as amended by Act No. 4 of 1999 for District Councils. These can be
summarized as follows; -

To facilitate and ensure availability of peace in its area of jurisdiction, to create

conducive environment for income generating activities for rapid economic growth and
to provides quality accessible socio-economic services to the community. Vision, Mbozi
District to become the best in delivery of high quality and maintains services to its
community. Mission, Mbozi District Council in Collaboration with stable holders will
insure that it offers a high quality Council Socio-economic services to its community
and conducive environment for economic growth through good governance and proper
use of the available resources.

1.3 Background of the study

Studies on job satisfaction can be traced way back from the early of 1900’s with the
situations perspectives on job satisfaction whereby the concept of job satisfaction comes
from the field of industrial psychology and management. Its origins go back to the

1
Human Relations Movement of the 1930’s in response to the increasing problems of
performance and labuor unrest associated with the spread of Taylorist work organization
practices. According to Mayo and associates argued that workers’ feelings and emotions
at work were important determinants of their productivity and union militancy
(employers were keen on boosting the former and suppressing the latter). This triggered
a furry of interest in measuring workers’ satisfaction with their jobs which resulted in an
increasing number of papers on this issue, though with few attempts at theorization.

In the 1950s, drawing on Maslow’s theory of hierarchy of needs, Herzberg and

associates developed the two-factor theory, which posed an asymmetry in the
determinants of satisfaction and dissatisfaction at work. According to this theory
(Herzberg, Mausner, & Snyderman; 1959), satisfaction is mainly determined by
attributes that generate motivation in the workers such as creativity, achievement or
recognition (sometimes called intrinsic job attributes) whereas dissatisfaction is mostly
determined by what Hertzberg called hygiene factors, meaning the extrinsic attributes
such as pay and working conditions. Herzberg’s theory continues to be influential even
today but around the 1970’s it started to be displaced by theories arguing that not all
workers had the same preferences, expectations or values with respect to their jobs,
hence the same job attributes could lead to different levels of job satisfaction but
(Lawler; 1973) proposed a model taking into account both the expectations and actual
outcomes with respect to different job attributes while (Locke; 1976) argued that the
relative importance (or value) that each worker attaches to a particular job attribute
affects the impact that such attribute has on her satisfaction and it is around this time that
the first sociological theories of job satisfaction appear. However;
(Goldthorpe ,Lockwood, Bechhofer, and Platt;1968) argued that the analysis of job
satisfaction had to be grounded in an understanding of the meanings (work orientations)
that individuals attach to their work. Hence, workers with an instrumental orientation
towards their work could be satisfied even if their jobs offered little intrinsic reward.
This approach was further developed by (Kalleberg, 1977) and few years later with

2
some reluctance that has not totally disappeared, economists started to take seriously job
satisfaction as an economic indicator. In the late 17th century, (Freeman (1978) argued
that job satisfaction is a good predictor for labor market mobility and is correlated with
important labor market variables such as unionism. (Sajio, 2011) argues that the positive
attitude towards one ‘s job is called job satisfaction which has been defined as a
pleasurable emotional state resulting from the appraisal of one ‘s job and effective
reaction to one‘s job as well as an attitude towards ones job.

Mahamuda, (2011) argues that 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 to
investigate on the factors influencing employee’s 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 public organizations strive very hard to motivate their employees in order to
increase the level of job satisfaction among its employees through formulation of
policies stipulating the terms and conditions of employment applicable to all employees
in the public organization including their motivational packages as job satisfaction is a
very important attribute which is frequently measured by organization.

1.4 Statement of the problem

Job satisfaction is a topic of wide interest to both the employees and their organizations
(Mahamuda, 2011). This is because employee’s 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 organizational operations. This has a direct impact on productivity
or performance of the organization which may result to fall down of an organization.
(Champoux; 2000:151) stated that managers should understand and satisfy the needs of
their subordinates in order to attain optimum output.

3
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. It is the role of every Manager
to take into account the general wellbeing of their staff which is essential in order to
create an environment that is both conducive and harmonious to the employees and an
organization. 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
which 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 employees leave the
organization for greener pastures especially those from public sectors 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, and turnover. It is from this viewpoint
that this study aims at investigating the influential factors for employee’s job satisfaction
in public sectors.

1.5 Objectives of the study

This section presents the objective of the study.

4
1.5.1 General objective
The purpose of this study is to assess the factors which influence employee ‘s job
satisfaction in public sectors using Mbozi District Council as a case study.

1.5.2 Specific objectives

The specific objective was:
To identify the environmental factors influencing employee’s job satisfaction Council
To identify the job content factors influencing employees’ satisfactions

1.6 Research Questions

The research question was: What are the problems encountered
What are environmental factors influencing employee’s job satisfactions Council

How job content factors influencing employees’ job satisfactions

1.7 Delimitation of the study

This research focus on the discussion of factors influencing employee job satisfaction in
Tanzania public sectors, things that can cause job dissatisfaction in the working
environment of an employee as well as the theoretical and empirical issues relating
employee’s job satisfaction at large.

1.8 Significance of the study

The study will be significance to the following.
The study will help to gather or find out knowledge which, if adopted by management of
organizations will improve job satisfaction among employees. The study will also
provide the basis for good company policies related to job satisfaction and human
resource policies as a whole; hence it will enable companies to design effective human
resource policies for implementation by various organizations. The study findings may
also serve as a provoking resource that can inspire and arouse other researcher’s
curiosity to conduct related studies on job satisfaction.

5
1.9 Limitations of the study
The researcher faced with financial constraints associated with limited funds for the
purpose of this study. Also inadequacy of books on the research topic which made the
collection of information very difficult but the researcher in alternative used electronic
sources.

6
 CHAPTER TWO

LITERATURE REVIEW
2.1 Introduction
This chapter provides a detailed literature review related to employee’s job satisfaction
in public sectors with a particular focus on conceptual, theoretical and empirical issues.
The chapter is divided into three parts whereby the first part and second part covers the
discussion of theoretical and empirical issues respectively and part three covers the
discussion of conceptual framework on factors influencing employee job satisfaction.

2.2 Definition of key terms

This section defines key terms in order to help the author and reader’s better
understanding the content of this study.

According to (Umaru, R.I., and Ombugus, D.A, 2017) job satisfaction is the good
feeling one gets when one has a job he or she enjoys doing it. Job satisfaction is also a
constructive emotional domain derived from the personal opinions of the employees
about their work. Basically, it is measuring how a person finds his task and how far he is
able to perform the task. Job satisfaction is a feeling about the career of an individual or
about specific aspects of the job that will impact productivity and job performance of an
organization (Awang,, et al 2010) .

Employees: The term employee means an individual who has entered into a contract of
employment, or has entered into any other contract under which; the individual
undertakes to work personally for the other party to the contract, and the other party is
not a client or customer of any profession, business, or undertaking carried on by the
individual (ELRA, Act No.8 of 2006). On other words is to say employee is an
individual working on behalf of an employer for the purpose of accomplishing
organization goals.

7
Work environment; Work environment is explained as the setting, situation and
environment in which people work, it is also referred to the environment where it
comprises people, tools, and other workplace physical components (Oludeyi, O.S; 2015,
PP 32-46). According to (Abdul, P & Awan; 2015; pp 329-346) explained that work
environment is a place where people work together to complete tasks and achieve
common goals. (Makena, M.M, 2015; P.47) discovered that academic staff’s job
satisfaction is related to work environment. Furthermore, good work environment
contributes towards academic staffs’ job satisfaction regardless of types of schools,
colleges and demographics. (Chamundeswari, S. 2013; pp 420-428 & Naz, S. 2017; pp
44-59) emphasized that supportive working condition improves academic staffs’ job
satisfaction.

2.3 Theoretical literature review

This part involves the review of various selected literatures on employee job satisfaction
and it focus on the discussion of different concepts of job satisfaction, importance of
employee job satisfaction, dimensions of job satisfaction, job satisfaction measurements,
factors leading to employee job dissatisfaction and the theories of employee job
satisfaction.
Dimensions of employee job satisfaction

Even if job satisfaction may be considered as a single concept but when it is valuated in
terms of individual’s satisfaction, it will be seen in different sub-dimensions. The
existence of individual’s different levels of job satisfaction from the different
characteristic of job satisfaction or job dissatisfaction case generally cause departmental
evaluation of job satisfaction to the individual’s gains from the job.

Luthan’s dimensions on job satisfaction

Luthan (1998), identified three important dimensions to job satisfaction which based on
employee’s emotional responses and expectations as explained below; -

8
Firstly; job satisfaction is an emotional response to a job situation which cannot be seen
or can only be inferred through observation of the employee’s behaviors, for example
the time they get to work and how they work and their general mood.

Secondly; job satisfaction is often determined by how well the job meets expectations.
For instance, if organization participants feel that they are working much harder than
others in the department but are receiving fewer rewards they will probably have a
negative attitude towards their work, the boss and co-workers. On the other hand, if they
feel they are being treated very well and are being paid equitably and fairly they are
likely to have a positive attitude towards their job.

Thirdly; job satisfaction represents several related attitudes which are the most
important characteristics of a job about which people have an effective response. These
are the work itself, pay, promotion opportunities, supervision and co-workers. These
aspects implies that, the employees may feel satisfied if they are interested to work,
receiving a better financial reward including basic pay and variable pay, upgrading from
a low position to high position, and good relationship between supervisor and employees
and the relationship among the employee themselves. Promotion, pay dimension and co-
workers dimensions are effective factors and have significant impact on the process of
an individual’s job satisfaction and one of the key elements in the development of it
(Luthan, 1973).

Leone’s dimensions on job satisfaction

Leon, (2010), identifies three important dimensions to job satisfaction which are
physical dimensions, intellectual dimensions and emotional dimensions. These can be
clear explained as follows; -
Physical dimensions; are at the conscious level, these tend to be noticed by the
management. These include safe working practice and condition at the workplace, good
pay such salary, bonus, commission and overtime they may make employees be
punctual at work place, and the employees' uniform may make employees be smart and
with appropriate dressing at working time. If the employees are successful on these then

9
they will be satisfied. These aspects are complementary to each other; one aspect may
affect another.

Intellectual dimensions; these are also at the conscious level. Sometimes such things
are visibly demonstrable skills, and at other times, they are less obvious. For example,
employees can be initiative if they are given responsibility in their workplace; they may
come up with new ideas if they are happy with their work and getting opportunity for
promotion. Some employees prefer much challenging work because they get a chance to
use their skills for the work they do, and lastly, if the organization provides a variety of
work, it enables the employees to be flexible meaning that they can do different types of
work. Thus, the success of these aspects contributes to employees' satisfaction with their
job (Leon, 2010).

Emotional dimensions; these are often at the unconscious level and, as a result, they are
not always as visible. These include such things as respect, loyalty, empathy, and
enthusiasm, and these are on the basis of give and take. For example, if the employer
respects the employees, he may also be respected by the employer. All these aspects
may be resulted when there is a good relationship between management and employees.
For each of the three above areas or dimensions, employers require an investment of
their employees and in return, employees need a similar investment from their
organization. It implies that in order for the employees to reach at the satisfaction level,
there must cross check relationship between employer and employees. One part alone
cannot reach to the satisfaction unless the two parts be integrated; this satisfaction can be
contributed by the good relationship between employer and employees, recognition of
employee’s job performance, opportunity for employee advancement and existing of
good communication between employer and employees.

10
 Investment return

Turn up
Get paid
Punctual
Physical Uniform
Dress appropriately
Safe working practice
Do the job

Give responsibility
Initiative
Interesting work
Came up with ideas
Emotional Opportunity for promotion
Skills
Challenges
Respect
Respect
Be flexible
Provide variety

Loyalty
Loyalty
intellectual) Empathy Empathy
Enthusiasm
Appreciation

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Investment Return

Source: Leone, (2010). Note; investment indicates that the employee’s response in the
workplace, arrow indicate a way to satisfaction and return indicates that the
organizational responsibility to the employees.

Conclusively, the above dimensions of job satisfaction imply that, the employers should
make observations in order to understand employees ‘feelings. For example,
observations can be done when employees get in and get out of the work place. The
management must be familiar with employees and understand the contribution of each
employee in the organization. This can help to understand the satisfaction or
dissatisfaction of the employee. Also, the management should be able to make sure that
the working environment is conducive and that employees have some incentives to keep
them energized in their work. Therefore, governing bodies should make sure that there is
an investment between employer and employees to make the presence of job satisfaction
of their respective organizations.

2.3.1 Importance of employees’ job satisfaction

Today many organizations have realized the importance of motivated and satisfied
contributes towards long term objectives. In ensuring that employees are satisfied.
There are number of considerations that can be described as the importance of job
satisfaction. These includes the following; -

Firstly, job satisfaction contributes to mental health and general life satisfaction of
employees. This may happen because of the possibility of acquiring self-esteem, which
is a person's overall sense of self-worth or personal values (Ellison, 1997) due to the
opportunity to participate in a satisfying work which often thought to contribute to
psychological well-being. Hence, the more satisfied the workers are healthier often
physically and psychologically (George, 2000). Secondly, job satisfaction leads to fewer
12
turnovers as many employees if satisfied with their jobs and enjoy the work they are
performing may stay in a job for long periods, they always work for a long time in one
organization (Sageer, Rafat & Agarwal, 2012) and they do not change a job from one
organization to another. Thus job satisfaction may be attributed to organizational
cultures that emphasize on interpersonal relationship values, compensation and benefits
(Greer, 2003) as many studies suggest that employers reap benefits from satisfied
employees. They are more likely to profit from lower staff turnover and peaceful
industrial climate associated with high level of job satisfaction (Nguyen, Taylor &
Bradley, 2003). Thirdly, job satisfaction raises employees' commitment and more pride
in work performed. It is observed that the satisfied employees show high level of
motivation and commitment with ultimately positive impact on the performance and
behaviors which reflects high productivity. This means that people who are relatively
satisfied with their jobs will likely to be more committed to their organization (Mathis &
John, 1999) as job satisfaction is very important and its absence may lead to tiredness
and reduced organizational commitment. Moreover, job satisfaction increases
employees’ accountability and it has important implications in a discussion of
accountability in organizations. Research shows that there is a positive relationship
between accountability and job satisfaction (Locke, 1968; Rafat, 2012). Accountability
of employees may raise job performance and productivity. It is argued that by increasing
job satisfaction the performance and productivity of workers can be increased.
Considering the above arguments, job satisfaction is not only important for the
individual functioning but also for organizational functioning, it is an essential criterion
that cannot be overestimated, representing a combination of psychological, physiological
and environmental circumstances that determine an employee’s satisfaction of their job,
emotional stability and conscientiousness. Thus, organizations must be aware of the job
satisfaction and dissatisfaction factors. The managerial employees have to consider the
needs of their employees and appreciate the work they do in order to retain and make
them attracted to work with the organization.

13
2.3.6 Theoretical models of employees benefits
Theories of job satisfaction; Job satisfaction theories have a strong overlap with theories
explaining human motivation. The most common and prominent theories in this area
include: Maslow’s needs hierarchy theory, Herzberg’s motivator-hygiene theory, the Job
Characteristics Model, and the dispositional approach; these theories are described and
discussed below.

Maslow’s needs hierarchy theory; This is the theory which is commonly known in the
human motivation literature; Maslow’s needs hierarchy theory was one of the first
theories to examine the important contributors to job satisfaction (Maslow, A.1995). The
theory suggests that human needs form a five-level hierarchy (Figure 1) consisting of:
physiological needs, safety, belongingness/love, esteem, and self-actualization.
Maslow’s hierarchy of needs postulates that there are essential needs that need to be met
first (such as, physiological needs and safety), before more complex needs can be met
(such as, belonging and esteem).

self-
actul
izatio
n
Esteem
Approval,
Recognition, Respect

Belonging
Acceptence, affection, affiliation

Safety
Security,stability, freedom from fear

Physiological needs
water, food, shelter

Maslow’s Five-level hierarchy (Beaker, T.A; 2011)

14
Maslow’s needs hierarchy was developed to explain human motivation in general.
However, its main tenants are applicable to the work setting, and have been used to
explain job satisfaction. Within an organization, financial compensation and healthcare
are some of the benefits which help an employee meet their basic physiological needs.
Safety needs can manifest itself through employees feeling physically safe in their work
environment, as well as job security and/ or having suitable company structures and
policies. When this is satisfied, the employees can focus on feeling as though they
belong to the workplace. This can come in the form of positive relationships with
colleagues and supervisors in the workplace, and whether or not they feel they are a part
of their team/ organization. Once satisfied, the employee will seek to feel as though they
are valued and appreciated by their colleagues and their organization. The final step is
where the employee seeks to self-actualize; where they need to grow and develop in
order to become everything they are capable of becoming. Although it could be seen as
separate, the progressions from one step to the next all contribute to the process of self-
actualization. Therefore, organizations looking to improve employee job satisfaction
should attempt to meet the basic needs of employees before progressing to address
higher-order needs. However, more recently this approach is becoming less popular as it
fails to consider the cognitive process of the employee and, in general, lacks empirical
supporting evidence (Spector, P.E. 1997). In addition, (Macher, E; 2002) found fault
with the final stage of self-actualization. The lack of a clear definition and conceptual
understanding of self-actualization, paired with a difficulty of measuring it, makes it
difficult to measure what the final goal is or when it has been achieved.

Herzberg’s motivator-hygiene theory; This is the theory which suggests that job
satisfaction and dissatisfaction are not two opposite ends of the same continuum, but
instead are two separate and at times, even unrelated concepts. ‘Motivating’ factors like
pay and benefits, recognition and achievement need to be met in order for an employee
to be satisfied with work. On the other hand, ‘hygiene’ factors (such as, working
conditions, company policies and structure, job security, interaction with colleagues and
quality of management) are associated with job dissatisfaction (Herzberg, F; 1996).
15
 Graphical Representation of Herzberg’s Description of Satisfiers and Dissatisfies
(Collins, C; 2002. PP 237)

This is due to the fact that both the hygiene and motivational factors are viewed as
independent as it is possible that the employees are neither satisfied nor dissatisfied.
This theory postulates that when hygiene factors are low the employee is dissatisfied,
but when these factors are high the employee is not dissatisfied (or neutral), but not
necessarily satisfied. Whether or not an employee is satisfied depend on the motivational
factors. Moreover, it is thought that when motivators are met the employee is thought to
be satisfied. This separation may aid in accounting for the complexity of an employee’s
feelings, as they might not feel both satisfied and dissatisfied at the same time or neither
satisfied nor dissatisfied.

Whilst the Motivator-Hygiene theory was crucial in first distinguishing job satisfaction
from dissatisfaction, the theory itself has received little empirical support. Herzberg’s
original study has been criticized for having been conducted with a weak methodology
(Macher, E; 2002, & Ewen, R.B. 1964, PP.161). As a result, subsequent attempts to test
this theory have obtained mixed results where some researchers supporting it (Schmidt,
G.L. 1976, PP.68 & Manisera, M, et al. 2005) and others not (Hill, M.D; 1986. PP.36 &
King, N. 1970, PP.18).

The Job Characteristics Model

This is the theory which explains that job satisfaction occurs when the work
environment encourages intrinsically motivating characteristics. It focuses on five key

16
job characteristics such as skill variety, task identity, task significance, autonomy and
feedback, influence three psychological states (Figure 3), but the three psychological
states lead to a number of potential outcomes, including job satisfaction. Therefore, from
an organizations point of view, it is thought that by improving the five core job
dimensions this will subsequently lead to a better work environment and increased job
satisfaction (Hackman, J.R & Oldham, G.R. 1975).

Figure 2.1 Job Characteristics Model (Hackman, J.R & Oldham, G.R. 1975)

Unlike the Maslow or Herzberg’s theories, the JCM has received more empirical
support. However, it has also drawn criticism as many studies utilizing this model
investigate the direct impact core job dimensions have on personal and work outcomes
which is completely disregarding the critical psychological states (Behson, S.J. 2010. PP
43). Despite this, the JCM and its impact on job satisfaction has been the subject of three
reviews (Fried, Y., & Ferris, G. R. 1987. PP.193, Roberts, K.H., & Glick, W. 1981.
PP.163 & Loher, B.T, et al; 1985. pp.280), which further lend support to the model. Also
Behson and colleagues’ (Behson, S.J, et al 1997, pp.151) meta-analysis of 13 studies
specifically focused on the role of critical psychological states, and found these
psychological states to play a crucial practical and theoretical role within the JCM.

17
Dispositional approach; This is the theory which suggests that job satisfaction is
closely related to personality. It postulates that an individual has a strong predisposition
towards a certain level of satisfaction, and that these remain fairly constant and stable
across time (Judge, T.A, Locke, and E.A). The evidence for this approach can be divided
into indirect studies and direct studies. Judge and colleagues (Judge, T.A, & Lanen, R.J,
2001, PP.67: Judge, T.A, & Klinger, R.2007, PP.393-413) have reviewed these areas in
greater detail. The indirect evidence comes from studies that do not explicitly measure
personality. Data from the National Longitudinal Studies in the United States found that
measures of job satisfaction tend to remain fairly stable over 2, 3 and 5 year periods
(Staw,B.M. & Ross,J. 1989, PP.469). This even includes significant employment
changes; such as changes in employer or occupation. Interestingly, a twin based study
(Arvey, R.D., et al, 1989. pp 187) examined 34 twins whom had been raised
independently of one another. This study found genetic factors accounted for 30% of job
satisfaction levels when assessed in later life.

2.4 Empirical literature review

2.4.1 National studies
Mushema (2008) carried out a study on Job Satisfaction among Employees in the Public
Sector, the case of Public Service Pensions Fund (PSPF), with the purpose of assessing
the overall level of job satisfaction of the employees under PSPF. The methodology of
the study was a descriptive survey design. The instruments of data collection used were
questionnaires and documentary reviews. The study examined PSPF employee’s level of
satisfaction with job motivators and hygiene factors, and also the relationship between
selected employee’s demographic characteristics and their overall job satisfaction. The
study noted that about 50% of employees were generally satisfied with their job; 50%
expressed neutrality towards the assertion that the current job was just transitional. The
study gap is that job satisfaction is determined by many factors not job motivators and
hygiene factors alone. Also, the organization studied was at its infancy stage, as it was
established in 2004 and the study was conducted in 2008. Management stability

18
obviously differs from old and matured organizations. A lot can still be explored by
conducting a study on matured organizations.

Sambuguni (2008) carried out a study on Factors Affecting Employee’s 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 employee’s level of
satisfaction influences organizational achievement. This was a qualitative research with
questionnaires, documentary reviews, and interviews as a methodology of study. The
study revealed that 40 percent of the respondents were satisfied with their job; 30
percent were not satisfied; 50 percent of total respondents were not satisfied with
working conditions; and 75 percent were not satisfied with salary given to them. And
among the factors contributing to job dissatisfaction among public employees were poor
working conditions, insufficient salary, and poor recognition. This study was based on
military institutions. It is an open fact that the management and set up systems are very
different from nonmilitary business organizations. It is from this view point that we are
of the opinion that generalizing motivational factors revealed by the study conducted to
military institutions may not necessarily conform to factors affecting employee’s job
satisfaction in civilian business work organizations. This view necessitated the
conduction of a similar study but to a civilian business organization.

2.4.2 Regional studies

Saari (2014) conducted a study that aimed at looking on the organizational factors that
influence employees’ attitudes towards their jobs, the impact of positive, negative levels
of job satisfaction and how to measure and influence employees’ attitudes. It also looked
sat how employees’ disposition, culture and their work situation affect their job
satisfaction.

It discussed the impact of job satisfaction on job performance, life satisfaction and
turnover. The study found out that organizational psychology research has contributed
greatly to the understanding of employees’ attitude and job satisfaction.

19
The study clearly highlights how organizational factors can affect employees’ attitude
towards work, but the study did not provide a link on how the HRM practices affect
employees’ attitude towards work

2.4.3 International studies

Kennedy (2015) conducted a study on the relationship between work motivation and job
satisfaction of secondary school workers in Bangalore, India. The study investigated
work motivation in relation to job satisfaction and biographical variables of workers
working in secondary schools. The sample consisted of 417 workers from three types of
schools in Bangalore, India. Data was collected using questionnaires through a survey.
Correlation and t-test were employed to test the research hypotheses. The findings show
that there was a significant positive correlation between work motivation and job
satisfaction of secondary school’s workers. This finding has some related and useful
information because it demonstrates that work motivation of workers is largely depend
on job satisfaction. However, the study was conducted in different contexts which
cannot justify the applicability of the findings to Tanzania.

2.5 Research gap

It is true that researches have been done regarding to job satisfaction of different
employees in various organizations for example the institutions of Tanzania.by
mwesiga2010, muhimbili national hospital and Azania bank limited by
mwangakela[2009] focuses on the assessment of the factors influencing employees job
satisfaction are rare. This research gap attempts contribute to its filling.
2.6 Conceptual framework
conceptual framework above shows three main independent variables whereby, the first
independent variable is environmental factors where the researcher looked at:
Accommodation, Co-workers, Relationship, Freedom in the workplace, Recognition,
Management Cooperation, working Environment, Value of Responsibility, Transfer and

20
Geographical Location. The second independent variable is job content factors where
the researcher looked at employee’s comfort ability, Salary Promotion Training, Interest
in the job, Increment of salary and Bonuses. And the last independent variable is
personal factors whereas the researcher looked on the employees’ Gender, Age,
Experience, Education and their impact on job satisfaction. Basing on these variables the
researcher tried to explain some of the factors influencing employee’s job satisfaction.
Keeping employees satisfied and engaged has become more complex as many
employees are no longer motivated by just good pay and great benefits. While these are
key factors, employees are also becoming more interested in a good work/life balance
which includes:

Pay and benefits; According to Tessema, M.T, et al 2013 argued that pay and benefits
are common financial incentives. Pay and benefits are essential elements that used to
motivate employees in the organization; it helps to increase workers’ performance and
productivity. (Makena, M.M, 2015; P.47) reported that basic salaries and allowances
affect academic staffs’ job satisfaction. The finding shows that pay and benefits are
significantly related to job satisfaction. It was discovered that salary not only allows
individuals to meet their fundamental needs but provides job satisfaction at a higher
level as well. (Linh, L.H, 2018; pp 1056-1062) found that on top of pay and allowances,
fringe benefits also influence one’s job satisfaction. (Hee, O.C, et al 2016; 517-521)
observed that poor compensation and benefits will have negative impacts on job
satisfaction.

Work environment; Work environment is explained as the setting, situation and

environment in which people work, it is also referred to the environment where it
comprises people, tools, and other workplace physical components (Oludeyi, O.S; 2015,
PP 32-46). According to (Abdul, P & Awan; 2015; pp 329-346) explained that work
environment is a place where people work together to complete tasks and achieve
common goals. (Makena, M.M, 2015; P.47) discovered that academic staff’s job
satisfaction is related to work environment. Furthermore, good work environment
contributes towards academic staffs’ job satisfaction regardless of types of schools,

21
colleges and demographics. (Chamundeswari, S. 2013; pp 420-428 & Naz, S. 2017; pp
44-59) emphasized that supportive working condition improves academic staffs’ job
satisfaction.

Top management leadership; Top management is referred to a group of individuals at

the top level who are managing an organization, is seen as a social communicating
process between the leader and his followers. Generally, leaders influence the
achievement of an organization's goals via change, innovation, engagement and
motivational activities (Glamuzina, M. 2015; PP 89-132 & Hee, O.C et al; 2018; 441-
448). Also top management’s leadership style is important in influencing academic
staffs’ job satisfaction, it is responsible to improve academic staffs’ job satisfaction and
if it provides positive feedback, it will have positive impact towards academic staffs’ job
satisfaction. Furthermore, top management’s capability to allocate work equally has
direct effect on job satisfaction as well as it is one of the significant determinants in
predicting teachers and academic staffs’ job satisfaction and it also proved that academic
staffs who work with supportive top management have higher job satisfaction (You, S.,
et al; 2013; 284-297).

Promotion; Promotion can be defined as the internal mobility within the company by
changing position vertically. Many employees find that holding the same position and
repeating the same daily tasks for many years is tedious, but that can be avoided if the
employee has the expectation of gaining promotion to a higher position with new tasks
and responsibilities. As Prasad (2010) points out, it is rare to see an employee remaining
in one position for twenty years. He/she either gains promotion or seeks new challenges
elsewhere. Moreover, promotion brings higher status and better payment, as well as the
feeling that hard work and loyalty are recognized and rewarded. Promotional
opportunities seem to have a varying effect on job satisfaction. This is because
promotions take some different forms and have a variety of accompanying rewards. In
recent years, the flattening of organizations and accompanying empowerment strategies,
promotion in the traditional sense of climbing the hierarchical corporate ladder of
success is no longer available as it once was.

22
Job Security; Job security refers to the length of time employees can expect to remain
in their job. In general, employees prefer to find a job that they can occupy in the long
term, which works to the benefit of the company. Some companies offer lengthy
contracts which protect employees from job termination. According to Shi (2017), job
security is positively related to social safety. Employees with vulnerable position will
increase their performance in order to maintain their high social status.

Salary and wages; Wages and salaries are recognized to be a significant but cognitively
complex (Carraher, & Buckley, 1996) and multidimensional factor in job satisfaction.
Money not only helps people attain their basic needs but is also instrumental in
providing upper-level need satisfaction. Employees often see pay as a reflection of how
management views their contribution to the organization. Fringe benefits are also
significant, but they are not as influential. One reason undoubtedly is that most
employees do not even know how much they are receiving in benefits. Moreover, most
tend to undervalue these benefits because they do not realize their significant monetary
value

Age; Age is one of the factors affecting job satisfaction. Various studies carried out in
this field have shown that job satisfaction tends to increase with age. That is older
employees tend to report higher satisfaction, and younger employees say the lowest job
satisfaction rates.

Interest in the job; People, who pursue their hobbies and interest as their career, gain
the highest level of satisfaction in whatever they do at their workplace. This is because
their job is not a job for them, but a way of getting closer to their interest and making
money. Whatever, they will be more than just to have a promotion.

Co-workers; Employees seek to be treated with respect by those they work with. A
hostile work environment with rude or unpleasant coworkers is one that usually has
lower job satisfaction. Managers need to take a step and mediate conflicts before they

23
escalate into more serious problems requiring disciplinary action. Employees may need
to be reminded of what behaviors are considered inappropriate when interacting with
coworkers.

Relationship; One of the major reasons employees think about quitting a company is
that their supervisor does not care about them. A participative climate created by the
supervisor seems to have a more substantial effect on workers’ satisfaction than does
participation in a specific decision. Effective managers know their employees need
recognition and praise for their efforts and accomplishments. Employees also need to
know their supervisor’s door is always open for them to discuss any concerns they have
that are affecting their ability to do their jobs. It will lead to their satisfaction in the
office.

Reward and Recognition; Recognition is among the factors which go along with many
other factors which can have an effect on the job satisfaction and motivation of workers.
Statistics show that there is an important link between reward and recognition and that
between motivation and satisfaction. Awarding the financial benefit to employee without
any prominent recognition also loses its importance. Ali and Ahmed (2015) state that
there is an important link between reward and recognition and that awarding the
financial benefit to employee without any prominent recognition also loses its
importance. Weinstein (2014) puts it that when an employee gets a monetary reward
with exceptional amusement and excitement that experience becomes more tremendous
for recipient. Types and nature of rewards have a direct relation with the motivation and
satisfaction of the employees. Considering recognition, it can be said that it is an
important factor affecting employee motivation.

Belief that supervisors listen; A lot of employees don’t think their supervisors listen to
their ideas or concerns. By acknowledging an employee and possibly implementing
some of the ideas your staff proposes, you are encouraging your staff to get involved and

24
be more present in the work place which often leads employees to feel appreciated and
more satisfied at work.

Feeling challenged; With spending so much time at work, many employees want to feel
challenged in the work they perform. When work is not challenging, an employee is
more likely to be less productive or look for other job opportunities.

Figure 2.2 Conceptual framework: Assessment on the factors influencing

employees’ job satisfaction

Independents variable Dependent variable

Environment factor
EMPLOYEES’
Job content factor JOB
Personal factor SATISFACTION

Source, Field research data (2021)

25
 CHAPTER THREE

RESEARCH METHODOLOGY
3.1 Introduction
This Chapter presents details of the methodological approach that was employed in the
research. It opens with research design to be adopted and proceeds with justification of
sampling techniques, population size, sample size, measurement and scaling techniques,
kind of data as well as methods of data collection, analysis procedures and instruments.
3.2 Area of the study
This study was conducted at Mbozi District Council which is situated at Vwawa Town.
This area was selected for the study because it was possibility of obtaining the
information required to adduce the research objectives, the area was accessible to the
researcher and the members of the of the office showed willingness to cooperate in the
study as well as the researcher is a native of the place and knowledgeable with all
situations within the particular District.

3.3 Research design

According to Kothari (2004), a research design is the arrangement of conditions for
collection and analysis of data in a manner that aims to combine relevance to the
research purpose with economy in the procedure. It is a blue print that enables the
researcher to come up with solutions to the problems. The selected approach helped the
researcher in the collection, analysis and interpretation of data (Best and Khan, 1998).

This study used qualitative and quantitative approaches. A qualitative approach attempts
to understand the behavior of people in an organization by getting to know them and
their values. A quantitative approach dealt with the computation of empirical variables.
This study employed a case study design because a case study is not a single qualitative
technique but it applies several methodologies. Therefore, this approach involved

26
application of different data collection methods in order to understand the cause, effect
and solution of any possible factors influencing job satisfaction of employees in
organizations

3.4 Population of the study and sample

3.4.1 Study population
Population is a group of individuals who have one or more characteristics that are of
interest to the researcher (Best and Khan, 1998). The target population for this study
comprised of different employees’ categories from Mbozi District Council including
normal employees, supervisor/administrator, managerial position, and short term
contracts.

Table 3.1 Study population

Type of Respondent Number Total

Ordinary Employees from Mbozi District 95 95

Council

Top management team 5 5

Grand Total 100 100

Source: Researcher’s Creation (2021)

3.4.2 Sample size

According to Babbie (1992), the sample is a segment of population in which a researcher
is interested in gaining information and drawn conclusion. While selecting a sample
size, researchers are advised to put into consideration three important aspects, namely
the availability of the population, methods of sampling to be used, and the financial
resources available for the facilitation of the specific study (Charles, 1995). The sample
size was obtained from the total number of 200 Mbozi District Council employees. The
sample size determined was on the following criteria; the required level of precision in
the results, the level of detail in the proposed analysis and the available budget. A total
number of 100. employees from organization were selected and the sample size was

27
determined by using the formula developed by (Yamane (1967) whereby the level the of
precision of 10% was used. This formula is as follows

n = N/1+N (e) 2

Where; n= Sample size

N= population size

e= Level of precision

e=10% since the level of confidence is 90%

Therefore, the sample size was calculated as follows;

1+204 = 2.05

n= 205/ 2.05 = 99.5.121951. n =100 sample size

3.5 Sampling Techniques

One method stratified random sampling is used to select the study sample.
Sampling is the process of choosing actual data from a large set of possibilities (Given,
2008). In this study the researcher uses a stratified random sampling in which the
population was divided into several sections of the departments. Then random sample
was drawn from each strata or section, or department depending on the availability of
respondents in each section. Those available in the office were interviewed as per stated
arrangements. The sample was a correct representative as was drawn from each section
which means that each section was well covered or represented.

3.6 Data collection methods

According to Krishnaswami (2002:197) data are facts, figures and other relevant
materials, past and present that serve as basis for the study and analysis. He further states
that data may be classified into primary and secondary sources, but this section describes
methods used to collect data whereby the researcher employed multiple sources of data

28
collection which are described below.

3.6.1 Questionnaire
According to Collis et al (2003), questionnaire is a list of carefully structures questions
chosen after considerable testing, with a view of eliciting reliable responses from a
chosen sample. In this study the researcher sent 95 questionnaires to ordinary employees
from Mbozi District Council and the standard set of all questionnaires prepared
consisting of both open ended questionnaires and close ended questionnaires. Close
ended questionnaires prepared to obtain direct information from the respondents and was
in usable form and easy to analyze. Also Open ended questionnaires were prepared to
give an ample chance for the respondents to express them freely to provide a general
idea from hidden motivation. The choice of this instrument is prompted by its reliability
and validity of the answers. This is so because the interaction between the researcher and
the respondents, which could bias the responses to the questions in the questionnaire,
was minimal.

3.6.2 Interview
The researcher interviewed the respondents directly to draw the firsthand knowledge on
various aspect of the study and to cover all those responses that were not well grasped
through questionnaires. This technique was employed to those respondents in the
managerial level in order to obtain more information on strategies for improving job
satisfaction level among employees.

3.6.3 Documentary review

Documents are any written or recorded materials which are not prepared at the request
of the inquirer or for the purpose of evaluation (Guba and Lincolin, 2015). For the
purpose of this study documentary review was used to obtain data relating to
factors influencing employees job satisfaction at Mbozi District Council. It was used to
supplement questionnaires, interviews and observations which are tools for primary data

29
and it was employed in order to assist the researcher to obtain further information
relating to the factors influencing employee’s job satisfaction.

3.7 Data analysis techniques

This study uses both qualitative and quantitative methods of data analysis. In qualitative
method of data analysis, data were critically analyzed by themes emerging from
interviews and documentary transcripts (Kothari, 2004). This study employed a
qualitative method of data analysis because employees ‘job satisfaction has a natural
setting, uses interactive and humanistic method and their job satisfaction is
fundamentally interpretive. This method was preferred because it could help the study to
look into what job satisfaction was to Mbozi District council employees and to identify
factors influencing their level of satisfaction. But in quantitative method the data
collected from the questionnaire were analyzed by means of descriptive statistic derived
by using SPSS and respective results were presented and summarized in relevant tables
and percentages.

3.8 Validity and reliability of the study

3.8.1 Validity of the study
Validity means an instrument capable of measuring what is supposed to measure
accurately, effectively and efficiently (Omari, 2011). This was achieved through setting
standards on constructing questionnaires and interview questions which were related to
the researcher’s objectives and questions. On the other hand, data collection was done by
only one person for the purpose of owning and controlling the questionnaire
administration as well as interviews. Besides, prior conducting the main study, a trial
study of about 3 respondents was done which helped the modification of some of the
research questions.

3.8.2 Reliability of the study

Reliability of the study refers to the extent to which the study is capable of producing the
same or similar results if repeated in similar situations (Lawler, 1996). It is about the
consistency of the research findings if the study is repeated in similar conditions

30
(Ambrose, 1999). Several approaches were used to ensure the reliability of the study:
observing the recommended sampling and data analysis procedures and providing and
using the theoretically informed or theory-based conceptual framework of the study
(Cohen et al, 2007).

3.9 Ethical consideration

Ethics is the science of morality (Gupta, 1996). The following is summaries of some
ethical considerations of this study: First, authorization for entrance to field research was
sought through writing application letters to the organization (Mbozi District Council).
Second, the purpose of the study was explained to the host organization and the
respondents (Silver, 2006). Third, participation in the study was voluntary and the
people who were responsible for distributing the questionnaire in each unit within Mbozi
District Council did not use any form of coercion to the respondent and the respondents
were made aware that they could withdraw from the study at any time of their choice
(Kaarna, 2007). Fourth, the investigator ensured the protection of the respondents from
harm because of their disclosure of information (Borg and Gall, 1989).

31
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS

4.1 Introduction
The purpose of the study was to assess the factors influencing employees’ job
satisfaction in public services and presentation of findings is in line with the research
hypotheses that guided the study. Background information about characteristics of the
respondents like education level, gender and their official rank were sought.

4.2 Demographic characteristics of respondents

4.2.1 Sex of Respondents
Findings show that 71% of the respondents were male and 25% of them were female.
The reasons behind this nature were more male is due to the nature of the work. In
addition, the previous research findings indicated that female and male employees
differed significantly in their job satisfaction levels (Bishay 1996). These findings are
consistent with the current findings. However, these findings do not imply that female
employees in Tanzania do not enjoy the same salaries as their male colleagues.

Table 4.1 Gender

Responses Valid Percent Cumulative

Frequency Percent Percent

Male 25 26.0 26.0 26.0

Female
71 74.0 74.0 100.0

32
 Total 96 100.0 100.0

Source: Field Data

4.2.2 Age of respondents

The respondents age range from 25 to 60. The study shows that the maximum working
age is 60 years. The age was included because it would provide required information
about the level of job satisfaction. The young and middle age indicated dissatisfaction
while the older age indicated satisfaction; this is because number of factors such as
salary, promotion, and pay enable them to make decent life, it is because their age
approaching to retirement so they are motivated by waiting their pension. The results of
this study reveal that employees differ significantly in satisfaction in relation to age (See
the table 4.29 Age of respondents).

4.2.3 Working Experience

Analyzing respondents in terms of working experience, the information indicated that
respondents below 15 age of experience have lower degree of job satisfaction and those
stayed much longer have high degree of job satisfaction, it is because there are
increments of salary and promotion for each employee according to the year he/she
providing services. In professional the increment of salary is done every year in a
government financial budget and promotion once in every three years if the financial
budget is sufficient. So the years of service contribute to level of job satisfaction. Lastly,
the findings of this study indicate that employees’ job satisfaction did not differ
significantly in relation to working experience. These results are in line with Greenberg
and Baron 1995 (170) who argue that long serving employees were more satisfied with
their jobs than employees with few years. (See the Table 4.30 Experience in years).

4.2.4 Level of education

The study indicated the relationship with the previous study; 72.9% possess certificate,
14.6% diploma, 10.4% are graduates and 2.1% possess the second degree. Also the

33
study revealed that the respondents‟ posses‟ Diploma, first degree and second degree
were employed with certificate then they upgrade themselves. However, this study
revealed that there were no significant differences in job satisfaction in relation to
educational qualifications. This implies that individuals need a certain requirement
before they are employed at Mbozi District Council.

Table 4.2 Level of Education

Valid Percent Cumulative

Responses Frequency Percent Percent

Certificate 70 72.9 72.9 72.9

Diploma
14 14.6 14.6 87.5
Bachelor degree

Master degree
10 10.4 10.4 97.9
Total

2 2.1 2.1 100.0

96 100.0 100.0

Source: Field Data

4.3 Questionnaire response rate

The participation was fairly good; willingness of Mbozi distinct council staff to respond
on questionnaire and interview guide was at high extent. In this study 100 respondents
were involved from different department of Mbozi distinct council to respond. Good
participation enabled researcher to collect quality information due to supportive nature
of respondents. This showed that the participation was at 100%.

34
Table 4.3 Results on response rate

No. of respondents Questionnaire and Questionnaire and Response rate

interviewers distributed interviewers returned

100 100 100 100

Source: Field data (2021)

4.4 Result and Discussion of Findings

4.4.1 Environmental Factors influencing employee’s Job Satisfaction
This research question ought to explore the factors which employees at Mbozi District
Council felt satisfied with. To obtain the answers to the question, the descriptive
statistical techniques were performed and the results were shown as follows; -

Is there any Good Relationship with the Co-Workers?

According to respondent’s responses they revealed that cooperation with coworkers
bring satisfaction to employees. The study revealed that 75% of the respondents they
enjoy a good cooperation they receive from fellow employees, 16.6% of the respondents
gave a negative attitude that cooperation with fellow mates had no contribution on job
satisfaction. Also 8.3% of the respondents they do not know whether cooperation had
contribution on job satisfaction. The present findings are in line with Woods and
Weasmer (2002) who claim that workers job satisfaction is derived from collegial
relationship (co-workers). This means that employees need to have time to share
experience, knowledge and skills to fellow work mates.

35
Table 4.4 Co- Workers

Valid Percent Cumulative

Percent
Responses Frequency Percent

Strong disagree 3 3.1 3.1 3.1

Disagree
13 13.5 13.5 16.7
Neutral
8 8.3 8.3 25.0
Agree

Strong agree 65 67.7 67.7 92.7

Total 7 7.3 7.3 100.0

96 100.0 100.0

Source: Field Data

How is the Level of Recognition of Employees in the Community?

The finding shows that 55.3% of the respondents gave a negative attitude on the
recognition they receive from the community and 11.5% they do not know if the
community recognize them. Only 33.3% gave a positive attitude on the recognition they
receive from the community. The study discovered that the community recognition on
their professional contribute to job satisfaction. The results of this study support
Herzberg et al., (1959) findings on the aspects of recognition and nature of the job as
satisfiers.

36
Table 4.5 The Level of Recognition

Valid Cumulative
Percent
Responses Frequency Percent Percent

Strong 11 11.5 11.5 11.5

disagree 42 43.8 43.8 55.2

Disagree
11 11.5 11.5 66.7
Neutral
29 30.2 30.2 96.9
Agree
3 3.1 3.1 100.0
Strong agree

Total 96 100.0 100.0

Source: Field Data

Relationship

The study revealed that 9.4% of the respondents gave the negative attitude on the issue
concerning with having a good relationship with fellow employees. 86.5% of the
respondents gave a positive attitude on relationship with fellow employees, this show
that the employees are satisfied with fellow workers. 6.2% of the respondents they do
not know whether the relationship contributes anything on job satisfaction. The
descriptive statistical technique revealed that the majority of the respondents who were
representing other employees Mbozi District Council more satisfied with this job
satisfaction factor.

Relationship as the factor considered in this study motivates the employees because

37
there is no single factor that can satisfy all employees. So relationship in a work place
and other factors such as recognition from the community, cooperation from workmates,
freedom and autonomy in the place of work, cooperation from Mbozi District Council
management team, professional ability for doing job, led to job satisfaction. Thus the
employees are enjoying good relationship with coworkers in a work place.

Table 4.6 The Level of Relationship with fellow Employees

Valid Percent Cumulative

Responses Frequency Percent Percent

Strong disagree 2 2.1 2.1 2.1

Disagree 5 5.2 5.2 7.3

Neutral 6 6.2 6.2 13.5

Agree 72 75.0 75.0 88.5

Strong agree 11 11.5 11.5 100.0

Total 96 100.0 100.0

Source: Field Data

4.4.2 Objective two: Job Content Factors influence employee’s Job Satisfaction
In the second researcher question the researcher looked on employee’s satisfaction on
their monthly salaries, promotions, trainings, interest in the job , increment of
salaries and bonuses. The analysis was done and presented in the subsections below.

Are Employees Satisfied with Monthly Salaries Salary?

This study shows that employees were not satisfied with their salary, both respondents
with young ages and old ages as well a short service and long service. Therefore, salaries
were not satisfied to employees with short services but the longer services were satisfied.
It has been noted that 98.9% of the respondents shows a negative attitude on the issue
concerning with salary. Thus lack of enough salaries to employees is the cause of

38
dissatisfaction. Previous study conducted on employee’s motivation in Tanzania by
Davidson (2007), revealed that employees were not happy with pay, fringe benefits, and
promotion.

Table 4.7 Monthly Salary

Responses Frequency Percent Valid Percent Cumulative Percent

Strong disagree 51 53.1 53.1 53.1

Disagree 44 45.8 45.8 99.0

Strong agree 1 1.0 1.0 100.0

Total 96 100.0 100.0

Source: Field Data

How are Promotions Process and Procedures?

The respondents revealed that there were not satisfied with the promotion procedures
and opportunities. 77.1% of respondents showed that they were not satisfied with
promotion and only 19.8% of the respondents gave a positive attitude about promotion.
Employees are promoted in every three years where they should enter in a new salary
scale, the new scale contain a new salary, if three years are not considered in promotion
sometimes OPRAS may be used, hence promotion contribute to job satisfaction.

39
Table 4.8 Level Promotion

Responses Frequency Percent Valid Percent Cumulative Percent

strong disagree 31 32.3 32.3 32.3

Disagree 43 44.8 44.8 77.1

Neutral 3 3.1 3.1 80.2

Agree 19 19.8 19.8 100.0

Total 96 100.0 100.0

Source: Field Data

Are there Existence of Trainings?

Finding from the field showed that employees were not given training, so that it leads to
them not in a good position of advancing in job performance and hence dissatisfaction.
The total 90.6% of respondents shows negative attitudes on provision of training. Also
in this study 9.4% of respondents showed positive attitudes on training and, the
observation revealed that those respondents were head employees and other who are in
management team. Training led to job satisfaction because the employees learnt new
methods according to the change of science and technologies in the world.

40
Table 4.9 The Level of Training Provided

Respondent Valid Percent Cumulative

Responses Frequency Percent Percent

Strong disagree 62 64.6 64.6 64.6

Disagree
25 26.0 26.0 90.6
Agree

Strong agree 7 7.3 7.3 97.9

Total
2 2.1 2.1 100.0

96 100.0 100.0

Source: Field Data

41
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Introduction
The study assesses the factors influencing employee’s job satisfaction to the public
sectors particularly at Mbozi District Council. The study targeted employees Mbozi
District Council to assess the factors to their job satisfaction and the researcher designed
the research based on content theories and process theories as well as structured
questionnaire was used to assess the situation at Mbozi District Council.

5.2 Summary of the study and key findings

The study assesses the employees’ job satisfaction at Mbozi district council and the
researcher came up with findings according to the research questionnaires whereby the
first objective based on assessment of environmental factors for job satisfaction and the
findings revealed that 89.6% of the respondents were not satisfied especially
accommodation, 75% were satisfied with the cooperation they receive from the
coworkers and 40.6% of the respondents were enjoying freedom in the work place,
55.3% show that the respondents were not satisfied with the recognition receiving from
the community and 57.3% of the respondents did not satisfy with Mbozi District
council’s environment.

The second objective was to assess the job content factors for employee’s job
satisfaction and the findings revealed that 98.9% of the respondents were not satisfied
with salary, 77.1% were not satisfied with promotion, 90.6% were not satisfied with the

42
training because it was not provided to them. Also 88.6% of the respondents were not
satisfied with the increment, 94.8% were dissatisfied with reward, 86.5% responded that
they never got any opportunity to attend seminars within or outside Mbozi District
Council, and 94.8% responded that employer did not provide the bonuses to employees.
The third objective was to examines the personal factors and the findings revealed that
the age relate to job satisfaction influence employee’s job satisfaction whereby the
employees with Older age were satisfied as they provided service for long period while
employees with younger age were dissatisfied respectively , 75% of the respondents
were male and 25% were female. Mostly respondents with the younger ages were
dissatisfied while long services were satisfied. Also this relationship was revealed to the
experience of respondents whereby the employees with long working experience were
satisfied but employees with short service experience were dissatisfied.

5.3 Conclusion
The purpose of this study was to assess the factors influencing employees’ job
satisfaction. The first research question investigated the environmental factors that
employees are satisfied with. Descriptive statistical technique revealed that employees
are satisfied with cooperation from workmates and management, and also dissatisfied
with accommodation, transfer and geographical location. The second research question
assessed the job content factors which are salary, fringe benefits, bonuses, promotion
opportunities, promotion process and procedures, in-service training, professional
growth and appreciation. The results are partly consistent with Herzberg, et al. (1959),
the Dual Factor Theory especially on the issue of pay. The findings are inconsistent with
Herzberg’s hypotheses on the aspect of supervision and administration. In other words,
employees indicated low satisfaction with the aspects under the job characteristics
factors. On the basis of the findings of the study the researcher concluded that the
majority of employees were not satisfied with the environment factors and job content
factors due to lack of seriousness of the government on planned promotion, inadequate
salary, lack of accommodation, lack of community recognition. Research question three
was to examine person factors, the results indicated that the employees’ job satisfaction

43
differed significantly in relation to gender, age, experience and education. The results
support previous empirical research findings by Mushema; 2008, Sambugini; 2008,
Saari; 2014 and Kennedy; 2015, there were no statistically significant differences in job
satisfaction in relation to teaching age, experience, and educational qualification.

5.4 Recommendations
Firstly, the researcher recommended that the government should ensure job satisfaction
to the employees, because the findings revealed that the employer did not pay much
attention to employees and job satisfaction factors such as salary, promotion, training,
rewards, benefits, accommodation were not satisfying on enhancing employees’ job
satisfaction, the employer should ensure negotiation with the employees’ trade unions so
that it may implement and improving employees’ factors for job satisfaction.

Secondly, the researcher recommended that on salary, the government should find the
average of pay to the other public sectors and therefore come with the amount of salary
that will be paid to the employees according to their level of education. Also appraisal
system (OPRAS)?? should be implemented effectively to enable promotion, benefits and
rewards to employees. Training is very important for any organization to excel, so the
government should plan for employees training in every year for a selected number of
employees. The employees should not attain new attitudes that are cognitive, effective
and psychomotor if lack of training enhance the learners receives nothing new at Mbozi
District Council.

Furthermore, the study was conducted using the quantitative method but the researcher
recommended that the future studies on this topic should employ a multi-method that is
quantitative, qualitative and postmodern methods. These approaches will provide
opportunities for participants to express their own ideas about the factors which make
them satisfied with their job.

44
Lastly, employees’ job satisfaction is a multidimensional phenomenon, thus, the
researcher did not exhaust all employees’ job satisfaction factors that the previous
researchers and theorists identified but the researcher recommended that the future
research should therefore include such aspects as workload, communication leadership
style, organizational culture and many others.

5.5 Areas for further Research

This study focuses on the assessment on the factors influencing employees job
satisfaction. this study has touched various aspects on satisfying and dissatisfying. lack
of salaries increment, poor working environment can lead to poor performance to the
employees in an organization.in all these factors which can lead to employees job
dissatisfaction there should be a further research on how different public and private
sectors can overcome these obstacles. The study has been conducted at mbozi district
council either there is a need to conduct further research in other public sector in order to
make inference so as to earn completive levels within the global as the impacts of
treating employees as the critical assets of the institutions.

45
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49
 APPENDIX
QUESTIONNAIRES

Here, I would like to have some personal information about you –undoubtedly for
analytical purpose.

Part A: Demographic Analysis

1. Gender
a) male ( )
b) female ( )
2. Please identify your highest education qualification attained
3. Certificate ( )
4. Diploma ( )
5. Degree ( )
6. Master
7. Other (specify)s ( )
8. How old are you
(a.) 20-30 years ( )
(b.) 30-40 years ( )
(c.) 40-50 years ( )
(d.) 50-60 years ( )
(e.) 60-70 years ( )

PART B: job satisfaction questionnaire

Please, indicate by tick (√) in the appropriate rating box against each of the statement to
show the extent to which you agree with it. The rating scales are 1=strongly disagree,
2=Disagree, 3=neither agree nor disagree/neutral, 4= Agree, 5=strongly agree.

50
 Statements / items 1 2 3 4 5

Strongly Disagree Neutra Agree Strongly

Disagree l disagree

1 This is an
interesting job to
me

2 The monthly salary

is sufficient to
meet all important
expenses

3 I enjoy much
freedom in my
work place

4 I feel satisfied with

the recognition I
have in the
community.

5 I feel comfortable
with my
responsibility.

6 I am happy with
the cooperation I
receive from my
workmates (fellow
workers).

7 I am happy with
cooperation I

51
 receive from
management team.

8 I feel happy with

my present salary
increment (fringe)
benefits.

9 The Job provides

me with
opportunity to use
all my skills.

10 I feel satisfied with

my professional
ability for doing
my job.

11 I am satisfied with
the physical
working
environment.

12 My fellow
(colleagues) value
my contribution at
Mbozi District
Council

13 I am comfortable
with the promotion
opportunities
available to me

52
14 I enjoy good
relationship with
fellow workers

15 I feel comfortable
with rewards I get
for doing a good
job at Mbozi
District Council

16 I am satisfied with
training provided
by my employer to
improve my
working

17 I feel fairly paid by

my employer.

18 My job is a
challenging job to
me.

19 The promotion
process and
procedure used by
my employer are
fair.

21 I am satisfied with
opportunities to
attend seminars
within and outside

53
 Mbozi District
Council

22 I am satisfied with
bonuses I receive
from my employer

23 I am not intending
to change my
profession.

24 I would not like to

be transferred to
another port

25 I am not intending
to look for another
well-paying job in
another field

26 I am comfortable
with the
geographical
location of Mbozi
District Council

54