TABLE OF CONTENTS
Title page
———————————————————————————————
i
Approval page……………………………………………………………………………..ii
Certification
page…………………………………………………………………………iii
Dedication………………………………………………………………………………..iv
Acknowledgment…………………………………………………………………………v
Table of
Content————————————————————————————-vi
List of
Abbreviations……………………………………………………………………..ix
List of
Tables……………………………………………………………………………..x
Abstract…………………………………………………………………………………..xi
CHAPTER ONE: INTRODUCTION
Background of the
Study —————————————————————– 1
Statement of the
problem—————————————————————– 6
Purpose of the
Study———————————————————————–7
Research
Questions————————————————————————-8
Significance of
the Study——————————————————————9
Scope of the
Study————————————————————————-10
CHAPTER TWO: REVIEW OF
RELATED LITERATURE
Conceptual Framework—————————————————————————-11
Constituents of Job Satisfaction—————————————–12 Constituents of Job Performance——————————————–15 Factors Affecting Job Satisfaction and Performance————————-20 Relationship between Job Satisfaction and performance—————————24 Strategies for enhancing Job Satisfaction and Performance————–28 Theoretical Framework——————————————————————35 Theories of Motivation——————————————————–36
Theories of Job Satisfaction————————————————–48
Review of Empirical Works———————————————————–50
Summary of Literature Review——————————————————-60
CHAPTER
THREE: RESEARCH METHODS
Research
Design—————————————————————————
63
Area
of the Study————————————————————————- 63
Population
of the
Study——————————————————————-64
Sample and Sampling Techniques——————————————64
Instruments for Data Collection———————————————— 64
Validation of the Instrument————————————————–65
Method
of Data Collection————————————————————–
65
Method
of Data
analysis——————————————————————66
CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA—– -67
CHAPTER FIVE: DISCUSSION OF
FINDINGS, IMPLICATIONS RECOMMENDATION, AND CONCLUSION.
Discussion of
Findings………………………………………………………….81
Implications of the Study……………………………………………………….88
Recommendations………………………………………………………………91
Limitation of Study……………………………………………………………..92
Suggestion for Further Research………………………………………. 92
Conclusion………………………………………………………………………..93
REFERENCES-———————————————————————————-96
APPENDICES-———————————————————————————-105
LIST OF TABLES
Table 1: Distribution and return rate of questionnaires……………..67
Table 2: Constituents of job satisfaction……………………………………………68
Table 3: Constituents of job
performance…………………………………………..70
Table 4: Influence of job satisfaction on performance of librarians………72
Table 5: Extent librarians are satisfied with their job………………….74
Table 6: Factors affecting job satisfaction and performance………..76
Table 7: Ways of enhancing job satisfaction of librarians…………….78
Table 8: Federal university libraries and the number of librarians……..111
Table 9: Validators Comments……………………………………………………..112
LIST OF ABREVIATIONS
ICT Information and Communication
Technology
JS Job Satisfaction
JP Job performance
LJSPQ Librarians Job Satisfaction and
Performance Questionnaire
F Frequency
ABSTRACT
This study
examined job satisfaction and performance of librarians in Federal University
Libraries in South East Nigeria. The study was
guided by six research questions. Descriptive survey was used to conduct the
study. The population of the study was made up of 110 librarians in the four
federal university libraries in South East Nigeria. And the libraries are
Nnamdi Azikiwe Library University of Nigeria Nsukka (62), Nnamdi Azikiwe
University Library, Awka (15), Federal University of Technology Owerri (26),
and Michael Okpara University of Agriculture Library, Umudike (7). Data relevant
for the study was collected using questionnaire and a total of 92 out of 110
questionnaires distributed were returned and found usable. Data were analyzed
by mean, percentages and frequency. The findings revealed that general job
satisfaction exist among the librarians in federal university libraries in
South East Nigeria. This was as a result of the existence of constituents of
job satisfaction such as opportunity for promotion, good working environment
and salary. It also revealed that job satisfaction has great influence on job
performance. Equally, the study reveals that lack of opportunity for promotion
is the greatest factor that can affect their job satisfaction and performance
and the existence of promotion opportunities and other factors such as, salary
increment, opportunity for training, concrete job description will to a very
great extent enhance the job satisfaction and performance of these librarians.
The study recommended that, the existing constituents of job satisfaction
should be sustained and improved by adjusting to changes, restructuring of appraisal system to
accommodate the changes brought by ICT, putting management induced inefficiency
into consideration when judging staff
performance, reviewing library policies as and when due, recruiting
librarians that like the job and providing opportunities to participate in
training.
CHAPTER ONE
INTRODUCTION
Background of the
Study
Job is a purposive human activity. It is an exercise of man’s
faculties for the production of a particular desired goal in the form of goods
and services. (Eze, 2002). Job has been
and will continue to be part and parcel of man’s existence in this physical
world. It is a means by which societal and individual needs are met. Therefore, job is very natural to man,
controls and animates him both in everyday existence and in social and
intellectual life. Job is not just about an employment; rather it goes further
to mean an activity that produces something of value to and for the society.
Job
satisfaction can be seen as a positive attitude of a worker towards his job and
a pleasurable emotional state resulting from the perception of one’s job as fulfilling
(Adeyemo, 2000). Hodson and Sullivan (1990) view job satisfaction as a summary
attitude that people experience about their work. It is the result of their
task, the characteristics of the organization. Similarly Parmer and East (1993)
describe job satisfaction as relating to individual’s feeling or emotion
towards work. The happier people are with their job, the more satisfied they
will be. Job satisfaction (JS) as defined by Cranny, Smith and Stone cited in
Weiss, (2002) is conceived as effective reaction to one’s job. Weiss (2002) on
his own part argues that job satisfaction is an attitude, but points out that
it should be clearly distinguished, the objects or cognitive evaluation which
affect emotion, behaviors’ and beliefs. The relationship between a worker and
his job can be described in terms of the meaning, which the work holds for the
persons. A person who engages on a particular job has certain values for the
job; such values are strongly related to the basic needs of the individual.
That is why Eze (1998), continued that job satisfaction refers to the degree to
which personal needs, material and physiological, intrinsic and extrinsic are
realized by the individual while performing the tasks involved in his job.
People
have always asked questions why do people stay on a particular job all the days
of their life?. Not all jobs have high salaries, high prestige or pleasant
working conditions. Some have long hours at work, dangerous environment and a
high stress. However, some people are just willing to endure these negatives
and still hold onto their jobs. This can be attributed to the fact that some
people might naturally like their job as it is, and not the conditions
surrounding the job or they have no opportunity for a better job; and so they
hold to it. However, It will not be a
perfect situation even when an employee
sticks to a job and the performance is
in a high scale, but the workers mind is dull, his emotions wrapped and in a
shattered working condition. Even if it seems perfect in the short run the effect
in the long run might be doubtful. Therefore it is not appropriate to think of
human element in an establishment in terms of productive efficiency alone, but
of equal importance is the satisfaction derived by the individual from the job.
Job satisfaction entails, the feeling on the part the individual that he shares
the basic purpose of a group of which he belong. A mind set which makes it
possible for him to perform his task with energy, enthusiasm, and self
discipline, sustained by a conviction that in spite of obstacles and conflicts,
his personal and social ideas are worth pursuing. Schneider (1991) describes
job satisfaction as personality evaluation of conditions existing on the job.
Therefore, librarian job satisfaction deals with how contented librarians are
with the work they do; an emotional mind
set which enables librarians perform their duty as librarians with every
enthusiasm, energy and conviction . This also entails the tendency of
librarians to execute their duty with joy and happiness being committed to the
achievement of library goals and objectives.
Job
satisfaction and performance are vital issues in any establishment, be it an
institution or corporate organization. In fact, anywhere work is done, the
issue of satisfaction and level of performance or productivity can never be
over emphasized; this explains the rationale behind job appraisal, evaluation,
job redefinition and restructuring; because every establishment including the
library faces the need for maximum performance, need to enhance staff
satisfaction, and need to reduce loose and maximize profit. The achievements of
these needs are vital for the sound and successful operation of the
establishment. Societal progress will not be fully attained unless productivity
is high and workers are satisfied. And the following according to Ezema (2003)
can constitute sources of job satisfaction for a librarian: good wages,
supervisory responsibility, a good working condition, challenging job, cordial
relationship in the work place and interesting work. The absence of these conditions might
manifest in a decline in the physical and mental health of the worker,
absenteeism, and apathetic attitude.
However, librarians attitude in terms of
satisfaction towards work may have an effect on their performance. Given the conditions
under which attitude and behavior are consistent, it would be expected that job
satisfaction would be a way to speculate the level of performance. Job
performance therefore, can be said to be an act of executing a command, duty,
purpose, promise. It can also be seen an observable, or measurable behavior of
a person in a particular situation, (Thompson, 1992). Every establishment aims
at high productivity or performance without which the goal and objective of
such establishment cannot be realized. It is evident that the efficiency of an
organization such as the library depends immensely on the attitude of workers
towards their job and their level of commitment to job performance. Generally,
societal progress will not be fully attained unless productivity is high and
workers are satisfied. According to Buchanan (2002), an individual performance
is generally determined by factors such as motivation, the desire to do the
job, the capability to do the job, and the work environment, the tools,
material and information needed to do the job. If the problem is with the
environment, the library management can adjust to promote higher performance.
If a librarian lacks ability, the person can be trained, though the effect of
such trainings seems unsatisfactory with some staff in terms of output.
Most libraries therefore spend huge sums of
money for training librarians for better performance; considering the vital
roles of University library and their librarians. University libraries vary in shape, size,
objectives and goals, but the function are both academic and administrative,
and are all designed towards the achievement of the educational objectives of
the institution. It is a central service unit of operation established to
provide materials and facilities for study, teaching and research carried out
in the university. The vision, mission and strategies which are selected by
universities as a guide for meeting these functions, form the foundation on
which the roles of university library are based. Therefore, the library caters
for the information needs of the university by providing reading materials for
the various programmes of the university.
Librarians working in most federal
university libraries are referred to as academic librarians. For one to become a librarian in most if not
all university libraries, one requires at least a university or college degree.
An additional graduate education in librarianship is a factor that can enhance
promotions or salary increases.
Education and learning are essential in making a good Librarian, but
also important, is the personality of the librarian. A librarian personality is
very essential in delivering an effective service. This entails his
relationship and attitude towards library users, colleagues and management. To
be able to achieve success, a librarian must have satisfaction with his or her
work, with working conditions, and an extrinsic and intrinsic job satisfaction
(Bamgboye, 2007). Furthermore, he must be committed to organizational goals and
objectives; and need to abide with the ethics of the profession. The above
creates an enabling environment for both the library staff and users. It is
also equally obvious that the quality of library services is dependent to a
great extent on the quality of the staff; his or her background, training,
motivation and experience.
Federal university libraries in
South East Nigeria are libraries established in federal universities in South
East Nigeria. They are federal government owned university libraries, and so receive
allocations and support from the federal government and some percentage of the
total grant to universities are meant to go for library services, this is to
enable them support the academic objectives of the host institution.
Statement of the Problem
JOB SATISFACTION AND PERFORMANCE OF LIBRARIANS IN FEDERAL UNIVERSITY LIBRARIES IN SOUTH EAST NIGERIA
