THE RELATIONSHIP BETWEEN JOB SATISFACTION AND SECRETARIES’ PERFORMANCE (A CASE STUDY OF UGHELLI SOUTH LOCAL GOVERNMENT COUNCIL, OTU-JEREMI, DELTA STATE)

TABLE OF CONTENTS

Title                                                                                         i

Approval page                                                                        ii

Certification                                                                                       iii

Dedication                                                                                iv

Acknowledgement                                                                             v

Table of contents                                                                      vi – viii

Abstract                                                                                  ix

CHAPTER ONE

INTRODUCTION

1. Background of the Study                                                      1 – 4
   1. Statement of the Problem                                                     4                                          
   1. Purpose of the Study                                                             4 – 5
   1. Research Questions                                                               5
   1. Significance of the Study                                                      5                                                                                                                  
   1. Scope of the Study                                                                6               

CHAPTER TWO

REVIEW OF RELATED LITERATURE

• Introduction                                                                            7

2.1     Attitude of Employers toward Job Satisfaction                      7 – 8

2.2     The Need for Job Satisfaction                                                  8 – 9                                                

2.3     Perceptions of Secretaries about Job Satisfaction                    9 – 10

2.4     Effects of Job Satisfaction and Job Dissatisfaction                  10 – 12

2.5  Factors enhancing Job Satisfaction                                              12 – 13

2.6     Summary of the Literature Reviewed                                       14

CHAPTER THREE

METHODOLOGY

3.0     Introduction                                                                               15     

3.1     Design of the Study                                                                   15

3.2     Area of the Study                                                                       15

3.3     Population of the Study                                                              16

3.4     Sample and Sampling Techniques                                             16

3.5     Method of Data Collection                                                         16                                                       

3.6     Questionnaire Administration and Retrieval                              16 – 17

3.7     Method of Data Analysis                                                            17

CHAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

4.0     Introduction                                                                                 19

4.1     Analysis of Data                                                                          20 – 26     

4.2     Discussion of Findings                                                                26 – 28

CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

• Summary                                                                                   29
  • Conclusions                                                                               30

5.3      Summary of Findings                                                               30                

5.4     Limitation of the Study                                                              31 

5.5     Recommendations                                                                      31

5.6      Suggestions for further Study                                                   31

References

Appendixes

ABSTRACT

The major purpose of this study was to examine the relationship between job satisfaction and secretaries’ performance.  The design of the study was a survey research.  The population consisted of 25 secretaries of Ughelli South Local Government council, Otu-Jeremi.  Mean score was used to analyze the 29 items questionnaire used for this research work.  The major findings of the study were that the secretaries are not given privilege to make contributions and take decisions on matters affecting the organization on behalf of their boss, and they are not appreciated and recognized by their boss and colleague, therefore, lead to job dissatisfaction.  The high point of the findings shown that the relationship between job satisfaction and secretaries’ performance is cordial as it revealed that if secretaries are satisfied, they will be committed to their job, and this will improve their productivity.  To make this possible, it was recommended, among other things, that employers of labour should endeavour to better the conditions in which their secretaries work.

CHAPTER ONE

INTRODUCTION

1. Background of the Study

The relationship between job satisfaction and secretaries’ performance is very imperative to the well being of any organization. The problem of job satisfaction has been a great concern to employers of labor and employees alike. In regard to this, Pamela, Stephen and Patricia, (1995), see job satisfaction as the degree to which individuals feel positively of negatively about their job. Secretaries hold important positions in an organization; as a result, they are viewed as the medium by which organizational goals are realized. Without them, an organization cannot function effectively and successfully. The effective performance of the secretary is dependent on the level of his satisfaction on the job. Hence, there is the need for job satisfaction among secretaries.

          The role employers of labor have to play in any organization in order to ensure, maintain and improve job satisfaction is very important. Many employers of labor ignore the positive relationship between job satisfaction and the performance of their secretaries in the office. Some organizations or employers of labor ignore the positive relationship between job satisfaction and the performance of their secretaries in the office. Some organization or employers of labor are doing this intentionally because they feel that resources require to put in place job satisfaction are too expensive an detrimental to the well being of the organization. They therefore, claim that there is no resources to acquire such facilities that can improve job satisfaction and to afford the payment of some bonuses, allowances or fringe benefits which are believed will give job satisfaction to the secretary.

          However, the important role the secretary plays in any organization necessitates the need for job satisfaction. In fact, employers or organizations are under obligation to make sure that their secretaries are satisfies. Cole, (1986), sees the need for job satisfaction and comments that people report of their satisfaction with their jobs are directly related to the extent to which their jobs provides them with such things as rewards, outcome as pay, variety in stimulation, consideration from supervisor, a high rate of promotion, close interaction with co-workers, an opportunity to influence decisions and control their pace of work. This assertion explains the common saying, “a happy man, is a productive man”. When secretaries are satisfied and their morale is high, the organization benefits in many ways. For one thing, satisfied secretaries are committed and loyal; they are more likely to work harder to make useful contributions to the organization. They are more likely to come to work everyday and remain with the organization.