FACTORS AFFECTING EMPLOYEES’ JOB SATISFACTION IN THE ...



FACTORS AFFECTING EMPLOYEES’ JOB SATISFACTION IN THE TANZANIA PORTS AUTHORITY HEADQUARTERS

EVA LUCIAN MUNNA

A DESERTATION SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTER OF HUMAN RESOURCE MANAGEMENT OF THE OPEN UNIVERSITY OF TANZANIA

2018

CERTIFICATION

The undersigned certify that she has read and hereby recommends for the acceptance by the Open University of Tanzania a dissertation entitled “Factors Affecting Employees’ Job Satisfaction in the Tanzania Ports Authority Headquarters” in partial fulfillment of the requirements for award of the Master Degree on Human Resources Management of the Open University of Tanzania.

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Dr. Janeth N. Isanzu

(Supervisor)

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Date

COPYRIGHT

No part of this thesis may be reproduced, stored in any retrieval system, or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission of the author or the Open University of Tanzania in that behalf.

DECLARATION

I, Eva Lucian Munna, declare that this dissertation is my own work and that it has not been presented and will not be presented to any other university for a similar or any other award.

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Signature

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Date

DEDICATION

I dedicate this work to my family, my husband and my children for their love and encouragement during the whole time of pursuing my master’s degree. May the almighty God grant them serenity to love more than they did to me, to accept the things they cannot change, courage to change the things they can and wisdom to know the difference.

ACKNOWLEDGEMENT

I am indebted to dissertation supervisor Dr. Janeth N. Isanzu. In addition to being a wise and dedicated advisor, she has been too humble as a dear friend and comrade. In addition to helping to cultivate a supportive and challenging environment , she challenged me to listen and read broadly, which helped me to make this study a more honest and rigorous study. I am particularly indebted to her for helping me survey a number of management theories necessary for refining my conceptualization.

Iam eternally grateful to Richard Kidubo for guidance in research issues. He has always taken me seriously and encouraged me and consistently demonstrated an investment in my development as a scholar. My friends and classmates, thanks guys for all the late nights and great times we shared.

Finally, of course none of what I have achieved would have been possible without my husband for loving and helping me grow more comfortable during the period of my studies. I am grateful that he nurtured my many curiosities through life and he always encouraged me to struggle and work hard throughout my lifetime.

ABSTRACT

The purpose of this study was to assess factors that affect job satisfaction among TPA employees. The study looked at environmental factors, job content factors, and personal factors affecting job satisfaction. The study adopted descriptive research design. The researcher used questionnaires, interviews and documentary review as instruments for data collection. The obtained data were analyzed by descriptive analysis and the results are presented both qualitatively and quantitatively. The principle findings show that employees were satisfied with environmental factors like relationship with co workers. Conversely the employees indicated they were dissatisfied with the job content factors like salary, benefit, rewards, promotion and training. The study of employees ’ job satisfaction suggests there is an urgent need for government as the employer to recognize the fact employees satisfaction will lead to improvements in the provision of services. The study recommends; the government should find the average of pay to the other public sectors and therefore come with the amount of salary that can be paying an employee according to their level of education. Also appraisal system (OPRAS) should be implemented effectively to enable promotion, benefits and rewards to employees

TABLE OF CONTENTS

CERTIFICATION ii

COPYRIGHT iii

DECLARATION iv

DEDICATION v

ACKNOWLEDGEMENT vi

ABSTRACT vii

TABLE OF CONTENTS viii

LIST OF TABLES xi

LIST OF FIGURES xii

LIST OF ABBREVIATIONS xiii

LIST OF ABBREVIATIONS xiii

CHAPTER ONE 1

1.0 INTRODUCTION 1

1.1 Overview 1

1.2 Background of the Study 1

1.3 Statement of the Problem 3

1.4 Research Objectives 4

1.4.1 General Objective 4

1.4.2 Specific Objectives 4

1.4.2 Research Questions 5

1.5 Significance of the Study 5

1.6 Scope of the Study 5

1.7 Organization of the Proposal 6

CHAPTER TWO 7

2.0 LITERATURE REVIEW 7

2.1 Overview 7

2.3 Theoretical Literature Review 7

2.3.1 Expectancy Theory 7

2.4 Determinates of Employees Satisfaction 8

2.4.1 Salary and Employees Satisfaction 8

2.4.2 Supervision and Employees Satisfaction 9

2.4.3 Recognition and Employees Satisfaction 10

2.4 .4 Promotion and Employees Satisfaction 10

2.5 Empirical Literature Review 11

2.6 Conceptual Framework 14

CHAPTER THREE 16

3.0 RESEARCH METHODOLOGY 16

3.1 Overview 16

3.2 Research Design and Study Settings 16

3.3 Research Approach 16

3.4 The Study Area 16

3.5 Study Population 17

3.5 Sample and Sampling Design 17

3.6 Data Types and Sources 18

3.7 Data Collection Techniques 19

3.7.1 Interviews 19

3.7.2 Questionnaire 19

3.7.3 Documentary Review 20

3.8 Data Handling, Processing and Analysis 20

CHAPTER FOUR 22

4.0 PRESENTATION OF FINDINGS 22

4.1 Overview 22

4.2 Presentation of Findings 22

4.2.1 Research Question One 22

4.2.2 Research Question Two 28

4.2.3 Research Question Three 34

5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS 37

5.1 Overview 37

5.2 Summary of the Main Findings 37

5.3 Implications of the Findings 38

5.4 Conclusions 38

5.5 Recommendations 40

5.7 Suggested Area for Further Study 40

REFERENCES 42

APPENDIX 50

LIST OF TABLES

Table 3.1: Sample Size and Composition 18

Table 4.1: The level of Accommodation...…………….……………………………23

Table 4.2: Co- Workers 24

Table 4.3: The level of relationship With fellow Employees 25

Table 4.4: The level of Freedom in the workplace 25

Table 4.5: The level of recognition 26

Table 4.6: The level of management Cooperation 27

Table 4.7: TPA Physical Cooperation 27

Table 4.8: Geographical Location of TPA 28

Table 4.9: Monthly Salary 29

Table 4.10: Level Promotion 30

Table 4.11: The level of training provided 30

Table 4.12: The level of Salary increment 31

Table 4.13: The level of Rewards 31

Table 4.14: Payment of salary as per Transfer 33

Table 4.15: The level of Bonus 33

Table 4.16: Gender 34

Table 4.17: Education 36

LIST OF FIGURES

Figure 4.1: Conceptual Framework 14

LIST OF ABBREVIATIONS

FDG Focus Group Discussion

JCM Job Characteristics Model

MSQ Minnesota Satisfaction Questionnaire

PRA Participatory Rural Appraisal

USA United states of America

CHAPTER ONE

1.0 INTRODUCTION

1.1 Overview

This chapter provides background to the study. It will also present the statement to the problem, research objectives and research questions, definition of the terms and significance of the study.

1.2 Background of the Study

People management is an important aspect of organizational processes. This emanated from the recognition that the human resources of an organization and the organization itself are synonymous (Mahamuda, 2011). A well-managed business organization normally considers the average employees as the primary source of productivity gains (i. These organizations consider employees rather than capital as the core foundation of the business and contributors to firm development. To ensure the achievement of firm goals, the organization creates an atmosphere of commitment and cooperation for its employees through policies that facilitate employee satisfaction. Satisfaction of human resource finds close links to highly motivated employees. Motivated employees then develop loyalty or commitment to the firm resulting to greater productivity and lower turnover rates.

Despite the widespread recognition of the importance of facilitating the job satisfaction of employees in a bid to secure organizational commitment, there are varying perspectives on the means of doing this. The earliest strategy is to use wage increases to link job satisfaction to organizational commitment (Hill and Wiens-Tuers 2002). With the recognition that this is not enough to bring about job satisfaction, other perspectives emerged giving particular importance to the training and skills development of employees (Woodruffe 2000) applied through the underlying principle of continuous organizational learning.

Since this covers only an aspect of human resource management, a holistic approach emerged that targets the development of a certain quality of employment life (Champion-Hughes 2001) that covers fair wages, benefits, other employment conditions, and career development to support the facilitation of motivation and job satisfaction directed towards organizational commitment. This means that achieving job satisfaction is not simple or easy and works according to the context of individual firms. Although, there are best practices within industries, it is up to the individual organizations to determine which human resource strategies meet its needs and objectives (Mahamuda, 2011).

A high rate of employees‘satisfaction towards their job is directly related to lower turnover rate, and also keeping employees satisfied with their careers is a major priority for every employer. The researcher felt, it is worthwhile researching on the factors influencing employees’ job satisfaction in organizations because of the turnover tendencies manifested by employees in organizations despite the economic turndown including high unemployment rate. The researcher also felt that, most organizations strive very hard to motivate their employees in order to increase the level of job satisfaction among its employees. Organizations for example, have policies stipulating the terms and conditions of employment applicable to all employees in the organization including their motivational packages. Upon this backdrop the researcher intends to find out factors affecting job satisfaction in government authorities a case of Tanzania Ports authority ( TPA )

1.3 Statement of the Problem

Job satisfaction is a topic of wide interest to both the employees and their organizations (Mahamuda, 2011). This is because employees‘ job satisfaction and dissatisfaction have an impact on the employees practice in any organizational settings. If the level of job satisfaction among most employees in the organization is low they may slowdown efforts they put in the company operations. This has a direct impact on productivity or performance of the organization which may, as a result fall down.

Champoux (2000) states that managers should understand and satisfy the needs of their subordinates in order to attain optimum output. An employee's overall satisfaction with his or her job is the result of a combination of many factors, financial compensation being one of them. Management's role in enhancing employees' job satisfaction is to make sure that the work environment is positive, morale is high and employees have the resources they need to accomplish the tasks they have been assigned.

Matloga (2005) indicates that job dissatisfaction may result from lack of resources, facilities and environment. The study intends, amongst other aspects to determine the management‘s strategies in order to enhance job satisfaction among its employees. As earlier pointed out, it is the role of every Manager to take into account the general well being of their staff. This is essential in order to create an environment that is both conducive and harmonious for every role player of an organization (Mahamuda, 2011). In order to achieve this, managers will have to make some study on what exactly contributes to high job satisfaction among employees. Public organizations has endeavored in a number of ways to motivate their employees in an effort to enhance job satisfaction among them including establishment of policies on compensation or remuneration; policy on salary payment, payment of special recognition awards, payment of meal allowances, long service awards, payment of overtime allowance, housing allowance, motor vehicle allowance, and staff traveling. This emanates from recognition that employees of the organization are the primary source of productivity gains.

Despite all these efforts it is still evident that a number of its employees leave the organization for greener pastures. Employees, especially those from the managerial cadre are continually resigning despite the attractive remuneration packages and fringe benefits that are being offered to them. Maniram (2007) states that if job satisfaction is not well observed, it may lead to poor productivity, high absenteeism, and turnover. Therefore this study intends to find out the affecting employees job satisfaction in the Tanzania Ports Authority Headquarters, Dar es salaam

1.4 Research Objectives

1.4.1 General Objective

To identify the factors affecting employees job satisfaction in the Tanzania Ports Authority Headquarters, Dar es Salaam.

1.4.2 Specific Objectives

Specifically the study was guided by the following objectives

i. To identify the environmental factors affecting employees job satisfaction at TPA

ii. To identify the job content factors affecting employees satisfactions at TPA

iii. To examine personal factors affecting employees Satisfaction at TPA

1.4.2 Research Questions

On the basis of the research objectives, the study was carried out by the following research questions

i. How are environmental factors affecting employees satisfactions at TPA?

ii. How are job content factors affecting employees satisfactions at TPA?

iii. How are personal factors affecting employees satisfactions at TPA?

1.5 Significance of the Study

The findings of the study provides useful information for management on the factors affecting employee employees motivation to ensure the effective utilization of their potential for the benefit of the organization. Moreover, the study contributes to the body of knowledge on the factors undermining employees motivation among employees which can be useful for academic purposes. The findings could also be used as a launch pad for research on the issues related to improvement of employees’ level of job satisfaction, which is crucial among human resources practitioners. The study findings also have policy implications on motivational packages likely to boost employees morale and eventually employees’ performance.

8 Scope of the Study

This study was conducted at in Dar es Salaam, particularly at the TPA headquarters. The study looked on factors affecting employees satisfactions at TPA. The study was limited in looking at environmental factors, content factors affecting employees and personal factors affecting job Satisfaction at TPA

1.7 Organization of the Proposal

Chapter one gives a presentation and Background of the Study, where by the accompanying angles were talked about, foundation to the examination, proclamation of the issue, goals of the investigation, look into questions, hugeness of the examination and constraints of the investigation, chapter two presents the definition of key terms, hypothetical system, observational writing audit, theoretical and empirical literature reviews. Chapter three presents the research methodology. Chapter four presents the findings and discussion of the study and chapter five presents the summary, conclusion and Recommendation of the study.

CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Overview

This chapter provides the literature review related to the current study. . It also discusses various themes that guided the study in addition to presenting an overview of the different concepts and various studies done by different scholars in relation to the topic under study.

2.2 Definition of Key Terms

2.2.1 Employee Satisfaction

Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision (Wello, 2012). Others believe it is not as simplistic as this definition suggests and instead that multidimensional psychological responses to one's job are involved. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job (affective job satisfaction).or cognitions about the job (cognitive job satisfaction)

2.3 Theoretical Literature Review

The section explains the theories relevant to this study, other relevant literature reviews based on the study objectives.

2.3.1. Expectancy Theory

Vroom’s Expectancy theory was explored. He states that the decision on how one will behave depend on one’s mental process through which the person projects the consequences of his or her actions. This theory explains how the goals of individuals influence their efforts and the behavior an individual will select, depending upon his or her assessment of the probability of what a given behavior can bring. However, this theory seems to over-emphasize individuals who are self dependent in their business; it seems to overlook employees under management supervision required to perform according to organizational goals. On basis of this shortcoming, the theory does not qualify to guide the study.

2.4 Determinates of Employees Satisfaction

2.4.1Salary and Employees Satisfaction

Ibrahim (2015) has studied on the relationship between salary and staff motivation to increase productivity in a work station. Qualitative data extracted from the interviews conducted were used to facilitate analysis and understanding of how salary administration, fringe benefits and employees’ consultation contributes to staff motivation and higher productivity in discharging their duties. In comparison with other professional groups, workers’ low pay is clearly a major cause of worker dissatisfaction. There is a general feeling of workers that even when starting salaries could be comparable, those moving into other fields such as medical, telecommunication, commerce or agriculture could achieve bigger salaries. There is indeed a sense of frustration to workers that their qualifications and skills are undervalued (VSO Ethiopia, 2011).

In Adelabu (2015), all the respondents agreed that salary issue has been the biggest motivational issue for workers in Nigeria in recent times. Incentives for schools and workers in the public education sector to perform well are frequently weak due to ineffective incentives and sanctions. The research findings have shown that there is high level of satisfaction by the staff of Atiku Abubakar College of Legal and Islamic studies, visa-vis applicable to Borno State tertiary institutions that are a result of the implementation of the said controversial CONTISS (46 salary structure). The satisfaction stems from the value workers place on their take away home. The research found that there was partially less complaint about their purchasing power occasioned by the new salary structure even in the face of the current galloping inflation in the Nigerian economy.

2.4.2 Supervision and Employees Satisfaction

Effective supervision is assumed to be having an impact on job satisfaction. Proofs exist in that supervisors do not judge the junior staff justifiably and impose personal liking and disliking in the rewards and punishments (Prendergast 2012) .Nzuuve (2012) indicates that effectiveness of a leader behavior is measured by the degree to which the manager meets both organizational goals and satisfies the employees’ needs. Motivation of workers as a concept of effectiveness in leadership has been discussed that leadership is marked by followers being motivated to do what the leader indicated because they find it rewarding and satisfying to do so, (Owens, 2012).

Nzuuve (2015) shows that the effectiveness of a leader is expected to increase when there is a match between leadership styles and situations. Half of the workers in a study were dissatisfied with the supervision by the head workers (Kimengu 2013). The conclusion was that effective supervision by the head workers is an important factor towards job satisfaction of workers.

2.4.3 Recognition and Employees Satisfaction

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.

2.4 .4 Promotion and Employees Satisfaction

Robbins (2012) maintains that promotions provide opportunities for personal growth, increased responsibility, and increased social status. Drafke and Kossen, (2012) postulate that many people experience satisfaction when they believe that their future prospects are good. This may translate into opportunities for advancement and growth in their current workplace, or enhance the chance of finding alternative employment. They maintain that if people feel they have limited opportunities for career advancement, their job satisfaction may decrease.

According to McCormick and Ilgen (2015) employees’ satisfaction with promotional opportunities will depend on a number of factors, including the probability that employees will be promoted, as well as the basis and the fairness of such promotions. Luthans (2012) further maintains that promotions may take a variety of different forms and are generally accompanied by different rewards. Promotional opportunities therefore have differential effects on job satisfaction, and it is essential that this be taken into account in cases where promotion policies are designed to enhance employee satisfaction. Working conditions and job satisfaction Managers need to design jobs to provide opportunities for individual’s achievement recognition, responsibility, advancement and personal growth. Each occupation has its own potential environment sources of stress.

2.5 Empirical Literature Review

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 schools 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 can not justify the applicability of the findings to Tanzania. Nguni et al (2014) conducted a study which investigated the effects of transformational and transactional leadership on organizational commitment and organizational citizenship behavior in Tanzania. The study also considered the indirect effects of transformational and transactional leadership on organizational commitment and organizational citizenship behavior via job satisfaction. The respondents for this study consisted of 560 primary school workers who had a response rate of 80 percent. These respondents were selected from 70 primary schools. In this study, job satisfaction appeared to be a mediator of the effects of transformational leadership on workers’ organizational commitment and organizational citizenship behavior.

The findings of the study seem useful to our study as they show that the type of organizational leadership contribute to job satisfaction. 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. 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. Gwavuya (2015) conducted a study in Zimbabwe on the factors affecting job satisfaction among civilian members of staff in the Zimbabwe police. The study was aimed at ascertaining the factors that affect job satisfaction among civilian members of staff in the police. The police force in the country had been losing significant members of qualified civilian personnel such as accountants and engineers.

To test the hypothesis, the questionnaire was designed and constructed using the Minnesota Satisfaction Questionnaire (MSQ) principle and administered to 80 participants. Inferential statistics were used to summarize the data generated using the structured questionnaire. A binary logistic regression model was used to determine the extent to which the identified factors affect job satisfaction. Most of the respondents interviewed were generally dissatisfied with their jobs, hence the negative attitude towards work delivery. Dissatisfaction mainly emanate from in adequate salaries and allowances, loans to facilitate purchase of houses, housing standards and cars as well as increasing volume of work. The study clearly shows the factors that can affect job employees. However, the study’s conclusion of the findings is based on another country, hence with different conditions from those obtaining in Tanzania.

Dampson and Dominic (2016) conducted a study to identify the issues which influence the workers’ satisfaction in the Secondi-Takoradi District in Ghana. Ghana as a third world country had a shortage of workers. In fact, the workers were in short supply as the enrolment into basic schools in Ghana had gone up by 17 percent. The study concentrated on the worker workload and the conditions of service such as salary as part of the key elements causing workers, dissatisfaction. Phase 1 of the study employed qualitative methods as participatory Rural Appraisal (PRA),Focus Group Discussions (FGDs) and semi- Structured Interviews. Phase 11 deployed methods such as questionnaires, observations and semi- structured interviews. PRA and Semi-structured interviews used in the first phase of the data collection helped to determine the factors considered important to the workers in that context. The researcher then related the findings of the literature they had reviewed before producing the questionnaire and other research tools used in phase two. The study revealed that most of the workers (68.8%) were dissatisfied with their class sizes. They also complained about lack of teaching and learning materials.

2.6 Conceptual Framework

Independent Variables Dependent Variable

Figure 4.1: Conceptual Framework

Source: Modified Osu, (2012), Kabendela, (2015)

The conceptual framework above shows three main independent variables to this study, the first independent variable to this study is environmental factors, the researcher looked at Accommodation, Co-workers, Relationship, Freedom in the workplace, Recognition, Management Cooperation, working Environment, Value of Responsibility, Transfer and Geographical Location. While the second independent variable to this study is job content factor whereas the researcher looked at employees comfort ability, Salary Promotion Training, Interest in the job , and Increment of salary and Bonuses. And the last independent variable to this study is personal factors whereas the researcher looked on the employees’ Gender, Age, Experience, Education and their impact on job satisfaction.

CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1Overview

This chapter provides the methodology that was employed in the current investigation. It has the following contents: design, research area, population, sample, data collection and analysis procedures and instruments.

3.2 Research Design and Study Settings

The researcher employs case study design. It selects a case study design due to the fact that it allows investigation in-depth and with great attention on a particular problem. This approach gave insight into the problem understudy, detailed investigation and enabled the researcher to know more about factors affecting employees satisfaction in government authorities with reference to TPA .Using this design the researcher was able to obtain new knowledge on the problem being studied as it gave a room for intensive interviews which enables the problem to be well understood (Kamau, 2014).

3.3 Research Approach

This research was designed to use both quantitative and less qualitative approaches. Qualitative approach was needed for data which was collected through interview. The quantitative approach was used for data collected through questionnaire survey. These complement each other for reliable information (Wello, 2013).

3.4 The Study Area

This study was conducted at TPA headquarters in Dar es Salaam Tanzania . The choice is purposely done due to the fact that the city is one among the fast growing regions in Tanzania. It is more convenient to the researcher in the context of scarce resources and time limit for the completion of this research(Theodore, 2014). So, the area is easily accessed within time frame of the research. The researcher selected the area due to the fact that TPA is among public sector institutions in Tanzania.

3.5 Study Population

Population of the study originate from employees of the organization (TPA) ; the number of people inquired determined by the role of the part concerned in the organization. Bearing in mind that the study cannot take the whole population as unit of analysis; hence this research drew only the required sample size from the targeted population.

3.5 Sample and Sampling Design

Two types of sampling were employed in the study: purposive sampling and simple random sampling. Purposive sampling technique was used to obtain 5 top officials from TPA. Simple random sampling is the basic sampling technique where the researcher selects a group of subjects (a sample) for study from a larger group (a population). Each individual is chosen entirely by chance and each member of the population has an equal chance of being included in the sample. Every possible sample of a given size has the same chance of selection (Gao, 2013). Whereas simple random technique was used to get 95 ordinary employees from TPA. Simple random technique was used so as to give an equal chance of selection to every ordinary employee during the study period

3.5.1 Sample Size

The sample size was obtained from the total number of 204 TPA employees .According to Veal (2013), it is the absolute size of the sample which is important, not its size relative to the population. 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, The sample size was determined by using the formula developed by Yamane (2014) 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

Table 3.1: Sample Size and Composition

|Type of Respondent |Number |Total |

|Ordinary Employees from TPA |95 |95 |

|Top management team |5 |5 |

|Grand Total |100 |100 |

Source: Researcher’s Creation (2017)

3.6 Data Types and Sources

Primary data are data which collected for the first time (Kumar, 2005). The primary data was collected through sampled respondents by conducting interviews in the field (both structured and semi structured) and with key informants in the study area. Also primary data was obtained by the use of questioners which were directed to TPA employees. For secondary data the researcher analyzed the employee satisfaction strategy from TPA to see how effective it is.

3.7 Data Collection Techniques

The research study employed various techniques of data collection include; interview, questionnaire and documentary review.

3.7.1 Interviews

The researcher interviewed the respondents directly to draw the first hand knowledge on various aspect of the study. This technique employed interview technique to the 5 top officials TPA.

3.7.2 Questionnaire

The questionnaires was sent to 95 informants (who are also key informants) ordinary employees of TPA. A standard set of all questionnaires was 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 the respondents to express them freely to provide a general idea from hidden motivation. The main research instrument used for the research was the Questionnaire designed by the researcher. 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, is minimal.

3.7.3 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). The documentary review method was used to supplement questionnaires and interview which are tools for primary data. The secondary data was collected through the use of documentary review where a reading of books, reports, internet surfing was done. For the purpose of this study there documentary review was used to obtain data from the employee motivation strategy at TPA.

3.8 Data Handling, Processing and Analysis

Data analysis and presentation is the process whereby the researcher organizes or arranges the data collected in such way that meaningful conclusions can be drawn from it. Most presentations are either visual in nature or rely on strong visual elements for clarity and information conveyance. The study detected various categories in the data, which are distinct from each other, and then the researcher established the relationship among the categories.

Once the categories are identified, the study then was evaluate and analyze the data to determine the adequacy of information and its credibility and usefulness in answering the research questions, using paragraphs to explicitly report the information from the responses in a narrative way. Unlike quantitative data, which is analyzed first and then a report written based on the results, the nature of qualitative data is such that one does the analysis. It also involves putting the report together. In fact, the choice of words and phrases as the researcher writes the report was itself an analytical and interpretative act. This is the rich or thick descriptions approach that requires comprehensive and detailed explanations of the findings from the data collection. It is intended to make the reader feel the real experience through the researcher’s detailed and in-depth explanations. The research was referring on the theme of the topics discussed by identifying the major concepts of the topic and summary of report.

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CHAPTER FOUR

4.0 PRESENTATION OF FINDINGS

4.1 Overview

This chapter present and discuss the study findings obtained for the data collected in relation to three objectives set in chapter one. The study assesses the factors affecting to job satisfaction among employees at TPA. Structured questionnaires, documents and observation methods were used.

4.2 Presentation of Findings

A total of 100 questionnaires were distributed to staff from TPA at .All the 96 completed surveys met the criteria and therefore they were included in this study and were entered in the SPSS software and provide descriptive statistics that contain the total number of respondents responded to each item with the minimum and maximum of it as well as mean and standard deviation.

4.2.1 Research Question One

What are the Environmental Factors of Job Satisfaction among Employees at TPA: This research question ought to explore the factors which employees at TPA felt satisfied with. To obtain the answers to the question, the descriptive statistical techniques were performed and the results were as follows.

4.2.1.1 Are Employees Satisfied with the Accommodation Facilities

The respondents showed that employees were not satisfied with accommodation. 37.5% of the respondents gives a strong disagree which is negative attitude for the statement of being unhappy with accommodation also 52.1 % of the respondents gives disagree a negative attitude of being not satisfied with accommodation. This make a total of 89.6 % of the respondents give negative attitude to the statement. The results of this study support Herzberg et al., (1959), findings on the aspects of accommodation and nature of the job as satisfiers.

Table 4.1: The level of Accommodation

|Response | Frequency |Percent |

|Strong disagree |36 |37.5 |

|Disagree |50 |52.1 |

| Neutral |3 |3.1 |

|Agree |1 |1.0 |

|Strong agree | | |

|Total |96 |100.0 |

Source: Field Data

4.2.1.2 Is there any Good Relationship with the Co-Workers ?

According to respondents‟ responses they revealed that cooperation with co workers 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.

Table 4.2: Co- Workers

| |Frequency |Percent |Valid Percent |Cumulative Percent |

|Responses | | | | |

|Strong disagree |3 | 3.1 |3.1 |3.1 |

|Disagree | | | | |

|Neutral | | | | |

|Agree | | | | |

|Strong agree | | | | |

|Total | | | | |

| |13 | 13.5 |13.5 |16.7 |

| |8 | 8.3 |8.3 |25.0 |

| |65 | 67.7 |67.7 |92.7 |

| |7 | 7.3 |7.3 |100.0 |

| |96 | 100.0 |100.0 | |

Source: Field Data

4.2.1.3 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 TPA more satisfied with this job satisfaction factor.

Relationship as the factor considered in this study motivates the employees because 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 TPA management team, professional ability for doing job, led to job satisfaction. Thus the employees are enjoying good relationship with co workers in a work place.

Table 4.3: The Level of Relationship with fellow Employees

| |Frequency |Percent |Valid Percent |Cumulative |

|Responses | | | |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

4.2.1.4 The Employees have Freedom in the Work Place

The study discovered that 40.6% of the respondents they do not have freedom in a workplace and 44.7% indicate that they have freedom in the workplace while 14.6% of the respondents they do not know if they enjoy much freedom in the workplace. Herzberg et al., (1959), in their theory they identify five factors that influence both motivation and job satisfaction and these include: recognition, achievement, advancement, responsibility, and work itself. They refer to these antecedents as “satisfiers” or “motivators”. Additionally, they contend that the above factors are associated to job satisfaction rather than job dissatisfaction. The results are consistent with Herzberg‟s Two-Factor Theory in which freedom referred to as satisfiers.

Table 4.4: The Level of Freedom in the Workplace

| |Frequency |Percent |Valid Percent |Cumulative |

|Responses | | | |Percent |

|Strong disagree |11 | 11.5 |11.5 |11.5 |

|Disagree |28 | 29.2 |29.2 |40.6 |

|Neutral |14 | 14.6 |14.6 |55.2 |

|Agree |37 | 38.5 |38.5 |93.8 |

|Strong agree |6 | 6.2 |6.2 |100.0 |

|Total |96 | 100.0 |100.0 | |

Source: Field Data

4.2.1.5 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.

Table 4. 5 The Level of Recognition

| |Frequency | Percent |Valid |Cumulative Percent |

|Responses | | |Percent | |

|Strong |11 | 11.5 |11.5 |11.5 |

|disagree | | | | |

|Disagree | | | | |

|Neutral | | | | |

|Agree | | | | |

|Strong agree | | | | |

|Total | | | | |

| |42 | 43.8 |43.8 |55.2 |

| |11 | 11.5 |11.5 |66.7 |

| |29 | 30.2 |30.2 |96.9 |

| |3 | 3.1 |3.1 |100.0 |

| |96 | 100.0 |100.0 | |

Source: Field Data

4.2.1.6 How is the Management Cooperation

The study revealed that 38.5% of the respondents gave a negative attitude on the cooperation they receive from TPA team management, 11.5% of the respondents they did not know if they receive cooperation in TPA management team while 50% of the respondents they satisfied with the cooperation they receive from the management. Therefore TPA management team had a contribution on workers job satisfaction. Previous studies are consistent with these findings that management support and care is associated with employee’s ‟ job satisfaction. Workers are satisfies in a workplace if every day they came and go out peaceful without any threat from the management, hence management cooperation contribute to job satisfaction. This implies that employees’ job satisfaction is associated with managerial capability of enabling the workers to perform their responsibility.

Table 4.6: The Level of Management Cooperation

| Responses |Frequency |Percent |Valid Percent | Cumulative Percent |

|Strong disagree | 10 |10.4 |10.4 | 10.4 |

|Disagree |27 |28.1 |28.1 | 38.5 |

|Neutral |11 |11.5 |11.5 | 50.0 |

|Agree |44 |45.8 |45.8 | 95.8 |

|Strong agree | 4 |4.2 |4.2 | 100.0 |

|Total |96 |100.0 |100.0 | |

Source: Field Data

4.2.1.7 How is the TPA Environment

The study discovered that 57.3% of the respondents they were not satisfied with TPA physical environment while 38.5% of them gave a positive attitude that they are satisfied with TPA environment. The respondents revealed that although they employed at TPA does not matter if the pay from employer can not satisfied them to have all the expenses they need, but contradict them on the aspect of physical working environment in which participants in the study indicated that they are to some extent happy with their TPA physical and environmental working conditions and others not.

Table 4.7: TPA Physical Cooperation

| Responses |Frequency |Percent |Valid Percent |Cumulative Percent |

|Strong disagree |13 | 13.5 |13.5 |13.5 |

|Disagree |42 | 43.8 |43.8 |57.3 |

|Neutral |42 | 4.2 |4.2 |61.5 |

|Agree |36 | 37.5 |37.5 |99.0 |

|Strong agree |1 | 1.0 |1.0 |100.0 |

|Total |96 | 100.0 |100.0 | |

Source: Field Data

4.2.1.11 Geographical Location

Table 4.8: Geographical Location of TPA

| |Frequency |Percent |Valid Percent |Cumulative |

|Responses | | | |Percent |

|strong disagree |9 | 9.4 |9.4 |9.4 |

|Disagree | | | | |

|Neutral | | | | |

|Agree | | | | |

|Strong agree | | | | |

|Total | | | | |

| |39 | 40.6 |40.6 |50.0 |

| |8 | 8.3 |8.3 |58.3 |

| |34 | 35.4 |35.4 |93.8 |

| |6 | 6.2 |6.2 |100.0 |

| |96 | 100.0 |100.0 | |

Source: Field Data

The findings presented in the table 4.8 shows that 50% of the respondents were not comfortable with geographical location of TPA; this is due to number of employees living in squatters’ areas and some of them they live far from TPA were they need to take more than one bus to reach the work station. 41.6% of them were comfortable with TPA location while 8.3% were neutral to the statement. So geographical location contribute to job satisfaction hence the more the worker lived in a place with security and other important services feels comfortable.

4.2.2 Research Question Two

What are the Job Content Factors of Job Satisfaction among TPA Employees ?

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.

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

Table 4.9: 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

4.2.2.2 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.

Table 4.10: 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

4.2.2.3 Are there Existence of Trainings

Finding from the field showed that employees were not given training, so that it lead 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.

Table 4.11: The Level of Training Provided

| Respondent |Frequency |Percent |Valid Percent |Cumulative |

|Responses | | | |Percent |

|Strong disagree |62 | 64.6 |64.6 |64.6 |

|Disagree | | | | |

|Agree | | | | |

|Strong agree | | | | |

|Total | | | | |

| |25 | 26.0 |26.0 |90.6 |

| |7 | 7.3 |7.3 |97.9 |

| |2 | 2.1 |2.1 |100.0 |

| |96 | 100.0 |100.0 | |

Source: Field Data

4.2.2.5 Is there Increment of Salary

The study discovered that 88.6% of the respondents gave negative attitude on the statement concerning increment. The respondents were not satisfied with the fringe benefits from the employer. The increments were added very little once a year in each financial year which started from June to July each year. Also 9.4% of the respondents were satisfied with the increment and 2.1 % were neutral with the statement. Increments in salary contribute to job satisfaction hence it increases the salary and enabled the worker to afford some other expenses that could not get before.

Table 4.12: The Level of Salary Increment

| |Frequency |Percent |Valid Percent |Cumulative Percent |

|Responses | | | | |

|Strong disagree |35 |36.5 |36.5 |36.5 |

|Disagree |50 |52.1 |52.1 |88.5 |

|Neutral |2 |2.1 |2.1 |90.6 |

|Agree |9 |9.4 |9.4 |100.0 |

|Total |96 |100.0 |100.0 | |

Source: Field Data

4.2.2.7 Is there any Reward

Table 4.13: The Level of Rewards

|Responses |Frequency |Percent |Valid Percent |Cumulative Percent |

|Strong disagree |47 |49.0 |49.0 |49.0 |

|Disagree |44 |45.8 |45.8 |94.8 |

|Neutral |1 |1.0 |1.0 |95.8 |

|Agree |4 |4.2 |4.2 |100.0 |

|Total |96 |100.0 |100.0 | |

Source: Field Data

The study revealed that in professional the employer did not provide rewards, 94.8% of the respondents were dissatisfied with rewards while 4.2% the observation revealed that, those who satisfied were among the management team who sometimes receive it for good management while 1% were not understand whether they satisfied or dissatisfied with the rewards. The employee satisfies with job if the employer used to provide rewards to workers for doing good job. Thus previous study revealed that employees were not satisfied with rewards because the employer did not provide rewards.

4.2.2.8 Is there any Payment to Employees upon Transfer

81.2% of the respondents indicated that they were not satisfied with payment made when being transfer hence the payment are always delayed while 11.5% of them gave neutral responses this may cause by behavior which people undertook the professional they understand is a low paying job and only 2.1% were satisfied with the payment.

Payment is the main demand which an employee is making of his/her employment and that what an employee wants is simply to be assigned work that he or she is supposed to do and the amount of payment they will earn by the end of the month for such a job and nothing else. This implies that payment is the main source of satisfaction to some employees. Tanzania employees as represented by the sample of TPA found that employees were less satisfied with their job because the employer does not pay them enough to afford the daily expenses. Therefore the study reveled that payment to employees are very important hence it bring satisfaction to employees.

Table 4.14: Payment of Salary as per Transfer

| |Frequency |Percent |Valid Percent |Cumulative |

|Responses | | | |Percent |

|Strong disagree |28 |29.2 |29.2 |29.2 |

|Disagree | | | | |

|Neutral | | | | |

|Agree | | | | |

|Strong agree | | | | |

|Total | | | | |

| |50 |52.1 |52.1 |81.2 |

| |5 |5.2 |5.2 |86.5 |

| |11 |11.5 |11.5 |97.9 |

| |2 |2.1 |2.1 |100.0 |

| |96 |100.0 |100.0 | |

Source: Field Data, 2017

4.2.2.1 There is any Bonus

The study discovered that the government did not provide bonus to employees at TPA that is why 94.8% of the respondents gave negative attitude about the statement and 4.2% gave positive attitude while only 1% was neutral to the statement. So the study knew that the employer does not pay any attention concerning bonuses and hence dissatisfaction.

Table 4. 15: The Level of Bonus

| | Responses |Frequency |Percent |Valid | Cumulative |

| | | | |Percent |Percent |

|Valid |Strong disagree |57 |59.4 |59.4 | 59.4 |

| |Disagree | | | | |

| |Neutral | | | | |

| |Agree | | | | |

| |Strong agree Total| | | | |

| | |34 |35.4 |35.4 | 94.8 |

| | |1 |1.0 |1.0 | 95.8 |

| | |2 |2.1 |2.1 | 97.9 |

| | |2 |2.1 |2.1 | 100.0 |

| | |96 |100.0 |100.0 | |

Source: Field Data

4.2.3 Research Question Three

What are personal factors of job satisfaction among TPA employees? The respondents were asked to provide information on the following aspects: gender, age, experience and education.

4.2.3.1 Does Gender impact on Employee Job Satisfaction

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 4.16: Gender

|Responses |Frequency |Percent |Valid Percent |Cumulative |

| | | | |Percent |

|Male |25 | 26.0 |26.0 |26.0 |

|Female | | | | |

|Total | | | | |

| |71 | 74.0 |74.0 |100.0 |

| |96 | 100.0 |100.0 | |

Source: Field Data

4.2.3.2 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).

4.2.3.3 Does Working Experience Impact Job Satisfaction

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 year 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).

4.2.3.4 Does Education Impact on Job Satisfaction

The study indicated the relationship with the previous study; 72.9% posses certificate , 14.6% diploma, 10.4% are graduates and 2.1% posses the second degree. Also the 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 requirements before they are employed as TPA.

Table 4.17: Education

| |Frequency |Percent |Valid Percent |Cumulative |

|Responses | | | |Percent |

|Certificate |70 | 72.9 |72.9 |72.9 |

|Diploma | | | | |

|Bachelor degree | | | | |

|Master degree | | | | |

|Total | | | | |

| |14 | 14.6 |14.6 |87.5 |

| |10 | 10.4 |10.4 |97.9 |

| |2 | 2.1 |2.1 |100.0 |

| |96 | 100.0 |100.0 | |

Source: Field Data

.

CHAPTER FIVE

5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1 Overview

The study assesses the factors affecting to job satisfaction among TPA employees. The study targeted TPA employees to assess the factors to their job satisfaction. The study was designed around content theories and process theories. The study used a structured questionnaire to assess the situation at TPA

5.2 Summary of the Main Findings

The study assesses the employees’ job satisfaction TPA. The study came up with findings according to the research questionnaire. The first objective assess on environmental factors for job satisfaction and it revealed that 89.6% of the respondents were not satisfied especially accommodation, 75% were satisfied with the cooperation they receive from the co workers. Also 40.6% of the respondents were enjoying freedom in the work place while 44.7% were indicate having freedom in a work place, 55.3% of the responses indicated that the respondents were not satisfied with the recognition receiving from the community. Only 57.3% of the respondents did not satisfy with the TPA environment.

The second objective was to assess the job content factors for job satisfaction and it revealed that the respondents were not satisfied, 98.9% of the respondents were not satisfied with salary, 77.1% were not satisfied with promotion, 90.6% were not satisfied with the 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 the TPA, and 94.8% responded that employer did not provide the bonuses to employee. The third objective examines the personal factors and the findings revealed that the age relate to job satisfaction because short service employer were dissatisfied while long service were satisfied, 71% 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 experience of respondents were long working experience satisfied and short service experience dissatisfied. Older age satisfied while the younger age dissatisfied respectively.

5.3 Implications of the Findings

The government of Tanzania should ensure an increase in accessibility and improving the quality of workplaces at all levels. Job satisfactions to employees to perform well professionally are key factors in the maintenance of quality and productivity. In Tanzania, employees have experienced low and irregular salary payments, lack of proper housing, low status accorded to them and limited opportunities for professional development. The country’s policy document implied by the government of Tanzania should make sure this phenomenon of job satisfaction to employees is essential. However, there have been many studies conducted on job satisfaction and hence its impact, the attention on employee’s job satisfaction should be considered.

5.4 Conclusions

The purpose of this study was to assess the factors contributing 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, 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. Lack of seriousness of the government unplanned 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 differed significantly in relation to gender, age, experience and education. The results support previous empirical research findings by Crossman and Harris (2006), Koustelios (2001), Zhongshan (2007), Greenberg and Baron (1995), Bennell and Akyeampong (2007) and Rasku and Kinnunen (2003). There were no statistically significant differences in job satisfaction in relation to teaching age, experience, and educational qualification.

5.5 Recommendations

The study recommended to the government to ensure job satisfaction to employees, because the findings revealed that the employer did not pay much attention to employees. So 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.

The study recommends the following on salary; the government should find the average of pay to the other public sectors and therefore come with the amount of salary that can be paying an employee 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 the lack of training hence the learners receives nothing new in TPA.

5.7 Suggested Area for Further Study

The study was conducted using the quantitative method. 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. Lastly, employees’ job satisfaction is a multidimensional phenomenon. Thus, the research did not exhaust all the job satisfaction facets or factors that the previous researchers and theorists identified. Future research should therefore include such aspects as workload, communication leadership style, organizational culture and many others.

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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.

|S.NO |Statements / items |1 |2 |3 |4 |5 |

| | |Strongly Disagree|Disagree | Neutral |Agree |Strongly |

| | | | | | |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 | | | | | |

| |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 TPA | | | | | |

|13 |I am comfortable with the | | | | | |

| |promotion opportunities | | | | | |

| |available to me | | | | | |

|14 |I enjoy good relationship with| | | | | |

| |fellow workers | | | | | |

|15 |I feel comfortable with | | | | | |

| |rewards I get for doing a good| | | | | |

| |job at TPA | | | | | |

|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 | | | | | |

| |TPA | | | | | |

|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 TPA | | | | | |

Thanks You

-----------------------

Personal factors

Gender

Age

Experience

Education

Job Content Factor

Salary

Promotion Training

Interest in The job

Increment of salary

Bonuses

JOB SATISFACTION

Environmental factors

Accommodation

Co-workers

Relationship

Freedom in the workplace

Recognition

Management Cooperation

Working Environment

Value of Responsibility

Transfer

Geographical Location

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