William Inyasio Aburi (Brown)

EMPLOYERS – EMPLOYEES RELATIONSHIP AND JOB SATISFACTION: A CASE STUDY OF NILE PETROLEUM COMPANY – JUBA SOUTH SUDAN

WILLIAM OHILEN INYASIO ABURI REG NO. SIUC18/DBA/004228

A DISSERTATION SUBMITTED TO THE COLLEGE OF MANAGEMENT SCIENCE IN PARTIAL FULFILLMENT FOR THE REQUIREMENT OF AWARD OF DIPLOMA IN BUSINESS ADMINSTRATION

OCTOBER, 2021

DECLARATION

I declare that this dissertation is my original work and has never been previously presented for any degree award in Star International University or any other education institution. The work reported herein has been carried out by me and all sources of information have been acknowledged by means of references.

Signature_______________________

WILLIAM OHILEN INYASIO ABURI REG NO. SIUC18/DBA/004228

Date_________________________

APPROVAL

This dissertation has been submitted to the college of management sciences for the award of Diploma in Business Administration with my approval as supervisor at Star International University.

Signature_________________________

JADA CHARLES MAKU

Date_____________________________

DEDICATION

I dedicate this research dissertation to my entire family members of ‘Inyasio Aburi’ especially my lovely and beloved mother, ‘Mama Kenya Galdo’ for manifesting resilience and enduring hard time while I was deeply committed with academic affairs and equally writing this particular dissertation. Their relentless patience paid off and today I have finally achieved what they expected of me. I also dedicate this to my little brothers: Lino Inyasio, Luka Inyasio and Louis Inyasio who are still on their same academic journey, that; ‘every journey though long or short, has go it end.’ Hard work must be your means of transport to your desired destination.

iii

ACKNOWLEDGEMENT

I am grateful for the guidance of my supervisor in writing the manuscript. He played a remarkable role along the way correcting and editing the script where necessary while sacrificing quality time which would have otherwise been spent on consolidating comfort zone. I owe him profound unreserved gratitude. The remnant of errors spread throughout the text is entirely my shortcoming.

On the same token, allow me to recognize my supporting family, relatives and friends for the resilience they demonstrated by encouraging me in every sense of the word. They bolstered my level of confidence and gave me the momentum I desperately needed to accomplish this task. They stood by my side when I needed them most.

My first sincere gratitude goes to my elder sister, Itoo Inyasio Aburi for her steady financial support in the cost of the study period up to the completion. I would also like to accredit and acknowledge the great HART’S family who embraced me with great love, peace, respect and care especially my aunt “Mama Juditha” who treats me with equal love for her children and who tirelessly daily wakes up early every morning to prepare some breakfast so that I do not go to school empty, great thanks and blessings to you Mama! I would also like to extend my gratitude to Uncle Dalmas Hart, an opened academically minded person who encourages and appreciates a serious person in studies. He cares about my security to make sure I reached home before dark time and revise books. What a caring father he is! My Especial thanks also to my cousin brothers and sisters (Dominic Dalmas, Julius Dalmas, Rose Dalmas, Margret Dalmas, Vicky Dalmas, Barnaba Apollo, Mary Ihure, Joshua Chirlo, Wilson Francis) whom firmly stood by and supported me uncountable times both morally and financially in terms of school transport fare, Airtime, course work and printing cost and among many others. My greatest thanks also goes to Uncle Lauro Okelua, Uncle John Ibori, Grandpa William Ohilen, Uncle James Ingete, Sam Oliwa, Gabriel Okwar, Samson Emor, Joseph Ohide, Ohorijo Rugasiano, Joseph Kilang, Tiyaha Alam Tiyaha, Alfred Ojura, Mama Lily Kiden and many more others who collectively backed me up with a pen, book or pencil right away from primary, secondary and up to this level.

My especial and great acknowledgement goes also back to my mentors and church leaders of African Inland Church (AIC) – Lohutok (Ref. Tito Abaha, Ref. Klero Onuha, Ptr. Phillip Oriho,

Ptr. John Kerim, Ptr. Saba Olik and Mama Kezia) whom cared and sponsored me right from Primary to Secondary and manage me under their responsibility for 11years. My last and important acknowledgement goes to my Late Uncle Prof. Luka Ipoto Ojok, a man who laid a foundation and a good vision to enrol me at my first class in Nairobi. Your memory will never be forgotten forever.

I would also like to register sincere appreciation to the entire members of the teaching staff of the University for their Immeasurable Academic Contribution that has entrenched perpetual impact in my life today. They made it possible for me to have come this far. I will cherish them all.

It’s incumbent upon me to thank my friends and colleagues for bearing the brunt of the course together and for amicably motivating me in subtle manner at the vestiges of the journey that started pretty much three years ago. We are done with the help of the almighty God.

Thank you everybody.

ACRONYMS

NPC Nile Petroleum Company

NLRC National Labour Relations Commission ILMU International Labour Management Union DOLE Department of Labour and Employment DO Department Order

SHRM Society for Human Rights Management

DEFINITION OF TERMS

Employment Relationship: The employment relationship is the legal link between employers and employees. It exists when a person performs work or services under certain conditions in return for remuneration (Wikipedia.com)

Job satisfaction: It is a measure of workers' contentedness with their job, whether they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or emotional), and behavioral components (Kennedy, 2021).

Employer: The definition of employer refers to a person, firm or other entity which pays for or hires the services of another person (Dictionary.com).

Employee: An employee is an individual who works under the supervision or control of an employer, a worker who is employed by an employer (Dictionary.com).

vii

TABLE OF CONTENTS

DECLARATION ......................................................................................................................................... i APPROVAL ............................................................................................................................................... ii DEDICATION........................................................................................................................................... iii ACKNOWLEDGEMENT ......................................................................................................................... iv ACRONYMS............................................................................................................................................. vi TABLE OF CONTENTS......................................................................................................................... viii LIST OF FIGURES ................................................................................................................................... xi LIST OF TABLES.................................................................................................................................... xii ABSTRACT ............................................................................................................................................ xiii CHAPTER ONE ......................................................................................................................................... 1

1.0 Introduction..................................................................................................................................... 1

1.1 Background of the Study....................................................................................................................... 1

1.2 Statement of the Problem ...................................................................................................................... 3

1.3 Purpose of the Study ............................................................................................................................. 3

1.4 Specific Objectives of the Study. .......................................................................................................... 3

1.5 Research Questions ............................................................................................................................... 4

1.6 Significance of the Study ...................................................................................................................... 4

1.7 Scope of Study ...................................................................................................................................... 4

1.7.1 Time Scope ........................................................................................................................................ 4 1.7.2 Geographical Scope ........................................................................................................................... 4 1.7.3 Time Scope ........................................................................................................................................ 5 1.8 Conceptual Framework ................................................................................................................... 5 CHAPTER TWO ........................................................................................................................................ 7 LITERATURE REVIEW ........................................................................................................................... 7 2.0 Introduction..................................................................................................................................... 7 2.1 The Employers-Employees Relationship .............................................................................................. 7 2.1.1 Employers-Employees ....................................................................................................................... 8 2.2.1 Job Satisfaction ................................................................................................................................ 10 2.3 Conclusion.......................................................................................................................................... 12 CHAPTER THREE .................................................................................................................................. 14 RESEARCH METHODOLOGY.............................................................................................................. 14 3.0 Introduction......................................................................................................................................... 14

viii

3.1 Research Design and Methodology..................................................................................................... 14 3.2 Study Population................................................................................................................................. 15 3.3 sample size.......................................................................................................................................... 15 3.3.1 Sampling procedure ......................................................................................................................... 16 3.3.2 Sample design .................................................................................................................................. 17 3.4 Data source ......................................................................................................................................... 17 3.4.1 Primary data..................................................................................................................................... 17 3.5 Research Instrument/ Method ............................................................................................................. 17 3.5.1 Questionnaire ................................................................................................................................... 18 3.5.2 Interview .......................................................................................................................................... 18 3.5.3 Document analysis ........................................................................................................................... 18 3.5.4 Brainstorming .................................................................................................................................. 18 3.5.5 Observation...................................................................................................................................... 18 3.6 measurement of variable ..................................................................................................................... 18 3.6.1 Validity ............................................................................................................................................ 19 3.6.2 Reliability ........................................................................................................................................ 19 3.7 Data Processing................................................................................................................................... 19 3.8 Data Analysis...................................................................................................................................... 19 3.9 Ethical Considerations ........................................................................................................................ 20 3.10 Limitation of the study................................................................................................................... 20 CHAPTER FOUR .................................................................................................................................... 22 DATA PRESENTATION AND ANALYSIS........................................................................................... 22 4.0 Introduction......................................................................................................................................... 22 4.1 Rates of Return for Instrument............................................................................................................ 22 4.2 Background Information of Respondents............................................................................................ 22

4.2.1 Gender of the Respondents .............................................................................................................. 23

4.2.2 Age Distribution of Respondents ..................................................................................................... 24

4.2.3 Marital Status of Respondents.......................................................................................................... 25

4.2.4 Educational Level ............................................................................................................................ 26

4.2.5 Designation ...................................................................................................................................... 27

4.2.6 Work experience .............................................................................................................................. 28

4.3.1 Employers-employees relationship attributes................................................................................... 29

4.3.2 Importance of employers-employees relationship ......................................................................... 30

4.4 The relationship between employers-employees working environment.............................................. 31

4.5.2 Significance of employers-employees job satisfaction..................................................................... 33 4.5.3 Strategies for building viable employers-employees relationship .................................................... 34 CHAPTER FIVE ...................................................................................................................................... 35 SUMMARY AND DISCUSSION ............................................................................................................ 35 5.1 Study Summary................................................................................................................................... 35 5.2 Discussion of the Findings .................................................................................................................. 36 CHAPTER SIX......................................................................................................................................... 38 CONCLUSION AND RECOMMENDATION ........................................................................................ 38 6.0 Introduction......................................................................................................................................... 38 6.1 Conclusion .......................................................................................................................................... 38 6.2 Recommendation ................................................................................................................................ 38 6.3 Suggestion for further Research .......................................................................................................... 40 REFERENCES ......................................................................................................................................... 41 APPENDIX A. THE QUESTIONNAIRE ................................................................................................ 44 APPENDIX B: PROJECT SCHEDULE................................................................................................... 47 APPENDIX C: BUDGET ESTIMATE .................................................................................................... 48

LIST OF FIGURES

Figure 1.8 Conceptual Framework.............................................................................5 Figure 4.2.1 Gender Characteristics of Respondents.....................................................23 Figure 4.2.2 Age Distribution of the Respondents.......................................................24 Figure 4.2.3 Marital Status of the Respondents............................................................25 Figure 4.2.4 Education Level of the Respondents.......................................................26 Figure 4.2.5 Designation of the Respondents.............................................................27 Figure 4.2.7 Work Experience of the Respondents.......................................................28 Figure 4.3.1 Employers-employees Relationship.........................................................29 Figure 4.3.2 Importance of Employers-employees Relationship........................................30 Figure 4.5.1 Social Factors of Job Satisfaction............................................................32 Figure 4.5.2 Significance of Employers-employees Job Satisfaction..................................33

LIST OF TABLES

Table 3.2 Targeted Population..............................................................................15 Table 3.3 Sample Size Distribution..........................................................................16 Table 4.1 Return Rates of Instruments......................................................................22 Table 4.2.1 Respondents’ Gender..........................................................................23 Table 4.2.5 Designation of the Respondents..............................................................27 Table 4.3.2 Importance of Employers-employees Relationship.........................................30 Table 4.4 Employers-employees Working Environment.................................................31 Table Appendix B: Project Schedule.........................................................................47 Table Appendix C: Work Plan...............................................................................48

xii

ABSTRACT

At the beginning of any established business contract is the employment relationship which connects the employees and employers to sell labour, where both party have standard interest they pursue in the establishment of the employment relationship. In the situation of employment relationship both the employer and the employee exchange their worth to produce an after value for the benefit of the organization and the customers. The external environment context of employment relationship identifies two actors to this relationship; the employer and the employee.

Good relationship between the two parties creates conductive working environment which guarantees job satisfaction to the parties. This study was conducted in Juba at Nile Petroleum Company to investigate employers-employees relationship job satisfaction. The study adapted quantitative research design of which stratified sampling was used to distribute questionnaires to 50 subjects out of a target population of 100. The direction of the research was guided by the study objectives. Both primary and secondary sources were used for data collection. The analysis of data was based on 48 questionnaires retrieved successfully from the respondents and it was carried out with the help of computer software SPSS, Microsoft Excel and Word. For descriptive statistics, pie charts, areas, columns, bar and line graphs were particularly employed for data presentation and ease of variable comparison. The background information of the respondents was collected on age, gender, educational level,, occupation and work experience to ascertain consistency and discrepancy in data analysis. The study finds a positive significant relationship between employers-employees relationship and job satisfaction. Positive relationship between employers and employees increases productivity at work place. With a conductive working environment the relationship between employers and employees flourishes. Employers ought to enhance satisfaction aspects of job relationship in order for employees to be productive enough to deliver services satisfactorily. The study concludes with a host of recommendation and suggestion for further studies.

Key words: Employers-employees relationship, Job satisfaction

xiii

1.0 Introduction

CHAPTER ONE

This chapter focuses on the background of the study, problem statement, purpose of the study, objective of the study, research questions, significance of the study, scope of the study and conceptual framework

1.1 Background of the Study

Employee-Employer Relationship: Relationship starts when an employer hires a new employee and signed a contract. All Answers Ltd (2018) as cited from Black's Law Dictionary page 471 (5th ed. 1979) defines employees as a “person in the service of another under any contract of hire, express or implied, oral or written, where the employer has the power or right to control and direct the employee in the material details of how the work is to be performed”. Through the contract an employer and employee set promise to be performed in the future as their duty toward each other. It is seen as an agreement between employer and employees that create an obligation between two parties. It is implied that the employee has accepted the offer before he/she signed the contract.

However, it is also pointed out that contract does not create productivity or high performance but motivation. Wood et al. (2004, p 355) argued that employers must balance interests such as decreasing wage constraints with a maximization of labour productivity to achieve a profitable and productive employment relationship. Beyond that motivation plays important role in maintaining the relationship and productivity.

Thus, motivation is the most difficult factor for employers to effectively manage in the employment relationship (Stone, 2005, p 412). Dubin (1958, p 213) further elaborates on this, noting motivation as “something that moves a person to action, and continues him in the course of action already initiated.” Originally employment relationship was determined by law. The law determines the rights and responsibilities/rules that govern the behaviour of both employer and employee which has an impact on how relationship works out. Recent developments particularly in Human Resources Management, the concept of employer- employer relationship has changed which was formally dependent upon interaction of formal legal regulations (Beardwell and Claydon 2007). The traditional form of negotiations was done through Collective Bargaining in which employer and employee representative negotiate matters like pay, terms of employment and working conditions.

However, in a recent year there is a trend to shift from traditional collective bargaining to a more individualized method of bargaining ((Henderson 2008, cited by Essays,2018). According to Marching ton and Wilkinson (2008), the employer-employee relationship indicates employee involvement. Such employee involvement is a form of relations in which employees can participate in decision making that was originally reserved for the management only. Employee-employer relations also indicates conflict and cooperation. Therefore, according to Marching ton and Wilkinson (2008) employee -employer relations is important to the success of an organization and failure of it is leading toward the downfall of an organization. Success of the organization depends on how well the employee and employer work together. Employer cannot achieve its goal alone but through his/her employees. Therefore, employer needs to develop relationship with the employees and the same to the employees. Employees’ job is given by the employer and therefore employees need to develop relationship with his/her employer. Both are relying on each other to conduct the business. According to Schreiner (2018) managing relationships between employer and employee is vital to business success, as strong relationships can lead to greater employee happiness and even increased productivity.

Management Guide (n.d) explains that the purpose of the employment relationship is to contribute to satisfactory productivity, motivation, and morale of employees as well as to ensure sufficient revenue and profits of employers through preventing and resolving problems which arise out of or affect various work situations.

Job Satisfaction: Job satisfaction is defined as a feeling of the person toward the job which serves as a source of motivation. It does not refer to self-satisfaction and contentment, but it is about the feeling on the job. It reflects the simple feeling – state accompanying the attainment of goals or feeling accompanying the attainment of objectives (Green and Heywood, 2008, pp. 710-728). Hoppock (1935) explained job satisfaction as a combination of psychological, physiological and environmental circumstances that cause a person to be satisfied. It is the attitude of the employees toward his job. Hoppock identified three major theories of job satisfaction such as Herzberg’s Motivation-Hygiene Theory, Need Fulfilment Theory and Social Reference Group Theory. Kendal and Hulin (1969) have identified factors that are affecting job satisfaction, and these are first, work itself. This is referring to the working condition. It is the environment provided by the organization which may include amenities, degree of safety, and health and well-being (Bockerman and Ilmakunnas, 2006, pp. 290-302). These are the environmental conditions that affect directly the feeling of

employees toward the job. Working conditions may include training, workingtime, work-life balance (Majid, 2001, pp. 271-291). Second is pay. This refers to the remuneration or salary given to the employees for the work done.Vermandere (2013) in his study argued that employees who are not paid fairly in relation to the workload have negative impact on motivation to work. The study pointed further that employees who were not happy were more inclined to change jobs than the employees who were happy. However, the study also pointed out the other facts that employees were prepared to trade off lower salary against certain benefits, including: a higher retirement payout, a particularly interesting job, a job near home, extra holidays, a (better) company car, extra job security and feeling less controlled at the workplace. Third is promotion. It refers to the advancement in the hierarchy. An employee is shifted to a higher significance and higher compensation (Lazear, 2000,pp. 1346-61). There have been many studies that came to conclusion that job satisfaction is correlated with promotion opportunities (McCausland, Pouliakas and Theodossiou, 2005, pp. 636-59)

1.2 Statement of the Problem

Almost every Business/Company proclaim the gospel of Employer-Employees Relationship and Job Satisfaction to be at the peak, these ranges from global, continental and in national perspective of course Nile Petroleum Company Limited is not exceptional to this matter, such Relationship and Job Satisfaction like the Employees Motivation, Working Environment, Employees Performance as well as the skills of creativity and innovation in executing their business activities, but the worry comes in that at what levels are all these aforementioned relationship and Job satisfaction being put into practice since businesses are seen to be poorly performing contrary to what has been mentioned in the background. The question is that, could these have been on a paper since there is no evidence of relationship between Employers Employees Relationship and Job Satisfaction in Nile Petroleum Company Juba, South Sudan.This research is conducted to investigate and establish the scenario and identify solutions for the likely findings.

1.3 Purpose of the Study

The purpose of the study is to examine the impact of Employers-Employees relationship and Job Satisfaction in Government and Private institution particularly in Nile Petroleum Company Limited juba, South Sudan.

1.4 Specific Objectives of the Study.

The main objectives of this research work are as follows:

i. To examine the relationship between employers-employees

ii. To assess the relationship between employers-employees working environment

iii. To fine out fact relationship between employers-employees job satisfactions

1.5 Research Questions

The highlighted questions below are the major ones to be addressed in this research

i. What is the relationship between employers and employees in an organization?

ii. What is the relationship between employers-employees working environment?

iii. What are the factors relating to employers-employees and job satisfactions?

1.6 Significance of the Study

i. The output of this study would help the administrators or managers of Nile Pet.

Company to improve its working condition through identification of factors that affect employer-employee, and employee - employee relationship. Beside the administrators, it would be useful for the employees to improve their relationship among the Employees.

ii. The study is to help Nile Petroleum Company Limited to evaluate employers- employees Relationship and job Satisfactions.

iii. This is to act as a source of secondary data and is useful to other scholars.

iv. The study is to contribute to the wealth and knowledge of the relationship between

Employers-Employees and job satisfaction within the company.

1.7 Scope of Study

This study was carried out in the period of three month based on research objective and it will reflect to the several of last ten years starting 2011 to 2021.

1.7.1 Time Scope

The study focused on the impact of Employers-Employees Relationship and job Satisfaction case study Nile Petroleum Company juba, South Sudan.

1.7.2 Geographical Scope

The study was based in Nile Petroleum Company at Atalabara B juba, South Sudan and is approximately 3.5 km from juba town.

1.7.3 Time Scope

The research was limited to a period of three (3) months from March to May 2021. This was chosen because Nile Petroleum Company Juba, South Sudan is suitable place where researcher can get right information on the subject under the investigation. It has been reported to have some malfeasances. This was guided by varies which happened 10 years ago starting from 2011 to 2021. This took over two to three weeks may 2021 in actual findings from the ground Nile Petroleum Company Juba, South Sudan and the remaining weeks has been for compiling raw data into final information which leads to establishment of this research proposal

1.8 Conceptual Framework

This is the diagrammatic representation of the variables framework shows the linkage of variables in their measurable units

Independent Variables Dependent Variables

Employers-Employees Relationship

 Honest Intervening variables

 Confident

 Reliable and Responsible  Multi-Skilled

Job Satisfactions

 Engagement

 Respect, praise, and

appreciation

 Fair compensation

 Motivation

Figure 1.8 Conceptual Framework

The conceptual framework above indicates the independent variables and dependent variable and their effects on one another. The independent variables are the tip that focuses on the improvement of Employers-Employees Relationship and Job satisfaction, while dependent variables show the improvement in Employers-Employees Relationship and Job Satisfaction. Independent variables have effects on the level of dependent variables both negative and positive because; dependent variables rely on the independent variables for any change to happen as seen above. The positive effects are; Transparency and Employees Motivation in

service delivery, etc. at all levels. This agreed with the finding of Decenzo and Robin, (2013) who described them as the benefits of performing or succeeding in something. Negative effects are lack of Job Satisfaction, Environmental Relationship and Job Satisfaction toward Employees.

2.0 Introduction

CHAPTER TWO LITERATURE REVIEW

This chapter covers the review of other related literatures done by other authors and will be guided by the objectives of the study with restive variables. Which look at Employers- Employees Relationship and Job Satisfaction that focus on Employers-Employees Relationship, will cover the following Areas; Honest, Confident, Reliable and Responsible, Multi-Skilled. It also takes us through the Employers-Employees relationship and Job satisfaction which focus on Job Satisfaction; Engagement, Respect, praise, and appreciation, Fair compensation, Motivation and lastly conclusion

2.1 The Employers-Employees Relationship

The jurisdiction of the National Labor Relations Commission (NLRC) is limited to cases or disputes where there is an employer-employee relationship between the parties. If no such employer-employee relationship exists, then the regular courts would have jurisdiction over the case or dispute. Philippine jurisprudence applies the “four-fold test” to determine the issue of whether an employer-employee relationship exists: 1) the selection and engagement of the employee; 2) the payment of wages; 3) the power of dismissal; and 4) the employer’s power to control the employee’s conduct (the ‘control test’). If substantial evidence is presented to show that a person selects and engages another for employment, pays his/her wages, has the power to dismiss him/her and/or controls his/her conduct, then the courts will consider such person as his/her employer.

It is the so-called “control test” which constitutes the most important index of the existence of the employer-employee relationship that is, whether the employer controls or has reserved the right to control the employee not only as to the result of the work to be done but also as to the means and methods by which the same is to be accomplished. Stated otherwise, an employer- employee relationship exists where the person for whom the services are performed reserves the right to control not only the end to be achieved but also the means to be used in reaching such end. (Pacific Consultants International Asia, Inc. v. Klaus K. Schonfeld, 516 SCRA 209). “It should be borne in mind that the control test calls merely for the existence of the right to control the manner of doing the work, not the actual exercise of the right.” (DyKehBeng v. International Labor and Marine Union of the Philippines, et al.,)

2.1.1 Employers-Employees

In a job contracting arrangement where the principal farms out the performance of a part of its business activities to another entity (the job contractor), the job contractor’s own employees perform or undertake that portion of the principal’s business which has been farmed out. If the job contracting arrangement is illegitimate (known as ‘labor-only contracting’), the job contractor’s employees may be considered as the employees of the principal. Section 8 of the Department of Labor and Employment (DOLE) Department Order No. 174, series of 2017 (D.O. No. 174-17) summarizes the requirements found in law and jurisprudence for legitimate job contracting:

a) The contractor or subcontractor is engaged in a distinct and independent business and undertakes to perform the job or work on its own responsibility, according to its manner and method;

b) The contractor or subcontractor has substantial capital to carry out the job farmed out by the principal on his account, manner and method, investment in the form of tools, equipment, machinery and supervision;

c) In performing the work farmed out, the contractor is free from the control and/or direction of the principal in all matters connected with the performance of the work except as to the result thereto; and

d) The service agreement ensures compliance with all the rights and benefits for all the employees of the contractor or subcontractor under the labor laws.

Conversely, D.O. No. 174-17 defines illegal and prohibited labor-only contracting as an arrangement where:

a) The contractor or subcontractor does not have substantial capital, or

b) The contractor or subcontractor does not have investments in the form of tools, equipment, machineries, supervision, work premises, among others,

c) The contractor’s or subcontractor’s employees recruited and placed are performing activities which are directly related to the main business operation of the principal; or

The contractor or subcontractor does not exercise the right to control over the performance of the work of the employee. The applicability of the control test is clear from D.O. No. 174-17 that if the principal exercises control over the work of the contractor and the contractor’s employees, the principal may be considered as the employer of the contractor’s employees.

Honest

Honestly, nobody likes a liar. The perfect employee always speaks the truth regardless of the circumstance or the difficult spot that they are in. Searching for an honest employee can be tough; they may not even be honest during their interview session with you.That is when the probation period comes in handy. While there are some managers who are able to sense the honesty of a person during their interview process, the probation period is a great time to study a person’s true attribute. This is an important one amongst the attributes of a great employees

Confident

A confident employee is always the one who is bold at taking calculated risk. Employers want confident employees because they usually get the work done even during stressful or demanding situations.They produce results and are able to encourage their colleagues to pursue challenges they might otherwise shy away from. These employees are not afraid to take risks because they believe in themselves.

Reliable and Responsible

At times, you will be caught in situations that require the trust and reliability of your employees. This one is pretty easy to guess, but reliable people usually make great employees. They are the people who are accountable and can be entrusted with tasks.Having reliable and responsible employees make it easier for managers to delegate tasks without prejudice. Normally, the reliable employees tend to be the overachievers as they get things done.

Multi-Skilled

There are some people who have multiply skills; you have Jack of all trades and a master of one OR Jack of all trades but a master at none. Regardless of what type of person Jack is, having someone who has multiple skills is useful because their skills come in handy during tough times or situations. These employees who strive to gain more than one skill set would always be looking out for an opportunity to upgrade themselves or learn new set of skills all the time. At times, you would have to make it your business to broaden the number of tasks they can perform and also find courses for them to take part in.

2.2 The Relationship between Employer-Employees and Job Satisfaction

Job satisfaction or employee satisfaction is a measure of workers' contentedness with their job, whether they like the job or individual aspects or facets of jobs, such as nature of work or

supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or emotional), and behavioral components. 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).

One of the most widely used definitions in organizational research is that of Locke (1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" (p. 1304).Others have defined it as simply how content an individual is with his or her job; whether he or she likes the job. It is assessed at both the global level (whether the individual is satisfied with the job overall), or at the facet level (whether the individual is satisfied with different aspects of the job).Spector (1997) lists 14 common facets: appreciation, communication, coworkers, fringe benefits, Job conditions, nature of the work, organization, personal growth, policies and procedures, promotion opportunities, recognition, security, and supervision.

2.2.1 Job Satisfaction

First, let’s get a common misconception out of the way. At some point in your life, you’ve undoubtedly heard someone tell you to follow your passion. While their intentions might have been in the right place, their advice wasn’t. Here’s why: Most career advice starts with asking you to write down a list of what you want from a job or your passions, like “working with animals” or “being outdoors.” But while imagining your ideal job might seem to make sense, research has shown that we’re terrible at predicting what will make us happy.

According to research from psychologists at Stanford and Yale-NUS, telling someone to “follow their passion” can be extremely limiting. Rather than being motivated by their passions, the study found that people who believed they only had to find the thing they were interested in ended up less satisfied and were more likely to lose interest in jobs quickly.So if not passion, then what? For most people, the next obvious answer is money. And while yes, making more can make you happier, it only works to a certain point.

When Nobel Prize-winning psychologist Daniel Kahneman studied the effects of household income on happiness, he discovered that beyond an income of around $50,000 a year, people felt no noticeable change in daily happiness.But how can that be? One of the

biggest stressors in our lives is dealing with money. And so it only makes sense that we would be more satisfied with work that helps alleviate that stress. Right?

Again, only to a point. In Kahneman’s research, he found that once your base needs are met–housing, food, transportation–people didn’t report being any happier or less stressed with a household income over a certain threshold ($75,000 a year)Beyond that, more money doesn’t add to the satisfaction people feel on the job. With passion and money out the window, what is it then that makes the jobs we listed, and others, satisfying? According to multiple studies on happiness and workplace satisfaction, it all comes down to finding work with these four qualities:

Engagement

When author and 80,000 hours founder Benjamin Todd reviewed the findings of 60 studies on job satisfaction, one of the main qualities that appeared over and over was engagement.However, “engagement” is one of those words that is hard to pin down in a concrete sense. Here’s how Todd explains it:Engaging work is work that draws you in, holds your attention, and gives you a sense of flow. It’s the reason an hour spent editing a spreadsheet can feel like pure drudgery, while an hour playing a computer game can feel like no time at all: Computer games are designed to be as engaging as possible.In other words, engagement is flow–a state of effortlessness where your skills, attention, and focus perfectly match the challenge athand. This means having freedom to perform the work how and when you want to. Clear tasks and goals with defined start and endpoints. And constant feedback on how you’re doing.

Respect, praise, and appreciation

Regardless of the job, you want to feel respected in the workplace as well as appreciated for the work you do. Employees are more satisfied in their positions when they feel respected and praised for a job well done, even if it’s a simple thank you from a manager. Supervisors are often vocal when an employee makes a mistake or something is needed of them but making the same effort to congratulate or voice appreciation can have a positive influence on worker’s satisfaction.

Accordingto the 2016 Employee Job Satisfaction and Engagement survey conducted by the Society for Human Resource Management (SHRM), close to half of the employees surveyed rated supervisor’s respect for their ideas as “very important” to job satisfaction.

The SHRM emphasizes constructive feedback and open communication in the workplace as one way to encourage respect amongst employers and employees.In short, working a job where you feel respected, valued, and appreciated is important! If you don’t feel this is happening in your workplace, is there a human resources employee you could talk to? Or some way to ask a supervisor to let you know when you’ve done something well?

Fair compensation

The importance employees place on pay as a contributing factor to job satisfaction appears to be on the rise, according to the 2016 survey conducted by the SHRM. Workers currently rank pay as the second most important factor compared in workplace satisfaction. Benefits rank as the third most important factor with 60 percent rating them as crucial to job satisfaction. In essence, employees want to be compensated for their worth and are likely to look for work elsewhere if they’re not.But as important as compensation appears to be to employees, many would choose recognition and praise from a higher-up over cash. In a survey conducted by the company, BambooHR, one-third of workers said they would rather have an executive send a company-wide email praising their accomplishments than receive a $500 bonus that went unpublicized.

Motivation

Understanding your motivation behind the job you either already have or the job you want may help increase job satisfaction as well. Asking yourself the following questions:

 What motivated me to apply for this job in the first place?

 What inspires me to do the work I do?

 What inspires me to want to be a [insert job aspiration]?

Answering these questions can help determine where you are lacking satisfaction so that you can then do something about it, whether that means switching jobs or changing your approach to your current one.

2.3 Conclusion

Job satisfaction can be indicative of work behaviors such as organizational citizenship, and withdrawal behaviors such as absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with

their job and people who are satisfied with their job tend to be satisfied with life. In fact, a 2016 FlexJobs survey revealed 97% of respondents believe a job that offered flexibility would positively impact their lives, 87% think it would help lower stress and 79% think the flexibility would help them live healthier. Additionally, a second survey of 650 working parents revealed that flexible work arrangements can positively affect people's personal health, as well as improve their romantic relationships and 99% of respondents believe a flexible job would make them a happier person in general. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as network satisfaction and core self-evaluations are taken into account.

An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found surprisingly low correlations between job satisfaction and performance. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions. Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviors.

3.0 Introduction

CHAPTER THREE RESEARCH METHODOLOGY

This chapter focuses on research design, study population, sample size, sampling procedure, sample design, data source, primary data, research instrument/ method, questionnaire, interview, document analysis, brainstorming, and observation, measurement of variables, validity, reliability, data processing, data analysis, ethical consideration and limitation of the study.

3.1 Research Design and Methodology

According to Kombo and tromp, research design is the structure of research and it is “glue” that holds the entire element in research project. Therefore, research design used was survey design, especially cross-sectional survey; this where the research uses different category of people at the same time for finding relevant information to study. The purpose of using survey design is because it is a descriptive research design.

According to Orodho (2003) quoted by Kombo and Tromp (2007), research design it is the scheme, outline or plan that is used to generate answers to research problem. Thus descriptive survey design was that the researcher used for collection information from different group of respondent about the phenomena under the study. thus the researcher uses descriptive survey for collecting information interviewing and administering questionnaires to a sample of individual to obtained information that describe Employers-Employees Relationship and Job Satisfaction in the Nile Petroleum Company Juba, South Sudan.

According to Ochieng (2009) research methodology refers to the techniques and procedures which were used by researcher for studying the problem under the study. Through these techniques and procedures, the answer to the research question was obtained, the research had conducted using mixed research paradigms, which are both quantitative and qualitative and the methods were chosen to enable the researcher to collect appropriate relevant data study. For instance, qualitative approach had help the researcher to collect data to the questions under study and was the data obtain was not ordinary expressed in numerical terms but was describe, although numerical figures were used, the method consist of in-depth-open- ended interview. And quantitative approach was the method that researchers normally used when they want to obtain a large body of data that can be generalized later to the whole target

population. Hence quantitative approach was used to enables the researcher to obtain information to answer the questions, the tool for collecting this data include questionnaires.

3.2 Study Population

According to France (2017), define population the whole number of people or inhabitancy in a country or in a particular region. The population of the study was Private employees serving in the Nile Petroleum Company while as convenient sampling techniques was used to select size Geeta Kumari, Jyoti Bhat and K.M. Pandey (2010). Nile Petroleum Company population was approximately 100, both employers and employees including manual workers. This come because the research carried out by the Nile Petroleum Company Juba, South Sudan, about men and women of which the ration of the study is 3:1 men to women of the working class in the Nile Petroleum Company Juba South Sudan. However, some of the respondents were not all that in position of telling the accurate information, but they were counted as participants among the workforce in the Company. The population contributes to the success of this research simply their responds was accurate and perfect in according to research requirement.

3.2 Table 1 showing the targeted population in Nile Petroleum Company

S/no

Category

Frequency

Percentage (%)

Employers

16.6

Deputy directors

20.8

Classified staff

37.6

Unclassified staff

Total

100%

Employers

37.6%,

Deputy directors Classified staff unclassified staff

25%

16.6%,

20.8%,

Designation

Figure 4.2.5 Characteristics of respondents’ designation (Primary data, 2021)

As illustrated in the above figure the designation of the respondents indicated that 18 (37%) were unclassified staff, deputy directors were 10 (20.8%), Employers 08 (16.6%) and lastly unclassified staff 12 (25%). The implication of the findings depicted that the questionnaires were filled by eligible subjects and so their opinions were valid and counted a lot.

4.2.6 Work experience

Figure 4.2.6 Working Experience of the Respondents

Source: Primary data, 2021

The researcher got intrigued to ascertain the work experience of the respondents. The results revealed that most of them 18 represented by 37.5% worked for 1-5 years at most. Some 14 respondents equal to 29.3% got work experience of 6-10 years. While the results also showed that 9 respondents constituting 18.7% have had work experience of less than a year, 7 other respondents standing for 14.5% claimed to have worked for 11 years and above.

The work experience of the respondents implied that they took longer than necessary to be proficient enough to handle questionnaires which is why the response is worth applauding for the participants were basically experienced in the field of the research investigation. Their mature and technocratic response was worth acknowledging.

40 30 20

10 0

work experience

37.5%

Less than a year

1-5 years

6-10 years

7.5% 7

11 years and above

Percentage Frequency

18.7%

9 18

35%

Less than a year

1-5 years

6-10 years

11 years and above

Frequency

Percentage

18.7

37.5

29.3

14.5

Frequency Percentage

4.3 The relationship between employers-employees

This section analyses the objective variables of the study. It dissects the relationship between employers and employees in terms of attributes and importance.

4.3.1 Employers-employees relationship attributes

Figure 4.3.1 Characteristics of employers-employees relationship

56.2

Employers-employees relationship

35.4

29.1

24 20.8

Honest

Confidence

Reliable

Responsible

Multi-skilled

Frequency

Percentage

35.4

20.8

56.2

29.1

Frequency

Percentage

Primary data, 2021

The researcher got curious to ascertain the characteristics of the relationship between employers and employees. The respondents were given the liberty to choose as many attributes as the wish. The findings show that majority of the respondents 27 (56.2%) voted being responsible is paramount relationship attribute. The score of the findings also indicates that being reliable 24 (50%) constitutes relationship attributes between employers and employees. The other three attributes scored less than 50% and so they never met the threshold to become attributing factors.

Results: By majority score being responsible and reliable are the underlying attributes bonding employers–employees relationship. The other factors are less of attributes because of low scores.

4.3.2 Importance of employers-employees relationship Table 4.3.2 Importance of employers-employees relationship

S/N

Relationship importance

Frequency

Percentage

Retention of loyal employees

10.4%

Increased productivity

60.5%

Reduced work turnover

10.4%

Fewer workplace conflicts

18.7%

FACETS OF IMPORTANCE

Retention of loyal employees Reduced work

Retention of loyal employees 10%

Fewer workplace conflict

19%

Increased productivity Reduced work turnover Fewer workplace conflict

turnover 10%

Increased productivity 61%

Figure 4.3.2 Characteristics of relationship importance (Primary data, 2021)

The above illustration shows the importance of employers-employees relationship. The respondents were urged to choose the most convincing factor that applies to their preference. The findings indicate that sustainable relationship between employers and employees increases productivity .29 (61%). The other three facets of importance, are mediocre because they scored less than 50% benchmark to be considered worthwhile.

Result: The researcher concludes that increase in productivity is synonymous to the importance of the relationship between employers and employees.

4.4 The relationship between employers-employees working environment

Table 4.4. Illustration of the relationship between employers-employees working environment

S/N

Working environment

Result

Company culture like code of conduct, encouragement and development

16.6

45.4

22.9

Physical environment like facilities, location, equipment and furnishings

18.7

12.5

18.7

Working conditions as terms of employment, working safety, etc

6.2

56.3

10.5

Enterprising and social work environment are suitable

10.4

6.2

31.2

29.1

22.9

Primary data, 2021

A spectrum of related statements was given to the respondents reflecting their perception of the relationship between employers-employees working environment. The respondents were asked to evaluate each statement carefully and make their choices thereof using the concept of Likert scale as illustrated above.

Regarding the point that company culture like code of conduct, encouragement and development comprise employers-employees working environment, majority of the respondents positively agree to the statement 45.4% and 11% respectively. At the same time minority respondents strongly disagree with the statement 25%.

Result: The respondents agree that company culture like code of conduct, encouragement and development comprise employers-employees working environment.

With respect to the point that physical environment like facilities, location, equipment and furnishings define employers-employees working environment, majority of the respondents positively agree 50% and 18.7% respectively. On the same note, the minority of the respondents disagree with the statement 18.7%.

Result: The respondents agree that physical environment like facilities, location, equipment and furnishings define employers-employees working environment.

Concerning the point that working conditions as terms of employment and working safety constituting employers-employees working environment, majority of the respondents positively agree to the statement 56.3% and 10.5% respectively. Conversely, minority of the respondents disagree 6.2%.

Result: The respondents agree that working conditions as terms of employment and working safety constitute employers-employees working environment.

As per the point that enterprising and social work formulate the basis of employers- employees working environment, most of the respondents are not sure about the concept of the statement 31.2% as minority positively agree to the statement 29.1% or 22.9% respectively.

Result: The respondents are not sure that enterprising and social work formulates the basis of employers-employees working environment.

4.5 The relationship between employers-employees job satisfactions

This section of the survey explores the relationship between employers and employees in terms of job satisfaction. It particularly tackles social aspects of job satisfaction as well as the significance of such a relationship.

4.5.1 Social factors of job satisfaction

Figure 4.5.1 Characteristics of social factors in job satisfaction

Primary data, 2021

100

77% 28 37

87.5% 42

Decision making

Percentage

64.5% 31

Interpersona l relation

58.3%

Job satisfaction

Involvement and participation

Verbal communicati on

Frequency

33.3% 16

Social behaviour

Frequency

Percentage

58.3

87.5

64.5

33.3

The researcher listed some points referring to social factors of job satisfaction that cement employers–employees relationship. The respondents were directed to choose as many times as possible what could apply to their situations.

The survey reveal the following findings about employers-employees job satisfaction: satisfaction with decision making scored high points 87% (42), satisfaction with verbal communication 77% (37), satisfaction with interpersonal relation 64.3% (31) and satisfaction with involvement and participation 58.3% (28). Satisfaction with social behaviour scored less than the 50% threshold. It’s not a worthy factor of job satisfaction.

Result: The researcher concludes that factors of job satisfaction are reflected in decision making, verbal communication, interpersonal relationship and satisfaction with involvement and participation. Satisfaction with social behaviour scored is not a worthy factor of job satisfaction.

4.5.2 Significance of employers-employees job satisfaction Figure 4.5.2 Significance of employers-employees job satisfaction

Primary data, 2021

Further still, the researcher asked the respondents to present their perception about the significance of employers-employees job satisfaction. The respondents were instructed to choose only one option out of four. The findings show the significance of employers-

Respect Trustworthiness Sense of security Healthy environment

Significance of job satisfaction

14.5% 7

12.5% 6

25 20.8%

52%

0 10 20 30 40 50 60

Percentage Frequency

Healthy environment

Sense of security

Trustworthiness

Respect

Percentage

12.5

20.8

14.5

Frequency

employees job satisfaction is very much reflected in trust building 25 (52%). The other aspects of the significance of job satisfaction such as sense of security, respect and healthy environment are not worthy because they score points less than 50% threshold.

Result: The researcher concludes that the significance of employers-employees job satisfaction is very much reflected in trust building.

4.5.3 Strategies for building viable employers-employees relationship

As a matter of fact, the researcher asked the respondents “what strategies should potential employers consider in an attempt to accentuate relationship with employees?”. In response the study participants gave a number of suggestions including but not limited to the following points:

 Don’t micromanage your employees

 Embrace diversity in workplace

 Maintain an open door policy with everybody in the vicinity

 Work on your people skills through training and development

 Communicate with your employee face-to-face

 Conduct performance review

 Create employee development plan

5.0 Introduction

CHAPTER FIVE SUMMARY AND DISCUSSION

Chapter five outlines summary of the findings and makes discussion thereof. It equally draws conclusion and recommends policy strategies for concerned stakeholders. The chapter winds up with a host of suggestions for further research.

5.1 Study Summary

The study adapted quantitative research design of which stratified sampling was used to distribute questionnaires to 50 subjects out of a target population of 100. The direction of the research was guided by the study objectives. Both primary and secondary sources were used for data collection. The analysis of data was based on 48 questionnaires retrieved successfully from the respondents and it was carried out with the help of computer software SPSS, Microsoft Excel and Word. For descriptive statistics, pie charts, areas, columns, bar and line graphs were particularly employed for data presentation and ease of variable comparison.

The background information of the respondents was collected on age, gender, educational level,, occupation and work experience. The respondents’ personal details indicates fair representation of both gender, male and female. Majority of the participants are adults ranging from the age of 35 to 44 years old individuals most of whose education level consists of tertiary qualification and are holding lower administrative hierarchy with experience not necessarily less than 5 years. .

The study finds that being responsible and reliable are the underlying attributes bonding employers–employees relationship. It’s found that increase in productivity constitutes the importance of the relationship between employers and employees. The respondents agree that company culture like code of conduct, encouragement and development comprise employers- employees working environment. The respondents agree that physical environment like facilities, location, equipment and furnishings define employers-employees working environment. The respondents agree that working conditions as terms of employment and working safety constitute employers-employees working environment. The respondents are not sure that enterprising and social work formulates the basis of employers-employees working environment. The study finds that job satisfaction between employers-employees comes from satisfaction with decision making, satisfaction with verbal communication,

satisfaction with interpersonal relationship and satisfaction with involvement and participation. The study also finds that the significance of employers-employees job satisfaction gives rise to trust building.

5.2 Discussion of the Findings

The findings of the study completely rhymes with previous studies such as those of Cosmos et al (2013), Muro (2011), Kyambati (2011), Jameson (2011), Clare and Tome (2014), and McLaughlin (2015) have focused greatly on the rrelationship between employers and employees in the light of job satisfaction. The findings of numerous study confirm positive employers-employees relationship and job satisfaction. Most of the literature reviewed by the researcher corroborates significant job relationship on the one hand and job satisfaction on the other hand. Jackson (2009) affirms in a study that the reality about business relationships are that, they are just as complex in any other relationship. They require lots of effort to maintain and must be mutually beneficial to all the parties involved to ensure maximum job satisfaction. In any business relationship, the business owner must be willing to give, share and support, not simply just take or get. Finance might be the front line tool to get people to work at their best but good relationships form the foundation for increased productivity. Budd & Bhave, (2018), found in a similar study that in the situation of employment relationship both the employer and the employee exchange their worth to produce an after value for the benefit of the organization and the customers. The external environment context of employment relationship identifies two actors to this relationship; the organization and the individual, where the organization is the employer of labour who presets the organization of work for defined goals to secure the sustainability of the organization, while the individuals are the employees who provide the competence required to execute given task. This is as a result of employer and employee not been static they change, develop and establish interaction within their environment and workplace. The development of employer-employee relationship is essential for the satisfactory execution of any firm and for the employees to become occupied in the organization (Tansel & Gazioglu, 2012). This interactive relationship concentrates on the nature of relationships that organizations have with their employees, not just in line with contribution to hierarchical execution and accomplishment of organizational objectives, but serving to re-build and ensure authoritative notoriety and image in a turbulent environment (Kim & Rhee, 2011; Men, 2011). Kim and Rhee (2011) recommended that if employees have encountered great long-term relationship with their management they are probably going to consider organizational issues as their own, and are probably going to

forward and share steady information as answers for their organization amid the managerial turbulence.

6.0 Introduction

CHAPTER SIX CONCLUSION AND RECOMMENDATION

This chapter was the last in the series. It aims at concluding the research, presenting recommendation and offering suggestion for further research.

6.1 Conclusion

Based on the findings of the study, it is hereby concluded that there is positive significant relationship between employers-employees relationship and job satisfaction. Positive relationship between employers and employees increases productivity at work place. With a conductive working environment the relationship employers and employees flourishes. Employers ought to enhance satisfaction aspects of job relationship in order for employees to be productive enough to deliver services satisfactorily. Employees must be social architects who can work on a parallel level in the organization, constantly enhancing the business procedure and cultivating an environment favorable for development, hazard-taking, self- coordinated teamwork, responsibility, quality and self-change. All these are possible because solid employer-employee relationships creates a business environment suitable for job satisfaction.

6.2 Recommendation

As a matter of fact, the recommendation derived for the study is in line with the findings and concepts of the study. It’s up on the concerned stakeholders to ensure all is implemented for the sake of maintaining positive employers-employees relationship.

It is recommended that employers must refrain from the nasty habit of micromanaging employees. It literally kills whatever resourceful interest and enthusiasm employees have when they are not given space to exercise their skills and knowledge in solace. Telling employees to do these and that tasks despite the fact that they are well versed with their job description is rather archaic and old fashion. Employees should be left to their devices to discharge tasks and responsibilities within office jurisdiction. Employee already know what they ought to do by virtue of their office. They shouldn’t be micromanaged and redirected. It’s heart-wrenching for employers to baby-sit employees.

It is recommended that employers should embrace diversity in workplace. They have to treat employees fairly irrespective of their religious creed, political affiliation, social background, skills and education levels, gender orientation, social background or ethnic origin. By leading along these divisive lines, employees get demoralized spontaneously. They lose confidence and self-drive to go through their tasks, eventually culminating to lose of productivity. Such mentality as segregation, discrimination or stigma creates negative working environment and lose of job satisfaction. Employees should desist from being discriminatory.

It is also recommended that employers have to inculcate in their strategies open door policy with everybody in the vicinity. Employers have to be flexible when it comes to being consulted by any employees, be it junior or senior employees. Subordinates should be, as a matter of fact, prioritized when it comes to consideration for amenities. Consultation schedules has to be spread evenly among all categories of employees. Employers must open doors to all in terms of receiving suggestions and opinions. Employers must be receptive to ideas, criticism and various opinions in order to create enabling working environment for all.

The study recommends that in order to enhance job satisfaction, employers ought to work on their employees’ skills through training and development. Skilled workforce delivers results and makes positive impact thereof at workplace. Studies have shown that the level of employees’ satisfaction with job rises with training and development. Being able to do the job perfectly well guarantees satisfaction and happiness. Only training and development can uplift employees’ capacity to do the job well and get satisfaction therewith. Training and development basically creates positive working environment for everybody in the organization.

The study equally recommends that employers have to communicate with their employees face-to-face. Direct communication with employees enables the employers to ascertain what is going on the minds of employees. Once problems or disputes erupt direct face-to-face communication solves the mishap with ease of confidence. Face-to-face communication helps the employers to tell employees what they have to tell them. Face-to-face communication carries a lot of weight and makes substantial impact on the intended recipient of the message being conveyed. It bolsters working environment and employers-employees relationship.

It is recommended that windows of opportunity ought to be given to employees to participate in decision making processes. If the employers include employees in meetings and decision

making, relationship with subordinates flourishes. This leads utterly leads to job satisfaction. The study recommends that employers have got to encourage positive interpersonal relationship with employees so that conducive atmosphere prevails among them.

6.3 Suggestion for further Research

The current study focuses on employers-employees relationship and job satisfaction. It encompasses limited subject matter consistent with the objectives of the study only. However, the study barely defines the opposite of the topic. Therefore, it is hereby suggested that a similar study should be conducted with a different content related to employers- employees relationship and organizational profitability.

The area coverage of the current study was limited to the premises of Nile Petroleum Company. This was relatively a small case study to generalize credible study outcome sufficient enough to include the dynamics of the entire country. Therefore, it is hereby suggested that an identical study has to be conducted with the intention of covering a wider geographic region or the whole country in order to gain a significant generalization in terms of areal coverage.

The timeline of the current study was so short that it literally did not allow for an exhaustive investigation to be conducted due to time factor. The researcher hereby suggests that a detailed study running for the entire year should be done to ascertain credibility of the findings and the conclusion derived thereof.

REFERENCES

1. Academy of Human Resource Development. (1999). Standards on ethics and integrity (1st ed.). Darlene Russ-Eft (Ed). Baton Rouge, LA: AHRD.

2. Ary, D., Jacobs, L. C., & Razavieh, A. (2002). Introduction to research in education. Belmont, CA: Wadsworth Thompson Learning.

3. Bartlett, K. R. (2001). The relationship between training and organizational commitment: A study in the health care field. Human Resource Development Quarterly, 12(4), 335–352.

4. Blum, R., & Kaplan, J. M. (2017). Network professionals’ job satisfaction. Lucent Technologies Network Care. Continuous training is vital for job satisfaction. Irish Jobs Column.

5. Egan, T. M., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human Resource Development Quarterly, 15(3), 279–301.

6. Ellinger, A. D., Ellinger, A. E., & Keller, S. B. (2003). Supervisory coaching behavior: Is there a payoff? In S. A. Lynham & T. M. Egan (Eds.), AHRD 2003 Conference Proceedings 1 (pp. 443–450).

7. Hatcher, T. (1999). How multiple interventions influenced employee turnover: A case study. Human Resource Development Quarterly, 10(4), 365–382.

8. Jalajas, D. S., & Bommer, M. (1999). The influence of job motivation versus downsizing on individual behavior. Human Resource Development Quarterly, 10(4), 329–341.

9. Koustelios, A. D., & Bagiatis, K. (1997). The employee satisfaction inventory (ESI): Development of a scale to measure satisfaction of Greek employees. Educational and Psychological Measurement, 57(3), 469–476.

10. Landy, F. J. (1985). Psychology of work behavior. Homewood, IL: Dorsey Press.

11. Laschinger, H. K. S., Finegan, J., & Shamian, J. (2001). The impact of workplace empowerment and organizational trust on staff nurses’ work satisfaction and

organizational commitment. Health Care Management Review, 26(3), 7–23.

12. Lin, L., Yeh, S., Yang, L., Yang, L., Tseng, C., & Yeh, M. (2003). Satisfaction of nurse aides with pre-job training programs. Journal of Nursing Research, 11(2), 101–

108.

13. Lowry, D. S., Simon, A., & Kimberley, N. (2002). Toward improved employment relations practices of casual employees in the New South Wales registered clubs industry. Human Resource Development Quarterly, 13(1), 53–69.

14. Melymuka, K. (2000, April 24). It’s the opportunities, stupid. Computerworld.

15. Nordhaug, O. (1989). Reward functions of personnel training. Human Relation, 42(5),

373–388.

16.Patrick, J. (2000). Training. In N. Chmiel (Ed.), Introduction to work and

organizational psychology (pp. 100–125). Oxford, UK: Blackwell.

17. Pedhazur, E. J. (1997). Multiple regression in behavioral research. Explanation and

prediction. Orlando, FL: Harcourt Brace.

18. Pollock, T. G., Whitbred, R. C., & Contractor, N. (2000). Social information

processing and job characteristics. Human Communication Research, 26(2), 292–331.

19. Rowden, R. W., & Conine Jr., C. T. (2003). The relationship between workplace learning and job satisfaction in U.S. small commercial banks. In S. A. Lynham & T.

M. Egan (Eds.), AHRD 2003 Conference Proceedings 1 (pp. 459–466).

20. Schmidt, S. W. (2004). The relationship between satisfaction with job training and overall job satisfaction. Unpublished doctoral dissertation, University of Wisconsin,

Milwaukee.

21. Schonlau, M., Fricker Jr., R. D., & Elliot, M. N. (2001). Conducting research surveys

via e-mail and the web. Santa Monica, CA: Rand. Satisfaction with Workplace

Training 497 498 Schmidt

22. Schwepker Jr., C. H. (2001). Ethical climate’s relationship to job satisfaction, organizational commitment and turnover intention in the sales force. Journal of Business Research, 54(1), 39–52.

23. Shapiro, J. P., Burkey, W. M., Dorman, R. L., & Welker, C. J. (1996). Job satisfaction and burnout in child abuse professionals: Measure development, factor analysis, and job characteristics. Journal of Child Sexual Abuse, 5, 21–38.

24. Shields, M. A., & Ward, M. (2001). Improving nurse retention in the national health service in England: The impact of job satisfaction on intentions to quit. Journal of Health Economics, 20(5), 677–701.

25.Spector, P. (1997). Job satisfaction: Application, assessment, causes and consequences. Thousand Oaks, CA: Sage.

26. Steffen, T. M., Nystrom, P. C., & O’Connor, S. J. (1996). Satisfaction with nursing homes. Journal of Health Care Marketing, 16(3), 34–38.

27. Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cannon-Bowers, J. A., (1991). Meeting trainees’ expectations: The influence of training fulfillment on the development of commitment, self-efficacy, and motivation. Journal of Applied Psychology, 26(6), 759–769.

28. Tansky, J. W., & Cohen, D. J. (2001). The relationship between organizational support, employee development, and organizational commitment: An empirical study. Human Resource Development Quarterly, 12(3), 285–300.

29. Thierry, H. K., & Koopmann-Iawma, A. M. (1984). Motivation and satisfaction. In P. Drenth,

30. H. Thierry, P. Willems, & C. deWolff (Eds.), Handbook of work and organizational psychology (pp. 131–175). New York: Wiley.

31. Traut, C. A., Larsen, R., & Fiemer, S. H. (2000). Hanging on or fading out. Public Personnel Management, 29(3), 343.

32. Violino, B. (2001, August 6). (Still) in the money. Network Computing, 12(16), 66.

33. Wallen, N. E., & Fraenkel, J. R. (2001). Educational research: A guide to the process.

Mahwah, NJ: Erlbaum.

34. Watkins, K. E. (1991). Many voices: Defining human resource development from

different disciplines. Adult Education Quarterly, 41(4), 241–255.

Dear Respondent,

APPENDIX A. THE QUESTIONNAIRE

TO WHOM IT MAY CONCERN

Ref: ACADEMIC RESEARACH QUESTIONNAIRE

Hello, I am William Ohilen Inyasio Aburi, a third year student of Star International University undertaking a study on the ‘Employers–employees Relationship and Job Satisfaction”. I would therefore be very grateful if you could offer me the necessary support by answering this questionnaire in the best possible way you can. I wish to assure you that the information gathered here will be used strictly for the study alone and thus kept confidentially.

Kindly, do not hesitate to contact me for any query if you wish to. Thank you very much

Sign:_________________ William Ohilen Inyasio Aburi Reg No. SIU18/DBA/004228 Contact: 0921648541

SECTION A: Socio-demographic details 1-Gender

Male

18 – 25 years

3-Marital status Single

Female

26 – 35

2-Age

Married 4-Education background

36 – 45 Divorced

Diploma

46 – 55 Separated

56+ Other options

Primary Secondary 5-Job position

Degree

Lower position

Master P

Senior position Junior position 6-Work experience

Less than 1 year 1-5 years 6-10 years 11 years and more

SECTION B: The relationship between employers-employees

7. The following attributes pertain to the relationship between employers and employees.

Encircle or tick any one as appropriately applies to your situation A. Honest

B. Confidence C. Reliable

D. Responsible E. Multi-skilled

8. The following factors constitute the importance of employers-employees relationship. Choose one that convinces you the most.

A. Retention of loyal employees

B. Fewer workplace conflicts

C. Increased productivity

D. Reduced work turnover

SECTOPM C: The relationship between employers-employees working environment

9. The following statements refer to your perception of the relationship between employers- employees working environment. Evaluate each Statement and tick in the appropriate box using the following scale where 1= strongly Disagree (SD), 2= Disagree (D), 3= Not sure

(NS), 4= Agree (A), 5= strongly agree (SA).

S/N

Working environment relationship

Company culture in terms of code of conduct, encouragement and development

Physical environment like facilities, location, equipment and furnishings

Working conditions such as terms of employment, work-life balance, working safety

Enterprising and social work environment are suitable to working class

Quarrelsome working environment is not healthy for mental and physical development of all

SECTION D: The relationship between employers-employees job satisfactions

10. The points listed below refer to social factors of job satisfaction that cement employers–

employees

a. Satisfaction with involvement & participation

b. Satisfaction with verbal communication

c. Satisfaction with decision making

d. Satisfaction with interpersonal relations

e. Satisfaction with social behaviour

11. The following statements refer to your perception of the significance of employers- employees relationship job satisfaction. Tick where appropriate.

I. II. III. IV.

Respect

Trust

Security

Healthy environment

relationship. Choose as many times as possible what applies to your situation.

12. What strategies should potential employers consider in an attempt to accentuate relationship with employees?

APPENDIX B: PROJECT SCHEDULE

S/NO

Activity

Months of the year

Nov/20

Dec/20

Jan/21

March/21

June/21

Oct/21

Proposal and submission of topic

Approval of proposal writing

Proposal writing

Submission of proposal writing

Data collection

Research completion

Table Appendix B: Project schedule

Table Appendix C: Budget plan

APPENDIX C: BUDGET ESTIMATE

S/NO

Item

Quantity

Unit in SSP

Total amount

Stationeries

Papers, pens and rulers

10,000

SSP 10,000

Flash disc

5,000

SSP 5,000

Modem

5,000

SSP 5,000

Airtime

10 months

1,000

SSP 10,000

Transport

10 months

5,000

SSP 50,000

Typing

53 pages

100

SSP 5,300

Feeding

10 months

1,500

SSP 15,000

Printing

212 pages

SSP 10,600

Binding

2 copies

1,000

SSP 2,000

Total

SSP 62,950

William Inyasio Aburi (Brown)

Friday, January 28, 2022

Employers - Employees Relationship

Employers - Employees Relationship

Report Abuse