Abdul Research
Abdul Research
Abdul Research
By
Abdulkadir Omary
2021
CERTIFICATION
We, the undersigned, certified that we have read and here by recommend for acceptance
by the Mzumbe University, the research entitled the influence of intrinsic factors to the
employees’ job satisfaction in the public sector: Case study of Tanzania Revenues
Authority (Tanga) in partial/fulfillment of the requirements for the Bachelor of Human
Resource Management of Mzumbe University.
Major Supervisor
Internal Examiner
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DECLARATION AND COPYRIGHT
I, Abdulkadir Omary, I declare that this thesis is my own original work and that it has
been presented and will not be presented to any other University in any degree award of
or of similar kinds.
Signature
………………………….
Date
………………………………
© 2021
This declaration is a copyright material protected under the Berne Convention, the
Copyright Act 1999 and other international and national enactments, in that behalf, on
intellectual property. It may not be produced by any means in full or part, except for
short extracts in fair dealings, for research or private study, critical scholarly review or
discourse with an acknowledgement, without the written permission of Mzumbe
University, on behalf of the author.
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ACKNOWLEDGEMENT
I cannot express enough thanks to the almighty God for giving me both physical and
mental strength to complete this research subsequently with minimum inconveniences. I
genuinely reckon that it is through his grace and guidance that made every move I
anticipated possible.
My completion of this research project could not have been accomplished without a
continued support and encouragement from my supervisor, Ms. Jessica Mongi. Despite
of my repetitive rhetorical questioning however she could not afford to leave me at bay.
Moreover, her technical approaches in guiding me massively contributed at large in
framing this research work through a double-checkup of the thesis work. Am forever
honored to have her as my steward. In addition, I on the other hand take this golden
opportunity to thank Dr. Gustav Kunkuta for steering up the enthusiasm in me towards
adoring doing research.
Finally, to my caring, loving, family for being supporting in every pinch of predicament
that I encountered during field work. My deepest gratitude. Your encouragement when
things got rough are much appreciated. My heartfelt thanks.
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DEDICATION
This research paper is dedicated to my mother (Monaarab Said Ahmad) and siblings
(Mwanamkasi, Omar, Mariam, Said, Fatma, and sharifah); I also dedicate it to my
childhood friends Juma Hassan, Issa Saidi and Greyson Charles for their support, advice
and curiosity to see me excel in studies. Am humbly joyful to have reached this
milestone despite of incongruous predicaments I encountered along the way.
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LIST OF ABBREVIATION
HoD Head of Department
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ABSTRACT
This study explores the influence of intrinsic factors to the employees’ job satisfaction. A case
study of Tanzania Revenues Authority (Tanga). The study addressed the following objectives.
To identify the influence of management recognition of employee performance to the job
satisfaction, to determine the influence of meaningful work to the employee job satisfaction, also
to examine the influence of degree of employee autonomy to the employee job satisfaction. The
study covers a population of 40 employees which in deed could foster sufficient requirements of
the study at depth however, merely 36 respondents featured in this study. Moreover, both
primary and secondary method were used to collect data which included a questionnaire which
is for primary data and a review of documented articles as secondary data. The data collected
were analyzed by using qualitative and quantitative methods. The qualitative data were analyzed
through emerging from questionnaire and documentary transcripts were documented and their
meanings assigned to a view to answer research questions. Direct quotes were also presented to
preserve the originality of data. Key findings relied to the objectives were, first objective, which
aim to identify the influence of management recognition to the employee job satisfaction;
whereby recognition boost employee morale, also generate confidence to the employee towards
that particular work they are assigned to. Second research objective is, to determine the
influence of meaningful work to the employee job satisfaction revealed that it influences through
empowering employees to having control over their work project, employee experience balance
work and personal life, job make employee to feel a part of something bigger. Also third
objective which aimed to examine the influence of degree of employee autonomy which tends to
empower employee at work place, employee bears more responsibility and show a moderate
relationship with a sense of self control. The study concludes that, the intrinsic factors had it
influence of on job satisfaction, however recommended by showing the importance of each
intrinsic factor for employees’ job satisfaction.,
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TABLE OF CONTENTS
CERTIFICATION............................................................................................................i
ACKNOWLEDGEMENT..............................................................................................iii
DEDICATION.................................................................................................................iv
LIST OF ABBREVIATION............................................................................................v
ABSTRACT.....................................................................................................................vi
LIST OF TABLES...........................................................................................................x
LIST OF FIGURE...........................................................................................................xi
CHAPTER ONE.............................................................................................................12
INTRODUCTION..........................................................................................................12
1.0 Introduction............................................................................................................12
1.7 Delimitation............................................................................................................15
CHAPTER TWO............................................................................................................17
LITERATURE REVIEW..............................................................................................17
2.1 Introduction............................................................................................................17
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2.2.1 Concept of job satisfaction...............................................................................17
CHAPTER THREE.......................................................................................................30
RSEARCH METHODOLOGY....................................................................................30
3.0 Introduction............................................................................................................30
CHAPTER FOUR..........................................................................................................36
4.1 Introduction............................................................................................................36
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4.2 Respondents profile................................................................................................36
4.7 Conclusion..............................................................................................................41
CHAPTER FIVE............................................................................................................42
5.0 Introduction............................................................................................................42
5.2 Conclusion..............................................................................................................43
5.3 Recommendations..................................................................................................44
REFERENCES...............................................................................................................47
APPENDICIES...............................................................................................................51
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LIST OF TABLES
Table 3.1 Population of the Study....................................................................................32
x
LIST OF FIGURE
Figure 2.1 Conceptual Frame Work.................................................................................29
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CHAPTER ONE
INTRODUCTION
1.0 Introduction
This chapter presents the background of the study, statement of the problem, objectives
of the study, research questions, significance of the study, and scope of the study and
definition of terms.
In 1990s job satisfaction to the employees was not considered by the government of
Tanzania leading into poor performance, lack of job design, where the government and
private sector failed in retention of employees at work places. This situation created poor
productivity to both government and private sectors because the employees are
dissatisfied with work, (The civil service reform programmed, (1991-1999). In 2000 up
to 2007 Tanzania government made reform on employee practically building an
integrated system for creating a shared vision, understanding and agreement on the
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results to be achieved, and the operational framework for continuous improvement on
job satisfaction of service delivery in Tanzania. On this day Tanzania government
improved job satisfaction to employees on the continuous development of knowledge,
skills, competencies of the employee(public servant), training and improvement of
salary payment Bana (2009). According to the civil service reform program phase two
2007-2012 and phase three 2012-2017, the government of Tanzania introduces
performance accountability and quality improvement cycle. The phases are being
implemented by the improvement of job satisfaction to employees in different cadres
such as health service and education service by improving professionalism skills and by
increase of payment situation which as well influence also private sectors to do similar
things aiming at job satisfaction. Hence the public incentive policy was introduced to
enhance the capacity of public service to attract, retain and adequately give job
satisfaction or motivate employee with requisite skills.
Very few organizations have made job satisfaction a top priority, merely because of
failure to understand the significant opportunity that lies in front of them. Organizations
that create work environments that attract, motivate and retain hard-working individuals
was better positioned to succeed in a competitive environment that demands quality and
cost efficiency.
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and Labor Relations Act 2004, which inter alia stipulates the rights of an employee such
as right to leave including monthly, annual maternity, paternity leave. Other aspects
provides for the rights and duties of an employer such as: provision of minimum wage,
provision of medicine and medical treatment, provision of transport, provision of
incentives such as rights to accommodation, meals, and travelling allowances, however
ensure transparency and equity in salaries. Despite all these efforts, in some cases
employees may as well not be fully satisfied to an extent of demanding much from
responsible authorities for better terms. This study is there for undertaken to find out the
influence of intrinsic factors for employee job satisfaction. A case study of Tanga
Revenues Authority, the objectives of this study are; to explore the influence of intrinsic
factor for employee job satisfaction.
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iii. To what extent employee is influenced with the degree of employee
autonomy to the employee job satisfaction?
Limitations of the researcher are the resources both time and funds. In addition the study
may not cover more than one organization. Thus, the study was conducted in Tanga
revenues authority. The researcher focused on the factors or job satisfaction among
employees. This is due to the fact that job satisfaction employees’ leads to improved
performance and productivity as collectively as in all work places. Therefore the
findings could not be generalized to all employees.
1.7 Delimitation
Define the parameters of the investigation. The delimitation deal with the term such as
population, setting, and instrument, Kothari (2004). The researcher was aware on how
wide the area of study it was, the limitation of time given to undergo the study and the
little financial position of the study. So keeping the study under control the researcher
addressed his focus only on employees found in TRA. Hence doing so minimized cost
and time, the researcher’s experience to the area selected was used effectively and
efficiently for the same purpose of realizing reliable data.
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for implementation by various entities. The study findings may also serve as a provoking
resource that can inspire and arouse other researchers’ curiosity to conduct related
studies on job satisfaction. Consequently, the study may contribute profoundly to the
existing body of knowledge and literature related to Human resources management in
organizations. As regards managerial practices, the study may contribute to changes in
attitudes of managers towards employees and the need to improve working conditions\
relations and job satisfaction at work places. Bringing at work place new employee
values is a distinctive body of management practice upon which job satisfaction among
employees may be enhanced. Managers through this study may be enlightened on areas
where, if well applied, will improve job satisfaction among employees tremendously.
This study will act as a fountain of knowledge and among employees at work places in
organizations.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
Literature review is an integral part of the entire research process and makes a valuable
contribution to almost every operational step in a study research Kumar (2005).
Literature review keeps establishing the theoretical study, serves to enhance and
consolidate knowledge base and helps to integrate findings with the existing body of
knowledge and also helps to compare findings with those of others. This chapter holds
explanations about, concept of job satisfaction, and it deals with theoretical and
empirical literature review from which the research establishes a gap that will filled by
the findings of this study. Also deal with conception framework where we find
independent and dependent variables.
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dissatisfaction, in addition to having attitudes about their jobs as a whole. People also
can have attitudes about various aspects of their jobs such as the kind of work they do,
their core workers, supervisors or subordinates and their pay. Salaries and incentives are
the most important determinant of job satisfaction, Calisier et al(2011).
Secondly, safety need: the employees at work need protection against danger; this can
be achieved through a good working environment Arnold and Feldman (1996),
promoted factors such as temperature, lighting, ventilation, hygiene, noise, working
conditions. The absence of such working hours, and resources as part of working
conditions. The absence of such working condition, amongst other things, can impact
poorly on the workers mental and physical well-being Baron and Greenberg, (2003).
Thirdly, Social need; employees need love and acceptance at workplace, these aspects
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obtained in good relationships with core-workers. According to Friedlander and
Margulies(1969), friendly staff relationships contribute to the level of job satisfaction.
Fourthly, Esteem need: develop program to promote all titles in the organization and
build programs for career development of each title. The organization should give the
opportunity to every employee or using their abilities, skills and creativeness, Sageer,
Rafat& Agarwal, (2012).
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Motivation and hygiene. According to Herzberg hygiene factors include company
policies, supervision, working conditions, administrations, job security, pay and
interpersonal relations (with superior co-workers and extra).
Forth is a responsibility; is the way of giving employees enough freedom and power to
carry out their duties, this makes the feel they are part of the organization. The employer
should find the way to meaningful work and give employees greater freedom and
authority. The fifth is advancement. Herzberg (1968) found that employee job
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satisfaction is influenced when they have an opportunity for advancement of individual
competence through various training programs, carrier development and promotion.
After reviewing a number of theories on job satisfaction, the Hygiene theory (two factor-
theory) will be adopted for this study. The next part reviews the empirical literature of
job satisfaction.
According to Herzberg (Herzberg et al., 1959; Herzberg, 1966), this factor is related to
positive or negative feedback about an accomplishment. Recognition is an effective
means of motivation and signal from supervision to employees that they are valued for
their contributions. Richardson, (2003). Unfortunately, this well-established concept is
all too often underutilized by leaders, Nelson, (2002). Indeed, Nelson found out that
even non-monetary recognition results in higher levels of motivation. In addition,
constructive reinforcement also promotes individual growth and development, Jackson
(2001)
Responsibility
This factor pertains to control over one’s work or that of others Herzberg et al, (1959);
Herzberg, (1966). A meta-analysis by Dole and Schroeder (2001) found that job
satisfaction increased and the intent to quit decreased as levels of authority over the job
grew. This finding reciprocates Herzberg’s conclusion.
While advancement pertains to an actual change, growth is about the potential for
advancement in the future Herzberg et al., 1959; Herzberg, (1966). The positive
relationship between this factor and job satisfaction was found in a study conducted by
Stein and Craft in 2007.This growth can take the form of vertical or horizontal mobility,
developmental opportunities, or acquisition skills Carmeli, Shalom, & Weisberg, (2007)
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Meaningful work
Job involvement
This is the ability for employees to control their work situation. Depending on the
company and industry employee autonomy might involve a choice in the selection of
project, roles or client. Employee in upper management has much autonomy which can
leave lower level staff member feeling disenfranchised.
Task significance
This refers to the extent to which an identifiable piece of work affects or is important to
other within or outside the organization. An employee’s knowledge of other people
depends on the work he or she is doing is an important factor in his/her job satisfaction.
Job feedback
This is the situation at which caring out job related task to provide direct and clear
information about the effectiveness of an employee performance. Also it can be the
process of provide information on the extent to which personal goal are met as well
being a point of social comparison about an individual relative performance.
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Skill Variety
This refer to the extent to which particular job requires a variety of employee
competencies to carry it out Jackson, (2011) for example lower skill variety exists when
an assembly line employee perform the same two tasks repetitively.
This section reviews some selected research related to job satisfaction. According to
Kothari (2004) notes that the empirical literature consists of studies made earlier which
are similar to the current one. A researcher gets the knowledge and experiences that
were established by other researchers. In addition, knowing of methodology, focus,
questions and objectives of previous studies a help shaping up the design of the current
study. The review covers several studies: Regional, national and international. This
section deals with empirical studies conducted on the factors contributing to increased
job satisfaction among employees. Mwesiga (2010) did a study on job satisfaction
among administrative staff in higher learning institutions of Tanzania: A case study of
the Institute of social work, Dar es Salaam. Her study findings reveal that supervision
and treatment of the employees have a big influence on an employee’s job satisfaction
because they determine the relationship between supervisors and employees. The study
also found out that management recognition of employee performance improves
productivity and efficiency of the employees as they are able to work efficiently and
comfortably and hence likely to be satisfied with the work. Also, the study concluded
that job satisfaction can be influenced meaningful work, degree of employee autonomy
to name a few. Also, Baron (1995) analysis of factors that are associated with job
satisfaction found out that they are of two categories. Namely, Organizational and
individual determinants. According to him the organizational determinants include;
reward system, perceived quality of supervision, work and social stimulation and
pleasant working conditions. In a similar sense, Wood (2008) found that British
employees derived their satisfaction from supportive administration.
According to the author, task significance and job feedback makes employees
comfortable with their job. Davidson (2007) conducted a survey on teachers’ motivation
in Tanzania and he found out that most teachers were unhappy with their pay, fringe
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benefits teachers’ accommodation, their promotion position, status and number of
lessons allocated. This implies that, they had a low level of job satisfaction. The current
study intended to explore the intrinsic factors contributing to increased job satisfaction
among employees. Shann (2001) found that employee derived their job satisfaction from
the relationship they had with others and thus, this factor was ranked higher than the rest
of the job facets. The other factor that was also important according to her is job
security. Conversely, in her study, the aspect of pay was ranked as the least of all among
the facets. In other words, the participants in the study expressed low satisfaction with
these job facets.
Intrinsic factors
In other name it is known as job related factors which consisted aspects such as degree
of employee autonomy, recognition, meaningful work, responsibility, skills variety, task
significance, job feedback, job involvement, training and development
Most employees desire for autonomy in order to perform effectively and attain their
goals. A number of studies have found a positive relationship between autonomy and job
satisfaction. Individuals take pride in their job if empowered at work and show a
moderate relationship with a sense of self control when measured for perceived life
control. According to Messersmith (2007), managers can facilitate workers by
empowering them in terms of given control over their activities, environment, quantity
of work and considerations for work-life balance. Satisfaction and performance is the
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product of an individual’s three psychological state; experienced meaningfulness,
experienced responsibility, knowledge of results. Among all the dimensions of job
satisfaction, in general it is better predicted through nature of job which contains work
challenges, autonomy, variety, and scope of job, Mehmood et al, (2012).
Recognition
According to Danish and Usman (2010), recognition is defined as the situation where
organization employees are rewarded by different status. Intrinsic rewards like
recognition, growth, feedback, opportunities lead employees greatly towards high job
performance and satisfaction. Barton (2002), described that recognition is considered as
the most important factor among non-financial rewards in order to increase job
satisfaction levels of employees. Recognition can be said to be the component that is
use to strengthen the relationship between the organization leaders and the employees.
Through recognition employees feel rewarded and motivated. By giving recognition to
the employees, competitive advantage can be achieved. An organization achieves bits
well-being through giving rewards and recognition to its employees.
Yaseen (2013), commented that an employee becomes more loyal to the organization
and satisfied when the organization recognizes their work. Very many organizations are
missing this very valuable component and yet the cost practical implementation of this
component very small. Through recognition, employees realize that they are valuable to
the organization. Employees also feel appreciated through recognition, Sarvadi (2005).
A recognition is actually to show employees that their participation is valuable for the
organization which ultimately increases satisfaction and performance of employees.
According to Yaseen (2013), recognition can be provided in a number of ways such as;
involving employees in decision making, by increasing their responsibility by showing
empathy towards them and provide them with succession planning and different
opportunities to get high designation. Robbins (2003) described that Maslow’s theory
tells about the self-esteem need of employee. This theory shows that recognition, status,
development and growth are the factors which leads to motivation and ultimately leads
towards job satisfaction. Herzberg theory indicated that recognition is one of those
motivating factors which leads employees from non-dissatisfaction to satisfaction.
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Meaningful work
Meaningful work is considered as a very important factor when it comes to intrinsic job
satisfaction. These days, employees want to be engaged in qualitative work. Employees
want their work to be meaningful to them. Meaningful work is emerging factor for
valued outcomes of organizations. Meaningful work is an important issue and is
valuable for both employer and employee. There some other factors rather than money
which an employee may want to share with their community and home members. Such
factors include sense of achievement and feelings of accomplishment of some task. This
meaningful work is considered as a divided to the employee, Pocock, (2006).
Outcomes, task characteristics and meaningful work are important for such people who
have the desire for achievement. Job satisfaction cannot be separate from demand of
meaningful work. It is the duty of managers to make work meaningful for their
employees so that they can be satisfied with their job and due to these employees will
show a positive response in the organization. Success, achievement and status are
included in the meaningful work experiences, Yaseen, (2013).
Responsibility
According to Lai (2011), employee participation may enhance motivation and job
satisfaction through power sharing, and increased responsibility. Employee participation
can provide an opportunity to an individual to make key managerial decisions that have
an impact on other employees, thus increasing job satisfaction and performance.
Herzberg’s two-factor theory suggests that intrinsic work factors such as responsibility
held by employee and skills development may increase job satisfaction. Increased work
responsibility may be related to many factors suggested in the two-factor model as
recognition and interpersonal relationships have implications for individuals’ identity,
Lai, (2011).
Skill variety
This is the extent to which a particular job requires a variety of employee competencies
to carry it out Jackson, (2011). For example, lower skill variety exists when an assembly
line employee performs the same task repetitively. The more skill involved the more
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meaningful the work becomes for an employee. Dokeckel, Basson and Coetzee, (2006)
suggests that one way that employees may develop a sense of competency is by working
in a job with high skill variety. Skill variety relates to feelings of belonging, as well as
sense of attachment to the organization. Mathisand Jackson (2011), however, warns that
skill variety should not be confused with multitasking, which is doing several tasks at
the same time, for instance, with computers, telephones, other devices and personal
organizers.
Task significance
Task significance is the extent to which an employee perceives the job he/she is
performing as having substantial impact on the lives of other people, whether those
people are within or outside the organization, Lunenburg & Ornstein (2008). Most
people work to earn a living but also because of the other satisfactions that come with
the job, such as doing something worthwhile.
Job feedback
This refers to the degree to which carrying out job-related tasks provides direct and clear
information about the effectiveness of an employee’s performance. In addition,
providing feedback fulfills a need for information on the extent to which personal goals
are met, as well as being a point of social comparison about an individual’s relative
performance, Vlosky& Aguilar (2009). Providing sufficient performance feedback to
employees helps strengthen positive attitudes toward the business, and helps prevent
early intentions to quit job by employees. When employees are provided with praise and
feedback, stronger feelings of loyalty to the business may develop, Dockel, Basson&
Coetzee, (2006). Furthermore, feedback helps to contribute to the employees’ overall
knowledge about the work, Mathis & Jackson, (2008).
Job involvement
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employees who are highly involved in their jobs will not mind spending extra time to
ensure task accomplishment, and take uncompleted work or assignments home to
complete them before the next working day. Being involved in the job entails
involvement in decision-making and a feeling that one is making an important
contribution to the success of the business. In addition, job involvement helps to enhance
organizational effectiveness and productivity by engaging employees in their work, and
making work a meaningful and fulfilling experience for them, Koponen, Laamanen,
Simonsen, Sundrell, &Suominen, (2010). An employee with a high level of job
involvement has a strong sense of belonging in their specific job, and has a desire to
perform well; Koponen, Laamanen, Simonsen, Sundrell, &Suominen, (2010). In their
study on effects of co-workers on supervision support, Babin and Boles (1996) have
found that employee perception of job involvement are positively related to job
satisfaction. According to Govender and Parumasur (2010), when employees are
actively involved in decisions that influence their destiny and career in the business, and
are responsible for their actions, their level of commitment to the business is said to
increase. Finchan and Rhodes (2005) suggests that when employees are involved in the
setting of goal for the business, commitment and loyalty are the result.
Training provides chances employees grow and enhances their knowledge and skills for
effective development Kabir, (2011). Trained workers are more satisfied with their job
as compared to untrained workers/employees Abdullah&Djebavni, (2011). These
training programs positively raise employees’ development which is good for
competencies, Hunjra et al., (2010). By getting these training programs employees are
able to get self-assured, evolution of career, and have positive thought for their
companies, Kabir, (2011). The aim of these training and management programs is to
amend employees’ skills and organization potentialities, Hunjra et al., (2010)
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Figure 2.1 Conceptual Frame Work
Recognition
Meaningful work
Job Satisfaction
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CHAPTER THREE
RSEARCH METHODOLOGY
3.0 Introduction
This chapter discusses the methodology that was used to carry this study. It includes
research design, study area, study population, the study sample and sampling
procedures, data collection methods, data collection instruments and approaches to data
analysis, validity and reliability of the study and the ethical considerations.
Moreover, a case study design it is capable of providing an opportunity for the intensive
analysis of many specific details often overlooked by other methods. This design has
been chosen because of its flexibility in terms of data collection and analysis as well.
Again a case study tends to be selective, focusing on one or two issues that are
fundamental in understanding the system being studied. Moreover, the design is
appropriate from the nature of the study variables involved. Budget constraints made the
case study approach more appropriate for the study where a single case study involves
Tanga revenues authority was used to carry out the study. Indeed, literature for instance
Silverman (2006) indicates the single case study is a complete study capable of
generating information that can be used to test theories or confirm or challenge existing
beliefs. So the case study design was used to test the validity of factors for employees
job satisfaction established by mainstream literature represented by Herzberg two factor
theories, the Luthan and Leon (2010). Case study design was selected because it
facilitated an intensive analysis of employees’ views and opinions that employees’
perceptions on factors they found more satisfying in their jobs and at their work place.
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3.2 Area of study
The study was conducted at TRA. The organization was selected for this study because:
the area was reachable and the researcher was able to get relevant data due to the
presence of key people that were willing to support the study. This enabled the
researcher to access required data. The presence of different people term of job
specialization that demonstrated a willingness to participate to this study greatly
influenced the choice of the above stated arena of study. Literature for instance, Mason
(2002) advices researchers to avoid study areas with no or limited prospect to obtain
required data for study.
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Table 3.1 Population of the Study
Departments Population
Total 40
This sort questionnaire is found in the first part of the questionnaire in Appendix 3. The
second part of the questionnaire was entitled to the employees on job satisfaction which
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consisted of 22 of four likert scale items (4= Disagree, 3=strongly disagree, 2= Agree,
1=strongly agree). The items related to various factors of job satisfaction for which the
participants were supposed to indicate their satisfaction with each of the job satisfaction
by putting a number in appropriate space provided (see Appendix3). With respect to
secondary data collection, the researcher reviewed the existing literature as secondary
(sources) to compliment the primary data.
The researcher reviewed both published and non-published documents. Also the
researcher kept on reviewing the secondary data during report writing so as to
supplement as well as complement information that was gathered through the schedules.
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Qualitative data was collected on 36 respondents through questionnaires, documentary
review and content analysis techniques were applied in analyzing this information.
3.7 Ethical consideration
A researcher followed the rules and regulations of the organization, as well as
organization ethics, the issues that were observed were as follows
i. The respondents will be asked kindly to provide information also custody
office documents correctly in order to evade unnecessary damage or
misallocation.
ii. Informed consent, the researcher guaranteed that every person involved in
research in any way has strong information about the nature and purpose of
the research and how information is planned to be used.
iii. Ensure voluntarily participation during the field work, the researcher asked
the respondent to participate in the study voluntarily, giving them clear
explanation of the reason to conduct the research study in order to correct
self-confidence on the use of the information they provide.
3.8 Chapter Summary
Chapter three focused on the description of research methodology where it includes
research design and of the study, target population, study sampling procedure which
includes population and sample size. It further shows the data collection method data
process and analysis.
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CHAPTER FOUR
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4.2.1 Respondents Distribution by Gender or Sex (first part of questionnaire)
The study managed to capture both sexes, that is, female and male. The data collected
revealed that 52.8% of the respondents were female, while 47.2% were male. These
results are not accidental but factual in that generally there are more female employees
than male in the organization. Gender inequality in working as female was not equal
with men in education preparation for employed work. Another reason is that the female
gender was not satisfied with work.
Male 17 47.2
Female 19 52.8
Total 36 100.0
Reason is that, the age frequencies could also suggest that the employees in the
organization are young, hence the high energy level associated with young people
O’Malley, (2000).
37
Another assumption could be that young people with correct attitude and skills may
actual go an extra mile. In other words as a point of fact, most of them are still hungry
for success which implies that one would therefore expect their output to be higher than
ageing and plateau employee. Also the study findings revealed that employees
irrespective of age factor are satisfied with their job particularly in the sub-staff and
clerical cadre.
AGREE 24 66.7
TOTAL 36 100.0
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4.5 Working Experience
The study took into account the respondents’ time of being at the organization
categorically in sets of grouped numbers from 0 –4years,5 – 9 years, and 10– 14 years of
service. Therefore, the study revealed that 61.1% were employees with a work
experience from 10-14 years, 25% were employees serving for 5-9 years, while only
13.8% were newly recruited employees plus those who served below 4 years. Therefore,
it is revealed and suggested that employees with a work experience ranging from 10 to
14 years (61.1%) dominated. This factor stands as a proof because it seems highly
experienced employees are the ones who feel more secured, motivated and satisfied by
their work unlike the newly recruits. In other words, newly recruited employees
normally are money oriented while those who have served for longer periods money
comes second after other incentives like recognition, degree of employee autonomy
towards work to name a few.
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As it has been referred that recognition is the process of giving employee a certain status
within the organization. Whereby this are very crucial factors toward employee
motivation merely because it can describe how employees work is evaluated, valued and
appreciated in turn. Moreover, it specifies the way an organization gives its employees
the reward and status for his/her work and activities, and this can be measured through
recognition satisfaction item of job satisfaction survey which developed by sector.
Data from the field depicted that a large number of respondents identified management
recognition of employee’s job performance as what satisfying factor in the job. 30.6% of
the respondents mentioned recognition employees’ job performance as an important
factor for employee’s job satisfaction. This is due to the fact; the employees were
rewarded when they did better in their duties. This was confirmed by the managerial
staff who said that; “in our organization there is always a prize and recognition for the
performers”
This question was designed to find out whether the degree to which employee autonomy
exists in the organization: has an influence on employee job satisfaction. The findings
show that 26.7% of the respondents agree that employee autonomy has an influence on
their job satisfaction, whereby respondents explain that employee autonomy encouraged
employee to bear more responsibility and show moderate relationship with a sense of
self control.
4.7 Conclusion
In summary, the most important findings of this study with regard to the three research
questions are as follows; in the first research question the results indicate that employees
in Tanga Revenues Authority are influenced with the management recognition of
employee performance, in the second research question, the result show that
meaningfulness of work had a vital role in employee job satisfaction. In the third
research question, the results revealed that job satisfaction have positive importance to
employees, organization absenteeism and organization citizenship that contributes
significantly to the employees on their performance, productivity and attitudes of
behavior within the organization.
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CHAPTER FIVE
Data collected were analyzed by using various statistical techniques and presented in
tables and percentage. The qualitative data were also edited and presented using direct
quotation. From the analysis of data collected, the following are the major findings of
the study. Starting with, factors for employees’ job satisfaction. The findings depict that
the majority of employees in the TRA picked out: Degree of employee autonomy,
management recognition to the employee performance, meaningful work, responsibility,
skills verity, task significance, job feedback, job involvement, and training development.
These findings are congruent with those of Ivancevich Matesson (2005) who state that,
job satisfaction stems from various aspects such as pay, supervisors, and co-workers,
work group affiliation and working conditions. A side of the second part of the objective
the findings employee can be influenced with the meaningful work in employee job
satisfaction as well as the third part of the objective show that degree of employee
autonomy has the vital role in employee job satisfaction
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5.2 Conclusion
As a matter of fact, the general concept of exploring the influence of intrinsic factors to
the employee’s job satisfaction in public sectors specifically in TRA however, under
study were; employee autonomy Recognition, work meaningfulness, contribution to
vision and mission and employee attainment of performance feedback. Among all the
intrinsic factors, it was concluded that the level of responsibility at work, Recognition,
work meaningfulness and the extent to which employees believe their work has a
significant contribution to the organization’s vision and mission had the strongest
influence on job satisfaction. Moreover, the following are the factors that reciprocate the
general objective by giving out validity and relationship between the intrinsic factors to
employees’ job satisfaction and the results.
i. As it has been referred by the researcher that the recognition is the process of
giving employee a certain status within an organization. Therefore, from the
findings it is seen that the employees are highly motivated and aspired to do
work beyond positive limits established by the respective authorizes (TRA). In
addition, the respondents accounting to 90% plus gives a wide picture on how
intrinsic factors influence employees’ job satisfaction since positive response
reflects satisfaction in general.
ii. On the other hand, from chapter 4 (4.5, Respondents work experience) showed
that almost 61.1% have a work experience and have served longer in the TRA
Organization compared to 13.8% who were newly recruited employees.
However, this connotes that they were retained and motivated to stay due to the
fact that strong and pleasing intrinsic values and incentives of similar kinds
facilitated their satisfaction to being there.
iii. Moreover, Research concludes that when employees is given the freedom
associated with autonomy, job satisfaction rises. It theorized that this increased
level of job satisfaction in employee stems from feeling of greater responsibility
for the equality of their work. Autonomy has also been shown to increase
motivation and happiness, along with increasing employee turnover. However,
having too much autonomy can be; for example, some employees work better
43
with little oversight, while other needs extra direction. Too little direction can be
confused with disorganization, instead of freedom.
iv. The meaning work itself portrayed as the intrinsic factor in conceptual
framework whereby it concerns with the personal employee job altitude about
job requirement and the assigned task also research reveal that the employee
perception of the work have direct influence job satisfaction. Also the studies
about the meaningful of people lives but also as taking pleasure on work, which
as variety cognitive, emotional, behavioral and economic benefit.
5.3 Recommendations
From the findings of this study and the conclusion (afore-mentioned) above, the study
recommends by showing the importance of each intrinsic factor as follow;
The organization needs to develop mechanisms to ensure that employee tend to enjoy
status of his or her work and this can be through the well- organized work culture and
directives. There must be specific period of time for the employees to work in the
working stations. All employees must rotate from one station to another and not always
a repetition in squad/employees rotation. This will increase satisfaction in employees in
performing their duties.
The management should review the performance of employee and tend to appreciate
about what employee did or develop pay policy and other benefits which fit for
employees’ needs. There should be fair pay among employees doing similar jobs and
44
paying the employees. This will encourage the employees to use extra force to complete
their duties and make employees available at their places of work.
In the case study organization some of employees blamed about the way promotions
were provided, they claimed about poor system of promotion therefore, the organization
should arrange data base of all employees in order to understand the details of each
employee so as to make sure that promotion is done well to improve organizational
performance.
Organization should try to trust the employees and involve them in an important duty
also allow them to participate in making decision situation which can influence the
employees to feel as part of the company.
vii. Responsibility
Organization should ensure that they generate level of the authority to the employee
work due to job satisfaction increased and intent to quit decreased as level of authority
over the job grows.
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the other hand, there might be a need to conduct research and investigate if there is
influence of extrinsic factors to the employees’ job satisfaction.
46
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APPENDICIES
QUESTIONNAIRE FOR TANZANIA REVENUE AUTHORITY STAFF
Dear respondent
PART. A
1. Sex
(a) Female
(b) Male
2. Mention your age group.
(a) 18 – 25
(b) 26 – 35
(c) 36 – 45
(d) 46 – 55
3. Is the awareness and impact of job satisfaction beneficial?
(a) Strongly agree
(b) Disagree
4. For how long have you been in this organization?
(a) 0 - 4
(b) 5 – 9
(c) 10 - 14
(d) 15 – 19
(e) 20s (and above)
PART. B
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Fill in one of the following numbers (1-4) in the box provided against each of the
following statements to express your feelings. The numbers represent the following
feelings:
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Thank you for your efforts; taking part towards completion of this questionnaire.
Heartfelt appreciations. Please, hand over the completed questionnaire to the researcher
or place it in the pre-paid envelope (here with enclosed) and return it within 3 days of
the date of questionnaire receipt.
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