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THE INFLUENCE OF INTRINSIC FACTORS TO THE

EMPLOYEES’ JOB SATISFACTION IN THE PUBLIC SECTOR


THE INFLUENCE OF INTRINSIC FACTORS TO THE
EMPLOYEES’ JOB SATISFACTION IN THE PUBLIC SECTOR

A CASE OF TRA TANGA

By

Abdulkadir Omary

A Research report submitted in partial\fulfillment of the requirements for Award


of a Degree of Human Resource Management of Mzumbe University

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

i
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

HRM Human Resources Management

SHRM Strategic Human Resource Management

TRA Tanzania Revenues Authority

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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

DECLARATION AND COPYRIGHT..........................................................................ii

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

1.1 Background of the problem....................................................................................12

1.2 Statement of the problem........................................................................................13

1.3 Objectives of the study...........................................................................................14

1.4 General objective....................................................................................................14

1.4.1 Specific objectives...........................................................................................14

1.5 Research questions.................................................................................................14

1.6 Limitations of the study..........................................................................................15

1.7 Delimitation............................................................................................................15

1.8 Significance of the study........................................................................................15

CHAPTER TWO............................................................................................................17

LITERATURE REVIEW..............................................................................................17

2.1 Introduction............................................................................................................17

2.2 Definition of concepts............................................................................................17

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2.2.1 Concept of job satisfaction...............................................................................17

2.3 Theoretical Literature Review................................................................................18

2.3.1 Abraham Maslow’s hierarchy of needs theory................................................18

2.3.2 Hoppock approach...........................................................................................19

2.3.3 Hygiene Theory (two-factor theory)................................................................19

2.3.4 Intrinsic factor for job satisfaction...................................................................21

2.5 Conceptual framework...........................................................................................24

CHAPTER THREE.......................................................................................................30

RSEARCH METHODOLOGY....................................................................................30

3.0 Introduction............................................................................................................30

3.1 Research Design.....................................................................................................30

3.2 Area of study..........................................................................................................31

3.3 Population of the Study Area..................................................................................31

3.4 Methods of data collection.....................................................................................32

3.4.1 Primary Data....................................................................................................32

3.4.2 Secondary Data................................................................................................33

3.4.3 Documentary Review.......................................................................................33

3.5 Data analysis...........................................................................................................33

3.6.1 Analysis of Quantitative Data..........................................................................34

3.6.2 Analysis of Qualitative Data............................................................................34

3.7 Ethical consideration..............................................................................................35

3.8 Chapter Summary...................................................................................................35

CHAPTER FOUR..........................................................................................................36

DATA PRESENTATION AND DISCUSSION OF FINDINGS................................36

4.1 Introduction............................................................................................................36

viii
4.2 Respondents profile................................................................................................36

4.2.1 Respondents Distribution by Gender or Sex (first part of questionnaire).......37

4.3 Respondents Distribution by Age group (Second part of Questionnaire)..............37

4.4 Respond Distribution in Job Satisfaction...............................................................38

4.5 Working Experience...............................................................................................39

4.6 Results, analysis and discussion of findings...........................................................39

4.6.1 The influence of management recognition of employee performance to the


employee job satisfaction..........................................................................................39

4.6.2 The influence of meaningful work to the employee job satisfaction...............40

4.6.3 The influence of degree of employee autonomy to the employee job


satisfaction................................................................................................................40

4.7 Conclusion..............................................................................................................41

4.8 Chapter Summary...................................................................................................41

CHAPTER FIVE............................................................................................................42

SUMMARY, CONCLUSION AND RECOMMENDATIONS..................................42

5.0 Introduction............................................................................................................42

5.1 Summary of the study.............................................................................................42

5.2 Conclusion..............................................................................................................43

5.3 Recommendations..................................................................................................44

5.4 Area for further Research.......................................................................................45

REFERENCES...............................................................................................................47

APPENDICIES...............................................................................................................51

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LIST OF TABLES
Table 3.1 Population of the Study....................................................................................32

Table 4.1 Respondents profile..........................................................................................36


Table 4.2 Respondents by Sex.........................................................................................37
Table 4.3 Respondents Distribution by Age Group.........................................................38
Table 4.4 Respondents distribution in Job Satisfaction...................................................38
Table 4.5 Respondents Work Experience........................................................................39

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.

1.1 Background of the problem


Job satisfaction is a key factor of productivity. Employees’ satisfaction levels are
reflected in their intrinsic and extrinsic willingness to put their labor at the disposal of
their employer. Job satisfaction is the end feeling of person after performing a task. Job
satisfaction describes how content a person/individual is with his\her job. Sajio (2011)
states that a positive attitude towards one’s job is called job satisfaction. Judge (2008)
defines the term job satisfaction as a positive feeling about one’s job resulting from an
evaluation of its characteristics. A person with a high level of job satisfaction holds a
positive feeling about the job, while a person who is literally dissatisfied holds a
negative feeling about the job.

Intrinsic factor or employee job satisfaction is matters related to the self-actualization


that is a need of the sense of self-accomplishment on the job or commonly labeled
intrinsic job satisfaction. Intrinsic job satisfaction is derived from the composite of
intrinsic factor experience in a job. Intrinsic job factors are factors such as the
responsibility, self-defectiveness, skills development and observed accomplishment
associated with doing the work.

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.

1.2 Statement of the problem


Job satisfaction represents one of the most complex areas facing today’s managers when
it comes to managing their employees Aziri (2010). In an effort to satisfy the needs of
employees, governing bodies as well as private sector managers make use of different
incentives. For example the introduction of reward system, involving rewarding
employees who perform better and an increase of minimum wages are some of the
measures of addressing employees’ dissatisfaction problem Greystar (2013). Whereby
most of public parastatals adopted and initiate such mechanisms which tend to improve
job satisfaction not to forget Tanzania revenue authoritygenuinely reward their
workersthrough annual remunerations, bonuses, and some other allowances of the
aforementioned types. Moreover, it aims at improving performance, employees’
motivation and satisfaction, as well as the implication of laws such as the Employment

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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.

1.3 Objectives of the study


The study was guided by both general and specific objectives as follow

1.4 General objective


The main aim of the study was to explore the influence of intrinsic factors to the
employees’ job satisfaction in public sectors, using TRAas a case study.

1.4.1 Specific objectives


Specifically, the study intends

i. To identify the influence of management recognition of employee


performance to the job satisfaction
ii. To determine the influence of meaningful work to the employee job
satisfaction
iii. To examine the influence of degree of employee autonomy to employee job
satisfaction

1.5 Research questions


i. What is the influence of management recognition of employee
performance to the job satisfaction?
ii. What is the influence of meaningful work to the 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?

1.6 Limitations of the study


According to Kothari (2004), Limitations are influences that research cannot control
whatsoever: they are shortcomings, conditions or influencethat cannot be controlled by
the researcher, thus they place restriction on the methodology and conclusion. These
limitations describe situations and circumstances that may affect or restrict method and
analysis of research data.

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.

1.8 Significance of the study


Significance of the research study referred to as the rationale in which the researcher
tries to convince the audience that the research is worth doing, Ranjit(2005). Therefore
the significances of the studies are as follow; the study may help to gather or find out the
gaps and way forward which once adopted by any management in turn it may improve
employee job satisfaction through the intrinsic values. The study may also find the basis
for good organization policies related to job satisfaction and human resource policies as
a whole; hence it may enable organizations to design effective human resource policies

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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.

2.2 Definition of concepts

2.2.1 Concept of job satisfaction


There are various definitions of job satisfaction and many authors defined job
satisfaction in terms of feelings, attitudes and beliefs. Gorge and Jones (1966) define job
satisfaction as a collection of feelings and beliefs that people have about their current
jobs. Robbins (2003) define job satisfaction as the subjective measure of worker’s
attitude to his or her job. A person with high job satisfaction holds a positive attitude
towards the job and someone who is dissatisfied with his/her job has negative attitude
towards his/her job. Some authors job satisfaction in terms of the way people react to
their work environment. According to Kaliski (2007) Job satisfaction is a worker’s sense
of achievement and success on the job. It is generally perceived be directly to
productivity as well as to personal wellbeing. Job satisfaction implies doing a job one
enjoys, doing it well and be rewarded for one’s effort. Job satisfaction further implies
enthusiasm and happiness with one’s work. Job satisfaction is the ingredient that leads to
recognition, income, promotion, and the achievement of the other goals that lead to a
feeling of fulfillment. From Gorge et al (2008) it was found that job satisfaction is the
collection of feelings and beliefs that people have about their current job. People’s level
of degrees of job satisfaction can range from extreme satisfaction to extreme

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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).

2.3 Theoretical Literature Review


Different authors have different approaches towards defining job satisfaction. Some of
the most commonly cited definitions on job satisfaction are analyzed in the text that
follows

2.3.1 Abraham Maslow’s hierarchy of needs theory


The most famous classifications of needs theory is the one formulated by Maslow
(1954). He suggested that are five major need categories which apply to people in
generalstarting from the fundamental physiological needs: the need for oxygen, food,
water and shelter. Safety need: the need for protection against danger and the
deprivation of physiological need. Social need: the need for love, affection and
acceptance as belonging to a group. Esteem need: the need to have the respect and
recognition by others, and lastly self-actualization; the need to develop potentialities and
skills, to become what one believes is capable of becoming (personal autonomy and self-
direction). Starting with, psychological need; satisfaction through financial rewards that
will enable employees to have good shelter, enough food and availability of getting
some water. If the organization puts consideration of the good payments of their
employees, their employees may become satisfied in their work. It is an important
source of satisfaction because it provides a potential source of self-esteem as well as
generic opportunity for anything money can buy, Brockner (1988).

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).

Lastly, Self-actualization: to become what one believes one is capable of becoming.


From this need the employees need advancement and achievement in work to make
them satisfied with their job, Ornstein, (2004). Kaarna (2007) argued that this theory
enjoys wide acceptance because of its behavior research. Although there have been little
empirical evidence to support this mode. It has been criticized from several theoretical
viewpoints. Some critics appoint that need of the individual is dynamic rather than static
and more than one level of need might be operating at any given time. As need reflects
psychological and physiological deficiencies, these must be continually and repeatedly
satisfied. It is not realistic to expect these to be constantly satisfied in some hierarchical
order.

2.3.2 Hoppock approach


Which explain the job satisfaction as any combination of psychological and
environmental circumstances that cause a person trustfully to say am satisfied with my
job, Hoppock, (1935). According to this approach although job satisfaction is under the
influence of many external factors, it remains something internal that has to do with the
way how employee feels. That is job satisfaction presents a set of factors that cause a
feeling of satisfaction. Vroom in his definition on job satisfaction focuses on the role of
employee in the work place. Thus, he defines job satisfaction as effective orientations on
the part of individuals towards work roles which they are presently occupying.

2.3.3 Hygiene Theory (two-factor theory)


This theory was developed by Fredrick Herzberg and his colleagues. Armstrong,
(2009). Herzberg (1959, 1966) developed the two-factor theory of job satisfaction.

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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).

Secondly, supervision job satisfaction improves when supervisors are perceived to be


fair, helpful, competent and effective, Alexander(2000). Thus the provision of emotional
and technical support by supervisors may increase job satisfaction. Third, salary;
according to Herzberg, (1966). If the pay is acceptable for an employee, the level of job
satisfaction may be increased to an extent that the employee job satisfaction is dependent
on pay. Moreover, satisfaction and pay have a positive interrelationship. Fourth,
interpersonal relationship: Resheske (2001) noted that working in an environment of
cooperation and mutual respect is important to the employees’ job satisfaction.
Herzberg’s (1966) suggests that if co-workers create a supporting environment and
allow individuals to set free their full potential, the job might be satisfying. Fifth,
working conditions; a thing such as a nice desk or clean work area may contribute the
employees’ satisfaction. Finally, Job security it is an employee’s assurance or
confidence that they will keep their current job. Employees with a high level of job
security have a low probability of losing their job in the near future. A side of satisfiers
or motivational factors to job satisfaction, the management in the organization should be
aware of the following factors firstly, it is the work itself/nature of job: organization
have to ensure that their employees believe that the work they do is important and their
tasks are meaningful (Syptak, 1999). Secondly, is achievement: most people want to do
a good job that can bring them toachievement. help them, the organization should make
sure that they are replaced at the position that can use their talent and knowledge and are
not set up for failure. Third is recognition: employees need to feel appreciated as
workers and as people, Branham (2005). Recognition of an employee’s handworks
essential to his or her satisfaction in the workplace (Kaye&Jordan-Evans, 1999).

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.

2.3.4 Intrinsic factor for job satisfaction


Management recognition of employee job performance.

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.

Training and development

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

This aspect of Herzberg’s Herzberg et al (1959); Herzberg, (1966) theory concerns


personal employee attitudes about job requirement and assigned tasks, Freed, (2003).
This includes complexity and scope of work. Research reveals that employee
perceptions on their work have a direct influence on job satisfaction. Thus, job design is
an important consideration in the elevation of motivational levels among workers.

Job involvement

Job involvement can be described as the degree to which an employee is cognitively


preoccupied with, engaged in, and concerned with his/her job
Govender&Parumasur(2010). Job involvement is the degree of identification employees
have with their employment and the degree of importance they place on their job.

Degree of employee autonomy

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.

Empirical Literature Review

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

23
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.

2.5 Conceptual framework


A conceptual framework is a visual or written product, one that explains either
graphically or in a narrative form, the main thing to be studied including, the key factors,
concepts, or variable and the presumed relationships among them Miles, (1994). The
purpose of this study was to understand the intrinsic factors for employees’ job
satisfaction at TRA- Tanga; based on Herzberg two factor theory, the Luthan’s and
Leon’s dimensions, the conceptual framework involves two independent variables; (i)
Job related factors and (ii) Non job related factors

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

Degree of employee autonomy

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

24
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.

25
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

26
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

Job involvement can be described as the degree to which an employee is cognitively


preoccupied with, engaged in, and concerned with his/her job Govender&Parumasur,
(2010). Job involvement is the degree of identification employees have with their
employment and the degree of importance they place on their jobs. For example,

27
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 and development

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)

28
Figure 2.1 Conceptual Frame Work

Independent Variables Dependent variables

Recognition

Meaningful work
Job Satisfaction

Degree of employee autonomy

Source; Field Data (2021)

29
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.

3.1 Research Design


Kothari (2004). With respect to the nature of the problem statement of this research
study, a case study design was employed. Ranjit Kumar (2005), defines case study as an
approach to study a social phenomenon through analysis of an individual case of a social
life, maybe of a person, group, community or society. The reason for the selection of
case study design is due to the fact that it gives explanation of the phenomenon in deep
and is a method used to narrow down a very broad area of research to make it smaller so
as to be manageable as per the resources available to the researcher.

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.

30
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.

3.3 Population of the Study Area


According to Creswell (2005), the term population in research study is defined as group
of persons having a common characteristic. Whereas Bless and Higson (1995), defined a
population as an entire set of people, event or object which is the object of research and
about which the researcher wants to determine the proposed characteristic. For this
study, the target population was all employees in Tanzania revenues authorities- Tanga,
because they are the ones facing a high rate of employees who seemed not to be satisfied
with their jobs among other things in terms of the job contents, working condition,
promotion of co-workers, quality supervision and job securities. Employees in Tanzania
(Tanga) revenue authorities may not be representatives of all employees in public
parastatals/sectors. According to an Organization staff data up to (2020) the number of
employees in TRA is 40.

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Table 3.1 Population of the Study

Departments Population

Regional human resource officer 1


Regional manager 1
Procurement and supply 6
Drivers 12
Secretaries\ clerks 8
Public spokesman 1
Customs license management & Tax stamps 4
Poperty Tax & Tax consultants 7

Total 40

Source; TRA profile (2021)


3.4 Methods of data collection
According to Ranjit Kumar (2005) the method of data collection is always involving
face to face interaction with the study community and the study participants. According
to him the method of data collection helps the research sort out how is or his personality.
Personal values and implicit prejudices. In the study, both primary and secondary data
were used.

3.4.1 Primary Data


The primary data were collected using questionnaires on employee’s job satisfaction.
Primary data was collected using two questionnaires that has closed and open questions.
Closed questions questionnaires was used to questions related to demographic issues of
the respondents including gender, age, and level of education. All questionnaires used in
this study have been included in the text as Appendix 3. Open questions questionnaires
was used to the respondents in order to give their own views on meaning of job
satisfaction, measures and their impact on job satisfaction, determinant factors on job
satisfaction, measures and their impact on job satisfaction to the employee.

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

32
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.

3.4.2 Secondary Data


Secondary data was collected through documentary reviews from TRA reports, Journals,
different dissertations, articles and books, official websites.

3.4.3 Documentary Review


According to Ndunguru (2007) states documentary source as a method of gathering data
from the secondary sources such as documents, books, articles, as well as pamphlets,
manuals and policies concerns the storage of master personal files. A number of
documents including annual and quarterly reports of TRA, previous research reports,
articles, journal, websites, and dissertations in relation with the problem of the study
were reviewed to supplement the primary data collected by the researcher. The purpose
of this technique was for triangulation. The data which was collected through interview
and questionnaires were compared with reviewed documents. But also the data which
was not possible to be collected by interview and questionnaires were complemented
through this technique. The researcher was provided with annual and quarterly reports of
TRA to revise and look on the relevant information which could be helpful to be used to
the study.

3.5 Data analysis


The data collected from the field were coded and entered into the computer for analysis
by using descriptive statistical tools. Descriptive statistical are a set of statistical tools
that allow us to accurately describe a large volume of data within few values. Therefore,
descriptive statistical were used to obtain frequency, analyze and summarizes’ the data
33
collected. Quantitative data was analyzed using descriptive statistical tools such as
frequency and percentage which is held to be the most widely used and understood
standard proportion. Descriptive statistical techniques were also used to determine the
factors for job satisfaction among employees.

3.6.1 Analysis of Quantitative Data


Quantitative research can be defined as “entailing the collection of numerical data and
exhibiting the view of relationship between theory and research as deductive, a
predilection for natural science approach, and as having an objectivist conception of
social reality” (Kothari 2004). The quantitative data that collected through
questionnaires and documentary review were analyzed through computer software that
is Microsoft and in great extent data was manually analyzed by the researcher himself.
But this activity of quantitative data analysis was done when the researcher use data
which has been edited, assigned specific codes and well classified into useful format and
also in this study the researcher used simple classification technique.

3.6.2 Analysis of Qualitative Data


Qualitative method concentrates on different forms of representations and descriptions,
meaning that this method has no relations to numerical analysis; the purpose of this
method is to define “characteristics of events, people, interactions, settings/cultures and
experience (Krishna swami 2002).

The reasons for selecting qualitative methods in data analysis are;


 Researcher collected data himself by examining documents and interviewing
participants.
 The qualitative in research interprets what is seen, heard and understood. This
must be seen in light of the researcher’s background, history, context and prior
understanding.
 Multiple sources of data are preferred over a single source; this required the
researcher to review all data, make sense of it and organize it into categories or
themes that cut across all sources.

34
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.

35
CHAPTER FOUR

DATA PRESENTATION AND DISCUSSION OF FINDINGS


4.1 Introduction
This chapter presents the data collected and discusses the findings in relation to the
study objectives and questions set out in the introductory chapter. The chapter is
organized into two parts: the first part presents the findings on demographic
characteristics of the respondents of the study. The second part presents the results of the
study with respect to the research objectives which were to identify factors for
employees’ job satisfaction and dissatisfaction, and attempts to answer the associated
research questions.

4.2 Respondents profile


The study takes into consideration the respondents personal characteristics and their
distribution to give general information about respondents and to assist the researcher’s
understanding on the findings. Variables studied included age, gender, experience, job.
A total of 40 questionnaires were distributed to employees at TRA however employees
amounting to 36 responded which means 90% were received back from the respondents
by the researcher. Moreover, 4 people did not respond escalating to 10%. However, it
depicts how cooperative and willing these employees are towards a fruitful study, in
comparison to that 10% which their questionnaires were not retrieved back by the
researcher.

Table 4.1 Respondents profile

RESPONDENT RATE FREUENCY PERCENTAGE


Responded 36 90
Not responded 4 10
Total 40 100
Source; Field data (2021)

36
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.

Table 4.2 Respondents by Sex

Gender Frequency Valid percent

Male 17 47.2

Female 19 52.8

Total 36 100.0

Source. Field data (2021)

4.3 Respondents Distribution by Age group (Second part of Questionnaire)


The study settled to four age groups, from which respondents were asked to identify
his/her group. The groups were: Between 18-20 years old, 26-35 years old, 36-45 years
old and 46-55years old. The data collected revealed that 8.3% of the respondents were
aged between 18 to 25 years, 47.2% were aged between 26 to 35 years, 36.1% were
aged between 36 to 45 years and 8.3% were aged between 46 to 55 years. According to
this finding it can be suggested that the study was dominated by the people aged
between 26 to 35 years old. The

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.

Table 4.3 Respondents Distribution by Age Group

AGE FREQUENCY RESPETIVE PERCENTAGE


18-25 3 8.3
26-35 17 47.2
36-45 13 36.1
46-55 3 8.3
TOTAL 36 100.0
Source. Field Data (2021)

4.4 Respond Distribution in Job Satisfaction


The study puts two variables to depict the level of awareness and positive impacts in job
satisfaction through a Likert style/approach between a Strongly Agree and a Disagree if
any. Therefore, STRONGLY AGREE were 66.7% and DISAGREE were 33.3%. This
means that most of the employees had awareness and highly experiencing the impact of
Satisfaction at workplace.

Table 4.4 Respondents distribution in Job Satisfaction

STANDINGS FREQUENCY RESPECTIVE


PERCENTAGE
DISAGREE 12 33.3

AGREE 24 66.7

TOTAL 36 100.0

Source. Field Data (2021)

38
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.

Table 4.5 Respondents Work Experience

YEARS FREQUENCY PERCENTAGE


0-4 5 13.8
5-9 9 25
10- 15 22 61.1
Total 36 100
Source, field data (2021)

4.6 Results, analysis and discussion of findings


This section presents the data collected and discussed findings obtained in relation to the
two objectives of the study presented in the introductory chapter. The analysis begins
with first research objective, followed by the second research objective.

4.6.1 The influence of management recognition of employee performance to the


employee job satisfaction
The first specific objective of the study was to identify the influence of management
recognition of employee performance to the job satisfaction. The associated research
question was, what is the influence of management recognition of the employees’
performance to the job satisfaction?

39
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”

SHRM (2009) survey report acknowledged that, employees’ performance through


praise, awards and incentives is believed to be a cost-effective way of increasing
employee morale, productivity and competitiveness.

4.6.2 The influence of meaningful work to the employee job satisfaction


The meaning work itself portrayed as the intrinsic factor in conceptual framework
whereby it concerns with the personal employee job attitude about job requirement and
that assigned task also research reveal that employee perception of the work have direct
influence on job satisfaction. In TRA employees are covered with positive perception
towards their work to the extent that about 43.5% of the respondents mention it as a
genuine factor since to them meaningful work influences job satisfaction. Moreover,
through encouraging employees to having control over the work project, employee
experiencing the balance between work and personal life, the job makes the employee to
feel as the part of something bigger.

4.6.3 The influence of degree of employee autonomy to the employee job


satisfaction
Research found that when employees are given freedom associated with autonomy, job
satisfaction rises. It is theorized that this increase the level of job satisfaction in
40
employee stems from feeling of greeter responsibility for the equality of their work.
Autonomy has also been shown to increase motivation and happiness, along with
decreasing employee turnover. For example, some employees work better with little
oversight (under minimum supervision), while others need extra directions. Too little
direction can be confused with disorganization, instead of freedom.

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.

4.8 Chapter Summary


Chapter four, this chapter was involved in presenting the main findings. The findings are
divided into two parts namely; Demographic data and main findings. Age distribution
within the sample framework, gender distribution within the sample framework and
experience of the respondents. Whereas on the other hand major findings represents the
study objectives which are; to identify the influence management recognition of the
employee performance to the job satisfaction, to determine the influence of the
meaningful work to the employee job satisfaction, third objective is to examine the
degree of the employee autonomy in employee job satisfaction.

41
CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS


5.0 Introduction
This chapter presents a summary of the study, a conclusion based on findings presented
and discussed in chapter four and finally provide recommendations. The summary of the
study is presented first.

5.1 Summary of the study


The study focused on understanding the influence of intrinsic factors to the employees’
job satisfaction in the public entities. TRA was used as a case study. Purposely the study
examined the intrinsic factors for employees’ job satisfaction in the workplace. What is
the influence of management recognition of employee performance to the job
satisfaction, also influence of meaningful work to the job satisfaction? A single case
study design was applied, employing both primary and secondary data collection
methods in order to achieve the above mentioned objectives.

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

42
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;

i. Degree of employee autonomy

Employees should be given freedom to make recommendations, suggest or even to


choose what’s best for the well-being of the organization. Moreover, the employees need
to be treated equally, for example, equality should be done with career development
opportunities, and the employees who meet criteria should be developed. Seminars, the
workshop must be participated by all employees in the organization not always repeated
by the same employees.

ii. Meaningful work

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.

iii. Job feedback

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.

iv. Training and development

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.

v. Recognition of employees’ job performance

Effective employees’ recognition enhances employees’ satisfaction and leads to the


increase of employees’ productivity and contributes to improved organization
performance. Therefore, the case study organization should support and value
employees for their initiatives and creativity, rewarding employees for achievements,
excellence performance and their contribution to the organizational development.

vi. Task involvement

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.

5.4 Area for further Research


This study has focused on influence of intrinsic factors to the employees’ job
satisfaction. The study has searched different aspects on intrinsic satisfaction. In this
study, recognition, degree of employee autonomy, responsibility, meaningful work, job
feedback both tend to be intrinsic factor which influence employee job satisfaction. On

45
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

I am Abdulkadir Omary, a student at Mzumbe University Mbeya campus pursuing a


bachelor degree in Human resource management. I am doing a study on employees’ job
satisfaction in Tanzania Revenue Authority-Tanga. The aim of the research is to
understand factors for employees’ satisfaction and dissatisfaction at work place. Thus, I
would like to be very grateful if you would spare me some time filing this questionnaire.

PART. A

Tick appropriate perspective

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

51
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:

(a) Strongly agree -1


(b) Agree - 2
(c) Strongly disagree - 3
(d) Disagree – 4

1. The way information flows around in your organization. {}


2. Your relationship with other people at work {}
3. The way you and your efforts are valued. {}
4. The nature of your job {}
5. The degree to which you feel motivated by your job. {}
6. Career opportunities offered by your job {}
7. The level of job security in your present job {}
8. The extent to which you identify with the goal of your organization { }
9. The style of supervision used by your supervisors. {}
10. The way changes and innovation are implemented in your job { }
11. The kind of work or task that you are required to perform. {}
12. The degree to which you feel that you can personally grow in your job { }
13. The mannerin which conflicts are resolved in your organization. {}
14. The scope your job provides, achieve your aspirations and ambitions.{ }
15. The amount of participation which you are given important decision making { }
16. The degree to which your job taps the rage of skills, you feel you possess. {}
17. The amount of flexibility and freedom you feel you have in your job.{ }
18. The psychological feel or climate that dominates your organization. { }
19. Your level salary relative to your experience {}
20. The design in shape of your organization structure. {}
21. The amount of work assigned to do whether much or little {}
22. The degree to which you feel extended in your job. {}

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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.

For ay inquiries please consult researcher.

Phone: 0772614612/ 0657888632

53

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