ATTENTION:
BEFORE
YOU READ THE CHAPTER ONE OF THE PROJECT TOPIC BELOW, PLEASE READ THE
INFORMATION BELOW.THANK YOU!
INFORMATION:
YOU CAN
GET THE COMPLETE PROJECT OF THE TOPIC BELOW. THE FULL PROJECT COSTS N5,000
ONLY. THE FULL INFORMATION ON HOW TO PAY AND GET THE COMPLETE PROJECT IS AT THE
BOTTOM OF THIS PAGE. OR YOU CAN CALL: 08068231953, 08168759420
INFLUENCE OF
WORK SCHEDULE AND OCCUPATIONAL STRESS ON JOB SATISFACTION
ABSTRACT
The study
investigated influence of work schedule and occupational stress on job
satisfaction among hospital workers in University of Uyo Teaching Hospital,
Uyo, Akwa Ibom State. Two hundred and sixty-four (264) participants were used
for the study; their ages ranged from 18 to 62 years with a mean age of 33.74
years. An ex-post facto design was adopted of the study. Valid questionnaires
were used for data collection which were Occupational Stress Scale developed by
American Institute of Stress (2008) and Job Satisfaction Survey developed by
Spector (1994). Stratified sampling
method was used to select participants for the study. The result [F (1, 265) =
5.09, P<.05] indicated that hospital workers that operate shift work were more
satisfied with their job than hospital workers that operated non-shift work.
The result [F (1, 265) = 1.02, P>.05]indicated that occupational stress does
not exert significant influence on job satisfaction among hospital
workers.Furthermore, the interaction of work schedule and occupational stress
did not significantly influence job satisfaction among hospital workers studied
[F (1, 265) = .58, P> .05]. It was suggested that managements of hospital
should consider increasing the works done through shift duties.
CHAPTER ONE
INTRODUCTION
1.1.
Background of the study
Job
satisfaction is the most widely researched job attitude and among the most
extensively researched subjects in Industrial/Organizational (I/O) Psychology
(Judge & Church, 2000). It has been linked to productivity, motivation,
absenteeism/tardiness, accidents, mental/physical health, and general life
satisfaction (Landy, 1978, Wegge, Schmidt, Parkes & Van Dick, 2007). Job
satisfaction is considered as one of the most important construct in I/O
Psychology because of its role to understanding of many activities that takes
place in the work environment. It is an extent to which an individual or worker
performs his/her work effectively. Other factors that affect job satisfaction
are work schedule and occupational stress, which form the basis for this study.
According to
Kerber & Campbell (1987), measurement of job satisfaction helps identify
specific aspects of a job that require improvement. Employee job satisfaction
is a central attention in the researches and discussions in work and
organizational psychology. It is opined that a happy employee is productive and
vice versa (Syptak, Marsland & Ulmer, 1999). In reality, employees are more
satisfied when they enjoy the environment in which they work. The extent to
which an employee is satisfied with his/her work determines the growth or
collapse of the organization where he/she works (Thompson & Phua, 2012).
However,
organizations tend to focus more on predicting employees’ job performance
rather than its satisfaction. In recent times, research has been conducted on
employees’ job satisfaction unlike its initial state where it was being
ignored. Locke (1976) described job satisfaction as a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job experiences.
Most organizations in African countries (Nigeria especially) seems to ignore
the important of their employees’ job satisfaction but focuses more on the
organizations’ productivity and sales increase.
Appreciation,
recognition and appraisal works hand in hand in enhancing employees’ job
satisfaction. In any organization where these essential tools are lacking, the
organization suffers and this might lead to collapse or relapse of the
organization (Latham & Budwoth 2007). Also leadership style of managers
and/or supervisors in charge goes a long way to determine if the success and
growth of the organization is guaranteed or threatened (Teven, 2007).
Organizations rely greatly on its employees’ talents to achieve organizational
success, and when job satisfaction is lacking, these valued employees’ are
tempted to quit; negatively affecting the organizational effectiveness. An
appropriate style of leadership and employees’ job satisfaction with their jobs
are factors that are essential and fundamental to organizational success (Lok
& Crawford, 2001).
Another
major factor on this is that an organization is an open system which involves
inter-relatedness of sub-systems (Morgan, 1986). Job satisfaction must be directed
towards the organizational goals that are relevant and impactful to the job
(Staw & Cohen-Charash, 2005). There are certain factors that must be taken
into consideration when determining how satisfied an employee is with his/her
job, and it is determined based on employee’s work situation or importance.
People tend
to evaluate their work experiences based on feelings of satisfaction or
dissatisfaction regarding their job, as well as organization which they work
(Hulin & Judge, 2003). There are many probable influences that affect how
favourably an individual appraises his or her job. Through years of extensive
research, I/O Psychologists have identified numerous variables that seem to
contribute to job satisfaction. To explain the development of job satisfaction,
researchers have taken three common approaches which are job characteristics,
social information processes (organizational characteristics), and
dispositional (worker characteristics), Jex (2002).
Job
characteristics approach research has revealed that the nature of an
individual’s job or the characteristics of the organization predominantly
determines job satisfaction. According to Hackman & Oldham (1980), a job
characteristic is an aspect of a job that generates ideal conditions for high levels
of motivation, satisfaction, and performance. A common premise in research of
the effects of job circumstances on job satisfaction by comparing the current
receivables from the job with what they believe they should receive, Jex
(2002). For example, if an employee receiving an annual salary of #5,000,000
believes that he/she should be receiving a salary of #3,500,000, then he or she
will experience satisfaction; however, if the employee believes that he or she
should be receiving #9,000,000, then he or she will feel dissatisfied.
According to
Locke (1976, Saari & Judge, 2004), this process becomes even more complex
since the importance of work schedule differs as per individual perception. For
example, one employee may feel that pay rate is extremely important while
another may feel that social relationships are more important. Consequently,
this leads to individual’s level of satisfaction or dissatisfaction when
expectations are met or not.
Based on
social information process, Jex (2002) explains that during social information
processing, employees look to co-workers to make sense of and develop attitudes
about their work environment. In other
words, if employees find their co-workers positive and satisfied then they will
most likely be satisfied; however, if their co-workers are negative and
dissatisfied then the employee will most likely be dissatisfied.
Thirdly,
dispositional (work characteristics) depicts that internal disposition is the
crux of the latest method of explaining job satisfaction which hints some
people being inclined to be satisfied or dissatisfied with their work
irrespective of the nature of the job or the organizational environment (Jex,
2002).
Shift work
occurs in a work schedule that necessitates 24 hours a day and occasionally, 7
days a week, to keep an organization operating without a hitch. Shift work
occurs whenever 24-hour coverage is necessary or when a 24-hour day is needed
to optimize work output and productivity. There are many approaches to shift
work. For example, an employee may work 8 hours during a day that consists of
three 8-hour shifts. Or, an employee may work twelve hours a day for 4 straight
days and then be off the next 4 days. Employers have experimented with every
conceivable form of shift work in an effort to maximize the potential of their
operation while also considering how to minimize any ill effects on their
workers (Schultz, Duane & Ellen, 2010). Those working the night shift, in
particular, are susceptible to debilitating health effects due to lack of sick
and poor eating habits.
Shift work,
in which an employee works the same shift consistently, is always better for
employee to create a fulfilling lifestyle and home life. Conversely, constantly
changing shifts disrupts one’s life patterns. Here in Nigeria, not all the
employees in different organizations do perform the usual 8am – 4pm – five days
– a week. Nurses, pharmacists, military personnel’s, fire fighters, prison
warders among others, do provide 24-hours – a - day service. Muchinsky (1997),
posits that in industrial manufacturing companies, some technologies/machine
require constant monitoring and operation. Hence, it becomes rational and
practical to run these machines continually by having different shift work
systems round the clock. He notes further that there are no uniform shift
hours, as various companies adopt different shifts.
Usually for
nurses, a 24-hour-a-day is broken into three 8-hour- work shifts as follows:
i. 7am to
2pm (day shift):
ii. 2pm to
10pm (swing or afternoon shift)’’ and
iii. 10pm to
7am (night shift).
Muchinsky
finally observes that some companies have employees run only one shift, more
so, as workers generally do not like the afternoon and night shift.
Consequently, many firms and organizations do rotate the shift on weekly basis
so as to carry all the workers along. Psychologists in industrial settings did
and still do investigate the degree to which workers’ job satisfactions are
affected by the shift work, and their abilities to cope with these changes in
work schedules, Muchinsky (1988).
Since it is
the duty of hospital workers to ensure that the health condition of the
citizens here in Nigeria is well taken care of, the hospital workers had since
adopted three shift work schedules covering from Sunday to Saturday of every
week. In order to cover all these duties and safeguard the lives of the
citizens effectively, the shift work schedule in this organization is as
follows:
(a) Morning
shift, from 0600 hrs to 1400 hours;
(b)
Afternoon shift, 1400 to 2200 hours; and
(c) Night
shift. 2200 hours to 0600 hours.
It should be
noted at this juncture that the first workers to be initiated to this routine
were not hospital workers, or even military personnel’s, but bakers.
Industrialization and global warfare brought shift work into the mainstream
(Aveni, 1999). In other words, estimates are that more than 25% of all workers
in the U.S. and Europe are now shift workers.
This study investigates
whether the hospital workers actually do have job satisfactions on their job;
and/or experience stress in their day to day hassles while working these
shifts. Aschoff (1978), in his work posits that shift workers experience many
problems ranging from physiological to social adjustments; stressing that most
physiological problems are associated with interruptions of the circadian
rhythm or internal biological clock; that is to say, our bodies are
“programmed” for a certain time cycle. Hence, shift works have been observed to
interrupt the cycles of eating, sleeping and working hours; and workers on this
shift therefore, tend to experience physiological problems.
In actual
fact, the hospital workers on these shift works are mostly those on the lower
ranks in the health sector. These are the nurses, social health workers, etc.;
who constitute the life wire of the work. These groups of people are those
mostly running the shift work systems; and are equally seen on the field from
time to time. These are the same group of hospital workers seen by the general
public either in their course of attending, treating of patients, and/or
probably, while carrying out their health duties. This study therefore, tends
to investigate whether these hospital workers while carrying out their duties,
will actually experience stress.
Although,
researchers have come to agree that stress is found in every organization,
industries and in every day’s live of all human existence; many factors have
been advanced by theorists to affect individual’s job satisfaction. Paramount
amongst them is occupational stress. Organizational changes coupled with
economic meltdown and depressions have produced its casualties at both
organizational and individual level resulting in stress and conflict.
According to
Cooper (2005), high incidence of stress throughout organizations irrespective
of job satisfaction and involvement stress is individually analyzed and every
employee has a range of satisfaction which they can feel steady and safe. For
MCkenna (1999), stress entails any situation that is seen as burdensome,
threatening ambiguous or boring and is likely to affect free flow of
performance and satisfaction. A satisfied employee who is committed and
involved in his or her job should not encounter stressful circumstances, but
Mullins (1999) argued that one potential source of work stress arises from role
incongruence and positional role conflict that are not compatible with
individual training and experience. Mbieli (2007), noted that occupational
stress could act to activate people into action with possible positive stress
response is a stressor. Stress occurs when the magnitude of the stressor
exceeds the individual’s capacity to resist. For instance, workload is stressor
or something that caused a person to feel stressed when he thinks that he is
unable to cope with the large workload. Six sources of stress or occupational
stressors, were categorized in the occupational stress indicator (OSI) thus:
factors intrinsic organizational structure and climate, and home/work
interface. Cooper & Cartwright (1996) reiterated that these are main
sources of stress at work, arguing that they are applicable to different
occupations.
HOW TO GET THE FULL PROJECT WORK
PLEASE, print the following
instructions and information if you will like to order/buy our complete written
material(s).
HOW TO RECEIVE PROJECT MATERIAL(S)
After paying the appropriate amount
(#5,000) into our bank Account below, send the following information to
08068231953 or 08168759420
(1) Your project
topics
(2) Email
Address
(3) Payment
Name
(4) Teller Number
We will send your material(s) after
we receive bank alert
BANK ACCOUNTS
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 0046579864
Bank: GTBank.
OR
Account Name: AMUTAH DANIEL CHUKWUDI
Account Number: 2023350498
Bank: UBA.
FOR MORE INFORMATION, CALL:
08068231953 or 08168759420
AFFILIATE
Comments
Post a Comment