Empirical Review
This section explores scholarly literature related to the dimensions of the independent variable
job satisfaction including economic aspects, interpersonal relations, personal fulfilment and
organizational commitment. It also explores the dependent variable Employee Performance.
Economic Rewards and Employee Performance
Sarmad et al. (2016) conducted an empirical study to reveal the effect of compensation and
motivation on the rate of employee retention in oil corporations in the public sector. After
collecting data from 112 employees they established that enhancement in employee
motivation level and practical management of compensation yields improvement in the
retention of employees. Samad et al. (2016) assert that organizations to foster retention of high
quality individuals by ensuring they value their skills and knowledge.
Subsequently, compensation of employees should be linked with a skills and knowledge
based system. This is because a good pay is deemed as a monetary reward a worker looks
forward to and therefore affects retention in the organization. Employers can influence
employee attitude through compensation; higher pay is an attraction for incumbent employees
(Samad et al., 2016).
Chomal and Baruah, (2014) assert that organizations should adopt reward systems for their
employees since they make employees more productive hence improving the competitive
advantage of the company. Competitiveness of the organization is improved when
performance-based compensation is adopted since corporations are able to cut costs,
restructure and further boost performance. Reward systems must focus on intrinsic and
extrinsic rewards in order to motivate the workforce (Chomal & Baruah, 2014). Job
satisfaction correlates with an individual’s feelings regarding the rewards they receive from
the job and affects productivity of the employee. Chomal and Baruah, (2014) posit that job
satisfaction correlates with organizational trust and individuals feelings of achievement and
this can be quantitative or qualitative. Job satisfaction is attained when the employee feels that
the compensation and rewards given equal their contribution and input to the organization.
Subsequently, a performance linked reward system is vital for job satisfaction among
employees and for improved Employee Performance.
Personal Fulfillment and Employee Performance
The workplace is a significant stage for social interaction for individuals in their life and
serves, as a major source of fulfillment in the modern world (Hodson, 2004) .Personal
fulfillment of employees is integral in employee engagement in the workplace. The research
conducted by Hodson (2014) established that social life in the workplace serves as a positive
attraction to individuals as it provides a level of meaning and fulfillment to their personal
lives. Moreover, the study concluded that the highest paid employees hold stronger networks
while the poorly remunerated employees have limited social life while at work. Personal
fulfillment by employees tends to correlate with the benefits they receive in their jobs,
compensation levels and having pride in their jobs.
Employees need to find work as being meaningful if they are to be significantly engaged in
their jobs (Kennet, & Lomas, 2015). Davenport (2015) assert that stress levels are intertwined
with the fabric of organization working environment and this impacts negatively on the
employees as their personal fulfillment is limited. Workplace stressors limit the level of
personal fulfillment experienced by an individual and this affects negatively the level of
productivity. In fact, workplace stress contributes over 120,000 deaths every year and is
associated with healthcare costs totaling at least $ 190 billion in the United States
(Davenport, 2015). Managers and supervisors are in charge of introducing stress-buffering
conditions in the work environment (Davenport, 2015).Managers can act as mentors for
employees with a view of heightening work engagement. Personal fulfillment in the
workplace is derived from self-determination and self-reflection. This can be heightened
when managers act as mentors for employees (Kennet, & Lomas, 2015). Managers should
shape the organizational culture in a manner that reduces the level of stress in the workplace.
Mandhanya (2015) assert that employees in an organization expect to perform their duties in
a favourable environment, one that helps them actualize their abilities and also satisfy their
personal needs hence improving their personal fulfillment. Subsequently, workspace design
has a profound effect on employees and can contribute to employees abandoning the job if
they are not satisfied. Furthermore, employees prefer working in an organization where the
environment provided is favourable. Many organizations provide favourable work
arrangement and flexible schedules with the objective of helping employees manage their
work life and personal life.
Interpersonal Relationships and Employee Performance
Interpersonal relationships are visible and invisible traits of society (Emilova,
2014).Interpersonal relationships contribute to the creation of appropriate social environment
which serves as an opportunity for performers to prove their individual professional skills.
Emilova (2014) assert that interpersonal relationships and situations leave a mark on an
individual and their future behaviour is influenced by such situations. Moreover, behaviour of
an individual reflects their relationship with people who may not be present in the current
situation.
Emilova (2014) posits that formal interpersonal relationships tend to be objective in nature. In
such scenarios individuals interact based on specific roles and are governed pre-established
formal regulations. Furthermore, in an organization setting interpersonal relationships may
adopt different dimensions including interpersonal cooperation, conflict, unity or
compatibility. The interpersonal relationships that manifest in the workplace include manager-
employee, manager-manager or employee-employee (Emilova, 2014).
Singh, and Pathak, (2017) assert that in the workplace individuals have differing priorities,
goals and values on both personal and professional events. Consequently, these become forms
of impediment to developing strong connections with others. Singh and Pathak (2017) assert
that aspects such as job insecurity, preconceived notions and premature evaluation are barriers
to effective interpersonal relationships. Subsequently, the organization workplace becomes a
conflict zone where individuals fight over opposing goals, values and priorities. Such conflict
limits job satisfaction as employees lack motivation to work in such an environment. Kato,
(2015) states that workplace interpersonal stressors correlate with psychological dysfunction,
burnout and depressive symptoms.
