Relationship with employers and employee job satisfaction

Relationship with employers and employee job satisfaction

This study considers supervisors as frontline managers who are responsible for the supervision of

employees. Bowen, Cattell, Distiller and Edwards (2008) conducted a research of employees’

job satisfaction amongst Quantity Surveyors. The research revealed that a low degree of

supervision and cordial relations amongst employees significantly influenced job satisfaction

among the Quantity Surveyors. Landry and Vandenberghe (2012) drew on social exchange

theory and hierarchical linear modeling to examine the influence of supervisor-employee

relational commitments on employee job performance. Three hundred employee-supervisor

dyads completed two sets of survey questionnaires in nine Canadian public health organizations.

Oluwafemi & Yusuf, 2014) found supervisor leadership styles positively influence employees’

satisfaction.

Okediji, Etuk and Nnedum (2011) analyzed the influence of relationship between supervisors’

support and co-workers’ involvement on job satisfaction of 150 employees of a brewery

company in Uyo, Nigeria. The result of a 2-way ANOVA for unequal sample size indicated

higher job satisfaction for employees who perceived their supervisors as supportive compared

employees who saw their superiors as unsupportive. At the organizational level, Muse and

Wadsworth (2012) showed that employee’s perception of organizational support has a robust and

a positive relationship with task performance and job dedication. Business leaders can motivate

and empower employees by improving supervisory and organizational support. Supervisors may

leadership style may enhance job satisfaction than leaders who do not.

The result of a 2-way ANOVA for unequal sample size from a study conducted by Okediji, Etuk,

and Nnedum (2011) involving 150 employees of a brewery company in Uyo, Nigeria, focusing

on the effect of perceived worker involvement and support from supervisors on the job indicated

that higher job satisfaction for employees who perceived their supervisors as supportive

compared employees who saw their superiors as unsupportive. At the organizational level, Muse

and Wadsworth (2012) showed that employee’s perception of organizational support has a robust

and a positive relationship with task performance and job dedication.

Relations with co-workers and job satisfaction

Employees’ job satisfaction can be affected by such organization’s social environment as co-

(2013) assert that employees who develop and maintain cordial relationships with their co-

workers stand higher chances of achieving work satisfaction that the employees who do not.

such as job characteristics, rewards, relationship with superiors, relation with coworkers, and

fulfillment of higher order needs on job satisfaction of Indonesian construction workers (N = 56).

This correlational study indicated that the task-related relation with coworkers influenced

construction workers’ job satisfaction. Whereas permanent workers favored assistance as a form

of coworker relationship, temporary employees valued cooperative behaviors. These findings

indicate that employees value supportive coworkers in task performance.

Good working relationships with colleagues can engender a healthy working environment that

enhances personal satisfaction. Moor, Leahy, Sublett, and Lanig (2013) studied the effect of

nurse-to-nurse relationship on work environment of registered nurses in southwestern Ohio (N =

82). The study was a mixed method design. The result indicated that to poor relationship among

such as job characteristics, rewards, relationship with superiors, relation with co-workers, and

fulfillment of higher order needs on job satisfaction of Indonesian construction workers (N = 56).

This correlational study indicated that the task-related relation with co-workers influenced

construction workers’ job satisfaction. Whereas permanent workers favored assistance as a form

indicate that employees value supportive co-workers in task performance. Good working

relationships with colleagues can engender a healthy working environment that enhances

personal satisfaction.

Job Satisfaction

Ronra and Chaisawat (2015) analyzed factors affecting employee turnover and job satisfaction in

Amari Hotels & Resort, Thailand, where 11 out of 356 hotels were sampled. The findings

indicate that insufficient resources and tools to undertake daily tasks had the highest influence

employees’ job satisfaction, and hence turnover, followed by inadequate rewards and recognition

Maurya and Taj Mahal were sampled. Descriptive research design was adopted and sample size

60 employees selected, with equal representation from each of the two hotels. Findings show that

employees felt very satisfied when exposed to the eight selected parameters. Kiruthiga and

Magesh (2015) carried out a study entitled “Rouse employee loyalty through job satisfaction” in

Australia using a sample of 500 employees in the hotel industry. Exploratory factor analysis

identified key factors to job satisfaction (working environment, human resource policies, training

and development, career building and work relationships) and employee loyalty (career

development, job security and commitment). An examination of the inter-relationship revealed

on employee loyalty.

remuneration (0.854 coefficient), and (ii) promotion (0.448 coefficient).

Summary and Research Gaps

Empirical studies reviewed indicate that whereas many researches were done concerning factors

affecting job satisfaction of employees representing various sectors internationally, regionally

and in Kenya, among them: Okediji, Etuk, and Nnedum (2011); Marzuki, Permadi, and Sunaryo

in the hospitality industry in Kenya, specifically focusing on the independent variables of the

current study, namely working conditions, remuneration, relationship between employees and

supervisors, and co-worker relations. Thus the need for this research.

This study focuses on only working relations, remuneration, relationship with supervisors, co-

worker relations, and leadership, and excludes other factors, which include job security,

autonomy, fairness, and relationship with employees, while other factors were left out, including

internal communication, opportunities for career advancement, organizational policies. Work

load, stress levels, leadership behavior, training and development, and characteristics of the job,

the excluded factors are recommended as areas of focus for future studies.

Conceptual Framework

supervisor, co-worker relations and internal communication. The identified factors are anchored

on the following theories: (i) Content Theory - Herzberg’s Motivation; and (ii) Process theory -

Expectancy Theory. Depicted is the hypothesized relationship between variables of the

Relationship with supervisor

Co-worker relations

Figure 2.1: Conceptual

framework Source: Author, 2022

Operationalization of Variables

According to Shuttleworth (2015), is the definition of research variables into factors that are

measurable in empirical and quantitative terms, while enhancing quality of results and robustness

of the design. Table 2.1 depicts operationalization of the research variables.

Job satisfaction

Performance

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