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TitleJob satisfaction model to enhance organisational performance in armed conflict societies: a case of Tete Province in Mozambique
AuthorTakupiwa, Nyanga
SubjectJob satisfaction
SubjectJob satisfaction model
SubjectOrganizatinal performance
SubjectArmed conflict
SubjectArmed conflict societies
SubjectConditions of service
SubjectEmployees" attitude
SubjectJob satisfaction -- Mozambique -- Tete (Province)
SubjectOrganizational effectiveness -- Mozambique -- Tete (Province)
SubjectPerformance -- Management -- Mozambique -- Tete (Province)
SubjectArms control -- Mozambique -- Tete (Province)
SubjectEmployees attitudes -- Mozambique -- Tete (Province)
SubjectOrganizational behavior -- Mozambique -- Tete (Province)
Format1 online resource (xix, 229 leaves) : illustrations
AbstractJob satisfaction is one of the key antecedents to organizational performance, growth and survival. The attitude employees have towards their work significantly affects employees and organizational performance. The main objective of this study was to develop a job satisfaction model for organizational performance in armed conflict societies. The study examined how the effects of armed conflicts affect job satisfaction among workers working in armed conflict societies. A concurrent triangulation mixed approach, that is a mixture of qualitative and quantitative was employed to establish the relationship between the effects of armed conflicts and job satisfaction. The study population comprised 13 organisations drawn from Tete province. Quantitative data was collected using questionnaires from 200 respondents while qualitative data was gathered from 20 participants using an interview schedule. The Statistical Package for Social Scientists (SPSS) and thematic data analysis methods were used to analyse quantitative and qualitative data respectively. The hypotheses were tested using multiple regression analysis, correlational analysis and the t-tests. The study showed that there is a strong correlation between the effects of armed conflict and job satisfaction. The intensity of the war determines the level of job satisfaction among workers working for organisations in armed conflict societies. The study established that job satisfaction in armed conflict societies is also influenced by the destruction of the economic infrastructure, destruction of interpersonal relationships, intercommunity violence, political interference, killings and torture of civilians, deterioration of health and education systems, economic depression and displacement of people. The study further found out that job satisfaction in armed conflict societies negatively affects key organizational performance antecedents such as rate of absenteeism, labour turnover, employee loyalty and commitment, psychological status of employees and health of employees. Job satisfaction in armed conflict societies directly and indirectly affects organizational performance, profitability, value of shares, market share and organizational growth. To minimize the consequences of low job satisfaction on organizational performance, organizations should put in place measures that propel job satisfaction such as providing counselling services, social services and financial and non-financial support. The study concluded that job satisfaction can be increased by any or all of the following strategies:1) flexible work organisation and establishing an effective team, 2) provision of secure staff offices and residences, 3) compensating employees for war related injuries and deaths, 4) provision of better social services, 5) provision of leisure, recreational activities and infrastructure, and 6) provision of counselling platforms. The study contributed to the body of knowledge by developing a job satisfaction model for organizational performance in armed conflict societies. Furthermore, contrary to other researchers whose studies concentrated on job related factors of job satisfaction, this study focused on how the effects of armed conflict influence job satisfaction.
AbstractGraduate School of Business Leadership
AbstractD. B. L.