THE IMPACT OF PERFORMANCE TARGET ON EMPLOYEE

JOB SATISFACTION
(A CASE STUDY OF SELECTED BANKS IN ABEOKUTA, OGUN STATE)

BY

ADIRO IBRAHIM DARE

MATRIC NO. 10090423

A PROJECT

SUBMITTED TO THE

DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT,

MOSHOOD ABIOLA POLYTECHNIC,
ABEOKUTA

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF

HIGHER NATIONAL DIPLOMA (HND) IN
BUSINESS ADMINISTRATION

NOVEMBER, 2015
 CERTIFICATION

This is to certify that this project was carried out by ADIIRO IBRAHIM DARE, school

of business studies and management, department of Business Administration in partial

fulfillment of the award of Higher National Diploma (HND) in Business Administration,

Moshood Abiola Polytechnic.

____________________________ _______________________
Oni K.A Date
Project Supervisor

_____________________________ _______________________
A. G. Aderounmu Date
Head of Department
 DEDICATION

This project is dedicated to the Almighty Allah (SWT) the Omniscience and Omnipotent.

And to my beloved parents; Mr. & Mrs. Adiro and my entire family for their parental

care, love, financial, moral supports and prayers in the accomplishment of my academic

achievement in Moshood Abiola Polytechnic Abeokuta.

 ACKNOWLEDGMENT

My profound gratitude goes to Almighty Allah for making my dreams a reality. I really

thank Him for His provision, guidance and protection over me for attaining my present

status in life. I sincerely say “THANK YOU ALLAH”.

My appreciation also goes to my supervisor Mr. Oni K.A. for his uncountable assistance,

moral supports and contributions towards the achievement of this project, thank you sir.

I thank my parents Mr. & Mrs. Adiro for their moral, financial and spiritual support. I

really appreciate you and pray that you will reap the fruit of your labour. I also

acknowledge my Big Daddy Mr. Bashir Adiro, my uncles; Lateef Adiro, Alfa Isiaq, for

their financial, moral support. My appreciation also goes to my friends; Akinniyi

Oluwaseun, Olokode Gbenga, Babalola Taiwo, Peeple, Awoo, Ife, Pelumi, Joy, Merlin,

Rahmat, Toibat, Wunmi, Rofiat, Adebeshin, Ayobami Abiodun and all that I am unable

to mention for their academic support during my stay in school.

I really appreciate you all.

I say a big thank you all and God bless.

 ABSTRACT

The value of human capital is enhanced by the acquisition of higher performance

potentials such as new skills, knowledge and attributes through performance target. It is

in this light that this research is aimed at investigating the impact of performance target

on employee job satisfaction. The study uses a cross-sectional quantitative survey design

that make use of primary data collected from sample of one hundred and twenty (120)

respondents drawn through the quota sampling technique from some selected banks in

Abeokuta which served as the case study. Data collected were analysed using ordinary

least square (OLS) through the use of statistical package for social sciences (SPSS). The

study reveals that perceived target attainment has a significant relationship with job

satisfaction which brings about commitment to work and improvement on performance.

The research work recommended that organizations should ensure supervisor and co-

worker support for their employee so as to make them become committed to their job.

KEYWORDS: Target Attainment, Job Autonomy, Turnover Intention, Supervisor

Support, Co-worker support, Job Satisfaction,

 TABLE OF CONTENT
Title Page
Certification
Dedication
Acknowledgement
Abstract
Table of content

CHAPTER ONE - Introduction

1.01 Background to the study
1.02 Statement of the problem
1.03 Purpose and Objectives of the study
1.04 Research Questions
1.05 Research Hypotheses
1.06 Justification of the study
1.07 Scope and delimitation of the study
1.08 Definition of Key terms

CHAPTER TWO - Literature Review

2.01 Definition of Training and Development
2.02 Concepts of Organisational Commitment
2.03 Conceptual Framework
2.04 Theoretical Framework
2.05 Self-Sponsored training and development and employee retention
2.06 Staff Training and Employee Performance
2.07 Training and development on Employee turnover
2.08 Job Autonomy and Job satisfaction
2.09 Training and Development for individual
2.10 Training and Development for group
2.11 In-House or External Courses
2.12 Training and Employee Commitment

CHAPTER THREE – Research Methodology

3.01 Research Design
3.02 Data Source and Method of Collection
3.03 The Study Population
3.04 Sample size and sampling techniques
3.05 Research Instruments specification
3.06 Measurement of Variables
3.07 Method of Data Presentation and Analysis

CHAPTER FOUR – Data Presentation and Analysis

4.01 Analysis of Demographic Characteristics of Respondents
4.02 Test of Hypothesis

CHAPTER FIVE – Summary, Conclusions and Recommendations

5.01 Summary of Findings
5.02 Conclusions
5.03 Recommendations

APPENDIXES
QUESTIONNAIRE
 CHAPTER ONE

INTRODUCTION

1.01 BACKGROUND TO THE STUDY

Performance targets are one of the most used managerial tools in the corporate world.

Performance targets also referred to as assigned goals, quotas or performance aspiration

levels Quality management researchers and consultants such as Deming (2002) suggest

that business goals are necessary for management (e.g. constancy of purpose and

continuous improvement). However, performance targets established for employees

without a road map have effects opposite to the effects sought. Deming (2004) stressed

that performance targets are "a fortress against improvement" - can be defined as the

objects or aims of managerial actions (Latham, 2004) or as borderlines that differentiate

success from failure (Lopes, 2007). Performance targets are, for example, to attain a ten

percent increase in sales or to improve customer satisfaction. Targets are mainly used for

motivating specific behaviours, establishing expectations, evaluating and rewarding

performance. At present, the use of performance targets seems to be ubiquitous; however, a

high proportion of organisations have reported to be dissatisfied with their targets arguing

that this management tool is not generating the expected results (Marchetti and Brewer,

2000).

In research terms, several management fields have focused their attention on the nature

and effects of performance targets. Organisational behaviour researchers, for example, have

looked at the impact of assigned targets (i.e. targets set by superiors, also known as
assigned goals) on performance for over 30 years. One of their main findings has been

that people perform better when they are assigned specific and difficult targets than they

do when they are assigned easy targets or "do your best" type of targets (Locke and

Latham, 2000). This prediction has been proved to be so strong within the organisational

behaviour literature that the use of performance targets is now regarded as an important

aspect of motivation theory and management education (Ambrose and Kulik, 2009).

Nevertheless, this area of research is far from being conclusive as there are numerous gaps

that remain to be addressed. Furthermore, not all the management literature is in favour of

the use of performance targets for managing employees' performance. For instance, quality

management research is very critical with the use of targets for motivation and performance

management purposes (e.g. Deming, 2002).

Employee satisfaction refers to a collection of positive and/or negative feelings that an

individual holds toward his or her job. Job Satisfaction is a part of life satisfaction.

It is the amount of pleasure or contentment associated with a job. Job Satisfaction is an

emotional response to a job. Job satisfaction is one of the most popular and widely

researched topics in the field of organizational psychology (Spector, 2007). Locke (2006)

defines job satisfaction as a pleasurable or positive emotional state resulting from the

appraisal of one's job or job experiences. Job satisfaction has been studied both as a

consequence of many individual and work environment characteristics and as an antecedent

to many outcomes. Employees who have higher job satisfaction are usually less absent,

less likely to leave, more productive, more likely to display organizational commitment,
and more likely to be satisfied with their lives (Lease, 2008).

1.02 STATEMENT OF THE PROBLEM

In sum, a conflict exists between the different research schools that have studied

performance targets as mechanismss for influencing job satisfaction and performance.

This lack of consensus is a hurdle for managerial practice, as it does not provide clear

guidance about what to expect from the use of this technique. One way forward proposed

by some researchers is to stop questioning the validity of performance targets and to start

searching for those environmental conditions under which the use of targets is effective

and ineffective (Locke, 2004). Another way forward is to address the problems that we

already know performance targets generate by integrating the insights extracted from

different management literatures - for example, organisational behaviour and quality

management (Carlson and Carlson, 2003); and by exploring performance targets using a

wider focus than the one typically used. For instance, job satisfaction has mainly

investigated performance targets as isolated elements affecting behaviour. Some studies

have taken into consideration the linkage between performance targets and pay (e.g.

Locke and Latham, 2003); but little work has focused on the intrinsic relationship between

performance target and employee job satisfaction, which is widely acknowledged as an

important issues by performance measurement researcher (Johnston, Fitzgerald, Markou

and Brignall, 2001; Manzoni, 2002; Otley, 1999). In fact, the effects of performance

targets, measures and incentives should be considered in combination as all of them tend to

be interrelated.
In addition, for an employee to attain the target given to him, he must be given freedom

towards the set objectives (job autonomy) as well as decision making process. This

perceived job autonomy by an employee can lead to job satisfaction.

Furthermore, there must be road map to the performance target assign to the duties of

employee which can be achieved through organization support as well as supervisor

support. Some employees need to be guide on their job for easy attainment of goals and

objectives. The supervisor support and organization support perceived by employees will

reduce the rate of turnover and increase their level of commitment (Maertz, 1999).

1.03 PURPOSE AND OBJECTIVES OF THE STUDY

The purpose of this study is to investigate the impact of performance target on job

satisfaction. Specifically, the objectives of the study are;

i. To determine the impact of perceived target attainment on employee job

satisfaction.

ii. To determine the effect of perceived supervisor support on target attainment.

iii. To determine the effect of perceived co-worker support on target attainment

iv. To examine the relationship between perceived job autonomy and on target

attainment

v. To examine the relationship between perceived performance target attainment and

turnover intention.
1.04 RESEARCH QUESTIONS

To achieve the above stated objectives, answers would be provided to the following

questions;

1. Does perceived target attainment has an impact on employee job satisfaction?

2. Does perceived supervisor support has an effect on target attainment?

3. Does perceived co-worker support has an effect on target attainment?

4. Is there any relationship between perceived job autonomy and has an effect on

target attainment?

5. Is there any relationship between perceived performance target attainment and

turnover intention?

1.05 RESEARCH HYPOTHESES

The following hypotheses would be tested

HO1: Perceived target attainment has no impact on employee job satisfaction.

HO2: Perceived supervisor support has no effect on employee turnover intention.

HO3: Perceived co-worker support has no effect on target attainment

HO43: There is no significant relationship between perceived job autonomy and target

attainment.

1.06 SIGNIFICANCE OF THE STUDY

The study is hoped to be of benefits not only to students, entrepreneurs, employees, and

management of various organization. The study also hopes to highlight the problem

associated with employee’s job satisfaction and to make use of the analysis to improve
the working situation thereby minimizing the problems of performance target in

organization and its environment.

The findings in this study have both theoretical and practical contributions by adding to

the existing knowledge on research that has been done in relation to performance target

and job satisfaction.

1.07 SCOPE AND DELIMITATION OF THE STUDY

This research work conducted and covered exclusively on some selected banks in

Abeokuta which include UBA, Zenith bank, Ecobank and Firstbank Nigeria Ltd in Ogun

State.

This research work will be limited to only employees of the selected banks.

1.08 DEFINITION OF KEY TERMS

Performance Target: This is the specific, planned level of result to be within an

explicit time frame with a given level of resources.

Job Satisfaction: It is the employee general affective opinion of their job and the
degree to which an employee feel confidently or adversely about his job.

Turnover Intention: This is the rate at which employee move from one
organization to the other which can be voluntary or involuntary.

Job Autonomy: This is the freedom employee enjoyed in an organization based on

the job and decision making process.
 REFERENCES

Ambrose, M. L. and Kulik,, C. (1999). Old Friends, New Faces: Motivation Research in the

1990s, Journal of Management, Vol. 25, pp. 231-29.

Carson, P .P. and Carson, K. D. (1993). Deming Versus Traditional Management Theorists on

Goal Setting: Can Both Be Right?, Business Horizons, Sep-Oct., pp. 79-84

Deming, E. (2002). Out of the Crisis, MIT Technology Centre for Advanced Engineering Study,

Cambridge, MA.

Johnston, R., Fitzgerald, L., Markou, E. and BrigAall, S. (2001). Target Setting for Evolutionary

and Revolutionary Process Change. International Journal of Operations & Production

Management, Vol. 21, No. 11, pp. 137-1403.

Lant, T. (1992). Aspiration Level Adaptation: An Empirical Exploration', Management Science.

Vol. 38, pp. 623-644.

Latham, G. P. (2004). The MotivatL6nal Benefits of Goal-Setting'. Academy of Management

Executive, Vol. 18. No. 4, pri. 126-129.

Locke, E.A. (2004). Linking Goals to Monetary Incentives. Academy of Management Executive,

Vol. 18, No. 4, pp. 130-133.

Lease, S. H. (2008). Annual review, 1993-1997: Work Attitudes and outcomes. Journal of

Vocational Behaviour. Vol.53(2):154-183.

Marchetti, M. and Brewer, J. G. (2000). The Art of Setting Sales Quotas', Sales & Marketing

Management, Vol. 152, No. 4, pp. 101.

 CHAPTER TWO

LITERATURE REVIEW

2.01 CONCEPT OF PERFORMANCE TARGET

Performance targets have been defined as 'the objects or aims of managerial action' or as

'borderlines that differentiate success from failure'. They are one of the most commonly used

motivational tools in the corporate world. Nevertheless, little consensus exists regarding the true

effects of performance targets on people's behaviour and performance(Lopes, 2007)..

Some researchers stress the fact that performance targets are key mechanisms for improving

motivation and organisational performance. Other researchers suggest that the use of

performance targets can be detrimental for organisations as they generate stressful work

environments, a low trust culture, data manipulation and financial performance losses. This lack

of agreement is a hurdle for managers as it does not provide clear guidance about what to expect

from the use of this managerial tool. However, performance targets established for employees

without a road map have effects opposite to the effects sought. Deming (2004) stressed that

performance targets are "a fortress against improvement" - can be defined as the objects or aims

of managerial actions (Latham, 2004) or as borderlines that differentiate success from failure

(Lopes, 2007). Performance targets are, for example, to attain a ten percent increase in sales or to

improve customer satisfaction. Targets are mainly used for motivating specific behaviours,

establishing expectations, evaluating and rewarding performance. At present, the use of

performance targets seems to be ubiquitous; however, a high proportion of organisations have

reported to be dissatisfied with their targets arguing that this management tool is not generating

the expected results (Marchetti and Brewer, 2000).

In research terms, several management fields have focused their attention on the nature and

effects of performance targets. Organisational behaviour researchers, for example, have looked

at the impact of assigned targets (i.e. targets set by superiors, also known as assigned goals)

on performance for over 30 years. One of their main findings has been that people perform

better when they are assigned specific and difficult targets than they do when they are

assigned easy targets or "do your best" type of targets (Locke and Latham, 2000). This

prediction has been proved to be so strong within the organisational behaviour literature that

the use of performance targets is now regarded as an important aspect of motivation theory and

management education (Ambrose and Kulik, 2009). Nevertheless, this area of research is far

from being conclusive as there are numerous gaps that remain to be addressed. Furthermore,

not all the management literature is in favour of the use of performance targets for managing

employees' performance. For instance, quality management research is very critical with the

use of targets for motivation and performance management purposes (Deming, 2002).

2.02 CONCEPT OF JOB SATISFACTION

Job satisfaction on the other hand is employees’ cognitive, affective towards their job. It

is the general attitude amount of rewards workers receive and the amount they believe

they should receive (Robbins, 1998).

Researchers have also proved that job satisfaction is a predictor of organizational

commitment (Price, 1997, Rose, 1991). A vast majority of research indicates a positive

relationship between job satisfaction and commitment (Ting, 1997; Morrison, 1997;
Bosholf & Mels, 1995; Kreither & Kinicki, 1992). However, Kalleberg and Mastekaasa

(2002) reported a non-significant relationship between job satisfaction and commitment.

But Tett and Meyer (1993) showed that a satisfaction-to-commitment model assumes that

satisfaction is a cause of commitment. This assumption is supported by the work of Bull

(2005) who reported a significant relationship between job satisfaction and organizational

commitment. The study also revealed a significant relationship between normative

commitment and job satisfaction, a significant correlation between continuance

commitment and job satisfaction, but a moderate relationship between job satisfaction

and affective commitment among bankers. Thus, both job satisfaction and organizational

commitment have been shown to be positively related to performance (Benkhoff, 1997)

and negatively related to turnover (Clugston, 2000). According to Randall, Fedor and

Longenecker (1990), job satisfaction would show whether individuals are attached to an

organization, would only comply with directions or would quit the organization.

In an earlier study by Hunt, Chonko and Wood (1985), it was found that high level of job

satisfaction leads to high level of organizational commitment and job performance. In

support of this finding, Okpara (2006) reported that job satisfaction is linked to

organizational commitment that reduces turnover intentions and absenteeism. Employee

job satisfaction can be categorized into intrinsic and extrinsic satisfaction. Intrinsic

satisfaction is related to job content and include things like, work itself, recognition,

achievement and promotion (Akpan, 2007). Extrinsic satisfaction originates from outside

the job and is related to the job environment and includes pay, allowances, working
conditions etc. Aryee (1994) reported that job satisfaction enhances job involvement

because job satisfaction stimulates greater involvement with the job and as such

satisfaction with the job enhances the important of work identity.

The increasing literature on relationship of job satisfaction and job performance showed

that job satisfaction is positively related to the job performance. Like Shahu & Gole

(2008) found that the companies having less satisfied employees must be developed in

order to be able to motivate their employees to give higher performance. The studies has

been conducted on both levels; the individual employee level and overall company

performance level. For example, Iaffaldano Muchinsky (1985) reported a positive

correlation between satisfaction and their performance (r = .17). Later on Judge,

Thoresen, Bono, & Patton, in 2001 conducted a meta-analysis survey and found a

correlation of (r = .30) between individual job satisfaction and individual performance.

They proposed a very strong relationship between employee job satisfaction and

employee job performance on the complex and professional jobs. While reviewing the

former researches the satisfaction-performance relationship was found weak and

incompatible. Bagozzi (1978); Brown & Peterson, (1993) also are of the same view that

there was a weak correlation between job performance and job satisfaction of employees.

2.03 CONCEPTUAL FRAMEWORK

The relationship that exists between performance target and employee job satisfaction

cannot be over emphasized. It has been discovered in relevant literatures that any

employees who aim to achieve the target given to him by the organization must be guided
by a supervisor, given freedom in decision making process (job autonomy) etc. in order

to reduce their rate of turnover, increase their level of commitment and job satisfaction

(Lopes, 2007). The relationship is illustrated in the diagram below;

Performance
Target

Performance Target
Target Attainment
Job Autonomy Job Satisfaction
Supervisor Support Turnover Intention
Commitment

Source: Lopes (2007)

2.04 PERCEIVED TARGET ATTAINMENT AND JOB SATISFACTION

Perceived performance targets attainment is pervasive feature of the modern corporation. In

standard principal agent theory a performance target can set as an incentive device if a non-

monetary reward is linked to achievement of the target. As the salience of the target lead

device entirely from the monetary reward for its achievement, a performance target absence

such a monetary reward would have no implication for behaviour. However, this approach is

iconsistent with an established psychological literature review in Locke and Latham (2002)

and an emerging economic literature (Camerer, 1997; Clark and Oswald, 1998; Mas, 2006;

Rablen, 2008; Rizzo and Zackhauser, 2003) that document how a performance attainment in

itself can influence employees job satisfaction even in the absence of a monetary reward

contingent upon its achievement.

A reconciliation of the principal agent approach with above evidence is possible if pay is

recognized as only one of many determinants of an individual satisfaction and motivation to

work. For instance, a substantial literature in psychology argues that an individual motivation

to work can be decomposed into intrinsic and extrinsic omponents which increase the level of

employee job satisfaction (Deci, 1971 and 1975; Deci and Ryan, 1985). While the extrinsic

componenet of motivation include monetary rewards, the idea of intrinsic motivation is that

work can provide its own inherent rewards.

In economics, the idea that extrinsic rewards are not only instrumented through which an

individual can be motivated to exert effort has taken longer to emerge, but is now receiving

growing attention. Frey (1997) uses the concept intrinsic motivation to propose a theory in

which individual may perform work for work’s sake. The managers interviewed in Bewley

(1999) emphasize that relying solely on wage motivation is unwise. Consistent with this, Sen

(1979) argues that “to run an organization entirely on incentive to personal gain s pretty much

a hopeless task”.

Studies of happiness are making it increasingly clear that work itself can be utility enhancing

unemployment is associated with high level of mental distress (Clark, 2003; Clark and Oswald,

1994; Di-Tella, 2003).

The above arguments suggest that performance relative to target is an important determinant of

intrinsic motivation to work. The degree of target difficulty that is required in order to generate

positive effects on effort seems unclear. This issue reflects the inconsistencies in Vroom’s
(1994), Atkinson’s (1974) and Locke and Latham’s (1990) theories. Some authors suggests

that targets need to be difficult in order to increase effort (e.g. Winer, 1973); whereas, other

authors stress that performance targets need to be moderately difficult in order to increase

effort (e.g. Schwepker and Good, 2004). The work of Chowdhury (1993) tried to address the

inconsistencies around the optimal level of target difficulty by looking at contextual factors

that may moderate the impact of targets. He finds that people with high self-efficacy may

respond positively to highly difficult targets, whereas people with low self-efficacy will

respond negatively to highly difficult targets.

2.05 PERFORMANCE MEASURE AND JOB SATSFACTION

Performance targets are intrinsically related to performance measures. Assuming that

performance targets are set appropriately, performance measures need to be the "right" ones i.e.

they should be measures that adequately identify and assess the drivers of business success in

order to generate the expected behaviours. As suggested earlier, researchers have mainly

investigated the impact of performance targets on employee job satisfaction without questioning

the validity of the performance measures associated with targets (see for example Schwepker

and Good, 2004; Winer, 2003; Wotruba, 2009), which is a clear gap in the literature. A

variety of measures can be used to assess the performance of a sales function; however, not all

of them are appropriate for target setting and incentive purposes (Zoltners, 2006).

Before going into the type of performance measures that can be adequate for target-setting and

incentive purposes, let us focus on some issues that are generic to all performance measures.

Performance targets are intrinsically related to performance measures. The selection of the most
appropriate performance measures for compensation purposes is a critical decision managers

must make. If a compensation system is based on the wrong measures, dysfunctional behaviours

may occur which might be detrimental for organisational performance (Zoltners, 2006)..

2.06 PERCEIVED SUPERVISOR SUPPORT AND TURNOVER INTENTION

According to Maertz (2007), employee turnover is influenced through support from the

supervisor which affects the employees perception and attitude relates to the organization

itself. It is agreed that employee has differentiate its relationship between the supervisor

and the organization entity to be part of them (Becker, 1992; Driks and Ferrin, 2002;

Reichers, 1985) but by responding towards the perceived supervisor support, any result of

responsibility should be generally towards the supervisor rather than the organization

(Hoffiman & Morgeson, 1999). A study conducted by Maertz and Griffeth, (2004)

demonstrated that supervisor attachments have separate effects on turnover cognitions,

separately from attachments and attitude related to the organization itself. In return, the

employee tends to respond their action towards the target from which is benefits them

(Hoffiman & Morgeson, 1999).

Therefore, the turnover intentions among employees should consider and the supervisor

which directly affecting the employees turnover intention. By increasing the perceived

supervisor support and level of commitment, the organization can reduce the turnover

intentions of their employees (Newman, Thanacody & Hui, 2012). Perceived supervisor

support is crucial to retain employees in the organization (Gentry, 2006). A study by

Eisenberger (2002) , argued that there is no evidence showing the relationship between
perceived supervisor support and turnover intention, however, perceived supervisor

support has significant relationship with turnover intention only when the relationship

was mediated by perceived organizational support. On the contrary, by increasing the

perceived supervisor support would potentially react negatively towards the employee as

well because of the relatively frequent interactions between supervisors and employees,

the supervisor have become the primary focus and main reference for the employees most

of the time (Maertz, 2007).

2.07 PERCEIVED JOB AUTONOMY AND JOB SATISFACTION

Job satisfaction is an attitudinal variable that can be a diagnostic indicator for the degree

to which people like their job (Spector, 1997). The Hawthorne Studies of the late twenties

and early thirties at Western Electric raised management’s awareness of the impact of the

human element on organizational performance (Margulies, Raia, 1989). Faculty members

of Harvard University first showed that productivity might increase simply because

workers were singled- out for special treatment (Mayo, 1970). Neuman (1989) found that

employees develop and perform better if managers control and motivate their employees

with participative forms of rewards. Most scales of job satisfaction (Hackman, Oldham,

1975; Herzberg, 1987; Smith, Kendall, Hulin, 1969; Spector, 1997) include such facets as

the nature of work, promotion opportunities, and social relations. In the 1991 survey of

American workers that investigated 16 aspects of work, respondents reported more

satisfaction with such facets as being able to work independently, having interesting

work, and enjoying an opportunity to learn new skills (Spector, 1997). Research done by
Purser and Pasmore (1992) indicated that the opportunity to work on challenging

problems was ranked as the number one source of job satisfaction by research and

development (R&D) professionals. Instead of financial rewards, they value the freedom

to make their own decisions. Morse and Reimer presented evidence that the individual

satisfaction of members increased significantly in the autonomous group and decreased

significantly in the hierarchically controlled group. During the 18 month period of that

experiment, more employees quit from the hierarchically controlled groups than from the

autonomous groups because of lack of satisfaction (Argyris, 1957). Research done in

New Brunswick indicated that teachers with more positive perceptions of their

relationship with their school administration reported higher satisfaction with their

professional roles (Xin Ma, MacMillan, 1999). Research conducted by O’Connor, Peters,

Rudolf, and Pooyan (1982) showed that subordinates see supervisors as the biggest

source of constraints, followed next by the work itself. The correlation was not as high

for pay, promotion, and co-worker variables. Miller and Monge (1986) conducted meta-

analyses of 47 studies and found a consistently positive correlation between satisfaction

and participation.

2.08 PERCEIVED PERFORMANCE TARGET AND INCENTIVE SYSTEM

Performance targets can be used alone or they can be linked to incentive plans as agency theory

suggests (Jensen and Meckling, 2006; Eisenhardt, 2009). In sales environments, performance

targets are typically linked to incentive pay (Sands, 2000). According to the literature, there are a

number of ways in which performance targets can be linked to incentive compensation and each
way has its advantages and disadvantages. Management selects the different structures that

target-based incentive plans take depending on situational characteristics such as: the strategic

business objectives, specific constraints (e.g. sales people's equity perceptions, sales people's

earnings security), available information (e.g. on territory sales, sales people's risk preferences)

and ability to predict future result sales management culture and philosophy (Darmon,

2007; Zoltners, Sinha and Lorimer, 2006).

The different ways in which performance targets can be linked to pay are described here by

reviewing the following design options (Darmon, 2007; Locke, 2004; Sands, 2000; Zoltners,

2006). Firstly, the achievement of performance targets can be linked to bonus plans, commission

plans or both. Secondly, the achievement of performance targets can be associated with a single

payment level, with multiple payment levels or it can be linked to monetary rewards using a

linear relationship. Thirdly, payments for the achievement of performance targets can be subject

to an upper level limit, a threshold, or both. Finally, performance targets can be set for a sales

person and the associated rewards can be given not only based on how well the person achieved

the targets as all the previous design decisions assume, but also on an evaluation of the

circumstances under which the sales person achieved his/her targets. These options are not

necessarily mutually exclusive as they all tend to be combined in practice.

2.09 ATTAINABILITY OF TARGET AND PERCEPTION OF STRESS LEVEL

Every organization is required to monitor its internal and external environment for

attainment of specified goals organization is the structured entity established to attain

specific objective by blending of different types of resources (Ahmad, 2010).

Stress is a complex and dynamic context. Undesirable level of stress affects overall

performance target of the organization. Therefore, in order to get the work done

affectively organization or manager should properly manage the level of stress. To

achieve this organization objective, the entire factor which influences stress should be

properly identify and measured.

There is no single level of stress that optimal for all people. Positive stress adds

anticipation and excitement to life, and we all the under a certain ant of stress (Beehr and

Newman, 1978). The goal of the organization is not to eliminate stress but to learn how to

use it to help us. Therefore, it is very important for both individual and organization to

manage the stress to its optimal level.

Cobb (1975) has the opinion that, the responsibilities will create severe stress among

workers and managers. If the individual manager cannot cope with the increased

responsibilities. It may lead to several physical and psychological disorders among them.

Brook (1973) reported that qualitative changes in the job create adjust mental problem

among employees.

Job stress although has billeting impact on any organisation and performance

target by an employee but can shape dire consequences when related to

health care (Mimura, 2003). Job stress is considered rising and has become

challenge for the employee and because high level stress is results in low
productivity, increase absenteeism and collection to other employees

problems like alcoholism, drug abuse, hypertension and host of

cardiovascular problems (Meneze, 2005).

With so many reports of stress worldwide, it seem that everyone everywhere

is under stress and depression. Worldwide the jobs are getting more and more

demanding. Employees are being laid off due to financial and energy crisis

and the competition is increasing day by day. Truly the modern era is know

as the “age of anxiety and stress” (Coleman, 1976).

Whatever the size of an organisation is, either large or small, workplace

stress exists due to the complexity of today’s organisations and this

significantly reduces an employee’s performance target at work.

2.10 PERCEIVED PERFORMANCE TARGET ATTAINMENT AND

TURNOVER INTENTION

The relationship between turnover intention employee performance target has been

investigated by different scholar but there is still conflicting finding about whether it has

positive or negative relationship with performance target. Baron, Hannan and Burton

(2001) found turnover to be descriptive in their study of hi-tech starts up in California in

the early 1990s. However, some studies report an opposite findings where
(Umakunmanu, Malinama and Vaniomaki, 2005) report a positive impact of turnover on

total factor performance target in banking industry.

Labour turnover is the rate at which people leave an organization, sometimes known as

'employee turnover, 'wastage' or 'attrition' (Hedwiga 2011). Marisoosay (2009) argued

that in human resources context it refers to the relative rate -at which an organization gain

and losses its personnel. Kazi and Zedah, (2011) define labour turnover is the rotation of

workers around the marketplace between firm, jobs and occupations and between the

states of employment and unemployment. For the purpose of this study labour turnover

can be defined as the percentage of the amount of organizational members missing

throughout the period being considered divided by the average number of general

population in that organization during the period. Labour turnover within an organization

can be voluntary or involuntary.

Kazi and Zedah (2011) observed that involuntary turnover is considered to depend on

factors that are outside of management control. Marti (2009) name these as

uncontrollable factors and mentioned perceived alternative, employee opportunity and

job-hopping as examples. Employee deaths, chaos in the country. In fulfillment of

essential needs of life and health matters has been declared by Kazi and Zedah (2011) as

examples of involuntary turnover. On the other hand, voluntary turnover dependent on

employee him/her self and can be experienced by an employee to realize individual

achievement comparable to job. Marti (2009) named these controllable factors and

mentioned satisfaction with pay, nature of work and supervision, organizational

commitment, distributive justice and procedural justice are examples of voluntary

turnovers. Slovel and Bontis (2002) comments that involuntary turnover refers to the

discharge of employees, whereas voluntary turnover take place when employees leave the

job.

According to Jha (2014), labour turnover has always been a matter of concern for all type

organizations. Huge degree of labour turnover may be; detrimental to both the organization as

well as the employees. Turnover has an impact over the organization's costs relating to

recruitment and selection, personnel process and induction, training of new personnel and

above all, loss of knowledge gained by the employee while on job. Additionally, it results

in understaffing which in turn lead to decreased effectiveness and productivity of the

remaining staff. Turnover may have a negative impact on the employee as well. The

individual may lose non-vested benefits and may be a victim of the "grass looks greener"

phenomenon. Most often, turnover intention is consequential to actual quitting behavior

(Peters and Waterman, 1982). Hence, it is imperative to understand the determinants of

turnover intentions to arrest the outflow of key personnel and retain competitive edge.

2.11 THEORETICAL FRAMEWORK

There are various theories of human resources management which has great contribution

to the relationship between performance target and job satisfaction. Among them are

these two (2) theories in which the research would be restricted. They are Herzberg Two-

factor Theory and Expectancy Theory.

2.11.1 HERZBERG TWO-FACTOR THEORY

Herzberg suggested that human being have two separate need systems; the need to avoid

unpleasantness/discomfort/pain etc and the need for personal growth. Fredrick Herzberg,

using 200 Engineers and Accountants, asked them to think of their jobs and; ‘Tell me

about a time when you felt exceptionally good about your job’. ‘Tell me about a time

when you felt exceptionally bad about your job’

They were to describe conditions leading to these feelings. Based on the analysis of the

responses, he distinguished between two sets of factors. One he called hygiene context or

maintenance factors or dissatisfied are associated with aspect of a person’s work

Hygiene factors are essentially preventive as they minimize dissatisfaction. They include

level and quality of supervision, company policy and administration, interpersonal

relations, pay/salary, job security and working condition.

The motivator factors offer lasting increase in job satisfaction and actually motivate

employees to higher performance. They are found in the job itself (i. e, job

content/intrinsic factors). They include Achievement, Personal growth and advancement,

Recognition, Responsibility and nature of work

Management has always wondered why the provision of fringe benefits and other

attractive policies have not resulted in increased productivity. The reason is that they are

basically maintenance (hygiene) factors and not motivator factors. High presence of

motivator factors will result in job satisfaction and commitment while low motivator
factors would lead to low job satisfaction and employee turnover. On the other hand, the

presence of hygiene factors would lead to high level of dissatisfaction while low hygiene

factors would lead to low level of dissatisfaction.

2.11.2 EXPECTANCY THEORY

The expectancy theory puts forth the premise that employees will put forth an amount of work and

commitment equal to what they expect to receive in return. Commission compensation

structures leverage this theory by allowing Employees to earn as much money as they

desire, completely based on their job performance. (Ingersoll, 2 0 0 1 ) .

Making sure that employees always expect future pay raises and potential job promotions

can keep them working hard to achieve personal goals. According to Gilbert ( I 9 7 8 ) ,

if employees expect little compensation and no growth opportunities in return for their

work, they may put forth only minimal effort until they; eventually look to a new

employer for new opportunities. Expectancy is the probability that a particular action will lead to

a required outcome. If the employee has a particular goal, some behavior has to be produced to

accomplish that goal. The employee has to weigh the likelihood of various; be behaviors

that will accomplish die desired goals and select the most successful behaviour (Vroom,

2009). Thus the employee's motivation according to Vroom; may be augmented by

changing the perception or by boosting the expectancy level through better communication

and augmenting the actual reward that will result. This theory clarifies the relationship

between the employee and the organizational goals and recognizes the differences between

employees in producing work motivation which impact on turnover intention.

 REFERENCES

Ambrose, M. L. and Kulik,, C. (1999). Old Friends, New Faces: Motivation Research in the

1990s, Journal of Management, Vol. 25, pp. 231-29.

Carson, P .P. and Carson, K. D. (1993). Deming Versus Traditional Management Theorists on

Goal Setting: Can Both Be Right?, Business Horizons, Sep-Oct., pp. 79-84

Deming, E. (2002). Out of the Crisis, MIT Technology Centre for Advanced Engineering Study,

Cambridge, MA.

Johnston, R., Fitzgerald, L., Markou, E. and BrigAall, S. (2001). Target Setting for Evolutionary

and Revolutionary Process Change. International Journal of Operations & Production

Management, Vol. 21, No. 11, pp. 137-1403.

Lant, T. (1992). Aspiration Level Adaptation: An Empirical Exploration', Management Science.

Vol. 38, pp. 623-644.

Latham, G. P. (2004). The MotivatL6nal Benefits of Goal-Setting'. Academy of Management

Executive, Vol. 18. No. 4, pri. 126-129.

Locke, E.A. (2004). Linking Goals to Monetary Incentives. Academy of Management Executive,

Vol. 18, No. 4, pp. 130-133.

Lease, S. H. (2008). Annual review, 1993-1997: Work Attitudes and outcomes. Journal of

Vocational Behaviour. Vol.53(2):154-183.

Marchetti, M. and Brewer, J. G. (2000). The Art of Setting Sales Quotas', Sales & Marketing

Management, Vol. 152, No. 4, pp. 101.

 CHAPTER THREE
RESEARCH METHODOLOGY

3.01 RESEARCH DESIGN

A qualitative descriptive survey design method is adopted for this research work. This is

because the population of the case study cannot be covered; therefore, a sample is

obtained from the whole population.

3.02 DATA SOURCES AND METHOD OF COLLECTION

The study made use of mainly primary source of data. The data was gathered from

personal administered questionnaire which is designed specifically to provide answer to

the study research question.

3.03 THE STUDY POPULATION

The population of the study comprises of all the employees of some selected Banks that

are (UBA, Zenith bank, Sterling and First bank Nigeria Limited ), in Abeokuta, Ogun

State. The composition includes the employee of the selected banks.

3.04 SAMPLE SIZE AND SAMPLING TECHNIQUES

A sample of one hundred and twenty (120) employees will be drawn from the whole

population. The sample size was drawn using quota sampling techniques in which thirty

(30) samples were selected from each banks.

3.05 RESEARCH INSTRUMENT

A total of one hundred and twenty (120) questionnaires will be administered to the

employees of the organisation selected as the sample size to be specific, so as to obtain

relevant information to use in the study. The questionnaire will consist of two (2) sections

(A and B). Section A will consist of the demographic characteristics of the respondents

while Section B will consist of the questions relating to the research objectives.

3.06 MEASUREMENT OF VARIABLES

The following variables are measured thus:

4 items developed by Lopes (2007) are used to measure employee perception of

performance target attainment.

5 items developed by Spector (1986) are used to measure job satisfaction.

5 items developed by Maertz and Griffeth, (2004) are used to measure perceived

employee supervisor support.

4 items developed by Prusak and Cohen, (2001) are used to measure perceived co-worker

support.

5 items developed by Maertz (1999); to measure respondent’s view on turnover intention.

5 items developed by Smith and Mike (2003) are used to measure perceived employee

job autonomy.

3.07 METHOD OF DATA PRESENTATION AND ANALYSIS

The study was presented in a frequency table using the variable, the frequency and the

percentage while the hypotheses were tested through ordinary least square (OLS) and

Correlation analysis using Statistical Package for Social Sciences (SPSS) version 20.
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.01 DATA PRESENTATION AND DISCUSSION

A total of ninety one (91) questionnaires representing 75.8% were retrieved with valid responses

out of the one hundred and twenty (100) questionnaires administered while 29 questionnaires

representing 24.2% were not return.

4.01.1 RESPONDENTS’ CHARACTERISTIC

The following data presentation is based on the data retrieved from the administered

questionnaires for the purpose of the study.

TABLE 1: SEX
SEX Frequency Percent Valid Cumulative
Percent Percent
Male 47 51.6 51.6 51.6
Valid Female 44 48.4 48.4 100.0
Total 91 100.0 100.0

According the table 51.6% of the respondents sex are male while 48.4% of the respondents are
female.

TABLE 2: AGE
AGE Frequency Percent Valid Cumulative
Percent Percent
20 but below 35 74 81.3 81.3 81.3
years
Valid 35 but below 45 17 18.7 18.7 100.0
years
Total 91 100.0 100.0

From the table above 81.3% of the respondents age are 20 but below 35 years while 18.7% of the
respondents age are 35 but below 45 years.
TABLE 3: MARITAL STATUS
MARITAL Frequency Percent Valid Cumulative
STATUS Percent Percent
Single 63 69.2 69.2 69.2
Valid Married 28 30.8 30.8 100.0
Total 91 100.0 100.0
From the table above it shows that 69.2% of the respondents marital status were Single while
30.8% of the respondents marital status were married.

TABLE 4: EDUCATIONAL QUALIFICATION

EDUCATIONAL Frequency Percent Valid Cumulative
QUALIFICATION Percent Percent
ND or Equivalent 61 67.0 67.0 67.0
First Degree or 30 33.0 33.0 100.0
Valid
Equivalent
Total 91 100.0 100.0
According to the table 67.0% of the respondent’s educational qualification was ND or Equivalent
or 33.0% of the respondents’ educational qualification were First Degree or Equivalent.
TABLE 5: PERCEIVED TARGET ATTAINMENT
S/N Statements Mea Std.
n Deviatio
n
1 I frequently achieve the target set for me. 1.89 .797
2 With adequate amount of efforts, the targets are attainable. 1.47 .627
3 It gives me joy to say that my targets are often met. 2.69 .866
Average 2.02 0.763

Table 5 above shows the mean and standard deviation of respondents’ view on perceived target

attainment. The means score for item 1 is 1.89 which indicates that majority of the respondents

agreed that the frequently achieved the target set for them. Secondly, the mean for item 2 is 1.47

which indicates that majority of the respondents agreed that with adequate amount of effort, the

target are attainable. Lastly majority of the respondents agreed that it gives them joy to say that

there target are often met as shown by the mean score in item 3 which is 2.69.

The average means score is 2.02(SD= 0.763), this shows that the respondents agreed to

perceived target attainment.

TABLE 6: JOB SATISFACTION
S/N Statement Mean Std. Deviation
1 The chance to do different things from 2.13 .92
time to time
2 The way my job provides for steady 2.05 1.00
employment.
3 My pay and the amount of work I do 1.97 1.06
4 The chances for advancement on this job 2.33 1.06
5 The way my boss handle his works. 2.00 1.04
Average 2.1 1.02

Table 6 above shows the means and standard deviations of respondents' perception on job

satisfaction. Firstly, the mean score for item 1 is 2.13 and indicates that majority of the

respondents agreed that they are satisfied with the chance to do different things from time to

time. Secondly, the mean score for item 2 is 2.05 which indicates that majority of the

respondents agreed that they are satisfied with the way their job provides for steady employment.

Also, the mean score for item 3 is 1097 and indicates majority of the respondents agreed that

they are satisfied with the pay and the amount of work they do. More so, the mean score for item

4 is 2.33 and that indicates that majority of the respondents agreed that they are satisfied with the

chances for advancement on the job.

The last item indicates that majority of the respondents agreed that they are satisfied with the

way their boss handle his works as shown in item 4 (mean score 2.00).

The average mean score is 2.1(SD=1.02), this indicates that respondent agree to job satisfaction.
TABLE 7: PERCEIVED SUPERVISOR SUPPORT

S/N Statement Mean Std. Deviation

1. My supervisor is a good role model and of 1.84 .76
good attitude for work and goal attainment
2. My supervisor takes time to learn about my 1.86 .98
personal needs
3. I can depend on my supervisor to help me 1.80 .79
with settling of conflict between work and non
work issues
4. My supervisor is willing to listen to my 2.05 1.00
problem in judging work
5. I can rely on my supervisor to make sure my 1.97 1.06
work responsibilities are handled when I have
anticipated non work demands.
Average 1.90 0.92

Table 7 above shows the means and standard deviation of respondents' view on employee

perceived supervisor support. The mean score for item 1 is (1.84) which indicates that majority

of the respondents agreed that their supervisor is a good role model and of good attitude for work

and goal attainment. Secondly, majority of the respondents agreed that their supervisor takes

time to learn about their personal needs with mean score of 1.86. Thirdly, majority of the

respondents agree that they can depend on their supervisor to help them with mean score of 1.80.

Also, majority of the respondent agree that their supervisor is willing to listen to their problem in

judging work with mean score of 2.05 and lastly, majority of the respondents agreed that they

can rely on their supervisor to make sure their work responsibilities are handled when they have

anticipated non work demands with mean score of 1.97.

The average means score is 1.90 (SD=09.2) and indicates that majority of the respondents agreed

to perceived supervisor support.

TABLE 8: PERCEIVED CO-WORKER SUPPORT

S/N Statement Mean Std. Deviation

1 I develop a relationship with my co-worker to add 1.58 .62
friendship.
2 The relationship with my co-worker helps me in my 2.04 .86
work.
3 My co-worker gave me confidence toward the execution 2.19 .95
of my assignments.
4 I depend on my co-worker before performing my job. 1.96 .98
Average 1.94 0.85

Table 8 shows the means and standard deviation of respondents' view on perceived co-workers

support. The first mean score (1.58) indicates that majority of the respondents agreed that

employees developed relationship with their co-workers to add friendship. Also, the mean score

for item 2 (2.04) indicates that majority of the respondents agreed that the relationship with their

co-workers helped them in their work. The third mean score (2.19) indicates that majority of the

respondents agreed that their co-workers gave them confidence towards the execution of their

assignments. The last mean score for item 4 (1.96) indicates that employees depend on their co-

workers before performing their job. The average means score is 1.94 (SD=.85) which implies

that majority of the respondents agreed to perceived co-workers support.

TABLE 9: TURNOVER INTENTION
S/N Statement Mean Std. Deviation
1 I would prefer a job other than the one that I have 1.93 1.02
now.
2 Since I began working in my present organization, I 1.87 .98
have often considered finding a job in a different
organization.
3 I think a lot about leaving this organization 2.43 1.11
4 As soon I find a better job, I will leave 1.89 .90
5 I am actively searching for another job 1.58 .62
Average 1.94 .73

Table 9 above shows respondents’ view on turnover intention in the workplace. The first mean

score (1.93) indicates that majority of the respondents agreed that they would prefer a job other

than the one they have now. The mean score for item 2 (1.87) indicates that since they began

working in their present organisation, they have often considered finding a job in a different

organisation. Thirdly, the mean score for item 3 (2.43) indicates that majority of the respondents

agreed that they think a lot about living the organisation. The fourth mean score (1.89) indicates

that majority of the respondents agreed that as soon as they find the better job, they will live.

Lastly, the mean score (1.58) indicate that majority of the respondent agreed that they are

actively searching for another job.

The average means score is 1.94 and average standard deviation is 0.73, this implies that

majority of the respondents agreed to the turnover intention in the workplace.

TABLE 10: JOB AUTONOMY
S/N Statement Mean Std. Deviation
1 I am allowed to decided how to go about getting my 1.84 .76
job done.
2 I am free to choose the methods to use in carrying 1.86 .98
out my work
3 I have control over the scheduling of my work 1.80 .79
4 My job is such that I can decide when to do 2.31 1.10
particular work
5 I have some control over what I am supposed to 1.87 1.02
accomplish
Average 1.94 0.93

Table 10 above shows the means and standard deviation of respondents' view on employee job

autonomy. The mean score for item 1 is 1.84 which indicates that majority of the respondents

agreed that they are allow to decide how to go about getting their job done. Secondly, majority of

the respondents agreed that they are feel to choose the method to use in carrying out their work

with mean score of 1.86. Thirdly, majority of the respondents agree that they have control over

the scheduling of their work with mean score of 1.80. Also, majority of the respondent agree that

their job is such that they can decide when to do a particular work with mean score of 2.31 and

lastly, majority of the respondents agreed that they have some control over works their suppose

to accomplish with mean score of 1.87.

The average means score is 1.94 (SD=0.93) and indicates that majority of the respondents agreed

to job autonomy.
4.02 TEST OF HYPOTHESES
The following hypotheses would be tested below:

HYPOTHESES ONE
H01: There is no significant relationship between perceived target attainment and employee
job satisfaction.
Correlations

TARGET EMPLOYEE JOB

ATTAINMENT SATISFACTION

Pearson Correlation 1 .361

TARGET ATTAINMENT Sig. (2-tailed) .010

N 91 91
Pearson Correlation .361 1
EMPLOYEE JOB
Sig. (2-tailed) .010
SATISFACTION
N 91 91
The correlation coefficient of the relationship between perceived target attainment and employee

job satisfaction is 0.361 with 0.010 probability of error. This implies that there is a significant

relationship between perceived target attainment and employee job satisfaction. The implication

of this is that the hypothesis, which states that perceived target attainment has no relationship

with employee job satisfaction, cannot be rejected.

HYPOTHESES TWO

H02: There is no significant relationship between perceived supervisor support and target
attainment.
Correlations

SUPERVISOR TARGET ATTAINMENT

SUPPORT

Pearson Correlation 1 .101

SUPERVISOR SUPPORT Sig. (2-tailed) .484

N 91 91
Pearson Correlation .101 1

TARGET ATTAINMENT Sig. (2-tailed) .484

N 91 91

The correlation coefficient of the relationship between perceived supervisor support and target

attainment is 0.101 with 0.484 probability of error. This implies that there is no significant

relationship between perceived supervisor support and target attainment. The implication of this

is that the hypothesis, which states that there is no significant relationship between perceived

supervisor support and target attainment, cannot be rejected.

HYPOTHESES THREE

H03: There is no significant relationship between perceived co-workers support and target
attainment.
Correlations

CO-WORKERS TARGET ATTAINMENT

SUPPORT
Pearson Correlation 1 .541
CO-WORKERS
Sig. (2-tailed) .000
SUPPORT
N 91 91
Pearson Correlation .541 1
TARGET
Sig. (2-tailed) .000
ATTAINMENT
N 91 91
The correlation coefficient of the relationship between perceived co-workers support and target

attainment is 0.541 with 0.000 probability of error. This implies that there is a significant

relationship between perceived co-workers support and target attainment. The implication of this

is that the hypothesis, which states that there is no significant relationship between perceived co-

workers support and target attainment, cannot be accepted

 Correlations
PTA JS PS/S TI
Correlation
1.000 .361* .283* .403**
Coefficient
PTA
Sig. (2-tailed) . .010 .046 .004
N 72 72 72 72
JS Correlation
.361* 1.000 .101 .541**
Coefficient
Sig. (2-tailed) .010 . .484 .000
Spearm N 72 72 72 72
an's rho Correlation
.283* .101 1.000 .129
Coefficient
PS/S
Sig. (2-tailed) .046 .484 . .372
N 72 72 72 72
TI Correlation
.403** .541** .129 1.000
Coefficient
Sig. (2-tailed) .004 .000 .372 .
N 72 72 72 72
 CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATION

5.01 SUMMARY OF FINDINGS

The research carried out the course of the project reveals that performance target of

employee on their job takes a reflection in every area of the organization. This implies

that employee job satisfaction is largely depending on the frequency at which employees

achieved the target given to them. The study further reveals that:

1. There is a significant relationship between perceived target attainment and

employee job satisfaction. This implies that employee satisfaction can be seen

when he is able to achieve his target.

2. There is a significant relationship between perceived supervisor support and target

attainment. This is because adequate supervisor given to an employee would

enable them to achieve the set objectives.

3. There is a significant relationship between perceived co-workers support and

target attainment simply because employees develop in relationship with his co-

workers for the attainment of goals.

4. There any significant relationship between perceived job autonomy and target

attainment. since employees are given freedom during the execution of their task

5.02 CONCLUSIONS

The hypotheses tested has thrown light to some of the claim about data collected

therefore, the conclusion was drawn that, there is a significant relationship between
perceived performance target attainment, supervisor support, co-workers support, job

autonomy and target attainment. In that light, organization should let the employee to

perceive supervisor support as a favourable decision in order to encourage them to

become committed to their work and able them to achieve their targets. Perceived co-

workers support has a significant relationship with target attainment.

The implication of this is that inadequate co-workers support will discourage employee to

focus on the given task and also leads to inefficiency, negative job, aptitude, poor

performance, and employee turnover. This implies that absence of perceived co-workers

support by employee have the tendency of affecting their target attainment and job

attitude of any dutiful employee who desire to commit himself to the organization, but

employee who perceived this including job autonomy and supervisor support system

exhibit a positive attitude to work, have the tendency to stay on the job and become

committed to the job.

5.03 RECOMMENDATIONS

Having known that perception of target attainment play a significant role in an

organisation, it is recommended that:

i. Organizations should encourage co-workers support among the employees to

increase their level of job satisfaction.

ii. Employee should perceive supervisor support for proper attainment of goals in the

organisation.
iii. Perceived job autonomy should be used by organization as a means of motivating

their employees.

iv. Job autonomy should be use to encourage their employee’s interest in staying in

the organization, become satisfied with their job and enable them to achieve their

target.
 QUESTIONNAIRE

TOPIC: A STUDY ON THE IMPACT OF PERFORMANCE TARGET ON

EMPLOYEE JOB SATISFACTION

You are kindly implored to participate in this survey. The survey is purely for academic

purpose and your responses would be treated with the utmost confidentiality.

Please tick (√) as appropriate in boxes provided below:

SECTION A

1. Sex: Male [ ] Female [ ]

2. Age: 20 but below 35 years [ ], 35 but below 45 years [ ]

45 but below 55 years [ ] 55 years and above [ ]

3. Marital Status: Single [ ], Married [ ]

4. Educational Qualification: ND or Equivalent [ ],

First Degree or Equivalent [ ]

Master Degree or Equivalent [ ]

SECTION B

JOB SATISFACTION

S/N Please tick (√ ) as appropriate how Very Satisfied Dissatisfied Very

satisfied you are with the following Satisfied Dissatisfied
1. The chance to do different things
from time to time
2. The way my job provides for steady
employment.
3. My pay and the amount of work I do
4. The chances for advancement on this
job.
5 The way my boss handles his
workers.
Please tick (√ ) as appropriate the level of agreement using Strongly Agree (4) – Strongly Disagree (1)
S/N PERCEIVED TARGET ATTAINMENT SA A D SD
1. I frequently achieve the target set for me.
2. With adequate amount of efforts, the targets are attainable.
3. It gives me joy to say that my targets are often met.
PERCEIVED CO-WORKER SUPPORT

1. I develop a relationship with my co-worker to add friendship.

2. The relationship with my co-worker helps me in my work.
3. My co-worker gave me confidence toward the execution of
my assignments.
4. I depend on my co-worker before performing my job.
PERCEIVED SUPERVISOR SUPPORT

1. My supervisor is a good role model and of good attitude for

work and goal attainment
2. My supervisor takes time to learn about my personal needs
3. I can depend on my supervisor to help me with settling of
conflict between work and non work issues
4. My supervisor is willing to listen to my problem in judging
work
5. I can rely on my supervisor to make sure my work
responsibilities are handled when I have anticipated non
work demands.
TURNOVER INTENTION
1. I would prefer a job other than the one that I have now.
2. Since I began working in my present organization, I have
often considered finding a job in a different organization.
3. I think a lot about leaving this organization
4. As soon I find a better job, I will leave
5. I am actively searching for another job
JOB AUTONOMY
1. Am allowed to decide how to go about getting my job done.
2. I am free to choose the methods to use in carrying out my
work.
3. I have control over the scheduling of my work.
4. My job is such that can decide when to do particular work
5. I have some control over what I am supposed to accomplish