Pervceived Relationship Between Job Satisfaction and Employee Performance Among Teachers Service Commission Secretariat at the Headquarters in Nairobi

Abstract

Human resource is the most vital asset for organizational development. It is the resource that puts other resources to use and strives to get the best return out of them. But getting best of human resource requires enormous moves by organization and their management. The workers respond best and most effectively not when they are controlled by management, placed in narrowly defined jobs and rated as unwelcome necessity, but instead when they are given broader responsibilities, encouraged to contribute and helped to achieve satisfaction in their work. It is not job satisfaction that produces high performance but high performance that produces job satisfaction. People are motivated to achieve certain goals and will be satisfied if they achieve these goals through improved performance. The objective of the study was to determine the perceived relationship between job satisfactions on employee performance among staff at Teachers Service Commission secretariat. The research design adopted was a descriptive survey method. The study used stratified sampling to classify the population into strata’s. A structured questionnaire was prepared and distributed to all selected respondents. The study comprised of two variables, job satisfaction which was the independent variable and employee performance which was the dependent variable. A five point scale was used to collect data and analysis was based on averages, percentage and correlation analysis. The findings of the study was that employee job satisfaction was as a result of the supervisor, working colleagues, characteristics, teamwork and training and development, advancement of opportunities, empowerment, working conditions, participation in decision making and financial rewards. The findings indicate that the level of employee performance in the organization is dependent on the job satisfaction.