| dc.description.abstract | Studies have been done on variable(s) influencing job satisfaction but none has been
done on the impact of work behaviour on job satisfaction. The primary purpose of this
project was to establish the relationship between job satisfaction and work behaviours
among the Judiciary's paralegal staff in Kenya.
The population of interest consisted of paralegal staff in ten (10) departments in Kenya
Judiciary. The data was collected using semi-structured questionnaires, which were administered
through the drop and pick method. The response rate was 70 %. The data was analyzed using
descriptive statistics.
The study was based on paralegal staff and the results showed high levels of job satisfaction
among them. Based on the overall statement on job satisfaction, employees were satisfied with
most of elements of work behaviour apart from two; pay/benefits and promotion opportunities,
which did not seem to affect overall performance. However respondents felt that they were paid
less than their counterparts in other institutions.
The Pearson product moment correlation coefficient was used to establ ish the strength. direction
and significance of the relationship between perceptions of job satisfaction and work
behaviours among the staff in line with the objective of the study. Work behaviours statements
were correlated with the job satisfaction question (JS3) in appendix 2 parts band c. The findings
of this study showed a high correlation between work behaviour and job satisfaction. Four out of
six correlated statements between work behaviour and job satisfaction in appendix 2 part band c
respectively had +1 correlation coefficient, which is a perfect positive correlation, meanings that
two variables, work behaviour and job satisfaction move together in a completely linear manner.
However, there is need for Kenyan Government to improve the welfare of Judiciary's
paralegal staff in order to enhance service del ivery to the society. For them to improve and
succeed there should be changes at the individual and organizational levels. At individual level
improving employees' work behaviour, would involve basic education, involvement of staff in
setting goals and objectives of their departments, provide performance appraisal, peg salary,
benefits and promotions opportunities on the individual performance, provide regular feedback,
encourage team work, provide good/ conducive working environment, allow employees to
defend themselves before imposing any kind of disciplinary action on them, adopt a fair and
equitable policy on recruitment and selection to eliminate biasness and provide job related training and development. The staff should also be encouraged to enhance their skills through
continuous self-learning.
At organizational level top management should provide appropriate reinforcements for line
managers in learning about and improving their supervision styles. It may be appropriate for the
management of Kenya's Judiciary to adopt the policy of recruiting line managers with vision and
charisma who are likely to bring adequate supervision styles to the staff in their department. | en |
