Employee performance refers to the personal ability and skill of the individuals to deal with a work environment. Performance of the employees depends on the job satisfaction. However, if the employees are satisfied with their job then they get interested in their work, as a result, their performance can be increased. Job satisfaction is one kind of attitude that is shown by the individuals. People who have a high level of job satisfaction are able to show positive attitudes towards their job (Fu and Deshpande 2014). On the other hand, if a person is dissatisfied with their job then they show a negative attitude towards their job. Job satisfaction can be considered as the complex assemblage of emotion. There is no particular method to measure the job satisfaction of the employees, however; there is various way through which a company can identify whether their employee are satisfied or not with their job. This study deals with the job satisfaction level of the employee as well as their performance in the context of British Petroleum. However, British Petroleum or BP has been facing huge problem due to their employee compensation. The employees of this organization are not satisfied with the compensation plan of this organization, which is a major reason for their job dissatisfaction. A huge employee turnover is caused due to this compensation problem in BP.
Compensation is not only the financial reward for the employees. It also focuses on the medical care work-life balance and flexible benefits. In UK many organizations have been facing problem regarding the employee performance due to lack of engagement of the employees in their work. One of the major reasons, of the employee engagement, is the poor job satisfaction of the employees (Leroy et al. 2015). This study is based on the employee satisfaction in BP. In the recent years, BP has been suffering from the employee compensation problem, which has made their employees dissatisfied. The employee of this organization accused BP of their poor compensation program (Truth-out.org 2018). Many business and people have claimed that BP is failed to give compensation to their employees.
Compensation problem in an organization is a great problem, which affects the performance of the employees as the employees are not satisfied with their compensation program. Compensation package is a major part of the job, especially in the oil and gas sector. In order to enhance the performance of the employee’s job, satisfaction is crucial. Job satisfaction is considered as the motivational technique that insists the employees to give more effort in their work. The employees of oil and gas sectors are always at risk. Thus, for the organizations, it is crucial to arrange a good compensation program to provide support to the employees who get an injury during their work (Anitha 2014). On the other hand, employee satisfaction is a crucial part of an organization as the success of an organization depends on it. Research shows that UK workers have the lowest level of the job satisfaction in comparison to other countries.
As for example, low level of job satisfaction has been seen in the BP due to their poor compensation program. The major issue of the employee dissatisfaction in UK due to lack of fairness in their employee development program. However, in BP the employees claimed that the management of this organization did not keep their promise regarding the compensation program (Shimazu et al. 2015). This left a major impact on the performance of the employees. As mentioned by Fu and Deshpande (2014), happy employees are more engaged in their work and happiness comes from the job satisfaction of the employees. Hence, for BP, the poor employee satisfaction is a major drawback of this organization that affected the performance of the employees. The employees are strongly dissatisfied in BP due to the poor planning of the compensation program. This caused high turnover in this organization. On the other hand, BP did not acknowledged this properly as a result, their employee retention power is affected (Bp.com 2018).
British Petroleum is the world’s leading integrated gas and oil company. This is a UK based organization. They offer the customers energy for heat, fuel for the transportation, light, petrochemicals, and lubricant to make the engine moving and so on. In the present time, this organization has been facing a major issue due to their poor employee satisfaction. However, the employees are highly dissatisfied with this organization due to the poor compensation planning. This leaves a great impact on the performance level of the employees (Bp.com 2018).
Poor job satisfaction is the biggest issue in UK as many organizations have been suffering employee turnover and poor performance level of the employees due to this low job satisfaction. As for example, BP has been facing poor job satisfaction problem as they have failed to keep their compensation planning. However, low job satisfaction has caused a high turnover of the employees in BP. As per the statistical data, 7,000 employees have lost their job in BP due to the major financial loss, which has occurred for the poor performance of the employees (Theguardian.com 2018). The major reason, of this low performance, is the low job satisfaction of the employees that is caused by the poor compensation planning of BP. However, the poor performance of the employees is the main reason of 7000 job loss. On the other hand, the financial problem of this organization is another big issue, which leads the employees to leave this organization. The poor financial performance of BP leads the employees to be dissatisfied. However, the employees are not able to get proper compensation due to the poor financial performance of the organization.
Low job satisfaction in an organization is a big issue as it hampers the performance of the employees. However, employee performance is associated with their job satisfaction. If the employees are not satisfied with their job they are not able to show good performance. Job satisfaction makes the employees emotionally strong, which highly motivated them towards their work (Shimazu et al. 2015). In BP it has been found that their poor compensation planning makes the employees dissatisfied. As a result, their performance level became low and the organization faced huge financial loss. Such loss led the organization to reduce their employees from their job.
In the recent years, low job satisfaction is the major issue as it leads the organization to face high employee turnover and high competition in the global market. According to the various researchers it has been received that UK has low job satisfaction in comparison to the other developing countries. As per the statistics, in US, Netherland, and Germany have the happiest employee ranking that is 71.8, 69.9 and 71.2. On the other hand, in UK the happiest employee ranking is 67.2, which is lower than other countries (Express.co.uk 2018). From the above statistical analysis, it can be evaluated that the workers are not satisfied with their job in UK and its major impact has been seen in the employee performance of BP. Such low job satisfaction leads UK to face a huge competition in the global market as the developing countries like Japan and US have happiest employee ranking, which enables these countries to get competitive advantages by enhancing their employee performance.
This aim of this research study is to analyze the impact of the job satisfaction on employee performance.
The research objectives are as follow:
To critically examine the significance of the job satisfaction in enhancing employee performance in BP
To identify the major factors influencing job satisfaction in British Petroleum
To critically evaluate the impact of job satisfaction on employee performance in BP
To recommend the ways to improve the job satisfaction level of the employees in BP
The research questions are as follow:
How significant is job satisfaction in enhancing the performance of the employees in BP?
How higher reward is influencing job satisfaction in BP?
To what extent does the effect of job satisfaction influence employee performance?
H0: Job satisfaction has no impact on the employee performance
H1: Job satisfaction has a great impact on the employee performance
Chapter 2 focuses on the review of existing data regarding the impact of job satisfaction on employee performance. This literature review is carried out based on the existing theory and data. However, in the literature review section the concept of the theory and models regarding the topic is critically analyzed. Therefore, a critical evaluation of the pros and cons of the employee satisfaction is analyzed in this section.
Different researchers have different viewpoints regarding the concept of the job satisfaction. As commented by Yousef (2017), job satisfaction is one kind of feeling that leads the employees to show a positive attitude in their work. On the contrary, it has been opined by Judge et al. (2017), job satisfaction is considered as the emotional response of the employees. If an employee gets job satisfaction they become confident in their work, which is a positive aspect of the employee performance. However, if the employees are pleased with their job then they are able to achieve the organizational goal. For every business organization, it is crucial to enhance the job satisfaction level of the employees as it is associated with the employee performance. The employees who are highly satisfied with their job always show positive attitude while those are dissatisfied with their job show negative attitude. To enhance the performance of the employees’ job satisfaction is necessary as it acts as the motivational technique.
On the other hand, employee performance refers to the ability of the employees to achieve business goal through their work. In order to enhance the employee performance it is crucial for an organization to fulfill the basic needs of the employees (Anitha 2014). Employee performance focuses on the skill and knowledge of the employees. If the employees have good knowledge then they are able to show high level of performance. Job satisfaction and employee performance are correlated to each other as employee performance will be enhanced if they are satisfied with their job.
Several factors are associated with the job satisfaction level of the employees. One of the major factors is the working condition. Employees spend a lot of time in their workplace thus, a good working environment is crucial for them to concentrate on their work (Van Wingerden et al. 2017). Development of the precious work area rather then a cramped work area is effective for the employees to concentrate on their work. However, if the employees do not get a positive working culture they become dissatisfied with their job.
Achievement is another big factor that allows the employees to be satisfied with their current job. However, if the employees find the available way to achieve a good rank in their job then they are influenced by their work. High level of stress and huge workload are the major reason for low level of job satisfaction. To enhance the job satisfaction level of the employees an organization needs to reduce their stress during their work. Therefore, the organization needs to give them limited work pressure and time to learn. By providing good compensation and reward program an organization is able to give satisfaction to the employees in their job. The reward enhances the job satisfaction of the employees as it meets the basic needs of the employees. In oil and gas industry compensation program is crucial as it helps the employees to get financial support from the organization while they get an injury during their work (Kampkötter 2017).
Good relationship with the supervisor is another major factor that increases the job satisfaction level (Van Wingerden et al. 2017). Often the employees are not able to communicate with the management regarding any issue related to their job. This leads the employees to be dissatisfied with their job. If the management or supervisor is able to make a good relationship with employees by reducing their problem in the work place then the employees get job satisfaction.
Job satisfaction plays a significant role in enhancing employee performance in an organization. As mentioned by Shimazu et al. (2015), Job satisfaction increases the employee engagement in an organization. If an organization wants to enhance their employee engagement then they need to satisfy their employees. Productivity of an organization is associated with job satisfaction. Hence, to increase the productivity of the organization company needs to identify whether their employees are satisfied or dissatisfied with their job. Job satisfaction an employee leads them to create a better working environment. Employees are able to promote an effective teamwork if they are enjoying the higher degree of job satisfaction. In order to reduce the high turnover from an organization enhancement of job satisfaction level is mandatory. It is important for an organization to create a plan how to satisfy their employees in their job as job satisfaction has a great importance on employee engagement. On the other hand, job satisfaction makes the employees responsible for their work. This is a big positive outcome of job satisfaction as it is directly related to employee performance. Job satisfaction of the employees has a connection to the customer satisfaction in an organization. If an employee gets interest in their job then they are able to convince the customers. This highlights the improvement of the employee performance.
Among the various theories of job satisfaction Maslow’s hierarchy of needs theory is vital. However, this theory is associated with the factors, which are important for job satisfaction. According to this theory human needs include a five-level hierarchy. Such hierarchy level contains physiological needs, self esteem, belonging, safety and self-actualization (Botana and Neto 2015). In order to satisfy an employee with their job it is crucial meet their basic needs through providing them a quality designation. Maslow’s theory is associated with human motivation. An employee can satisfy with their job if they are highly motivated. Application of Maslow’s theory is helpful to evaluate the work setting in an organization, which explores the level of job satisfaction. The first element of this theory includes physiological needs that are water, shelter and food. Any employee can satisfy with their job if their basic needs are fulfilled by their job. In an organizational financial compensation and healthcare need to provide to employees as these fulfill the basic physiological needs of the employees.
Safety needs focus on the security of the employees in their job. However, if the employees feel physically safe in their working sector or get job security then they are able to engage more in their job (Jonas 2016). Hence, if the employees are satisfied with their job then they belong to the workplace. This results in the development of a positive relationship with supervisor and colleagues in a workplace and the employees feel that they are the vital part of their organization. Self-esteem focuses on the value of an individual. The satisfied employees are valued and appreciated by their co-workers. At the final stage of Maslow’s theory, employees want to be self-actualized. Hence, the organizations those are looking to improve the job satisfaction level of employees need to meet the basic needs of employees before focusing on higher needs. This theory has some drawbacks. The final step that self-actualization is not clearly defined (Botana and Neto 2015). As a result, often the organization fails to achieve goal in employee motivation. Despite this drawback application Maslow’s theory is helpful to identify the specific needs of the employees in order enhance the job satisfaction. Hence, application of Maslow’s theory is helpful to reduce the current problem of oil sectors in UK. However, in the recent years the petroleum sectors of UK have been facing compensation problem that highlights the dissatisfaction of the employees as the company is not able to fulfill the needs of the employees. Hence, application of Maslow’s theory is helpful for this sector to understand that identification of the employee needs is crucial to enhance their satisfaction level.
Herzberg’s motivator-hygiene theory is very popular to define the job satisfaction in an organization. According to this theory, job satisfaction and dissatisfaction are the two opposite poles in a similar process (Alshmemri et al. 2017). For an organization, it is important to follow four motivational factors such as pay, recognition, achievement, and benefits to satisfy the employees with their job. Apart from these, an organization needs to focus on the hygienic factors such as job security, working condition, organizational policy and quality of management (Chu and Kuo 2015). Application of this theory helps the organization to identify whether the hygienic factors are low or high. If the hygienic factors are low then the employees are dissatisfied with their job. On the other hand, if the hygienic factors are high then it can be said that employees are satisfied with their job. Hence, application of this theory is beneficial for an organization to find the level of job satisfaction in their workplace. Application of this theory also leads the UK’s oil sectors to deal with their poor level of employee satisfaction. In the recent years UK business sectors are facing low level of employee satisfaction. By following this theory the organizations are able to change their compensation policies based on the needs of the employees. This model leads the organization to find that organizational policy should be employee oriented, which can fulfill their basic needs. This can increase the employee satisfaction level.
According to this model job satisfaction takes place when the working environment includes motivational factors. Major job characteristics are task significance, autonomy, task identity, feedback and skill variety (Serhan et al. 2015). These job characteristics influence there psychosocial steps such as core job dimension, personal and work outcomes and critical psychological states. Hence, these three psychosocial steps lead the employees to get satisfaction in their job. By applying this model an organization is able to understand how to establish a positive work culture that is associated with employee’s job satisfaction. It has been found that the job satisfaction level in UK is low. Hence, by following the job characteristics model UK organizations is able to give their concern on improving job dimension, which will increase the job satisfaction level among the employees.
Satisfaction enhances performance and performance is associated with reward. In order to increase the job satisfaction level of the employees, it is crucial for an organization to organize a reward program for the employees. This reward program meets the basic needs of the employees. As commented by Awan and Asghar (2014), job satisfaction has a great effect on employee performance. Job satisfaction is positively related to employee performance. As argued by Anitha (2014), if the employees are not satisfied with their job then they are not able to get confidence and fail to perform. An employee who is highly satisfied with their job feels valuable. This enhances the trust of the employees and increases interest in their work. However, the reward program meets the basic needs of the employees, which leads the employee to be interested in their job. As a result, their performance becomes enhanced.
In UK oil industry due to poor compensation program the job satisfaction level is low among the employs. Top oil MNCs in UK faced job satisfaction issue among their employees due to poor compensation program as a result, high turnover has occurred. On the other hand, there is a good record of high level of job satisfaction in automobile MNCs. As for example, Jaguar Car is a popular MNC situated in UK and the job satisfaction level is high in this organization. It has been found that the Jaguar car has employed 5000 engineers in their organization and opened 900 more units in their operation process in 2016. This organization has developed incentive plan and performance bonus, which enhances the job satisfaction level in this organization (Jaguar.co.uk 2018). Hence, it can be said that high job satisfaction enhances the employee performance while low job satisfaction decreases the employee performance in an organization.
From the study of Awan and Asghar it has been found that the reward program is crucial to enhance the job satisfaction level of the employees. On the other hand, from the study of Serhan et al. 2015, it has been received that the financial reward is the major component that leads the employee to be satisfied with their job. Therefore, from the study of Chu and Kuo (2015), it has been received that comfortable environment is a good element of employee satisfaction. From the above literature, it has been found that reward is the major factors as well as the vital financial factor to increase the job satisfaction level among the employees. However, there is very little account of the non-financial reward approach, which can facilitate job satisfaction among the employees. This current literature reveals the importance of non-financial reward in enhancing the job satisfaction level among the employees. From this current literature it can be found that non-financial reward has the similar importance like financial reward in maximizing the job satisfaction level among the employees. Financial reward fulfills the basic needs of the employees and non-financial reward leads the employees to feel valued during their work. Hence, a gap is generated in this literature. Therefore, the current study focuses on the non-financial reward approaches, which can increase the job satisfaction level in an organization.
Research onion is a significant part of research methodology. It includes the ways through which the research has been conducted (Taylor et al. 2015). By analyzing each layer of research onion the author can reach to the desired conclusion part. The innermost layer of research onion includes data collection and data analysis process, which is the most important part of research methodology.
There are three types of research methodologies such as positivism, interpretivism, and realism and this part is present in the first layer of research onion. In this current research positivism, philosophy has been selected. In this current research, the author needs to select appropriate philosophy to evaluate the impact of job satisfaction on employee performance in the context of British Petroleum. Positivism philosophy is based on the real facts (Mackey and Gass 2015). Hence, in this current research by using this philosophy the author is able to carry out an insight analysis of the selected topic. The role of job satisfaction on employee performance in BP can be described properly by using positivism philosophy. By applying positivism philosophy the author is able to identify the potential factors that influence the job satisfaction in BP.
Research approach is present in the second layer of research onion. The research approach is categorized intro inductive and deductive approach. As commented by Lewis (2015), inductive approach is associated with the observation, data collection and data analysis and the data are collected by using an analytical tool. In this approach theories are developed based on this topic thus, application of this approach is less in the research study. On the other hand, deductive approach is based on the data collection, hypothesis generation and confirmation of the theoretical evidence. Deductive approach highlights the existing theory. Hence, the researcher has already analyzed the theories in the literature review section. In the next section of the research study, the collected data has been analyzed based on these theoretical evidences. This present research is based on the theoretical evidences that are used to identify the potential factors that affect the job satisfaction as well as the employee performance in BP. Deductive approach helps the author to gather the data from existing theories and to evaluate this data by using theoretical evidences.
The third layer of the research onion includes research design. Research designs are three types that are descriptive, explanatory and exploratory design. Research design is used to analyze the gathered data according to the research objectives and purpose of the research study. Exploratory design is focused on the background of the study and the problem, which is identified in this study. As stated by Flick (2015), exploratory design only helps to detect the causes of the problems while the descriptive design relates the findings to the objectives. Research design is selected based on the research topic. In this current research, the selected topic is impact of job satisfaction on employee performance in BP. Based on this study descriptive design has been chosen. In this study, the researcher aims to develop a relation between the objectives, findings, and conclusion. Based on the objectives the findings are accumulated and based on the findings the conclusion is developed. Hence, descriptive design helps to complete this procedure. In order to make the relationship between these three components of research accountability and dedication are required. Thus, selection of the descriptive design is suitable for this current study.
Primary and secondary data collection methods are the two types of data collection process that are used in research study. The researcher has given special emphasis on primary data collection process for this present study. Primary data collection has been by using both quantitative and qualitative approach. In this current study quantitative approach has been taken to collect data. Primary data collection method is beneficial to gather real-time data (Choy 2014). This research is based on the level of job satisfaction in BP thus; real-time data is required for this research. Survey has been conducted to collect data from a huge population. However, to carry out the literature review secondary data has been used. In this section qualitative method has been applied to acquire data. Primary data collection is crucial for this study as it has been collected directly from the participants. In order to identify the job satisfaction level in BP, the collection of feedback from employees is crucial. For this, purpose primary data collection method has been selected. During the survey, questionnaires have been provided to the respondents to gather their feedback. Therefore, closed-ended questions are provided in this survey. During this data collection process the researcher approached BP’s employees through online survey technique. The questionnaires are provided via online by using feedback forms. The candidates responded by filling the boxes within the feedback forms.
Sampling method is crucial to carry out a primary research. Sampling is a method to select respondents from a large population (McCusker and Gunaydin 2015). In this current study sampling method has been used to gather relevant data from concerned candidates. Probability and non-probability methods are the two basic sampling methods. In order to conduct the quantitative research probability sampling method has been used. Probability sampling is a random selection method. In order to conduct a survey, random probability sampling is used as it helps to gather data as well as feedback randomly. Survey is taken as the sampling technique.
In this current study, the researcher has selected employees from three departments of BP such as account department, HR department, and customer executive department to conduct the survey. From each department, 100 candidates have been selected and the total population size was 300. From this population size, 150 candidates have participated in this survey. Hence, the selected sample size was 150. Due to the larger sample size, this probability sampling size is crucial to decrease the deviation of response. However, the sample that is the participants are contacted via email. Questionnaires are sent via online to the participants, which helped the researcher to collect the feedback.
In this current study, the data has been analyzed by using excel sheet. However, graph, charts, and tables are used to represent the data. The current finding is based on the feedback of the participants. Based on the data analysis the conclusion is developed in a study (Brannen 2017). On the other hand, the collected data is represented in numerical form. The collected data is organized and summarized in a proper way. The data is organized by using the tables and charts. And analysis is done by using the feedback of the participants. Based on the percentage the data is analyzed. On the other hand, the analysis is done by using the reference of the literature review section. In this study, the data are evaluated based on the perspectives of the employees who are currently working in BP. No manipulation has been taken during data analysis.
Ethical requirements should be maintained while conducting a research. However, the ethical issues are taken into account in an appropriate manner. It is important for the researcher to conduct the survey in a systematic way as it verifies the reliability of the data that is collected from the participants. It is crucial to follow the Data Protection Act 1998 as it helps the researcher to maintain the confidentiality of the personal information of participants. The gathered data should be used for only commercial purpose. No personal questions can be asked to the candidates during the survey. Manipulation should be avoided and proper citation needs to be used during the representation of data. In this current research study the researcher has used digital media to send the questionnaire. Thus, it is important for the researcher to follow the GSM ethics, which highlights the maintenance of the privacy of data via wireless connection. This GSM ethics should be followed in this research project to keep the privacy of the data.
This current research is carried out based on the primary research, which itself a limitation. Therefore, in literature review section due to lack of accessible journals, sufficient information could not be collected. On the other hand, reliability of the collected data is another major issue of quantitative method. Therefore, all feedback of the candidates is not clear, which created confusion while analyzing data. Many employees have provided fake data during the survey that hampered the research process.
This current research study focuses on quantitative method to collect data from participants. However, 150 employees have taken part in survey from which the data are collected to understand the impact of job satisfaction on employee performance. The following tables include Likert scale to reveal the data based on the research. There are two variables such as job satisfaction and employee performance. The first variable is job satisfaction, which is considered as independent variable. Therefore, the second variable is employee performance that is dependent variable. Based on these two variables the questionnaires are developed to collect and analyze data.
Demographic analysis in context of BP’s Employee
|
Gender |
Total no of participants |
No of respondents |
Percentage (%) |
|
Male |
150 |
70 |
46.666 |
|
Female |
150 |
80 |
53.333 |
Analysis: According to the table it has been received that among the total respondents majority of the participants are female in comparison to male. Therefore, has been found that 46% of total respondents were male while 53% of total respondents were female. Hence, based on the above data it can be said that the female employees have taken part actively in survey rather than the male employees. However, based on the collected data it has been identified that female employees of BP have been facing issues regarding their job satisfaction. As a result, many female employees are involved in survey and have shared their feedbacks.
Q1. How far do you agree that job satisfaction is necessary for enhancing employee performance?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
Strongly Agree |
20 |
30 |
150 |
|
Agree |
33.333 |
50 |
150 |
|
Neutral |
13.333 |
20 |
150 |
|
Disagree |
20 |
30 |
150 |
|
Strongly disagree |
13.333 |
20 |
150 |
Table 2: Importance of job satisfaction on employee performance
Analysis: The above data shows that 33% of total candidates agreed with the importance of job satisfaction on employee performance. On the other hand, 20% are strongly agreed with this opinion and supported that employee performance is associated with job satisfaction in an organization. On the other hand, 20% and 13% candidates are disagreed and strongly disagreed to accept the significance of job satisfaction on employee performance. From the above data it can be said that majority of total respondents supported the significance of job satisfaction on employee performance. Thus, it has been found that an organization is required to enhance the job satisfaction level among the employees if they want to enhance the performance of the employees. However, many candidates did not think that job satisfaction is directly associated with employee performance. Despite this based on the feedback of majority candidates it has been found that job satisfaction is vital to accelerate employee activity as well as their performance in an organization.
Q2. How far are you satisfied with your job in BP?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
Strongly Satisfied |
16.66 |
25 |
150 |
|
Satisfied |
23.33 |
35 |
150 |
|
Neutral |
6.66 |
10 |
150 |
|
Dissatisfied |
33.33 |
50 |
150 |
|
Strongly dissatisfied |
20 |
30 |
150 |
Table 3: Job satisfaction BP
Analysis: Job satisfaction is a crucial component to increase the contribution of employees in an organization. Based on the above data it has been found that 23% employees satisfied with their job in BP while 33% of total candidates are not satisfied with their job in BP. 20% are strongly dissatisfied with their job in BP. However based on the feedback of participants it has been observed that Maximum employees are not happy with their job, which ensures that in BP there is a huge issues regarding the job of employees. However, the employees of BP are highly dissatisfied with their job, which also affects their performance level. As per the feedback of the candidates a clear idea is developed regarding the poor level of job satisfaction in BP. A small percentage did not agree with the poor job satisfaction level in BP but maximum employees have shown their concern regarding their job satisfaction in BP.
Q3.How far do you agree that poor compensation planning can hamper the job satisfaction as well as the employee performance in BP?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
Strongly Agree |
23.33 |
35 |
150 |
|
Agree |
30 |
45 |
150 |
|
Neutral |
7.33 |
11 |
150 |
|
Disagree |
22.66 |
34 |
150 |
|
Strongly disagree |
16.66 |
25 |
150 |
Table 4: Effect of poor compensation planning on job satisfaction
Analysis: According to the above data it has been observed that poor compensation planning is a big factor of poor job satisfaction. Based on the survey feedback it has been identified that 30% of total candidates agreed that poor compensation planning of BP affected their job satisfaction as well as the performance level. 23% of total participants are strongly agreed that low compensation planning of BP decreases their job satisfaction level. On the other hand, 22% and 16% are disagreed and strongly disagreed with this opinion. As per some candidates job satisfaction can be influenced by various factors thus poor compensation planning of BP is not the major factor, which affects the job satisfaction level in their organization. Based on the gathered data it has been evaluated that poor compensation planning demotivate the employees and they feel insecurity. However, BP is an oil manufacturer hence, proper compensation planning is required for their employees to ensure their safety. Lack of proper compensation leads the employees to face issues. This hampers the job satisfaction level in BP. Apart from this some candidates were neutral during the survey, which resists the researcher to collect 100% data from all candidates.
Q4. Which factor plays a great role in influencing job satisfaction in an organization?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
Reward |
26.66 |
40 |
150 |
|
Flexibility |
13.33 |
20 |
150 |
|
Good relationship |
20 |
30 |
150 |
|
Recognition |
16.66 |
25 |
150 |
|
Good working culture |
23.33 |
35 |
150 |
Analysis: The above data shows different factors that are influencing the level of job satisfaction in an organization. Based on the feedback of the participants it has been observed that 26% have said that reward is the major factor of job satisfaction. However, it is well known to all that providing reward based on the performance of employees’ increases their confidence, which also boosts their job satisfaction level. Therefore, 23% of total sample agreed that flexibility is crucial to enhance the performance of employees. However, if an employee becomes flexible with their working environment then it will be helpful for them to work effectively. Flexibility leads the employees to deal with any challenging situation while doing a task. Thus, flexible employees are highly satisfied with their job. 20% candidates focused on the establishment of good relationship between the management and staff. A good communication is helpful to identify which employee is satisfied with their job and which are not. This will enable the manager to take necessary steps to increase the level of job satisfaction among the employees. 16% supported that recognition is crucial to maximize the job satisfaction rate in an organization. Both formal and informal recognition needs to be applied by an organization to satisfy their employees. This leads the employees to feel valued and increase their confidence level while working in an organization.
Q5. How far do you agree that the job satisfaction level is poor in BP in comparison to other organizations?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
Strongly Agree |
14.66 |
22 |
150 |
|
Agree |
32 |
48 |
150 |
|
Neutral |
13.33 |
20 |
150 |
|
Disagree |
23.33 |
35 |
150 |
|
Strongly disagree |
16.66 |
25 |
150 |
Table 6: Comparison of Job satisfaction level of BP with other organizations
Analysis: The above data shows a comparative analysis of job satisfaction level of BP and other organizations in UK. It has been received that 32% of total respondents agreed that job satisfaction level is poor in British Petroleum as the compensation planning is not good. On the other hand, 23% candidates did not support the poor job satisfaction level in BP. However, 13% of total sample were neutral regarding the job satisfaction in BP. This hampered the data collection process during the survey. Majority of total candidates said that job satisfaction level is low in BP in comparison to other organizations. This highlights the issues related to employee performance in BP. From the above data, a clear idea is generated regarding the poor employee satisfaction in BP. Based on this data it can be said that poor employee performance hampers the brand image of BP. Hence, BP needs to improve the job satisfaction level to gain competitive advantages in UK business industry. The collected data will help BP to revise their employee management and accelerate the employee performance.
Q6. What are the major consequences of poor job satisfaction in BP?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
Absenteeism |
10 |
15 |
150 |
|
Poor customer service |
14.66 |
22 |
150 |
|
High turnover |
45.33 |
68 |
150 |
|
Poor employee loyalty |
13.33 |
20 |
150 |
|
Low productivity |
16.66 |
25 |
150 |
Table 7: Major consequences of poor job satisfaction in BP
Analysis: The above tabular format reveals the major consequences of poor job satisfaction in BP. As per the previous data the compensation planning of BP is not good, which leads the employees to be dissatisfied with their job. 10% candidates have said that absenteeism rate is high in BP due to the poor job satisfaction level among the employees. On the other hand, 14% agreed that BP’s employees are not happy with their job as a result, they fail to concentrate on their work. This creates poor customer service in this organization. However, 45% of total participants revealed that high turnover is the major consequence of low job satisfaction level in BP. Maximum respondents supported the high employee turnover in BP due to their poor job satisfaction level. On the other hand, 13% candidates said that employee loyalty is affected in BP as the employees are not satisfied with their work. To improve the employee loyalty job satisfaction is mandatory. Apart from this 16% respondents agreed that low productivity is another reason for low job satisfaction in BP. From this feedback it can be said if the employees do not get interest in their job then it will be difficult for them to give high productivity. From the entire analysis it has been found that high employee turnover is the major negative impact of poor job satisfaction in BP in comparison to other effects.
Q7. What are the positive effects of job satisfaction on employee performance?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
High Productivity |
19.33 |
29 |
150 |
|
Employee retention |
36.66 |
55 |
150 |
|
Increased confidence of employees |
7.33 |
11 |
150 |
|
Build trust |
18 |
27 |
150 |
|
Employee engagement |
18.66 |
28 |
150 |
Table 8: Positive effects of Job satisfaction
Analysis: Job satisfaction and dissatisfaction have both positive and negative effects on employee performance. The above data shows the positive outcomes of job satisfaction in the business organizations. However, employees show better performances who are highly satisfied with their job. 36% of total respondents agreed that employee retention is a big positive outcome of job satisfaction. However, if the employees are satisfied with their job then they are able to retain in an organization by showing excellent performance. On the other hand, 19% of total sample size said that job high level of job satisfaction is associated with the increased productivity of an organization. It has been identified that highly satisfied employees are able to show maximum performance as a result, employee productivity is creased. A few candidates have shown their concern towards the employee confidence by enhancing job satisfaction. Satisfied employees can increase their confidence and show better result through their work. 18% candidates supported that job satisfaction can increase trustworthiness and employee engagement in an organization.
Q8. What are the possible ways to improve the job satisfaction level in BP?
|
Type |
Percentage (%) |
No of Respondents |
Total no of respondents |
|
Establishment of positive working culture |
23.33 |
35 |
150 |
|
Reward and Recognition |
30 |
45 |
150 |
|
Introduction to skill development program |
13.33 |
20 |
150 |
|
Engaging the people |
24.66 |
37 |
150 |
|
Showing care to employees |
8.66 |
13 |
150 |
Table 9: Suggestions to improve job satisfaction level in BP
Analysis: BP has been facing major challenges due to low level of job satisfaction in their organization. Based on the survey data it has been found that 30% candidates preferred the reward and recognition plan to enhance the job satisfaction level in BP. From this feedback it has been found that reward and recognition is a major way to satisfy the employees in BP. However, 13% of total respondents said that establishment of skill development program is useful to enhance the performance of employees in an organization. On the other hand, 24% candidates have said that people engagement is necessary to increase the job satisfaction level in BP. 8% respondents supported that providing care to the problems of employees is a good way to increase the job satisfaction level in BP. From the above analysis it can be received that financial and non-financial reward will be helpful for British Petroleum to influence their employees in their job and to maximize their performance as this process will fulfill the basic needs of the employees.
From the above data analysis it has been received that number of female participants was greater in comparison to male participants in Survey. According to the above analysis most of the candidates gave their support towards the significance of job satisfaction in employee performance. Based on the survey results it has been found that majority of the participants supported that financial and non-financial play an important role in increasing job satisfaction in an organization. In the literature review section it has been identified that reward and compensation are the major factors that influence the job satisfaction in an organization. As mentioned by Liu et al. (2018), employees of an organization can be satisfied by getting proper appraisal for their work hard work. Hence, by providing good compensation planning BP can satisfy their employees as it will act as a reward for them.
For the oil industry safety of the employees is the highest priority. Hence, compensation planning will ensure the safety of the employees. From the current findings it has been received that high turnover is a major negative consequence of BP due to low job satisfaction level in this organization. This findings also support the literature review as in the high turnover is a negative impact of poor job satisfaction. On the other hand, the literature review also shows that is the employees are highly satisfied with their job then they are able to retain in the organization for a long time. This fact is also supported by the current findings. As stated by Krüger et al. (2018), employees, who are highly satisfied with their job, are able to show high productivity. This fact is found in both secondary and primary data analysis. As per the feedbacks of the candidates it has been observed that BP’s job satisfaction level is low in comparison to other organizations. In the literature review section it has been found that Jaguar Car has a high level of job satisfaction as they offer various benefits to the employees. Hence, the literature also supports the current findings that are derived from the survey. Apart from these it can be said that high level of motivation by providing good work culture and compensation can be done to enhance the performance level of employees in BP.
In order to collect the feedback from the employees of BP I have taken help from my uncle who is working at BP subsidiary in Africa. He is working as a boss in this subsidiary and he has much knowledge about the current status of BP and the employee performance of this organization. Hence, I have sent questions to my uncle via email and my uncle has sent these questions to BP’s employees and collected feedbacks from them. This is the major reason why I got such huge response. My uncle helped me a lot that’s why I was able to get proper feedbacks from BP’s employees.
From the above data analysis and discussion it can acquired that job satisfaction and employee performance are related to each other. In the context of BP it has been found that due poor compensation program their employees are not satisfied with their job as result, high turnover is a big problem of this organization. On the other hand, secondary data shows that employees are highly satisfied in Jaguar Car. Hence, it can be said that employee satisfaction level is low in BP in comparison to other organizations in UK. This fact is also supported by the survey data. Based on the survey data it has been received that good working cultures and compensation program are the major factors of job satisfaction. According to the feedback of candidates it has been received that the basic needs of the employees can be fulfilled by providing them sufficient reward and recognition. The above findings show that employee satisfaction is crucial for to enhance their performance as lower level of satisfaction leads the organization to face poor productivity and high turnover. However, employee satisfaction is associated with competitive advantage. Employees of British Petroleum are not satisfied with their job this leads such organization to face huge competition in global market. However, highly satisfied employees are able to give high productivity, which enhances the competitive advantages in an organization. Therefore, it can be concluded that job satisfaction is closely associated with employee performance and employee engagement.
Objective 1: To critically examine the significance of the job satisfaction in enhancing employee performance in BP
This objective focuses on the significance as well as the importance of job satisfaction in employee performance. This objective can be directly link with question 1 of quantitative method. In this section the candidates focus on the necessity of job satisfaction in enhancing the employee performance in an organization. Therefore, in literature review section significance of job satisfaction in employee performance is also mentioned. Here the researcher has identified that job satisfaction is mandatory for the employees to enhance their performance.
To identify the major factors influencing job satisfaction in British Petroleum
This objective can be related to question 4 of quantitative research. Therefore, in the literature review section, the major factors of job satisfaction such as good relationship, good working culture, and reward are mentioned. Hence, this objective supports the findings in the qualitative and quantitative analysis. The researcher has found that the reward, good relationship, and positive working culture are the key factor of job satisfaction in an organization.
To critically evaluate the impact of job satisfaction on employee performance in BP
This objective can be linked to question 6 and question 7 of quantitative analysis. These two questions reveal that high productivity, employee retention, employee engagement are the positive outcomes of job satisfaction while high turnover, poor productivity, absenteeism are the major consequences of low job satisfaction in an organization. These findings also supported by chapter two. Hence, from this objective, the researcher has observed the major impact of job satisfaction on employee performance.
To recommend the ways to improve the job satisfaction level of the employees in BP
This objective is linked to question 8 of survey findings. In this section, the possible ways to improve the job satisfaction level in BP are mentioned. From this question, it has been found that introduction of employee development program, reward program, positive working culture and employee engagement are the effective ways to enhance the job satisfaction level in an organization.
Establishment of positive workplace culture: According to the above findings the researcher has been recommended that establishment of positive working culture can help British Petroleum to enhance the job satisfaction of the employees. However, a positive working culture helps the employees to work comfortably, which also increases their confidence and performance level.
Action Plan
|
Activities |
1st month |
2nd month |
3rd month |
|
Establish a clear vision statement |
? |
|
|
|
Introduction of open door policy |
|
? |
|
|
Increase the employee engagement in the daily operation |
|
|
? |
Table 10: Action planning for establishing a good working culture
Implementation of reward program and informal recognition: Based on the above findings the researcher has been suggested that providing the reward, compensation and formal recognition will be helpful for BP to enhance the job satisfaction. These financial and non-financial rewards will help the employees to fulfill their basic needs. As a result, the employee will be satisfied with their job and can show high productivity.
Action Plan
|
Activities |
1st month |
2nd month |
3rd month |
|
Identify the basic need of employees |
? |
|
|
|
Organize a meeting |
|
? |
|
|
Set a budget plan |
|
? |
? |
Table 11: Implementation of reward and compensation planning
Engage the employees in organizational decision making: Involvement of the employees in the organizational decision-making process will be an effective approach for BP to maximize the job satisfaction level. However, if the employees participate in a decision making processes then they feel valued as a result, which will increase their job satisfaction level. Hence, the employees become trustworthy and retain in this organization.
Action Plan
|
Activities |
1st month |
2nd month |
3rd month |
|
Create an open discussion forum |
? |
? |
|
|
Share feedback forms |
|
? |
|
|
Analyze the employee’s feedbacks |
|
|
? |
Table 12: Action plan for Employee engagement in decision making
The major key limitation of this research is questionnaire survey. However, during the collection of primary data, the questionnaires are distributed through the email as the sample size is huge. As a result, the researcher faces issue during the data collection process. Another limitation is time constraint of the study. It is difficult to cover all the elements of job satisfaction and employee performance within the selected time. Therefore, lack of valid and reliable secondary data is another big limitation of this current study. Therefore, low budget is another challenge that the researcher has faced during the data collection. Many journals are paid version thus, the researcher was not able to collect data from such articles.
Future scope of the study highlights the further improvement in this current study. During the further research, the uncovered section of this study can be explored and each section of the research paper can be improved through an in-depth analysis. Therefore, this current study can be served as the valid secondary resource if the researcher wants to conduct a research on the impact of job satisfaction on employee performance. This study will be helpful for the business organizations to improve their employee satisfaction level by altering their present strategy.
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life Science Journal, 14(5).
Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), p.308.
Awan, A.G. and Asghar, I., 2014. Impact of employee job satisfaction on their performance: A case study of banking sector in Muzaffargarh District, Pakistan. Global Journal of Human Resource Management, 2(4), pp.71-94.
Botana, L.F.S. and Neto, P.L.D.O.C., 2015. The development of an incrementally evolving management model for small Brazilian printing companies based on Maslow’s theory of the hierarchy of needs. Business and Management Review, 4(7), pp.423-442.
BP.com. 2018. British Petroleum. [online] Available at: https://www.bp.com/ [Accessed 15 Mar. 2018].
Brannen, J. ed., 2017. Mixing methods: Qualitative and quantitative research. Routledge.
Choy, L.T., 2014. The strengths and weaknesses of research methodology: Comparison and complimentary between qualitative and quantitative approaches. IOSR Journal of Humanities and Social Science, 19(4), pp.99-104.
Chu, H.C. and Kuo, T.Y., 2015. Testing Herzberg’s Two-Factor Theory in Educational Settings in Taiwan. The Journal of Human Resource and Adult Learning, 11(1), pp.54-65.
Express.co.uk. 2018. UK workers have one of the lowest levels of job satisfaction in the WORLD. [online] Available at: https://www.express.co.uk/life-style/life/821892/UK-workers-job-satisfaction-rank-low-employee [Accessed 15 Mar. 2018].
Flick, U., 2015. Introducing research methodology: A beginner’s guide to doing a research project. Sage.
Flick, U., 2015. Introducing research methodology: A beginner’s guide to doing a research project. Sage.
Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a China’s insurance company. Journal of Business Ethics, 124(2), pp.339-349.
Jaguar.co.uk. 2018. Jaguar Car. [online] Available at: https://www.jaguar.co.uk/index.html [Accessed 24 Mar. 2018].
Jonas, J., 2016. Making practical use of Maslow’s Hierarchy of Needs theory to motivate employees: a case of Masvingo Polytechnic. Journal of Management & Administration, 2016(2), pp.105-117.
Judge, T.A., Weiss, H.M., Kammeyer-Mueller, J.D. and Hulin, C.L., 2017. Job attitudes, job satisfaction, and job affect: A century of continuity and of change. Journal of Applied Psychology, 102(3), p.356.
Kampkötter, P., 2017. Performance appraisals and job satisfaction. The International Journal of Human Resource Management, 28(5), pp.750-774.
Krüger, G.N., de Almeida Gonçalves, L., Queiroz, J.V., Queiroz, F.C.B.P. and Aramayo, J.L.S., 2018. Assessment of worker satisfaction at a Brazilian oil company. Revista Brasileira de Estratégia, 11(1), p.19.
Leroy, H., Anseel, F., Gardner, W.L. and Sels, L., 2015. Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Journal of Management, 41(6), pp.1677-1697.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five approaches. Health promotion practice, 16(4), pp.473-475.
Liu, M., Huang, Y. and Zhang, D., 2018. Gamification’s impact on manufacturing: Enhancing job motivation, satisfaction and operational performance with smartphone?based gamified job design. Human Factors and Ergonomics in Manufacturing & Service Industries, 28(1), pp.38-51.
Mackey, A. and Gass, S.M., 2015. Second language research: Methodology and design. Routledge.
McCusker, K. and Gunaydin, S., 2015. Research using qualitative, quantitative or mixed methods and choice based on the research. Perfusion, 30(7), pp.537-542.
Saunders, M. N., Lewis, P. and Thornhill, A. 2009 Research methods for business students, Page 52, 5th ed. Harlow: Prentice Hall
Serhan, C., Tsangari, H. and Business, S., 2015. Retention of fresh graduates: Identification of determinant factors through a modified job characteristics model. In Global Business Conference (pp. 200-202).
Shimazu, A., Schaufeli, W.B., Kamiyama, K. and Kawakami, N., 2015. Workaholism vs. work engagement: The two different predictors of future well-being and performance. International journal of behavioral medicine, 22(1), pp.18-23.
Taylor, S.J., Bogdan, R. and DeVault, M., 2015. Introduction to qualitative research methods: A guidebook and resource. John Wiley & Sons.
Theguardian.com. 2018. BP makes record loss and axes 7,000 jobs. [online] Available at: https://www.theguardian.com/business/2016/feb/02/bp-annual-loss-biggest-for-20-years-axes-thousands-of-jobs-deepwater [Accessed 15 Mar. 2018].
Truth-out.org. 2018. BP Employees, Outraged by Lack of Compensation, Warn Oil Spill Victims. [online] Available at: https://www.truth-out.org/news/item/21295-bp-employees-outraged-by-lack-of-compensation [Accessed 15 Mar. 2018].
Van Wingerden, J., Bakker, A.B. and Derks, D., 2017. Fostering employee well-being via a job crafting intervention. Journal of Vocational Behavior, 100, pp.164-174.
Yousef, D.A., 2017. Organizational commitment, job satisfaction and attitudes toward organizational change: a study in the local government. International Journal of Public Administration, 40(1), pp.77-88.
Delivering a high-quality product at a reasonable price is not enough anymore.
That’s why we have developed 5 beneficial guarantees that will make your experience with our service enjoyable, easy, and safe.
You have to be 100% sure of the quality of your product to give a money-back guarantee. This describes us perfectly. Make sure that this guarantee is totally transparent.
Read moreEach paper is composed from scratch, according to your instructions. It is then checked by our plagiarism-detection software. There is no gap where plagiarism could squeeze in.
Read moreThanks to our free revisions, there is no way for you to be unsatisfied. We will work on your paper until you are completely happy with the result.
Read moreYour email is safe, as we store it according to international data protection rules. Your bank details are secure, as we use only reliable payment systems.
Read moreBy sending us your money, you buy the service we provide. Check out our terms and conditions if you prefer business talks to be laid out in official language.
Read more