EMPLOYEE SATISFACTION AND EMPLOYEE PERFORMANCE IN KOLE DISTRICT LOCAL GOVERNMENT
DOI:
https://doi.org/10.70572/agp.v2i5.90Keywords:
Employee satisfaction, Personal Development, Career advancement opportunities, Employee performance RecognitionAbstract
Background
The main objective of the study was to investigate the relationship between employee satisfaction and employee performance in Kole District Local Government.
Methodology
A descriptive, correlational research design that was cross-sectional. The target population of this study was 154 individuals. A sample of 110 respondents was selected using simple random sampling techniques and purposive sampling to select respondents for the study.
Results
(54%) were aged between 36 and 45 years, (60%) were married, and the overall average mean score was 2.681 with a standard deviation of 0.308. The statement “Employees are encouraged to pursue further education to enhance their career prospects” recorded the highest mean score (M = 4.344, Std = 0.265), suggesting strong agreement. The overall average mean score was 2.255, with a corresponding standard deviation of 0.287. The highest mean score was recorded for “My supervisor regularly acknowledges my efforts” (Mean = 4.317; Std = 0.246). Results indicate a strong positive correlation between personal development and employee performance (r = 0.825, p = 0.004). Career advancement also shows a strong positive correlation with employee performance (r = 0.762, p = 0.000). Recognition and employee performance are also statistically significant, with a moderate positive correlation (r = 0.678, p = 0.001). In all three cases, the p-values are less than 0.01, indicating that the relationships are statistically significant at the 1% level. All independent variables have positive and statistically significant coefficients (p < 0.01). Personal development has the strongest effect (Beta = 0.603).
Conclusions
There was a strong positive correlation between personal development, career advancement opportunities, and employee performance. There was a moderate positive correlation between recognition and employee performance.
Recommendations
The local government should also pair experienced staff with junior employees to promote knowledge transfer and professional growth.
References
Diamantidis, A. D., & Chatzoglou, P. (2019). Factors affecting employee performance: an empirical approach. International Journal of Productivity Performance Management, 68(1), 171-193. https://doi.org/10.1108/IJPPM-01-2018-0012
Hayati, I., & Sari, A. M. (2019). The Effect Of Appraisal Performance On Employee Performance. Paper presented at the Multi-Disciplinary International Conference, University of Asahan.
Okuna, V., Opok, J. B., & Mwesigwa, D. (2020). Non-Monetary Rewards and Job Satisfaction among Primary School Teachers in Uganda: A Review of Kole District in Mid-North Uganda.
Tadesse, W. M. (2018). Factors affecting employee retention in Ethiopian public organizations. Journal of Strategic Human Resource Management, 7(3), 22-32.
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Copyright (c) 2025 Fred Ojok Ongom, Evelyn Hope Kyokunda
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