Effect of job satisfaction on employee performance in saudi aramco mobil refinery samref

This includes supervision, pay or income, supervision, and promotion. The study will be conducted amongst the direct employees of SAMREF in the Kingdom of Saudi Arabia. The study will be conducted to prove or disapprove the study hypotheses which are; There is a positive influence on the dimensions of job on employee job performance; second is that there is a positive relationship between job satisfaction levels on employees in Saudi Aramco Mobil Refinery. Table of Contents CHAPTER ONE 4 INTRODUCTION 4 1. Background of the Study 4 1. Introduction 16 3. Research Design 16 3. Sampling 17 3. Sampling size 17 3. Sampling technique 17 3. The two owners of SAMREF have been involved in the oil production, exportation and energy business for many decades. Exxon has existed in the energy business for more than a century while Saudi Aramco has business history of more than seven decades.

The refinery official website states that SAMREF originated in the year 1981 to conduct a couple of activities Yanbu in Saudi Arabia including; the ownership and development of oil refining facilities. But the operations commenced three years later which a start of about 260,000 barrels every 24 hours. The trend of the operation has seen a constant line up the graph because currently they have the capacity process more than 402, 000 barrels of Arab Light Crude each single day. Statement of the Problem The main purpose of this study is to examine the impacts of employee satisfactions on job performance in Samref. This a response to the limited studies done on oil and gas company in the Kingdom of Saudi Arabia. Several studies have been carried out on the impacts of motivation of employee performance but studies on impact of job satisfaction are scanty to knowledge of the researcher (Jha and Jha, 2017).

The study chose Samref as a suitable case study due to its good history on the treatment of workers and a robust human resource department. Purpose of the Study The aim of the research is to determine the impacts of job satisfaction in job performance in Saudi Aramco Mobil refinery (SAMREF). Job Satisfaction Employee satisfaction is referred to as the positive or the negative facets of the attitudes among the employees towards their work or some parts of the job. The terminology of employee satisfaction is more often used to show whether employees are contented and happy as well as achieving their desires and wants at the workplaces (Osterwalder & Pigneur, 2010). A couple of measures have been suggested that job satisfaction among employees in factor in worker motivation, positive morale and attainment of employee goals at work.

Generally, a man’s life is impacted a lot by the satisfaction he gets from his employment; this is due to the fact that the social and personal adjustments of an individual are affected positively by job satisfaction. On the other hand, however, job dissatisfaction can adversely affect the mental and the mental health of the person. Promotion impacts the productivity of the employees in a positive way which leads to an improvement in the general profitability of the firm (Noe et al, 2017). The method and criteria of employee promotion vary from company to company. However, it is common for the management to look on the punctuality and the employee must be at work to qualify for the promotion. According to (Bowling et al, 2015), promotion is regarded as an important incentive in much organization because it comes as a wage package.

A promotion, therefore, means a higher salary. Pay It is the amount that an employee is paid for his labor which helps to meet the daily expenses. The pay is proportionate to one’s effort and experience. Mafini & Dlodlo (2014) indicated that in the last few decades the business market has shifted from the manufacturing-intensive and product intensive to being service oriented. The growth service economies and soft powers and organizations have now realized the important contribution of human resources on the company’s wellbeing. The human resource must be fueled towards lowering attrition and keeping employees satisfied. Blau (2017), people should be social, emotionally and technically supportive of each other. Harmonious co-existing of employees in an organization has been found to cause commitment and enhanced satisfaction on work.

The Connection between Job Satisfaction and Job Performance Job satisfaction in an organization leads to a higher responsibility, productivity which makes the individuals work with better moods and with a will to learn new skills, and ultimately promote overall performance (Bowling et al, 2015). The link between the two variables is brought about by awards (Bowling et al, 2015). The awards sources are either internal or external sources. The theory also argues that the opposite to the word dissatisfaction while the opposite of the word satisfaction is lack of it. The development of job satisfaction and dissatisfaction is argued to have been developed to address the employees in engineering and accounting. However, the study concepts have for years been applied in not only the engineering and accounting industries but also in technology, human resource, and many other places.

It was pointed out that employees have the ability to clearly narrate and account for the instances and events in the workplaces that makes them to either be satisfied or dissatisfied. According to Stello (2011), motivators that cause contentment are inherent while the factors that cause dissatisfaction are extrinsic. The pyramid describes and categorizes the needs from the bottom of the pyramid to the top and a person need goes through them bottom-up. Maslow pointed in this theory that no need can be fully consummated and that a need is a motivator until it is satisfied. It is for this reason that individuals go to the next level of needs in the pyramid (Kaur, 2013). In the organizational context, the employee's needs at the lower level of the pyramid have to fulfill before they are motivated by the needs of the pyramid.

The father of the theory, therefore, urged managers and employers to look out for the hierarchy of needs that their works best fit in. Social needs; These entails those factors that address the social aspect of a person. This category is at times referred to the category of love and belonging since people need to feel wanted in the society or family. Esteem needs; basically this refers to the satisfaction of need to fit in and be accepted by others. The subsequent level of need is to take in higher esteem by others and also individual self-esteem. Individual self-esteem is boosted by autonomy, achievements, and self-confidence (Kuar, 2013). The available time and resources for studying the whole population do not allow the collection of data from the whole population selected.

AMREF Limited has 750 employees. A sample of 150 employees will be used for the study. Alvesson & Sköldberg, (2017) says that the higher the sample size, the higher the chances level of acceptance for any statistical application that emphasizes that the larger the size of the sample is one with more than 30 respondents. Large sample size will lower the standard error. During a pilot study in which some students will be involved to show the instrument for the study was developed due to the literature from a number of researchers on the subject of the impact of employee satisfaction of performance. For them to take part in the exercise, they will be given some incentives. After data collection, the data need to be presented in the form of information which can be utilized by managers.

Data analysis entails reducing the accumulated data to manageable sizes, looking for patterns, developing summaries through the application of statistical techniques (Merriam & Tisdell, 2015). The analysis of the study data will be analyzed through tables and graphs. Future studies should be carried out in this area but focusing on the service industry. This is because it has been discovered that impacts identified in the service industry may not be the same as those in the manufacturing industry. REFERENCES Aljanabi, W.  Risk perception and awareness of oil and natural gas safety among local populations in the eastern province of Jubail, Saudi Arabia. West Virginia University. Ansoff, R.  Implanting strategic management. Springer. Bakker, A. B. Bin, A. S. The relationship between job satisfaction, job performance and employee engagement: An explorative study.

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