IMPACT OF JOB SATISFACTION

ON EMPLOYEES PRODUCTIVITY
(A CASE STUDY OF ECO BANK IN NIGERIA PLC, CHALLENGE BRANCH
ILORIN)

BY
BUSARI ROFIAT
PELUMI
ND/22/BAM/PT/400
BEING A RESEARCH PROJECT SUBMITTED TO THE

DEPARTMENT OF BUSINESS ADMINISTRATION AND

MANAGEMENT, INSTITUTE OF FINANCE AND MANAGEMENT

STUDIES (IFMS), KWARA STATE POLYTECHNIC, ILORIN.

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

THE AWARD OF NATIONAL DIPLOMA (ND) IN BUSINESS

ADMINISTRATION AND MANAGEMENT

1
 JUNE, 2024
CERTIFICATION

This is to certify that this Project Work has been completed, read

through and Approved as Meeting the Requirement of the Department of

Business Administration and Management, Institute of Finance and

Management Studies. Kwara State Polytechnic Ilorin Kwara State.

MR. OBAFEMI A. DATE

(PROJECT SUPERVISOR)

MR. ALAKOSO I. DATE

(PROJECT CO-ORDINATOR)

DR. ABDULSALAM F.A DATE

(HEAD OF DEPARTMENT)

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EXTERNAL EXAMINER DATE
DEDICATION

This project work is dedicated to ALMIGHTY ALLAH and my

appreciation goes to my parent MR & MRS BUSARI.

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 ACKNOWLEDGEMENT

First and foremost, my sincere appreciation goes to ALMIGHTY

ALLAH who is worthy of praise, who sees me through from the beginning

of my programme to the end glory be to ALLAH.

The journey was rough but the still was reached once more, my

sincere appreciation also goes to my ever loving, caring and committed

parent MR and MRS BUSARI for their responsibilities of giving me a

sound education to this level, may ALMIGHTY ALLAH grant them long

life to reap the fruit of their labour (Amin).

My appreciation also goes to my loyal, ever dynamic supervisor MR.

OBAFEMI A. for his useful suggestion and correction for making this

project work successful.

My apology goes to my friends and relative whose name do not

appear, its due to limited space provided you are all acknowledge.

GREAT ADMINISTRATOR!!!!!!!!!!!!!!!!!

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 TABLE OF CONTENTS
Title page i
Certification ii
Dedication iii
Acknowledgement iv
Table of content v
TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.1 Background of the study 1
1.2 Statement of the Problem 2
1.3 Research Questions 3
1.4 Objective of the study 3
1.5 Research hypotheses 3
1.6 Significance of the study 4
1.7 Scope of the study 4
1.8 Definition of the key terms 5
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction 7
2.2 Conceptual Review 7
2.2.1 Job Satisfaction 9
2.2.2 Employees Productivity 11
2.2.3 Importance of Job Satisfaction 12
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2.3 Theoretical Framework 13
2.3.1 Contingency Theory 13
2.3.2 Public Choice Theory 14
2.3.3 Learning Theory 14
2.3 Empirical Review 15
CHAPTER THREE : RESEARCH METHODOLOGY
3.0 Introduction 17
3.1 Research Design 17
3.2 Population of the Study 17
3.3 Sample Size and Sampling Techniques 18
3.4 Methods of Data Collection 18
3.5 Instruments of Data Collection 19
3.6 Method of Data Analyses 20
3.7 Historical Background of study 20
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND
INTERPRETATION
4.1 Introduction 22
4.2 Presentation and Data analysis 22
4.3 Statistical Result 28
4.4 Testing of hypothesis 29
4.5 Summary of Findings 30
CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATION
5.1 Summary of findings 31
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5.2 Conclusion 31
5.3 Recommendations 32
References
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Job satisfaction and organizational commitment are equally very important to
customer or patrons’ satisfaction particularly in service-oriented organizations which
must recognize that employees’ satisfaction will go a long way toward contributing to
their goal of having happy and fulfilling customers. This is mainly because many experts
believe that Job Satisfaction trends can affect employment scenario and influence
organizational commitment, work effort, employees’ absenteeism and turnover.
Moreover, job satisfaction is sometimes considered among indicators as a strong
predictor of overall individual well-being (Syahputra, Z. 2018), as well as a good
predictor of intentions or decisions of employees to leave or stay in a job depending on
prevailing management practices in such organization.
Job satisfaction can thus be seen as an emotional response to a job situation which
cannot be seen, it can only be inferred and regarded as how people feel about their job
and different aspects of it. It also means a positive attitude that an individual has from
what he does to earn a living. It is simply the degree to which people (employees) like
their jobs. Thus, organizations want their employees to be satisfied to become more
productive, committed and efficient (Karim, N. & Harun, A. 2019). A person such as
librarians with a high level of job satisfaction would hold positive attitudes towards the
job, while a librarian who is dissatisfied with his or her job would no doubt hold negative
attitudes about his or her job. Job satisfaction has been the focus of many researchers
measuring employees’ level of satisfaction on organizational commitment. Job
satisfaction is however a complex attitude to understand because an array of factors has

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been identified as determinants, predictors or ‘input- variables’ of job satisfaction with a
variety of ‘outputs’ or results.
Job satisfaction on the other part, is made up of two words “job” and
“satisfaction”. Job on one hand, is an occupational act that is carried out by an individual
in return for a reward. It connotes what one does to receive regular payment or
appreciation, while satisfaction on the other part, is the way one feels about events,
rewards, people, relation and amount of mental gladness on the job (Somvir & Sudha,
2019; Imran, Arif, Cheem & Azeem, 2018). They also view Job satisfaction as the degree
of an employee affective orientation toward the work role occupied in the organization;
claiming that employees or workforce who are satisfied with their job by reasons of
several institutional factors such as leadership, pay/salary, co-worker, promotion
opportunities, communication flow and working environment among others, feel highly
committed to their organization.
The fact that the employee’s of organization are becoming key to strategic
decision making seems reasonably indisputable over in bank sector. In bank setting
human resources department is still facing a challenge to prove its added value to the
organizations performance. The believe that satisfied employee are more productive than
dissatisfied employee has a basic tort among managers from years. Although much
evidence question that assumed casual relationship. It can be urged advanced societies
should be concerned without only the quality life i.e concern such as higher productivity
and material acquisition but also with its quality. They urge organization to have a
relationship to provides employee with jobs that are challenging and intrinsically
rewarding
1.2 STATEMENT OF PROBLEM
Having realize that all commercial bank has pre-set goals and objectives which is
to satisfy the needs of the society at minimum cost and maximize profit. To do these,
there is a need to motivate it’s workers to do his or her best, but this is not the reality in
Eco Bank plc. Because there are many problems which employees of the bank faced. The
8
employees are not well motivated and as a result of the central Bank of Nigeria (CBN)
examine some bank, there’s fear the job loss subsequently decrease productivity. The
study point out the problems which organization encounter if there is no impact on job
satisfaction on employee productivity.
Thus to prevent some negative work outcomes, there is a need to find out which
factors within the organizational context can lead to satisfaction among employees of Eco
bank, so as to continually have productive, satisfied and contented employees. However,
it is important to point out that the researcher is not unaware of the fact that factors like
clear lines of communication, adequate reward system and promotional opportunities
could also encourage or discourage both positive and negative work outcomes which if
not adequately put in place could result in turnover of these employees.
1.3 RESEARCH QUESTIONS
i. Does job satisfaction enhances employee’s productivity?
ii. What are the significant relationship between job satisfaction and employee’s
productivity?
iii. What are the problems facing job satisfaction on employee’s productivity?
1.4 OBJECTIVES OF THE STUDY
The main objective is to examine the management of conflict resolution as a
means of enhancing business growth and to help managers identified their conflict
resolutions style how to improve on them and how to be adaptive as the situation
demands. While other specific objectives are to;
i. To determine how job satisfaction enhance organizational performance.
ii. To evaluate the relationship between job satisfaction and employee’s productivity
iii. To access the problem facing job satisfaction on employee’s productivity
1.5 RESEARCH HYPOTHESES
i. Ho: Does job satisfaction enhance employee’s productivity
Hi: Job satisfaction does not enhance employee’s productivity

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ii. Ho: There is no significance relationship between job satisfaction and employee’s
productivity.
Hi: There is significance relationship between job satisfaction and employee’s
productivity
iii. Ho: Job satisfaction is not the main problem facing employee’s productivity
Hi: Job satisfaction is the main problem facing employee’s productivity.
1.6 SCOPE OF THE STUDY
This project work cover the Impact of job satisfaction on employee’s productivity
with a case study of Eco bank plc, challenge branch Ilorin.
It comprehensively looks at the way employee’s productivity manage job
satisfaction.
This study is on the impact of incentives on the growth and development of an
organization.
The researcher faced the problems of confidentiality. The organization’s
employees sometimes were not willing to give information. This problem was dealt with
by the researcher assuring members of staff that the information given will be only for
research purposes and was to be treated as confidential. Other limitations include:
i. Financial constraint: Insufficient fund tends to impede the efficiency of the
researcher in sourcing for the relevant materials, literature or information and in
the process of data collection (internet, questionnaire and interview).
ii. Time constraint: The researcher will simultaneously engage in this study with
other academic work. This consequently will cut down on the time devoted for
the research work.
1.7 SIGNIFICANCE OF THE STUDY
A critical study of firms whose major objective is to satisfy customer and make
profit, yet they keep struggling with increase productivity and efficiency, our will
discover that nearly all of them have organizational problem. One of such problem is job
satisfaction which is an important issue to all firms,
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Below are some of the relevance of the study:
i. This study will also help to reduce industrial conflict that may possibly arise in an
organization, althoufh conflict in an organization is inevitable but with the help of
the study, the issue of industrial conflict, in an organization will be reduces to the
barest minimum.
ii. Another significance of the study is to proffers a solution to the problem of
personnel management in an organization which affects productivity of any
organization.
iii. It is hoped that the findings made in this study will enhance job satisfaction
variable in order to promote the effectiveness and productivity of any
organization.
1.8 DEFINITION OF TERMS
i. Job Satisfaction: Job satisfaction refers to the level of contentment employees feel
regarding their job roles, work environment, compensation, and overall work-life
balance. High job satisfaction typically results from positive experiences and
feelings about the workplace.
ii. Employee Productivity: Employee productivity is a measure of the efficiency and
effectiveness of an employee’s work output. It is typically assessed by the amount
of work completed or the value created by an employee over a specific period.
iii. Motivation: Motivation is the internal drive or external encouragement that
prompts an employee to take action and perform their duties. High levels of
motivation are closely linked to higher job satisfaction and productivity.
iv. Engagement: Employee engagement is the emotional commitment an employee
has to their organization and its goals. Engaged employees are more likely to be
productive, as they are involved and enthusiastic about their work.
v. Organizational Commitment: Organizational commitment refers to an employee’s
psychological attachment to their organization. Employees with high commitment
are likely to exhibit loyalty, reduce turnover, and increase productivity.
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 vi. Work Environment: The work environment encompasses the physical and
psychological aspects of the workplace, including facilities, work culture,
management style, and interpersonal relationships. A positive work environment
enhances job satisfaction and productivity.
vii. Intrinsic Motivation: Intrinsic motivation involves performing an activity for its
inherent satisfaction rather than for some separable consequence. When
employees are intrinsically motivated, they find their work inherently interesting
and fulfilling, leading to higher productivity.
viii. Extrinsic Motivation: Extrinsic motivation refers to behavior driven by external
rewards such as money, praise, or promotions. While extrinsic rewards can boost
productivity, they are often more effective when combined with intrinsic
motivators.
ix. Burnout: Burnout is a state of physical, emotional, and mental exhaustion caused
by prolonged stress and overwork. Burnout leads to decreased job satisfaction and
productivity.
x. Work-Life Balance: Work-life balance is the equilibrium between personal life
and work life. Maintaining a good work-life balance is crucial for high job
satisfaction and sustained employee productivity.
xi. Job Security: Job security refers to the perceived stability and assurance of
continued employment. High job security is a significant factor in job satisfaction,
as employees feel more confident and less stressed.

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 CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter will expatiate other another literature to the course of the study, the
concepts and theories that are likely relate to job satisfaction and productivity, their
functions, responsibilities and application in the area of overcoming individual
dissatisfaction reaction. This will measure the weight to which this statement is the
“happy workers are productive workers” with view of relating relevant literatures which
concepts fall within the determining the willingness of a happy worker to work, the
determinates of a satisfied worker, the determinate of dissatisfied employee, measuring
the level to which its satisfy or dissatisfied and the effect on productivity.
The technique and skills needed by manager to create satisfied employees to suit the
required volume of productivity within an organization.
This chapter would also provide on in-depth study of knowledge of individual job
satisfaction, as it effect volume of productivity different authors so that manager can
understand better, the technique, concepts and theories of job satisfaction at it effect
productivity.
2.2 Conceptual Review
Job satisfaction can directly cause work outcomes that are positive. Positive work
incentives are incentives that make work interesting, e.g.; attractive work environment,
good personnel policies, provision of benefits, job structure and compensation. Enabling
work environment leads to motivation, good personnel policies, favourable work
environment, and provision of benefits, job satisfaction and compensation (Karim, N. &

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Harun, A. 2019). However, negative work incentives include those incentives that make
work boring, unchallenging and dissatisfying.
Weiss G.E (2018) has argued that job satisfaction is an attitude but points out that
researcher should clearly distinguish the objects of cognitive evaluation which are
affect(emotion), belief and behavior. This definition suggestions that we form attitude
towards our jobs by taking in to account our feelings, our behavior.
Davar R.S (2016) said that job satisfaction as the degree to which employees
favorably view their workers. Add that, the effort of managers to make work more
interesting by responding the job.
Robbisons,P.S (2017), believes that job satisfaction as a “flavorably or positive
emotion state resulting from the appraisal of one’s job or job experiences” that is it is the
discrepancy between what an employee values and what this situation provides.
Employee participates and job satisfaction. Historically, management themes have
emphasized the importance of coordinating the organization human relationship to
enhance productivity and develop human capital.
Hick G.(2018), Cited that job satisfaction as the degree to which demand as
employee or an individual general attitude towards his or her job. Job satisfaction is an
attitude that people have about their jobs and organization. Job satisfaction is demand as
the exalt to which people like or dislike their employee affecting reaction or job, based on
a comparison between actual outcomes.
2.2.1 Job Satisfaction
The concept of job satisfaction, viewed through different lenses by various
scholars, is defined differently. Greenberg and Baron (2018), for instance, viewed job
satisfaction as a feeling that can produce a positive or negative effect toward one's roles
and responsibilities at work and added that it is important to understand the concept of
job satisfaction as there is no single way to satisfy all workers in the workplace. Job
satisfaction can also be defined as a worker's emotional response to different job related
factors resulting in finding pleasure, comfort, confidence, rewards, personal growth and
14
various positive opportunities, including upward mobility, recognition and appraisal done
on a merit pattern with monetary value as compensation. Greenberg and Baron (2018)
saw it as a positive feeling toward a person's job. This concept, according to George and
Jones (2017), is the combination of feelings and beliefs, which include the mental,
emotional, and physical domains. Arnett, Laverie and McLane's (2017) definition is
summarized by saying that job satisfaction is reflected as an employee's general affective
assessment of himself or herself in the context of his or her job.
Cranny, Smith and Stone (2018) defined job satisfaction as employees' emotional
state regarding the job, considering what they expected and what they actually got out of
it. In fact, an employee with low expectations can be more satisfied with a certain job
than someone who has high expectations. If one's expectations are met or exceeded by
the job, then one is happy and satisfied with the job. Weiss (2017) cites Locke (2018)
who defined job satisfaction as feelings of contentment derived from the appraisal of
one's job and the understanding that the job is assisting in achieving one's goals. Job
dissatisfaction is the unpleasant affections that one feels if one appraises the job as a
barrier in achieving one's values. Locke (2017) states that three factors exist in any
appraisal process of the job: The perception about the facet of the job, a value system,
and an evaluation of the relationship between the perception and the value system.
Furthermore, employees have set goals and values in mind, if their job assists
them in achieving those goals, they are satisfied. Robbins (2018) defined job satisfaction
as a set of emotions that one feels about one's job. Smith, Kendall and Hulin (2017)
defined job satisfaction as "feelings or affective responses to facets of the situation. Smith
(2019) stated that those feelings are caused by the difference between what is expected
from the job and what is actually experienced, and comparing this difference to
alternative jobs. Agho, Mueller and Price (2011) defined job satisfaction as the extent to
which workers are happy with their jobs.
2.2.3 Employees Productivity

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 According to Nmadu (2018), employees performance is a degree of
accomplishment of task(s) that make up an employee’s job. This definition was in line
with the definition given by business dictionary (2020), that employees performance is
the accomplishment of a given task measured against pre-set standards of accuracy,
completeness, cost and speed. Managers at workplace must ensure that employees
activities and output contribute to the organization goals. This process requires
knowledge of what activities and outputs are designed, observing whether they occur and
providing feedback to help improve employees morale and to meet expectation (Nmadu,
2020).
However, employees performance is associated with productivity which translates
to quantity of output, quality of output, timeliness of output, presence or attendance on
the job, morale at work, efficiency of the work completed and effectiveness of work
completed (Mathis, Fredrick and Kenneth 2019). It is the standard to which someone
does something such as a job or examination (Macmillan English Dictionary for
Advanced Learners 2020). Employees performance if it is recognized by managers or
superiors within the organization is often rewarded by financial and other benefits.
Performance is a major although not the only prerequisite for future career development
and success in the labour market. Although there might be exceptions, high performers
get promoted more easily within an organization and generally have better career
opportunities than low performers (Nmadu 2018).
Gibson (2018), employee performance is a measure of the morale of employee,
effective and efficient completion of mutually agreed tasks by the employee, as set out by
the employer. According to Nmadu (2013), performance is measured in terms of
productivity, job satisfaction, turnover and absenteeism.”Moreover, authors agreed that
when conceptualizing employees performance one has to differentiate between an action
(i.e., behavioural) aspect and an outcome aspect of employees performance (Richard,
2019). The behavioural aspect refers to what an individual does in the work situation.

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Moreover, only actions which can be scaled, i.e., measured, are considered to constitute
employees performance (Richard, 2019).
Furthermore, outcome aspects of performance depend also on factors other than
the individual’s behaviour. For example, imagine a teacher who delivers a perfect reading
lesson (behavioural aspect of performance), but one or two of his pupils nevertheless do
not improve their reading skills because of their intellectual deficits (outcome aspect of
performance). Imagine a sales employee in the telecommunication business who shows
only mediocre performance in the direct interaction with potential clients (behavioural
aspect of performance), but nevertheless achieves high sales figure for mobile phones
(outcome aspect of performance) because of a general high demand for mobile phone
equipment. In practice, it might be difficult to describe the action aspect of performance
without any reference to the outcome aspect. Because not any action but only actions
relevant for organizational goals constitute performance, one needs criteria for evaluating
the degree to which an individual’s performance meets the organizational goals. Thus,
the emphasis on performance being an action does not really solve all the problems
2.2.4 Job Satisfaction
The concept of job satisfaction is a great interest to social and behaviour scientist
because of the importance of job in the total life experience of an individual. Every
individual wants to work in order to have its financial ability to meet his need. Also, all
organizations are concerned with what should be done to achieve high levels of
productivity through people.
This means giving close attention to how individuals can best be satisfied doing
their job, through such means as employees job satisfy and security, poor working
condition, promotion and job autonomy. In Inyang (2017), the hierarchy of needs follows
in ascending order and potency; psychological needs, safety need social need, self-esteem
rent and self actualization need. The theory suggestion the managers have responsibility
to create a work climate in which employee can be satisfying their needs. In the area of
management, the concepts of job satisfaction have been defined in different ways by
17
different scholars. Also, from the definitions above, it shows that an employee that is
highly satisfied holds a position attitude about his or her job, while an employee who is
dissatisfied with his or her job holds a negative attitude about the job. Though despite a
wide range in scientific research, there are still no generally agreement regarding what
the concept of job satisfaction is all above. This is to say that, there is no final agreed
definition of job satisfaction. One of its biggest preludes to the study of job satisfaction
was the Hawthome studies 2018-2021, and these studies were primarily credited to Elton
Mayo (Wikipedia, 2020). The study according to Wikipedia, sought to find the effects of
various conditions on workers’ productivity. These studies actually showed that changes
in work conditions temporarily increase productivity. It was later found that this increase
resulted not from the new conditions but from the knowledge of being observed. This
finding provided strong evidence that people work far purposed other than pay, and this
paved the way for researchers to investigate other factors in job satisfaction.
2.2.6 Importance Of Job Satisfaction
Job satisfaction is essential to the success of any business. This is because a high
level of job satisfaction will directly affect his or her level of performance. Thus keeping
employees satisfied with their careers should be a major priority for every employer.
Employee satisfaction is of utmost important for employees to remain happy and also
deliver their level best. Jacob (2019) identified and explained them as follows:
1. A happy employee is a good employee
It goes without saying that, as a company, you want to hire only the best people
who will do the best possible job. However, everyone has different levels at which they
work. It has been proven time again that one of the best ways to get someone’s best work
is to make them comfortable as happy. A happy employee is a good employee.
2. Employee retention
When you have those high class employees for your organization, you want to
make sure that there are for the long term, this will creates a much better work
environment, good publicity for the company, healthy competition for places and less
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3. Dimensions of job satisfaction
Mullins (2018) argued that job satisfaction is itself a complex concept and
difficult to measure objectively. The level of job satisfaction is affected by a wide range
of variables relating to individual, social, cultural, organizational and environmental
factors.
He also contented that:
- Individual factors include personality, education, intelligence and abilities, age
mental status, orientation to work.
- Social factors include relationship with co-workers, group working and norms,
opportunities for interaction, informal organization.
- Cultural factors were identified to include underlying attitude, beliefs and values.
- Organizational factors include nature and size, formal structure, personnel
policies and procedures, employee relations, nature of the work, technology and work
organization, supervision and styles of leadership, management systems and working
conditions.
- Environmental factors include economic, social, technical and government
influences.
From the perspective of Robbins (2017), an extensive review of literature
indicates that the more important factors conducive to job satisfaction are mentally
challenging work equitable rewards, supportive working conditions and supportive
colleagues.
2.3 Theoretical Review
Employee production theories did not emerge in its modern forms, until after
Second World War. Right from the immediate post Second World War period many
issues as need for investment capital industrialization, poverty and inequality amongst
others become about in respect of development, some of which are.
2.3.1 Contingency Theory

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 This is inductive that is, it investigates the relationship between structure and
situation it sought to identify particular alternative structural form, whether based on
direct supervision, standardization of one kind or another kind of mutual adjustment, etc.
that is most appropriate under a specific set of conclusions.
Unlike organizational, “Principles” which is suppose to stand regardless of the
situation, contingency approach epitomize a relationship that hold or stand for clearly
specified conditions. It implies a functional relationship of the, if A and B varieties (i.e.
bureaucracy and then a routine technology will lead to higher organization performance).
2.3.2 Public Choice Theory
A public good is one which is not subject to exclusion & is subject to jointness in
its consumption or use. The theory suggests that public service industries characterized
by multiplicity and overlap will become efficient and responsive to users demands and
higher integrated government monopolies. Public economics that are open to competitive
supply of public services by private enterprise are likely to be more efficient than public
economics which forecast such competitive opportunities.
Public economics are different from private or market economics. The private
delivery of public services is a different bolt game from the private goods and services.
Economics studying public section investment and expenditure decision have
observed that institutions designed to overcome problems of market future often manifest
services deficiencies of their own. Below is further explanation of some:
i. Exclusion: Exclusion used here is identified as a necessary characteristic for
goods and services to be potential users can be derived goods and services. Unless
they meet the terms and conditions of the vendor. If both agree, goods and
services are supplied at a price.
ii. Jointness: Jointness in this definition implies the use of enjoyment of a good, by
one person does not foreclose its user or enjoyment by others. Despite its use one
person, it remains available for use by others, in undiminished quality and
quantity.
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2.3.3 Learning Theory
Major characteristics of learning theory one the self replication by participants.
The theory from the starting point goes through continues testing with changes in
supervisory processes, with supply supporting systems. With a new larger of
management added as required at the top, after some management becomes further and
further removed away from the site or field (Imran, H, Arif, I, Cheema, S & Azeem, N.A.
(2018).
i. Learning to be effective: Experts establish learning laboratories, pilot projects, etc
them develop familiarity.
ii. Design implementation, and participation by beneficiaries. The people
(beneficiaries) participate fully in this.
iii. Control by beneficiaries and the departure of experts. The beneficiaries take over
while the experts go.
ROLE OF INSTITUTIONS IN DEVELOPMENT
Institutions are the forms in which people organize their affairs more specifically.
An institution is a system of action which includes the structures and mechanism which
provide the capacity and support for action in the form of agencies & organization.
Institutions of this king include bureaus, departments, prisons hospitals and banks to
mention just a few.
Employee production is required whenever there is a gap between performance level and
the set standard or goal. So setting a target for achievement is one the first major steps in
successful employee production.
2.4 Emperical Review
Altaf, Yousaf, Tahir, & Bagram (2013) investigated job satisfaction and
employees participation in government sector organization of Pakistan. This study is
conduct to find the relationship between participative management and job satisfaction in
government organization. Survey questionnaire used to get data. For interpret
relationship used multiple regression and correlation. The finding of this study is that
21
there is positive relationship between participative management and job satisfaction. This
study suggests that there is need to change traditional hierarchical structure of
government organization to participative management and this relation is successful in
presence of attractive pay package.
Heryanto (2012) examined job satisfaction and organizational citizenship
behavior. This study is designed to measure the two dimensions of organizational
citizenship behavior and to examine how these organizational citizenship behaviours are
related to the two facets of job satisfaction (intrinsic and extrinsic). To achieve the
research objectives, the survey method is employed. Findings of this study reveal that
both extrinsic and intrinsic job satisfaction are very important in predicting citizenship
behaviour. Implications and limitations of the study are discussed along with suggestions
for future research.
Chiboiwa, Chipunza & Samuel (2011) conducted Evaluation of job satisfaction
and organizational citizenship behaviour: Case study of selected organizations in
Zimbabwe The purpose of the study was to evaluate job satisfaction and Organizational
Citizenship Behaviour (OCB) amongst selected organizations in Zimbabwe. The research
was aimed at achieving the following objectives: determine job satisfaction levels of
employees in the selected organizations; determine the extent to which employees in
these organizations engaged in OCB; analyze the correlation between job satisfaction and
OCB and recommend job satisfaction measures that can be used by these organizations to
enhance OCB. The study adopted the quantitative research design.

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 CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter describe the research methods that necessary for generating data for
the research project, in other world, the methodology to relates to research design,
population of the study, sample size and sample technique, method of data collection,
instrument of data collection, method of data analysis, and finally historical background
of the study.
3.2 Research Design
A description approach was adopted for the study; this is because Akintayo
(1990) in his study emphasizes that descriptive survey method enables the researcher to
obtain the opinion of the target population in order to find the perception of the entire
population.
Descriptive survey research can be defined as one which studies and describe that
data. The design also has advantage in that a great deal in information concerning their
opinion on the research problem can be collected.
Additionally the design is economical when compared with expensive field
experiment. The researcher therefore decided to use the design because it’s information is
accurate.
3.3 Population Of The Study
In this study, the population of interest is selected staff of the Tuyil
pharmaceutical staff from these organizations represents the main population for this
project research. The total populations of the staff present at each unit of the organization
are expected to participate in the survey. To avoid overrepresentation of either the junior
23
or senior staff, populations are therefore selected at random. The total population for this
study will be Fifty (50).

3.4 Sampling Techniques And Sample Size

Sampling as it was used by Harold (2002) is an attempt to access some properties
of a large number of items by a study of a similar properties of a similar number. The
sample size of this research consist of low staff both junior, managerial and non-staff of
Eco bank plc, Taroyamine (1964) formula is used to determine the sample size for
research TARO (1964) method.
N= N 1(1+N(e)
Where n = sample Size
N = total population
E = Error Limit (0.05 on the basis of 95% confident level
I = Constant
N
N 1 +N(e)2

1 + 100
(0.41)2 100

100
1 + (0.0025)2 100)
100
1.41
N = 50
The techniques for research this study, shall be carryout in specific area of sample
study to cover the particular area of the population of Eco bank, on the basis of
questionnaire administered for respondent view.
3.5 Methods Of Data Collection
PRIMARY DATA: these forms of data that are originally specifically for the
project at hand and they are usually more expensive compared to the secondary data. To
24
obtain a valid and reliable inference about its target market, sample of the population
should at drawn, through costly. Therefore, the ways and mean of collecting information
in this study were.
This questionnaire is divided into two section (A and B) section A contain
question which are meant to find out information relating to the bio-data of the
respondent section B contains question on the effect of new product development.
Open and close ended question method was adopted.
The open question contains dotted space which enable respondent to express their
view on issue while the closed ended question contains the opinion “Strongly Agree,
Agree, Not Sure, Strongly Disagree and Disagree” the performance for this method is
that it saves time of the respondent facilities easy to understanding
Questionnaire which was the instrument for this research work was administered
in order to gather information from the employees of the Company (Eco Bank Nigeria
Plc).
SECONDARY DATA: Data was also collected from the Human Resource Department
and other document (annual report) that was supplied by the (Eco Bank Nigeria Plc).
3.6 Instruments Of Data Collection
It has been stated earlier in the course of this study, the both primary and
secondary data were used. In order to gather data for this empirical study, to Eco bank.
Workers were interviewed in the office. The interview was constructed and this helped in
getting varied and sundry response. It also went through some of their publication and
daily activities. It was therefore, through the above procedure that data for this empirical
study was gathered.
The research instrument and techniques used in carrying out the analysis of this
questionnaire design depends on the nature of the data collected. But for the purpose of
this work, we were able to use the sample percentage. This was adopted in order to
minimize the problem associated with the collection or data and to ensure that the result
from this study were reliable as expected.
25
 The actual validations of questionnaire utilize the same principle and procedure of
the validation of every instrument of test and measurement. At most elementary level. It
is necessary for the questionnaire to have face validity; this means that question must be
related to the topic under investigation.
3.7 Methods Of Data Analysis
To determine the total score of each question, item, the responses were scored and
computed in tables and figure and were finally summarized the sample table and
percentage method. Appropriately interference work made especially as they to the
research question.
3.8 Historical Background Of The Case Study
Ecobank Transnational Incorporated (ETI), a public limited liability company,
was established as a bank holding company in 1985 under a private sector initiative
spearheaded by the Federation of West African Chambers of Commerce and Industry
with the support of the Economic Community of West African States (ECOWAS). In the
early 1980’s foreign and state-owned banks dominated the banking industry in West
Africa. Commercial banks in West Africa owned and managed by the African private
sector were a rarity. Its founders created ETI with the objective of filling this vacuum.
The Federation of West African Chambers of Commerce promoted and initiated a
project to create a private, regional banking institution in West Africa. In 1984,
Ecopromotions S.A. was incorporated. Its founding shareholders raised seed capital for
feasibility studies and the promotional activities leading to the creation of ETI.
In October 1985, ETI was incorporated with authorised capital of US$100
million. The initial paid up capital of US$32 million was raised from over 1,500
individuals and institutions from West African countries. The largest shareholder was the
ECOWAS Fund for Cooperation, Compensation and Development (ECOWAS Fund), the
development finance arm of ECOWAS.
Ecobank signed a Headquarters’ Agreement with the Government of Togo in
1985, which granted it the status of an international organisation. This status came with
26
the rights and privileges necessary for ETI to operate as a regional institution, including
the status of a non-resident financial institution. ETI commenced operations with its first
subsidiary in Togo in March 1988.
Ecobank Nigeria is a member of Ecobank, the leading independent pan-African
bank, headquartered in Lomé, Togo, with affiliates in West, Central and East Africa.
Ecobank, which was established in 1985, has grown to a network of over 1,000 branches,
employing over 10,000 people, with offices in 32 countries including Benin, Burkina
Faso, Burundi, Cameroon, Cape Verde, the Central African Republic, Chad, the Republic
of Congo, the Democratic Republic of Congo, Côte d'Ivoire, Gambia, Ghana,
Guinea, Guinea Bissau, Kenya, Liberia, Mali, Malawi, Niger, Nigeria, Rwanda, Sao
Tome, Senegal, Sierra Leone, Togo, Uganda, Zambia and Zimbabwe. Ecobank also
maintains a banking subsidiary in Paris and representative offices
in Johannesburg, Dubai and London.

27
 CHAPTER FOUR
DATA PRESENTATION, ANALYSIS ND INTERPRETATION
4.1 DATA PRESENTATION AND ANALYSIS
This chapter is designed to present analyze response obtaining for the responses
through the use of questionnaire administered.
The questionnaire were administered to (50) respondent (staff of Eco Bank
Nigeria plc, challenges) who found to be with information required by the researcher.
The questionnaire were filled and returned after receiving data, all were arranged in a
serial order to which the question were given to the staff of the company.
4.2 DATA ANALYSIS
The collected data through questionnaire are analyzed using simple percentage
analysis in a tabular form as below.
Question 1: Sex
Variables No of Respondents Percentage
Male 32 75%
Female 18 25%
Total 50 100
Source: Questionnaire Administered, 2024
From the above table 32 respondents representing 75% out of the 50 respondents
are male while the 18 (25%) respondents are female. As a result of this, it has been
shown to us that numbers of male respondents are more than female respondents. This
shows that numbers of male respondent are more than female respondents. This shows
that male are more than female.
Question 2: Age?
Variable No of Respondents Percentage
20-30 5 10
31-40 30 63
41 Above 15 27
Total 50 100
Source: Questionnaire Administered 2024
In the above analysis 5(10%) respondents let 50 respondents are below age
30years 30(63%) respondents fill in between the age 31-40 years, while 15(27%)
respondents represent 41 years above.

28
Question 3: Marital Status
Variable No of Respondents Percentage
Single 17 34
Married 33 66
Total 50 100
Source: Questionnaire Administered, 2024
The above table shows that 17 respondents represented 34% are single from the
organization, while 33 respondent represent 66% are married. This implies that majority
of the employee’s are married.
Question 4: Educational Qualification
Table 4.2.4
Variable No of Respondents Percentage
OND/NCE 20 30
HND/BSC 30 70
Total 50 100
Source: Questionnaire Administered 2024
Table 4 shows that 20 respondents representing 30% are with OND/NCE
qualification while 30 respondents out of 50 respondents are with HND/BSC, the
majority of the employee are with HND/BSC qualification. This shows the qualified
qualification of HND/BSC are more than OND/NCE.
Question 5: Is your salary being paid promptly?
Table 4.2.5
Variable No of Respondents Percentage
Always 47 94
Sometimes 3 6
Total 50 100
Source: Questionnaire Administered 2024
The above table shows that 47 respondents representing 94% held that the
worker’s salary is always promptly while 3 respondents representing 6% responded that
sometime work as salary are not paid promptly. This shows that the worker’s salary is
always paid promptly.
Question 6: How long does your salary sustain you?
Table 4.2.6
Variable No of Respondents Percentage
Always 0 0
Sometimes 39 78

29
 More than 3 weeks 11 22
Total 50 100
Source: Questionnaire Administered 2024
The above table shows that 39 respondents representing 78% agree that their
salary sustain them for one to three weeks while 11 respondents representing 22% agreed
that it sustain them for more than three weeks.
This shows that the salary paid sustain majority of the workers for one to three
weeks.
Question 7: Does your company provide welfare package?
Table 4.2.7 Analysis on Welfare Package
Variable N0 of Respondents Percentage
Yes 33 66
No 17 34
Total 50 100
Source: Questionnaire Administered 2024
The above table shows that 33 respondents represented 66% that they benefited
from the organization welfare package while 17 respondents representing 34% agreed
that they rarely benefitted from the staff welfare packages. This implies that majority of
the staff has benefitted from the staff welfare packages.
Question 8: How do you consider your pay packages?
Table 4.2.8 Composition of Employee pay package
Variable No of Respondents Percentage
Always 18 36
Sometimes 32 64
Total 50 100
Source: Questionnaire Administered 2024
A total number of 32 respondent represent 64% said that their pay package is
inadequate while 18 respondents represent 36% agreed that their pay is adequate. The
above analysis shows that the pay package of the staff of Eco bank Nigeria plc in
inadequate.
Question 9: does your organization pay salary advance?
Table 4.2.9 Analysis on pay salary advance?
Variable No of Respondent Percentage
Yes 33 66
No 17 34
Total 50 100
Source: Question Administered, 2024
30
 The above table shows that 40 respondents 80% are the view salary have granted
to them by management of the organization while 10 respondents represent 20% that
salary advance has been granted to them. This implies that majority of the organization
have been granted advance.
Question 10: In what circumstances have you been granted such advance?
Table 4.2.10: Analysis on granted such advance
Variables No of Respondents Percentage
Christmas celebration 20 40
Sallah celebration 20 40
Other celebration 10 20
Total 50 100
Source: Questionnaire Administered, 2024
A total of 20 respondents representing 40% said that the circumstances of salary
advance to the staff of the organization us mostly in Christmas celebration, while 20
respondents represent 40% also attested that it is most in sallah celebration and 10
respondents represent 20% said that they have been granted such advance in other
consideration. This shows that most of the salary advance is granted mostly during
Christmas and sallah celebrated.
Question 11: What other types of advance did your organization used to grant to
employee?
Table 4.2.11: Analysis on organization grant to employee
Variable No of Respondents Percentage
Vehicle Advance 3 6
Salary Advance 10 20
Material Advance 37 74
Total 50 100
Source: Questionnaire Administered, 2024
As it appears on the table above 3 respondents represent 6% held that the type of
advance been grant been granted to employees is vehicle, 10 respondents represent 20%
attested that salary advance has been their benefit from the organization while 37
respondents representing 74% said that materials advance has been their benefits as an
advance for festival period. This analysis indicates that the staff of the organization
always enjoys materials advance most especially during festival period.

31
Question 12: What types of system of payment does the organization adopt?
Table 4.2.12: Analysis on system of payment
Variable N0 of Respondent Percentage
Time wage rate 7 14
Piece wage rate 36 72
Premium bonus method 3 6
Collective wage payment 4 8
Total 50 100
Source: Questionnaire Administered, 2024
The above table shows that 7 respondents constituting 14% that they are being
paid on system of time wage rate, 36 respondent representing 72% are paid according to
piece wages rate while 3 respondents representing 6% are paid on premium bonus
method while 4 respondents representing 8% responded that they are paid on collective
wage payment. From the analysis above, it shows that the organizations use piece wage
rate in compensating their staff.
Question 13: What criteria do you think your organization used in promoting its
employee/staff?
Table 4.2.13: Analysis on the criteria for employee promotion
Variables No of Respondent Percentage
Seniority 38 76
Performance 5 10
Other consideration 7 14
Total 50 100
Source: Questionnaire Administered, 2024
The criteria used by the organization in promoting employee as show in the table
above indicate that’s 38 respondents representing 76% said that the organization used
seniority in promoting its staff, 5 respondents representing 10% responded that it is by
performance while 7 respondents representing 14% attested that the organization used
other consideration in promoting its staff. This shows that organization used seniority in
its promotion.
Question 14: How satisfied are you with your job?
Table 4.2.14: Analysis on job satisfaction
Variables N0 of Respondent Percentage
Highly satisfied 2 4
Satisfied 20 40
Dissatisfied 20 40
Highly Dissatisfied 8 16
Total 50 100

32
Source: Questionnaire Administered, 2024
From the above table 2 respondents representing 4% responded that they are
highly satisfied with the job, 20 respondents representing 40% attested that they are not
satisfied with their job, the other 8 respondents 16% said that they are highly dissatisfied
with their job. This analysis indicates that half of the staff of the organization is satisfied
with their job while the other half said they are dissatisfied with their job.
Question 15: Do you like your job as a staff in the organizations?
Table 4.2.15 Analysis of interest on job by the employee.
Variables No of Respondents Percentage
Yes 30 60
No 20 40
Total 50 100
Source: Questionnaire Administered, 2024
The above table shows that 30 respondents constituting 60% said that they are
proud to be part of the organizations while 20 respondents representing 40% attested that
they do not like been staff of the organization because the organization pay package is
not increasing. This analysis show that majority of the staff of the organization are proud
to be staff of the organization.
Question 16: How is your working environment?
Table 4.2.16: Analysis of Working environment
Variable N0 of Respondents Percentage
Conducive 44 88
Unconducive 6 12
Total 50 100
Source: Questionnaire Administered, 2024
The above table indicates that 44 respondents representing 88% attested that there
working condition of the environment is conducive while 6 respondents representing
12% of their working condition of the environment is not conducive. From this analysis,
it is drawn that the environment of the Eco Bank Nigeria Plc is conducive for the
workers.

33
4.3 STATISTICAL RESULT
Critical or rejection Acceptance Critical or Rejection

KEY

=Rejection
=Acceptance

a
Z-Score a+ ¿ i.e ¿ = ±1.96
2
As indicated in the above figure, we reject the null hypothesis (Ho) if the Z-
computed lies outside the range +2.132 and -2.132 and the alternative hypothesis (Hi)
will be accepted.

The z-test formula is given as.

x−u
z Ơ
√n
Where:
Z=the test statistic being computed
x =sample mean
µ=population mean
Ơ=standard deviation
n=sample size
34
4.4 TESTING OF HYPOTHESES
We will analyze two hypotheses here for the purpose of illustration.
The null hypothesis is represented by H0 and alternative hypothesis.
Hypothesis 1:-
H0:- Is there any essence of the equity reward in the organization
H1:- Is there no essence of the equity reward in the organization
TABLE 4.4.1:- Is there any essence of the equity reward in the organization?
VARIABLE NUMBER OF RESPONDENTS FREQUENCY %
Yes 40 80
No 10 0
TOTAL 50 100
x2 (chi-square) = E (oi – ei)2
ei (expected) = 50/2 (observed divided by number of row) = 25.
oi (observed) = 50
TABLE 4.4.2: CONTIGENCY TABLE
Response Oi Ei oi – ei ∑(oi – ei)2
ei
Yes 40 25 15 275
No 10 25 -15 150
TOTAL 50 50 0 425
2 2
2e = ∑(oi – ei)
ei
= 425
50
x2c = 8.5
Degree of freedom of v = (2-1) (c-1)
Decision rule = Accepted H0 when x2c > x2+
Rejected H0 when x2c < x2+
Decision = x c (8.5) > x2+ (72.25)
2

Therefore, reject H0 i.e. Is there any essence of the equity reward in the organization
Hypothesis 2:-
H0:- Is there any factors that determine mentally challenging work
H1:- Is there any factors that determine mentally challenging work
TABLE 4.4.2:- Is there any factor that determine mentally challenging work?
VARIABLE NUMBER OF RESPONDENTS FREQUENCY %
Yes 40 80
No 10 20

35
 TOTAL 50 100
x (chi-square) = ∑(oi – ei)2
2

ei
ei (expected) = 60/2 (observed divided by number of row) = 30.
oi (observed) = 60
TABLE 4.4.2: CONTIGENCY TABLE
Response Oi Ei oi – ei ∑(oi – ei)2
Ei
Yes 45 30 15 293
No 15 30 -15 173
TOTAL 60 60 0 466
2e2 = ∑(oi – ei)2
ei
= 466
60
x2c = 7.5
Degree of freedom of v = (2-1) (c-1)
Decision rule = Accepted H0 when x2c > x2+
Rejected H0 when x2c < x2+
Decision = x2c (7.5) > x2+ (56.25)
Therefore, reject H0 i.e. Is there any factors that determine mentally challenging work.
4.3 SUMMARY OF FINDINGS
The above finding in the course of this study shows that Eco Bank Nigeria Plc
challenge, Kwara State job satisfaction of employee productivity are not satisfy.
i. It shows that male are more than female among employees.
ii. The age of 31-40 years are more among employee.
iii. It shows that married people are many.
iv. This qualification of employee are more of HND/BSC than NCE/OND.
v. Salaries of employees are not highly satisfy.
vi. Workers salaries only sustain them for less than a month
vii. Workers of the organization benefit a lot from the organization welfare
packages.
viii. Pay packages of workers of the Eco Bank Plc are inadequate.
ix. It shows that salary advance has been granted to majority of the workers.
x. Salary advance is mostly granted during festival period

36
 CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 SUMMARY
This chapter is to summarize the whole work of the research on the topic
“Influence of job satisfaction on employee productivity. The aim of this research work is
to improve productivity in an organization and find out how job satisfaction has emerge
workers to strive willing towards the achievement in the organization goal.
However, in the finding of Eco Bank Nigeria PLC, Challenge Branch Kwara
State employed piece wage rate, time wage rate, premium bonus method in the
organization in order to improve the performance of personnel morale in the
organization. This is to enable personnel to be satisfied with their job. In this return it will
enable the company to miximize profit as well as improve personnel performance.
5.2 CONCLUSION
Job satisfaction is one of the major causes of motivation in our society, job
satisfaction is the most importance item in any collective bargaining. Not only that, they
also give rise to the greatness number of dispute. This arises due to the fact that job
satisfaction determines the standard of living of workers. While to employer the wage bill
often considerable item in the cost of production. Undoubtedly, job satisfaction has
become one of the most important factors in management to provides for workers good
condition of work, attractive. Job satisfaction and other things that will induce them to
put in their best towards achieving the organization set goals.
Mainly money or fund is regarded as the major motivator of human behaviour in
the organizational selling. Money or fund is a means of satisfying many needs and wants.
This fact enable management to use it to obtain acceptance of direction and control. The
research has been directed towards accessing the role job satisfaction play as motivation
instrument in increasing workers productivity with references to Eco Bank Nigeria Plc.
Attempt was made to collect primary data through the administration of questionnaire
and his information was supplement by published literature on the subject matter.
37
 All in the view expressed by various authors and scholar on analysis of job
satisfaction on employee performance. Maslow Hierachy of needs theory state people are
motivated by five kinds of needs, esteem. Love, physcological selling and self
actualization knowing people needs help management to meet them. In a nutshell, despite
the desirability of motivational system, the motivational tool in Eco Bank plc kis money
or fund rewards. Monetary incentive alone cannot stimulate employee and even they do,
they do to a certain point beyond these point. It become necessary for the management
should use other stimulant.
5.3 RECOMMENDATIONS
The researcher after making a brief summary and conclusion hereby wish to make
the following recommendation
i. As impact of job satisfaction, all staff must be provided with adequate
accommodation. In the hierarchy of needs the needs for shelter is important
therefore the organization must take provision for comfortable
accommodation.
ii. Secondly, meal subsidy or meal ticket. This provision can be made to workers
during break time at staff canteen so that workers can take lunch at subsidy
rate.
iii. Thirdly, give gift to workers who perform wonderfully so as to encourage
them to do mere better in the coming year.
iv. Fourthly, the company should give car loan and motorcycle to staff base on
their salary scale and ability to pay back. More so, payment of pension and
gratuity to lay off staff, this is to encourage other staff that where is future to
embark on which on when they finally leave the service of the company.

38
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39
 QUESTIONNAIRE
We are final year student of Business Administration department
undertaking a research on “Effect of new product development on
organizational performance in partial fulfillment for the award of National
Diploma (ND) in Business Administration and Management.
We will grateful if you sincerely answer the question contain below
1. Sex: (a) Male ( ) (b) Female ( )
2. Age: (a) 20-30 years ( ) (b) 31-40 years ( ) (c) 41and above ( )
3. Educational Background: (a) WAEC ( ) (b) NCE/ND ( ) (c) HND/B.sc ( )
(d) M.sc and above ( )
4. Marital Status: (a) Single ( ) (b) Married ( )
5. Working Experience: (a) 18-30 years ( ) (b) 31-40 years ( ) (c) 41-50 years (
) (d) 51 and above ( )
6. Is your salary being promptly? (a) Always ( ) (b) sometimes ( )
7. How long does your salary sustain you? (a) Less than one week( ) (b) one to three
week ( ) (c) More than three week ( ).
8. Do you benefit from the organization welfare package? (a) Yes ( ) (b) No ( )
9. How do you consider package? (a) Adequate ( ) (b) Inadequate ( )
10. Do your organization normally granted salary advance? (a) Yes ( ) (b) No ( )
11. In what circumstance have been granted such? (a) Christmas celebration ( ) (b)
Sallah celebration ( ) (c) Other celebration ( )
12. What other type of advance did your organization employee? (a)Vehicle advance ( )
(b) Salary advance ( ) (c) Material advance
13. What type of system of payment does the organization? (a) Time wages rate ( ) (b)
Piece wage rate ( ) (C) Premium bonus method ( )

40
14. What criteria do you think your organization used employees? (a) Seniority ( ) (b)
Performance ( ) (C) Other consideration ( )
15. How satisfied are you with your job? (a) Highly satisfied ( ) (b) Satisfied ( ) (C)
Dissatisfied ( ) (d) Highly dissatisfied
16. Do you like your job as a staff in the organization? (a) Yes ( ) (b) No ( )
17. How is your working environment? (a) Conducive ( ) (b) Unconducive ( )

41