GREAT LAND COLLEGE

SCHOOL OF GRADUATE STUDIES

DEPARTMENT OF MANAGEMENT
MASTERS OF BUSINESS ADMINISTRATION (MBA)
PROPOSAL TITLE:

EFFECTS OF MANAGERIAL EFFICIENCY ON EMPLOYEES JOB

SATISFACTION: THE CASE OF SELECTED COMMERCIAL BANK OF
ETHIOPIA NEKEMTE, TOWN BRANCHES.

BY: IYASU BIRU AYANA

ADVISOR: DR, TESFAYE EBA (PHD)

AUGUST, 2024
NEKEMTE OROMIA
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CHAPTER ONE...............................................................................................................................................3
1. INTRODUCTION.........................................................................................................................................3
1.1 Background of the Study.........................................................................................................................3
1.2 Statement of the Problem.........................................................................................................................6
1.3. Research Questions................................................................................................................................7
1.3 Objectives of the Study............................................................................................................................7
1.3.1 General Objective.............................................................................................................................7
1.3.2 Specific Objectives...........................................................................................................................8
1.4 Significance of the Study.........................................................................................................................8
1.5 Delimitation of the Study.........................................................................................................................8
1.7. Organizations of the study......................................................................................................................9
CHAPTER TWO...........................................................................................................................................9
2. REVIEW OF RELATED LITERATURE.................................................................................................9
2.1 Theoretical Underpinnings......................................................................................................................9
2.1.1 Managerial Efficiency....................................................................................................................10
2.1.1.2Leadershipskill..................................................................................................................................12
2.1.2Job Satisfaction................................................................................................................................15
2.2 Empirical Reviews.................................................................................................................................19
CHAPTER THREE.........................................................................................................................................21
3. RESEARCH DESIGN AND METHODOLOGY........................................................................................21
3.1 Research Design....................................................................................................................................22
3.2 Research Approaches............................................................................................................................22
3.3Population...............................................................................................................................................22
3.3.1Target populations...........................................................................................................................22
3.4 Data Sources and Instruments................................................................................................................23
3.4.1 Sources of Data...............................................................................................................................23
3.4 .2Data gathering Instrument..............................................................................................................23
3.5 Data Analysis Method...........................................................................................................................24

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 CHAPTER ONE
INTRODUCTION

1.1 Background of the Study

The concept of managerial efficiency is developed and introduced along with leadership proficiency
and teaming proficiency Its full measure is the combined effect of management, Teaming and
leadership skills on corporate productivity. Teaming skill and leadership skill are also new
conceptual models that look inside managerial efficiency as regards their partial, separate impact on
managerial efficiency, and allow comparison of managerial efficiency to other management theories
(Simon R Mouer, 2006).

Managers are responsible for organizing efficiently the transformation of inputs into productive
outputs. Part of this pr

ocess requires the manager to monitor and evaluate the inputs as well as motivating people in the
organization. The manager’s performance may be crucial for the success of the business if the
manager performs well (Dawson and Dobson, 2002).
Drucker (1993) indicated that the quality and performance of managers are the key criteria in
deciding organizational success .An enterprise without a manager’s leadership is not able to
transmute input resources into competitive advantage. Therefore, it is clear that the leadership style
of a manager has a close relation to the development of organization. Based on this, Northouse
(2007) described that leadership is a process whereby an individual influences a group of individuals
to achieve a common goal.

Large groups of people having a good team may not be enough. The managers should be able to
impart their idea and vision; they should be able to persuade people to like the idea they present and
product they motivate. Managers should be able to induce an environment of mutual understanding
among their team to reach the common goals. Managers should have such effective social skills that
they can form relationships with people around them, they should be able to develop good
relationships with customers, suppliers, and be able to endeavor investors for they business or
company thus leading towards business success because socially competent managers/entrepreneurs

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are able to get more funding and are able to develop strong network of relationships with the
stakeholders therefore creating opportunities for the success of Business (Talk Desk, 2013). As
different scholars said in the above paragraphs managerial efficiency (management itself, leadership
and teaming) can determine the satisfaction level of employees for any organization.
Armstrong (2003) defined job satisfaction as the feelings and attitudes of people toward their job.
He mentioned that if people have favorable and positive attitudes towards their job, this means job
satisfaction, but if they have unfavorable and negative attitudes towards their job, this means job
dissatisfaction. The term job satisfaction has been conceptualized in many ways. Job satisfaction
focuses on all the feelings that an individual has about his/her job. It has been assumed that
individuals who express high satisfaction in their jobs are likely to be more productive, have higher
involvement and are less likely to resign than employees with less satisfaction.
Factors such as pay, the work itself, supervision, relationships with co-workers and opportunities for
promotions have been found to contribute to job satisfaction (Opkara, 2002). There is a significant
difference in the job satisfaction levels of employees based on their income. Employees earning the
lowest income report significantly lower levels of job satisfaction relative to the other income
groups. Job autonomy, leadership behavior, social relations and the job itself are also among the
important factors of job satisfaction (Dawson, 1987).
Eyupoglu and Saner (2009) emphasized that understanding the factors that contribute to an
individual’s job satisfaction imperative when related to banks employees (Kamal &Sengupta, 2008).
Job satisfaction of bank employees is essential to the production due to the levels of collaboration
developed from content employees. Based on the findings from previous studies, it was suggested
that understanding factors related to job satisfaction among bank employees is key in formulating
future policies and plans of the organizations. In addition, Jegan and Gnanadhas (2011) emphasized
that regardless of whether the banks are public or private institutions; job satisfaction of their
employees will determine the success of their business.
The commercial banks have thus embarked on different management strategies as resorts to promote
employees job satisfaction and thus employee retention (Judge and his colleagues Judge & Bono,
2001; Judge, Locke, Durham, &Kluger, 1998).
The banking industry in Ethiopia has already been depicted as exhibiting little orientation and
fulfilling services with little regard to employees’ needs as well as including branches dissimilar in
efficiency, careful control or over control of employees, over load, lack of fairness in different
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incentives, mangers do not see employees equally and do not motivate new employees like seniors,
network failures have been said to be the most frequent problems in the banks (Anjum, S. (2014),
(Belete.T, 2014), RalphA. Sabio(2013),Habtamu Negussie(2012),Temesgen
Teshome(2011),Mukhles Al-Ababneh,(2008),and other researchers). No exceptional case in the
branches of commercial banks at Nekemte town because almost all rules or policies, standards and
other facilities are similar in all branches of the bank at country level.

Here to cope up with the challenges faced every day in the dynamic settings of commercial bank of
Ethiopia, managers at the company needs the special kind of skills other than technical skills to deal
with matters in everyday, sometimes they have to play the role of leader for their subordinates and
sometimes they have to motivate employees to work hard. Other times require them to show
empathy for their subordinates and manage conflicts as well.
Hence, the researcher was initiated to conduct study on the effect of managerial efficiency on
employees’ Job Satisfaction in Commercial Bank of Ethiopia, Nekemte branches; this includes
managers and employees of the organization as a respondent. Therefore, the purpose of this study is
to provide an insight on the effect of managerial efficiency on employees’ satisfaction.

1.2 Statement of the Problem

According to Hussami. (2008) cited byAnjum, S. (2014) employees want supervisors/managers who
are collaborative, communicate and develop bonds with subordinates. This leads one to think about
the importance of people skills or social skills, because without these skills, a manager lacks behind
in communicating, collaborating and motivating subordinates. Leaders of any organization are
expected to carry out tasks with limited resources to the maximum level in order to maintain the
competitive edge and sustain profitability position of the organization (Raiz, &Haider, 2010). The
results of previous studies from different countries show that different styles of leadership or
management do not have the same impact on job satisfaction (Stogdill, 1970; Walder, 1995).
Herzberg’s (1995) theory argued that hygiene factors include working conditions, interpersonal
relations, supervision, job security, benefits, company policies and management, and salary. When
the level of these factors is unacceptable for employees, job dissatisfaction occurs, but an acceptable
level does not lead automatically to job satisfaction and but simply prevents dissatisfaction and poor
performance. Motivating factors which included recognition, advancement, achievement, autonomy,

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work itself and responsibility lead to job satisfaction. The theory argues that satisfaction factors and
dissatisfaction factors are distinct and separate.

The reason why the researcher chose this research topic is that nowadays there are many
organizations that are relying on employees for success and competitiveness. According to the
resource-based view, employees are the resources and assets of an organization. Consequently,
organizations need to figure out strategies for identifying, encouraging, measuring, evaluating,
improving and rewarding employees' performance at work. According to this respect, managerial
efficiency is come to play an indispensable role in helping organizations to reach their goals of
productivity (Stevers& Joyce, 2000).

In general , the researcher has tried to see the output effect of managerial efficiency on employees
job satisfaction in commercial Bank of Ethiopia, Nekemte district, Nekemte town branches in that
most of the researches conducted in this area fail to see exactly how the effect level of managerial
efficiency affect employees job satisfaction. A research by Anjum, S. (2014) has focused on the
Effect of Manager’s Social Skills on Employee’s Job Satisfaction but not considered the effect of
managerial efficiency on employees’ job satisfaction, research by Ralph A. Sabio (2013), has
focused on managerial skills and job satisfaction are related and (Belete.T, 2014) has focused on
effect of work overload on employees’ job satisfaction in Commercial Bank of Ethiopia;
None of the researchers has conducted the research on the title of the effect of managerial efficiency
on employees’ job satisfaction. Therefore, The intention of this study is to assess the effect of
managerial efficiency on employees job satisfaction of commercial bank of Ethiopia, Nekemte
district, Nekemte branch.

1.3. Research Questions

This research has tried to answer the following basic questions:

 What is the effect level of managerial skill on employees’ job satisfaction in achieving the
organization’s objectives and goals?
 To what extent does leadership influences employees’ job satisfaction in different levels of
management?
 What is the effect level of team work has on employees’ job satisfaction?
 How does the overall managerial efficiency affect employees’ job satisfaction?
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1.3 Objectives of the Study
1.3.1 General Objective
The general objective of this study to assess investigate the effect of managerial efficiency on
employees’ job satisfaction in the case of commercial bank of Ethiopia Nekemte district, Nekemte
town branches.

1.3.2 Specific Objectives

The specific objectives of the study are:

 To find out the effect level of managerial skill on employees’ job satisfaction
 To evaluate the influences of leadership skill on employees’ satisfaction
 To assess the effect of team work on job satisfaction of employees
 To investigate the effect level of managerial efficiency on employees job satisfaction in
commercial bank of Ethiopia Nekemte district, Nekemte town branch.

1.4 Significance of the Study

This research has paramount importance for bank managers and future researchers. Bank
managements (especially, CBE) will be benefited from the research, because it provides an
important insight in identifying important bank managers' efficiency to satisfy their employees.
Besides, the current study will contribute much for future researchers who wish to conduct research
on banks' managerial efficiency. So, its finding will help to the concerned body as an input for good
performance.

1.5 Delimitation of the Study

The student researcher believes that there are many problems that need to be researched or
investigated in managerial efficiency on employee job satisfaction areas. However, this study is
particularly concerned with the assessment of the effect of managerial efficiency in terms of
leadership, teaming and managerial skills as an independent variable on employees’ satisfaction
(particularly, work condition, payment, reward and recognition, interpersonal relation, policy and
management) as dependent variable within the next six months. Due to time, money, unavailability
of previously done researches it was difficult to include other areas or other branches of commercial
banks in the country.
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Hence, the study was limited to commercial bank of Ethiopia (i.e. Nekemte district, Nekemte town
branches) which is geographically limited at Nekemte town.
1.6 Limitations of the study
It is quite known that any study is not absolutely free from limitation. As a result, this study was
conducted with some sort of limitation. The researcher was faced with many problems which in fact,
may affect the quality of the study. The delay by the respondents in returning back the questionnaire,
shortage of time to undertake the study, were some of the limitations faced.

1.7. Organizations of the study

The research was organized into five chapters: The first chapter deals with back ground of the study,
statement of the problem, research questions, objective of the study (general and specific),
significances of the study and scope of the study. The second chapter consists of the review of the
related literature. The third chapter deals with the research methodologies. The fourth chapter
includes discussion and interpretation of data which was gathered from respondents and the last
chapter is chapter five and it contains summary, conclusions and recommendations of the study

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 CHAPTER TWO
2. REVIEW OF RELATED LITERATURE

2.1 Theoretical Underpinnings

This chapter deals with the theoretical and empirical literatures relevant to the study problem. The
chapter has two sections. The first section deals with the theoretical literatures and includes concepts
related to managerial efficiency and employee job satisfaction. It describes about managerial
efficiency as a general term and it includes leadership, team and managerial skills. And also it
describes job satisfaction of employees briefly. The second part of the chapter presents the
empirical evidence related to the problem.

2.1.1 Managerial Efficiency

The concept of managerial efficiency is developed and introduced; along with leadership proficiency
and teaming proficiency and its full measure is the combined effect of management, Teaming and
leadership skills on corporate productivity. Teaming proficiency and leadership proficiency are also
new conceptual models that look inside managerial efficiency as regards their partial, separate
impact on managerial efficiency, and allow comparison of managerial efficiency to other
management theories (Simon R. Mouer, 2006).
According to Baksh and Hassan, (2007) cited by Nwachukwu, I. N., R. O. Mejeha, and E.
Kalu(2011) theoretical economics recognizes that resources involved in the production process are
limited in supply. As such, it demands that these scarce resources should be efficiently utilized.
Efficient utilization of resources depends basically on the managerial ability of the entrepreneurs,
managers among others. The difference between the productivity of two managers in the same place
and facing similar environmental condition lies in their managerial abilities. Managerial ability of an
entrepreneur can be influenced by level of education (formal and informal), experience, access to
extension services and personal ability and other traits.
Management is a logical discipline that furthers the pursuit of efficient production for a firm or
company. Teaming is aligning the inherent inclination of individuals to form groups so that they
cooperate with one another in executing corporate objectives and goals. Leadership is an emotional
discipline that furthers the pursuit of influencing people. If we can align these often disparate skills
to complement each other, we can maximize productivity. The manager that has leadership and
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teaming skills can tap into the vast energy source that a sense of belonging and emotional
commitment to a cause brings. This indicates that managerial efficiency has a great value for
productivity of any company. Managers in a normal hierarchy, the level below the executive
contains the management – division and department heads that implement the vision and mission set
by the executives, and provide objectives and goals for the team leaders and supervisors under them.
Company executives appoint managers and supervisors to position of authority to further the
interests of the company. Management may entail more than one level of the hierarchy. The task and
goal of the manager is to make production efficient and further the vision, mission, objectives, and
goals of the company. The manager is trained in efficiency techniques, often without regard to
human emotions. If human labor is in excess of need, then human labor must be cut. Managers study
and use the relationships of money, men, materials, facilities, and equipment to produce a product in
the most economically efficient way(Simon R Mouer, 2006).
According to Gungor, (2011) built a framework of talent management which consists of planning,
recruiting, performance, learning, career development, succession planning, compensation, and
measuring and reporting. In order to organize company effectively, companies must rethink how
they hire, train and reward their employees; therefore the employees could be encouraged to be
competitive. Undoubtedly, there is an important factor is human in organizations. One of the main
management strategies of the organizations is to invest in employees. Organizations are seeking to
develop, motivate and increase the performance of their employees in a variety of human resources
applications.
Organizational success in obtaining its goals and objectives depends on managers and their
leadership style. By using appropriate leadership styles, managers can affect employee job
satisfaction, commitment and productivity. Leadership style can be viewed as a series of managerial
attitudes, behaviors, characteristics and skills based on individual and organizational values,
leadership interests and reliability of employees in different situations (Mosadeghrad, 2003b). It is
the ability of a leader to influence subordinates to performing at their highest capability. This factor
captures the extent to which management respects workers, operates with honesty and integrity,
promotes efficiency, and has open lines of communication with employees (Aronson et al., 2003).

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2.1.1.1 Management Skills
Susan Quinn, (2010). Management skill -management texts talk about different skills needed to be a
manager. The skills are conceptual, technical and human skill. Conceptual - be able to see the ‘big
picture’ of the situation ability to arrive at ideas, create a vision and plan for the future. Technical-
possess specific knowledge or have a specialized expertise. Human- be able to work well with
others both individual and in a group setting.
According to management writings, all managers need to have all three skills, but they need them in
different amount depending on their position in the organization. So for instance, a senior level
manager will need to have and use more conceptual skill, while lower level manger likely uses more
technical skill, all levels will use human skill.

2.1.1.2Leadershipskill
Leadership skill:-Are a tools, behaviors, and capabilities that a person need in order to be successful
at motivating and directing others yet true leadership skill involve something more: the ability to
help people grow in there Owen abilities. It can be said that the most successful leaders are those
that drive others to achieve their own success. Leadership is about setting a direction or developing a
vision of the future together with the necessary strategies for producing the changes needed to
achieve a vision (Long &Thean, 2011).Leadership is one of the most observed and least understood
phenomena on earth. Leadership issues have been widely discussed topic. It attracted the attention of
many historians, philosophers, researchers or scholars who wish to explore the true meaning of
leadership (Bass, 1990).
Leadership is a process of interaction between leaders and followers where the leader attempts to
influence followers to achieve a common goal (Northouse, 2010; Yukl, 2005). According to Chen
and Chen (2008), previous studies on leadership have identified different types of leadership styles
which leaders adopt in managing organizations (e.g., Davis, 2003; Spears &awrence, 2003; House,
Hanges, Javidan, Dorfman, & Gupta, 2004; Hirtz, Murray, &Riordam, 2007). Among the more
prominent leadership styles are Burns’ (1978) transactional and transformational leadership styles.
Effective leadership and employee job satisfaction are two factors that have been regarded as
fundamental for organizational success. Employees with high job satisfaction are likely to exert
more effort in their assigned tasks and pursue organizational interests. An organization that fosters

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high employee job satisfaction is also more capable of retaining and attracting employees with the
skills that it needs (Voon, et al, 2011).
Leadership style is defined as the pattern of behaviors that leaders display during their work with
and through others (Hersey and Blanchard, 1993). Miller et al. (2002) view leadership style as the
pattern of interactions between leaders and subordinates. It includes controlling, directing, indeed all
techniques and methods used by leaders to motivate subordinates to follow their instructions.
According to Kavanaugh and Ninemeier (2001), there are three factors that determine the type of
leadership style: leaders’ characteristics, subordinates’ characteristics and the organization
environment. More specifically, the personal background of leaders such as personality, knowledge,
values, and experiences shapes their feelings about appropriate leadership that determine their
specific leadership style; employees also have different personalities, backgrounds, expectations and
experiences, for example, employees who are more knowledgeable and experienced may work well
under a democratic leadership style, while employees with different experiences and expectations
require a autocratic leadership style.
Some factors in the organization environment such as organizational climate, organization values,
composition of work group and type of work can also influence leadership style. However, leaders
can adapt their leadership style to the perceived preferences of their subordinates (Wood, 1994).
Leadership is a process by which a person influences others to accomplish an objective and directs
the organization in a way that makes it more cohesive and coherent (Northouse’s (2007,)
Transformational leaders emphasize followers’ intrinsic motivation and personal development. They
seek to align followers’ aspirations and needs with desired organizational outcomes. In so doing,
transformational leaders are able to foster followers’ commitment to the organizations and inspire
them to exceed their expected performance (Sivanathan&Fekken, 2002; Miia, Nichole, Karlos,
Jaakko,& Ali, 2006; Bass &Riggio, 2006; Bass, 1985, 1998). With regard to today’s complex
organizations and dynamic business environment, transformational leaders are often seen as ideal
agents of change who could lead followers in times of uncertainties and high risk-taking. In contrast,
transactional leader gain legitimacy through the use of rewards praises and promises that would
satisfy followers’ immediate needs (Northouse, 2010). They engage followers by offering rewards in
exchange for the achievement of desired goals (Burns, 1978). Although transformational leadership
is generally regarded as more desirable than transactional, (Locke, Kirkpatrick, Wheeler, Schneider,
Niles, Goldstein, Welsh, &Chah, (1999) pointed out that such contention is misleading. They argued
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that all leadership is in fact transactional, even though such transactions are not confined to only
short term rewards. An effective leader must appeal to the self-interest of followers and use a
mixture of short-term and long-term rewards in order to lead followers towards achieving
organizational goals.

2.1.1.2.1 Types of leadership style

Leadership styles can be classified according to the leaders’ power and behavior as autocratic,
democratic, and laissez-faire, where styles are distinguished by the influence leaders have on
subordinates (Mullins, 1998; Rollinson, 2005). More specifically, power has been considered as: the
potential of a process to influence people (Hersey et al., 2001); a part of the influence process at the
core of leadership (Northouse, 2004); and the rights that allow individuals to take decisions about
specific matters (Rollinson, 2005).

The influence of leadership will differ according to the type of power used by a leader over their
subordinates (Mullins, 1998). Hence, leaders will be more effective when they know and understand
the appropriate usage of power (Hersey et al., 2001). According to Kavanaugh and Ninemeier
(2001) an autocratic style is embedded in leaders who have full organizational power and authority
for decision making without sharing it with their subordinates, while a democratic style implies that
leaders share their authority of decision making with employees and delegate, and finally a laissez-
faire or free-rein style exists where leaders give their employees most of the authority over decision
making.

This leadership style is a fundamental concern of managers and researchers (Wood, 1994) due to its
effect on subordinates who, it is suggested, work more effectively and productively when their
managers adopt a specific leadership style (Mullins, 1998). If managers adopt their subordinates’
preferred style giving employees the respect and fair treatment they deserve, then this is seen to lead
to job satisfaction, which in will affect the functioning of the organization (Spector, 1997). Satisfied
employees are absent less, show less job stress, stay at work longer, and make positive contributions
to their organizations (Griffin, 2002).

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2.1.1.3Teaming skill

It is difficult to arrive at a single definition of teamwork. Several concepts exist and researchers in
the field of working conditions differ in their view of what teamwork actually means. Work
organization using teamwork can refer to a wide range of possibilities, such as quality circles, cross-
functional teams, self-managing teams or virtual teams. Many employers provide teamwork with
varying degrees of autonomy.
The form of teamwork depends on task specificity. According to the definition proposed by
Hacker(2002), a distinctive feature of teamwork at the assembly line is successive work actions to
assemble different parts of a product. On the other hand, where the goal is to improve the production
process, group teamwork is much more about complexity, communication and integrative work
(O’Leary-Kelly, 1994). For the purposes of this study, teamwork is understood in a broader context
without drawing a distinction between teams and work groups; it thus encompasses the following
definition: Team is ‘groups of employees who have at least some collective tasks and where the
team members are authorized to regulate mutually the execution of these collective tasks’ (Delarue,
2003); (European Foundation for the Improvement of Living and Working Conditions, 2007)

According to Cohen and Bailey (1999) an employee team is a collection of individuals who are
interdependent in the tasks and who share responsibility for the outcomes. Team‟s enables people to
cooperate, enhance individual skills and provide constructive feedback with out any conflict
between individuals (Jones et al., 2007). Teamwork is an important factor for smooth functioning of
an organization. Most of the organizational activities become complex due to advancement in
technology therefore teamwork is a major focus of many organizations. One research study
concluded that teamwork is necessary for all types of organization including non-profit
organizations (Pfaff & Huddleston, 2003). Team members enhance the skills, knowledge and
abilities while working in teams (Froebel & Marchington, 2005).
According to (Staniforth, 2000) teamwork is the collective way of working which result in potential
benefits and greater synergy. Managers must plan and design an appropriate reward system for the
employee and encourage their participation in team projects. They must also set the group goals
which are connected towards the company strategic plan, building of employee performance and fair
payment methods.

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Bacon and Blyton (2006) highlighted the two important factors i.e. self-management team and
interpersonal team skills. These factors enhance the communication as well as interpersonal
relationship between team members and also boost the employee performances. Teamwork is a
significant tool of new type of work organization.

One research study concluded that the good manager is the one who assigns the responsibilities to
his/her employee in a form of group or team in order to take maximum output from employees
(Ingram, 2000). Another study concluded that it should be possible to design a system of team
building within every organization for employees in order to promote and distribute best practice
and maximize output. The main emphasis for designing and implementing such a system is
ultimately to improve employee learning (Washer, 2006).

2.1.2Job Satisfaction

Job satisfaction is basically described as the feelings that an employee has about his/her job. Job
satisfaction is an interesting topic to both people who work in organizations and people who study
them. Job satisfaction can be formally defined as the degree to which individuals feel positively
and/or negatively about their jobs (Steyn&Van Wyk1999). Employees experience a feeling of
accomplishment if their desired expectations are met, that will ultimately determine the degree of
satisfaction. In other words, job satisfaction befalls when a job meets them, values, expectations and
standards of an individual and will stimulate their commitment and performance (Gordon, 1999).
Job satisfaction reflects the extent to which an individual likes the job. And the organizations with
satisfied employees are more productive than those with unsatisfied employees (Hellriegel
And Slocum, 2007). It results from the perception of their jobs and the degree to which there is good
fit between employees and the organization.

According to Dr. Manoj Kumar Sharma et al (2007) job satisfaction refers to the feeling of the
individual workers towards their work. It can be positive or negative towards the job the individual
does. It can be measured through the contentment the worker under goes. If the worker is confident
with what he receives at the end of a job, its positive feeling which means that the worker is satisfied
with it .But the negativity arises when an individual is not content with the work or the end result of
the work. This is consistent with Sowmya and Panchanatham(2011) which has indicated that high

15
satisfaction of bank employees in their jobs will lead to higher productivity, higher involvement and
a less likelihood of resignation compared to employees who are less satisfied.
Job satisfaction is a worker’s sense of achievement and sucess on the job. It is generally perceived to
be directly linked to productitivty as well as to personal well-being. Job satisfaction implies doing a
job one enjoys, doing it well and being rewarded for one’s efforts. Job satisfaction further implies
enthusiasm and happiness with one’s work. Job satisfaction is the key ingridient that leads to
recognition, income, promotion, and the achevement of other goals that lead to a feeling of
fullfillment (Kaliski,2007).
According to previous studies of various scholars, an employee’s satisfaction with his or her job is
impacted by various job aspects. For example, communication and interaction between a manager
(or supervisor) and employee seems to be a very important factor on employee job satisfaction (e.g.
Jablin, 1979; Graen and Uhl-Bien, 1995; Eisenberger et al., 2010; Teven, 2007; Froese and
Peltokorpi, 2012). The manager is often seen as the first and closest embodiment of the organization
and acts as a socializing agent of the organization (Toh and Denisi, 2010: 281). The manager has to
manage responsibilities which affect the employee and can influence e.g. the employee’s job role,
rewards, support, guidance, supervision, and progress, but as well his general well-being and
happiness at work.
The content theories of motivation can be seen as more related to satisfaction than to motivation.
For example, Herzberg’s theory is considered as a theory of job satisfaction related to motivation at
work (Mullins, 1998). The content theories suggest unsatisfied needs lead to an unstable situation
and state of tension. The satisfaction level reflects the input of the work. Generally job satisfaction
can be measured in terms of the following:

2.1.2.1Work and Working Condition (Mullins, 1998)

Working conditions are at the core of paid work and employment relationships. Generally speaking,
working conditions cover a broad range of topics and issues, from working time (hours of work, rest
periods, and work schedules) to remuneration, as well as the physical conditions and mental
demands that exist in the workplace.
The ILO monitors trends and developments regarding working time, work organization, and work-
life balance around the world and analyses key and emerging issues, in order to provide ILO

16
constituents and policymakers with practical information and research-based policy advice grounded
in state-of-the-art knowledge. In addition the ILO seeks to collaborate with national research
institutes and academic institutions to obtain the state-of-the-art knowledge needed to support
workers and employers in developing and implementing balanced working time arrangements that
can protect workers’ health, benefit their well-being and work-life balance, and promote sustainable
enterprises as well. (Locke, 1976; Baron, 1991). Work which satisfies the needs of employees
is work providing opportunity to use one’s value skills and abilities, creativity and variety.
Also work which has just sufficient difficulty, amount of work, responsibility, autonomy and
complexity.

2.1.2.2 Payment (Mullins, 1998)

It is the transfer of an item of value from one party (such as a person or company) to another in
exchange for the provision of goods, services or both, or to fulfill a obligation. The simplest and
oldest form of payment is barter, the exchange of one good or service for another. In the modern
world, common means of payment by an individual include money, cheque, debit, credit, or bank
transfer, and in trade such payments are frequently preceded by an invoice or result in a receipt.
However, there are no arbitrary limits on the form a payment can take and thus in complex
transactions between businesses, payments may take the form of stock or other more complicated
arrangements.

2.1.2.3Reward and Recognition (Mullins, 1998)

It is concerned with the range of practices an organization undertakes (financial and non- financial)
to compensate employees, maximize employee engagement and encourage behaviors that lead to
organizational success. According to Rabey (2003) recognition and rewards are the primary focus of
the individuals .In employee satisfaction, honor and acknowledgement are known as important
component. Maurer (2001) proposed that organization success associate with employee satisfaction,
through honor and respect, and conceive, these factors are important for job satisfaction (Jun et al.,
2006). The research of Pascoe et al. (2002) identifies that deficiency of acknowledgement and
external honor on employees’ work is important for system moral excellence because in
acknowledge on a good job extending “encouragement honor” is chiefly predict in rules and
principals by supervisors. Employee job satisfaction diminishes due to deficiency in recognition and
rewarding. For gaining employees job satisfaction, it is necessary that management of organization
17
foundation should originate the system that offering rewards and recognition on good work. Flynn
(1998) indicated high intent between employees, rise their team spirit, functioning, motive of the
employees can be maintain by rewards and recognition. The aim of recognition and reward program
is to extent employee job satisfaction and set a system to compensate and collaborate it to the
employees so that they relate their honor.

2.1.2.4 Interpersonal Relations (Mullins, 1998)

It is the nature of interaction that occurs between two or more people. People in an interpersonal
relationship may interact openly, secretly, face-to-face or even anonymously. Interpersonal
relationships occur between people who fill each other's explicit or implicit physical or emotional
needs in some way. Your interpersonal relationships may occur with friends, family, co-workers,
strangers, chat room participants, doctors or clients.

2.1.2.5 Policy and Management (Mullins, 1998)

The organization has more ultimate control over these factors than the employee’s immediate
supervisor. The organization policies which are in complete, unclear or undefined have been found
to be associated with job satisfaction.(Locke, 1976). The organization has more ultimate control
over these factors than the employee’s immediate supervisor. The organization policies which
are incomplete, unclear or undefined have been foundto be associate with job satisfaction.

2.2 Empirical Reviews

Anjum, S. (2014) - Effect of Manager’s Social Skills on Employee’s Job Satisfaction,: it can also be
concluded that even if manager possesses low level of social skills but his team or subordinates can
show a high level of job satisfaction due to many reasons, for example; the subordinates could be
highly satisfied due to the good working conditions, if subordinates are provided with good amount
of resources to finish his/her tasks and not bothered they can be satisfied with their job. Secondly;
there can be healthy interrelationships between the team members, the team members might be
enjoying their friendly atmosphere at workplace and are not bothered even if their manager
communicates with them or not. Moreover; an employee could be over-indulgent and consumed
happily with his/her work that he/she does not care about interacting highly with manager or co-
workers which could lead to the overall job satisfaction of the employees.

18
Ralph A. Sabio(2013), stated that managerial skills and job satisfaction are related, managers should
sharpen their personal, interpersonal and group skills. Also, the management of Jollibee Foods Corp.
specially the Human Resource Department should properly diagnose on a regular basis performance
problems among managers, initiate actions to enhance their abilities, and strengthen the motivational
aspects of the work environment by: (1) Establishing moderately difficult goals that are understood
and accepted, (2) Helping managers remove personal and organizational obstacles to performance,
(3) Using rewards and discipline appropriately to extinguish unacceptable behavior and encourage
exceptional performance,(4) Providing salient internal and external incentives; (5) Distributing
rewards equitably, and (6) Providing timely rewards and honest feedback on performance so that
managers will continue to perform competently in their managerial roles and functions and become
fully satisfied with their job.

Rezvan. M.R, Aida. A, Maryam. E, Farsani. S (2013) Relationship between leadership styles and job
satisfaction among physical education organizations employees: concluded that based on the
literature, numerous factors influence employee job satisfaction, including: salaries, fringe benefits,
achievement, autonomy, recognition, communication, working conditions, job importance, co-
workers, degree of professionalism, organizational climate, interpersonal relationships, working for
a reputable agency, supervisory support, positive affectivity, job security, workplace flexibility,
working within a team environment and genetic factors. Sources of low satisfaction are associated
with working with unskilled or inappropriately trained staff, laborious tasks such as documentation,
repetition of duties, tensions within role expectations, role ambiguity, role conflict, job/patient care,
feeling overloaded, the increasing need to be available for overtime, relations with coworkers,
personal factors and organizational factors.

Mukhles Al-Ababneh,(2008),the influence of managerial leadership style on employee job

satisfaction in Jordanian resort hotels: Following the review of the literature about leadership styles
and employee job satisfaction, and the relation between the two, it was noticed that no studies had
looked at the impact of managerial leadership style on line employee job satisfaction in Jordanian
resort hotels. Based on the literature review, it was predicted that leadership styles would differ
according to managers’ demographic profiles and similarly that employee job satisfaction would
also be influenced by demographic profiles. The intention was to find a link between managerial
leadership styles and employee job satisfaction. The results of the data analysis indicated that there
19
were indeed significant differences in job satisfaction due to employees’ demographic
characteristics, but that overall employees were moderately satisfied with their jobs and with the job
facets investigated. The study found that there were also significant differences in leadership style
due to managers’ demographic characteristics, and that the democratic leadership style was
preferred among managers, in contrast to suggestions that hotel managers prefer to be autocratic.
The main causes of work overload which create large deviation on work overload are identified to
be lack of rest, much burden, and lack of resources, lack of enough selection and training for
employees and information overload. Work overload can be seen as a big factor which creates
variance on the job satisfaction. There is less employees overall job satisfaction and negative/inverse
relationship between work overload and employees job satisfaction (Belete.T, 2014).
Ali Mohammad. M e.tal (2006): A study of relationship between managers’ managerial skill and
employees’ job satisfaction. The results of this study suggest that management might be able to
increase the level of commitment in the organization by increasing satisfaction with compensation,
policies, and work conditions. One way of addressing this could be by increasing the interactions
with employees in staff meetings and committees. Changes in organizational variables, such as
benefit scales, employee input in policy development, and work environment could then be made in
an effort to increase employees’ job satisfaction. Specific job satisfaction dimensions indicate that
highest dissatisfaction levels occur in the area of salary, benefits and working conditions. Areas of
dissatisfaction are signals for change.
Temesgen Teshome, (2011) The relationship between Leadership Styles and Employee Commitment
in Private Higher Education Institutions at Addis Ababa City , has indicated that
transformational leadership is effective in affecting significantly both employees’ affective and
continuance commitments without having any significant effect on normative commitment whereas
transactional leadership is effective in affecting significantly employees’ normative commitment.
Compared to transformational and transactional leadership, laissez-faire leadership has significant
and negative correlation with affective employees’ commitment but does not have any significant
correlation to both continuance and normative commitments.
Habtamu Negussie Ayele(2012), Determinants of Bank Profitability in Ethiopian Private
Commercial Banks : Based on primary data analysis bank capital position and regulation towards
the banking industry has very significant impact on the profitability of private commercial banks.
Asset quality and managerial efficiency are ranked as the second significant factors. Likewise, banks
20
size, loan performance, human capital and saving habit of the society are considered as the third
determinants of profitability of private commercial banks. Lastly, level of GDP and inflation are
ranked as the seventh and eighth significant variables for the profitability of private commercial
banks in Ethiopia. Thus, it can be concluded that profitability in the Ethiopian banking sector is
largely driven by capital position and regulation than other internal and external factors

21
 CHAPTER THREE
3. RESEARCH DESIGN AND METHODOLOGY
This chapter explains the research methodologies which will be used and it covers, research design,
research approaches, source of data, population, sample and sampling method, research instrument,
research participant, data collection procedure and method of data analysis.

3.1 Research Design

This is explanatory research used to explain the relationship between managerial efficiency and
employees' satisfaction. Hence, the research tried to assess managerial efficiency in terms of
managerial skill, teaming skill and leadership skill, and job satisfaction level of employees of CBE
in terms of work condition, payment, policy, reward and interpersonal relation. This study has used
will use a total of 171 target population directly surveyed through census to which questionnaires
are to be distributed. The data to be collected was analyzed through inferential and descriptive
statistics to achieve the respective objectives of this study.

3.2 Research Approaches

In this study qualitative research was used because qualitative research seeks to describe various
aspects about behavior and other factors studied in the social sciences and humanities also
qualitative research data are often in the form of descriptions, not numbers. Qualitative description is
used as necessary as the parameters’ are not quantitatively measurable and required to systematize
and standardize the collection of evidence on attitude.

3.3Population

3.3.1Target populations
The target population of the study comprised two types of respondents: all permanent employees
and managers who are responsible for the organization. commercial Bank of Ethiopia Nekemte
district, selected Nekemte town branches have a total of 206 permanent employees in branches of
Nekemte town. Normally, the selected branches five branches are there in this town those are:
kumsa moroda, Nekemte, Haro sorga, leka and Keso branches.

22
Those numbers of populations can be put in the following table:

Table 3.1: Number of permanent employees and managers of CBE in Nekemte town
District and Branches Total Total Number Total number of
Number of of managers employees and
employees managers
1 NekemtE 45 3 48

2 Kumsa moroda 39 2 41

3 Haro sorga 37 2 39

4 Leka 42 3 45

5 Kaso 32 1 33
Total 195 11 206

Own Survey June 2024

All employees and managers in all branches of the organization was taken as respondent because
they are small in number as the researcher stated in the above table, it is possible to take all.
3.4 Data Sources and Instruments
3.4.1 Sources of Data
The study WILL USEhas used primary sources data which were collected from CBE employees
through questionnaires to investigate the effect of managerial efficiency on employees’ satisfaction,
and from managers of the organization through questionnaire.
3.4 .2Data gathering Instrument
Primary data was WILL BE gathered through questionnaires distributed to 206employees and
managers of banks. So that questioners prepared by researcher in English language and distributed
to the employees or respondents. Both open ended and close ended questionnaires distributed to the
171 respondents for different reasons unreturned 13 respondents. As such 193 are properly filled and
submitted. Before distributing these questionnaires a sample of 30 questionnaires. were distributed
to test the reliability of the items under each variable and all the four variables cover reliable items
in that the Cranbach alpha of the item become 0.987,0.959.0.966,0972,0.985,0.975,0.978 and 0.979

23
respectively for items management skill, teaming skill, leadership skill, interpersonal relation, work
and work condition, police and management, payment, reward and recognition. As it can be seen
from the SPSS out puts (see Appendex I).there are 43 valid questions measured in five point likert
scale: starting from strongly disagree to strongly agree scale and questions approved to be reliable to
measure the respective variables.
3.5 Data Analysis Method
Descriptive statistics frequency distribution was applied to assess the level of employees’
satisfaction while the relationship and the influence of managerial efficiency on employees’
satisfaction was analyzed by using Pearson correlation and multiple regression model of data
analyses.
3.6 Model of specification
In this study Pearson correlation coefficient was used because it helps to measure the strength of a
linear association between two variables; managerial efficiency and job satisfaction. So r can be
used to represent Pearson's correlation unless otherwise noted .Where the value r=1 means a perfect
positive correlation and the value r= -1 means a perfect negative correlation between variables.
Multiple regression analysis was also used because it is the best way for assessing the effect of
independent variable (managerial efficiency) on dependent variables (employees job satisfaction),
With reference to independent variables that has give the proportion of variance with the dependent
variable. The multiple regression formula used in the analysis was the following:
y=βo+β1Х1+β2Х2+β3Х3+Е
When y=dependent variable
β1, β2, β3…are coefficients
Х1, Х2, Х3… Independent variables
Х1=Management skill
Х2=Teaming skill
Х3=Leadership skill
Е=error margin
Finally, the Statistical Package for Social Sciences (SPSS) version 16.0 soft ware will be used to
analyze the data collected.

24
 3.8WORK PLAN AND BUDGET BREAK DOWN

3.8.1 Work plan

The time frame and budget proposed to conducts the research study is describes by using tables as
follow

Table 4.1: Time Plan for Different Activities of the Study

Activity Feb Marc April May June July
h

Selection of topic

Proposal writing and

submission

Literature review

Final submission of proposal

Defense of proposal

Data collection

Data quality assurance

Data analysis and writing of

final research

Submission first draft report

Final paper submission and

presentation

25
 4.2 Budget Breakdown
Table 4.2: The budget breakdown for a research study
No Budget item Unit Total price Total Cost
Unit Price (ETB) (ETB)
cost(ETB)
1 Personnel
Principal Researcher Price 250 30 7,500

Data collection Price 200 30 6,000

(participating for bank)
Transport cost for the Price 1250 3 3750
researcher (Tax)

Data entry Price 65 30 1950

Personnel cost 19,200

Total

2 Instrumental

Data purchase Price 3000 1 3000

Research Binding and Price 450 2 900

printing
Flash Disc Price 400 1 400
Internet Service (CDM) price 100 15 1500

Instrumental cost 5,800

Total cost(ETB) 25,000

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