A survey of supervision styles and employee job Satisfaction in commercial banks in Kenya

Abstract

Studies have been done on variable(s) influencing job satisfaction but none has been done on the impact of supervision styles on job satisfaction. The primary purpose of this project was to establish the relationship between supervision styles and employee job satisfaction in commercial banks in Kenya. The population of interest consisted of employees in non-managerial level in forty one (41) commercial banks in Kenya. The data was collected using semi-structured questionnaires. The drop and pick method was used to administer the questionnaires. The response rate was 67.7%. The data was analyzed using descriptive statistics. The study was based on non-management staff and the results showed very high levels of job satisfaction among them. Based on the overall statement on job satisfaction none of the respondent was dissatisfied with his or her job. From the research findings 100% of the respondents agreed that they receive adequate support on all their work and from their supervisors. However respondents felt that they were paid less than their counterparts in other institutions. The Pearson product moment correlation coefficient was used to establish the strength, direction and significance of the relationship between perceptions of supervision styles and employee job satisfaction in commercial banks in Kenya in line with the objective of the study. Supervision styles were correlated with the job satisfaction question US 17) in appendix 2 part c. The findings of this study showed a high correlation between supervision styles and job satisfaction. All the correlated statements between supervision styles and job satisfaction in appendix 2 part band c respectively had +1 correlation coefficient. This gives us a perfect positive correlation meaning the two variables supervision styles and job satisfaction move together in the completely linear manner. However there is need for line managers to improve the use of supervision styles and relationship with employee job satisfaction in Commercial banks in Kenya. F or them to improve and succeed in their supervision styles there should be changes at the individual and organizational levels. At individual level improving line managers' supervision styles, would involve basic education and specific job related training. They should also be encouraged to enhance their skills through continuous self learning. At organizational level top management should provide appropriate reinforcements for line managers in learning about and improving their supervision styles.