Nissan Motor Company is a Japanese firm, which deals with the manufacture and sales of automobiles all over the world. It purchases motor vehicles as well as boats in the global market. This company has its main offices in Japan. It also has a strong market in Asia with the sales all over the region. The company has an employee population of over 10,000 in the continent alone. They work in sales offices, manufacturing plants, advertising departments as well as other offices spread across the continent. The firm sells cars in every country in Asia. With its successes in the automobile market, it is important to focus on its internal environment. It is because it will create a clear picture of how the company’s employee population affects its performance in the market. The organization deals in the manufacture and sales of several car brands in the country such as Renault, Infiniti, Nissan, NISMO, and Datsun being the third largest car maker in Asia after Toyota and Hyundai as well as the sixth largest one in the world. With globalization of the automobile market, the company has continued to penetrate the automobile market with an increase in its employee population each day. It also finds it challenging to improve the job satisfaction for its employees in order to increase its competitiveness in the region.
The performance of an overall organization depends entirely on the performance of its employees. It is at all levels of work starting from junior employees, supervisors, managers, and senior workers such as company secretaries and internal auditors. Job satisfaction refers to the perception of employees towards working conditions as well as an organizational structure. The first hypothesis that the essay seeks to investigate is that job satisfaction has positively effects on the job performance. It is to investigate the direct correlation between job satisfaction and employees’ performance. The second hypothesis is based on the factors, which contribute to job satisfaction. Therefore, the hypothesis states that there are both qualitative and quantitative factors that affect the job performance. Quantitative factors include such aspects that can be expressed in figures such as remuneration and benefits. Quantitative factors include the aspects that a researcher can only determine by interviewing employees. They depend on the employees’ perceptions such as fairness at the working place and supervisors’ attitudes towards junior colleagues. An appropriate research methodology and design is important in proving these hypotheses (Organ, 1998).
The research utilizes both the qualitative and quantitative research methodologies. Qualitative research methodologies involve the collection of data directly from employees about the conditions of the workplace. In order to collect the qualitative data, the researcher has picked 200 employees at random from all Nissan offices in Asia. It is to ensure that the population under study presents a representative population for all employees in the continent. They were at different levels of employment with junior workers, supervisors, managers as well as senior employees. It was to ensure that the sample has represented all levels of work. After identifying it, the researcher then has sent emails to them with questionnaires. The questionnaires have assessed their level of performance, experience, attitudes towards others, perceptions about the company, remuneration as well as any changes they might suggest to improve their performance. The researcher has then tabulated these data to identify the main responses. For the quantitative research, the data have been collected on employees’ remuneration, performance assessments, and history in the company as well as the general performance of the office at that period. Then, with the help of research assistants, the researcher has used statistical and mathematical methods to analyze the data. It assists in giving clear results about the study (Bono & Thoresen, 2011).
From the questionnaires, about 80 percent of employees respond that with job satisfaction in the company, they would work there for more than 20 years. They would not consider quitting their jobs even with another organization with more remuneration. About 70 percent of the sample interviewees write that they consider job satisfaction as both fair remuneration as well as the feeling that the company appreciates all their efforts. About the similar percentage, if the company goes ahead and appreciates their contributions genuinely even without raise of salaries, they would still attain job satisfaction. The rewards, which the organization gives to employees, include monetary gains, perquisites and benefits such as family benefits, training opportunities, promotions, and performance appraisals. About 56 percent of workers report that they are satisfied by their jobs due to the knowledge that the company has a bright future in Asia as well as the rest of the world. The organization also gives them credits according to the quality of work, which makes them more committed towards the achievement of its objectives. About 98 percent of employees also report that with job satisfaction, their commitment to their jobs would be more with more productivity. The managers who answer questions on the employee performance point out that the periods when they have performed best is when workers respond well to their tasks rather than when they are pushed around. An employee who takes an initiative in the workplace performs better than the one who just follows the rules (Hochwater & Rosen, 2014).
From the quantitative data, the researcher analyzes using statistical variables such as the means, variances, standard deviation, media, and mode. The data show that the company retains about 70 percent of its employees each year. A closer look also shows that about 30 percent of its employees in the company have risen in ranks to occupy higher positions. It depends on their performance at the given time. The research also shows that the organization has performed best when it has invested in its workforce. It is especially in terms of sales, where more benefits for sales representatives have translated to more sales in different countries. The financial data from the books of accounts show that with more direct labor costs, the organization has more returns on investments in each financial year. It is also the case for daily receivables in sales departments. The company has most of its supervisors, up to 80 percent, having worked as junior employees there. Data also confirm that departments which have a culture of in-house promotions perform better than those departments that hire senior employees (Bono & Thoresen, 2011).
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From the results, it is possible to make several conclusions as far as the hypotheses are concerned. The literature in organizational behavior points out that employee commitment in the company leads to a better performance. It is because workers are able to take an initiative in the workplace rather than only following what their duty demands. Self motivation and initiatives enable employees to meet the needs of the customers by working to their level best. An organization that ensures commitment for its employees is on the road to success. It is because employee commitment leads to customer commitment, which further enables the growth of revenue for the company. It retains employees who have a high motivation and commitment to its objectives. The employees also choose to stay longer at the company because they feel that their efforts are directly responsible for its success. This way, they are able to rise in hierarchy in the company in order to increase its revenues. They do not look for the employment elsewhere, hence, eliminating external distracters. They also recommend other employees to positions in the organization; hence, it does not spend more in training new employees (Pfeffer, 2007).
Different studies have also shown that the workforce is the most important resource for all organizations across the globe. It is because labor is a primary factor of production without which any production is impossible. From Nissan’s case in Asia, employees report on the fact how they feel about their workplaces affect significantly how they work. It is to mean that perceptions of people about their jobs affect their performance in the organization. Consequently, this has great impacts on the performance of the company as a whole. Employees in Nissan Asia point out that they are pro-active at most of the times due to self motivation. It is due to the fact that the firm looks into their daily needs with the fair remuneration as well as benefit programs. The company also protects its employees from exploitation by their senior colleagues with proper supervision and employee reporting programs (Brown & Trevino, 2005). Therefore, workers do whatever is necessary to ensure that they steer the company towards achieving its objectives. The industry also gives employees a chance to evaluate their performance and address any challenges. They might be facing in the company. From the qualitative data, it is evident that motivation of employees determines how willing they are to do more than just perform their duties. They will do better if the industry recognizes their efforts and rewards them accordingly. The structure of the company is also strong not only in the Asian but also in the global market. It motivates workers to make the organization better since they are certain that they will not be facing any future problems of insolvency or bankruptcy. Thus, the research proves the first hypothesis that job satisfaction positively affects the job performance. With job satisfaction, employees will perform better in an effort to achieve organizational objectives (Hochwater & Rosen, 2014).
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With enough evidence that job satisfaction positively affects the job performance, it is important to determine the factors which affect it. It is because these aspects will assist the organization in determining what will change to enable employee job satisfaction. According to the Nissan Asian case, employees report that they perform better with the proper remuneration. It is because monetary benefits are the primary rewards for any efforts by the employees towards organizational success. The company will benefit by making profits. Labor as a factor of production will benefit through better salaries and wages. Monetary benefits also include the family ones such as health insurance, housing and commuter allowances among others. Employees point out that monetary rewards assist in upgrading their living standards and hence job appreciation and satisfaction. These are quantitative factors because they can be expressed in a monetary value. On the other hand, there are other factors that motivate employees which cannot be expressed as quantities. These include a fair treatment in the workplace, employee teamwork, fair supervision, and positive attitudes towards all workers regardless of levels. These factors deal with quality of the workplace making the employee feel appreciated and dignified. Thus, the case proves the other hypothesis that there are both qualitative and quantitative factors that affect job performance. It encompasses all human concepts, with both monetary and humanitarian benefits (Cetin, 2006).
There is an underlying relationship between job satisfaction and job performance. Without job satisfaction, job performance is impossible. The case about Nissan Company in Asia assists in showing this relationship. It is but one case for an international company. The case represents all companies and organizations, in general. All organizations depend on their workforce for achievements of their objectives. The firm whose employees have a low motivation is vulnerable to external and internal challenges. It is because workers do not go a step ahead in the maintenance of the organization’s stability. The firm which is unstable underperforms in a long run. Therefore, employee motivation is crucial for the success of any company regardless of its size, location, a structure or nature of operations. In the modern workplace, the human resource is the most valuable factor of production. With job satisfaction, the employees are happy, productive, and committed. It creates harmony as well as loyalty in the workplace, which increases employee performance.