© 2019 IJSRSET | Volume 6 | Issue 6 | Print ISSN: 2395-1990 | Online ISSN : 2394-4099 
Themed Section : Engineering and Technology 
DOI :  https://doi.org/10.32628/IJSRSET196611 
Determinants of Job Satisfaction among Healthcare Professionals in 
Ghana : A Position Paper 
Elvis Adu1, Fanglin Li1, Lucy Boahemaa2,  Maxwell Opuni Antwi2, Ama Boafo-Arthur2,3 
1School of Finance and Economics, Jiangsu University, 301 Xuefu Road, Zhenjiang, Jiangsu, P.R. China 
2School of Management, Jiangsu University, 301 Xuefu Road, Zhenjiang, Jiangsu, P.R. China 
3School of Continuing and Distance Education, University of Ghana, P. O Box LG25, Legon, Accra Ghana  
Corresponding Author : elvis_adu@ujs.edu.cn 
 
ABSTRACT 
 
There is a growing interest in the health professionals’ performance sustenance and work- related attitudes 
research. This is primarily because health professionals experience on daily basis some undesirable variables like 
fatigue, `well-being, stress, emotional drain, psychological need frustration and job dissatisfaction which affect 
performance and its sustenance. Health managers quest to resolve issues of performance sustenance, have 
resulted in difficulties in their attempt to motivate health professionals to be highly functional and effective to 
sustain performance. In a lower-middle income country like Ghana, there has not been a lot of success in this 
regard considering the enormity of psychological challenges and the seemingly disturbing work environment 
health professionals engage their services in. These continue to affect performance fundamentally because they 
keep experiencing negative development psychologically. Additionally, it has been documented severally in the 
extant literature how these negative psychological developments affect the performance of healthcare 
professionals which unreservedly requires a new dimension in the way work environment is managed. A gap 
our study intends to address through the incorporation of positive psychological capital which we seek to use in 
moderating the work related attitudes that has the capacity to address the negativity that has engulfed work 
environment among healthcare professionals. 
Keywords :  Job Satisfaction, Healthcare Professionals, Work Environment, Organizational Policies, 
Psychological Well-Being, Job Involvement, Affective Commitment, Work Engagement 
 
I. INTRODUCTION satisfaction. Further, (Owusu & Owusu, 2014) in their 
 study in the mining industry found that employees 
Scholars have used various means to examine what and management saw compensation pay as a major 
determines job satisfaction among employees. determinant of employee job satisfaction. However, 
(Robbins, 1998) for instance saw salary, work (Luthans, Avey, Avolio, Norman, & Combs, 2006) 
environment and co-workers as the determinants of argues that pay, promotion, supervision and co-
job satisfaction, whereas (Ellickson & Logsdon, 2001) workers are the major determinants of job 
considered sufficient work tools, working capital, satisfaction. It is important not to overemphasise the 
teaching opportunities and reasonable workload as strength of previous authors’ supposition as Malik et 
the factors that determine an individual’s job al (2010) offers a different opinion as to what 
IJSRSET196611 | Received : 01 Nov 2019 | Accepted : 19 Nov 2019 | November-December-2019 [ 6 (6) :  35-48 ] 
 35 
 
Elvis Adu et al Int J Sci Res Sci Eng Technol. November-December-2019; 6 (6) : 35-48 
 
constitutes job satisfaction. To these authors, it is the satisfaction was found to be related to factors like 
diversity of tasks, autonomy and the feedback on how professional accomplishment, level of education, 
great the workers are performing which indicate job years of service and level of income (Atif, Khan, & 
satisfaction. More so, (Bhatnagar & Srivastava, 2012) Maqbool, 2015). Other factors like gender, urban vs 
argue that for the clients to be fully and satisfactorily rural setting and professional knowledge (Al Jazairy et 
served, hospital personnel need to be satisfied with al., 2014; Pérez-Ciordia, Guillen-Grima, Brugos, & 
their job, therefore the happiness of health personnel Aguinaga, 2013);  (Pérez-Ciordia et al., 2013)  were 
is directly linked with the clients or patients they also found to be related to job satisfaction. 
attend to. It is therefore incumbent on managers of  
health facilities to ensure their employees get fully This notwithstanding, lack of job satisfaction on the 
satisfied. Studies have shown that job satisfaction in part of healthcare employees reflect negatively on the 
healthcare organizations is related to factors like organizational system in the area of employees’ 
possibility to participate actively in the decision- refusal to respect organizational policies, rise in 
making process, effective communication between organizational accidents and conflicts (Hoogendoorn 
employees and supervisors coupled with ideal work et al., 2002). Conversely, lack of job satisfaction also 
arrangements (Malik, Ahmad, & Hussain, 2010). has the capacity to derail the activities of the health 
Additionally, healthcare employees have been found facility by way of putting the lives of patients in 
to cherish the idea of coming together to find danger (Kaur et al, 2009) leading to higher 
solutions to problems. Subsequently, management’s employment cost (Kinzl et al., 2005) and shortages of 
attitude towards staff is established to be one of the healthcare staff (Goetz et al., 2011). In effect, for the 
essential factors of job satisfaction among healthcare constant maintenance of healthcare professionals and 
professionals, (Bhatnagar & Srivastava, 2012). Some the recruitment of new ones, job satisfaction of 
motivating factors such as ensuring work is enjoying healthcare professionals should be paramount (Kaur, 
to employees, allowing staff to plan, creating and Sharma, Talwar, Verma, & Singh, 
initiating innovative activities at work tend to 2009).Fundamentally, some of the factors that 
increase job satisfaction among healthcare determine job satisfaction tend not to give true 
professionals (Dowell, Hamilton, & McLeod, 2000). meaning of satisfaction. Correspondingly, employees 
Therefore, managers who show an understanding of need to appreciate their value when they are afforded 
the factors that encourage job satisfaction of staff are the opportunity to exercise their skill on a variety of 
more likely to get healthcare professionals to improve tasks. Thus, they become fulfilled when appreciated 
performance, (Lambert, Goldacre, & Evans, 2000).  with a feedback of how well they are doing (Lu et al., 
 2012).  In all these, little consideration has been given 
Many studies have established the impact of job to the satisfaction of the basic psychological need that 
satisfaction on the development of the organization, we believe is very fulfilling to the individual thus 
its effect on the job performance of employees, need for competence, autonomy and relatedness. 
employee relations, physical and mental satisfaction,  
(Dowell et al., 2000). Essentially, when employees are II.  METHODS AND MATERIAL 
satisfied with their job, it reflects in their productivity  
and creativity. For this reason, how satisfied ① Effects of Job Satisfaction on Healthcare 
healthcare professionals are, reflects in their Professionals 
relationship with their clients’ satisfaction  
(Mahmoud, 2008).Accordingly,  in a survey by Issues in Job satisfaction of healthcare professionals 
(Maissiat, Lautert, Pai, & Tavares, 2015), job has been widely researched by many scholars. Indeed 
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many factors have been found and to be the ② Job Satisfaction and Work Engagement 
contributing factors of job satisfaction (Lu et al.,  
2012). Significantly, it has been acclaimed as one of The concept of work engagement has been defined by 
the prominent concerns of healthcare professionals (Bakker & Demerouti, 2007), as positive, fulfilling, 
globally, (van der Doef, Mbazzi, & Verhoeven, 2012). work-related understanding of employee that has the 
One of the key factors that has been cited as characteristics of vigour, dedication and absorption. 
influencing the job satisfaction of healthcare In Vigour, there is an increasing energy level with 
professionals is the structure of the hospital or health mental pliability when working, and in dedication, 
facility, (Liu et al., 2012). Also, personnel shortages, there is a strong will for employees to emotionally, or 
lack of equipment, intention to leave and intellectually bind themselves in their line of work. 
occupational conditions are some of the factors that This, raises some level of passion, good feeling and the 
affect job satisfaction of healthcare professionals desire to achieve more; where as in absorption, 
(Hamama et al., 2014), (Kinzl et al., 2005) or ethics employees immersed themselves happily in the work, 
(Goldman & Tabak, 2010). Hence, healthcare making it difficult in shedding from work   of which 
professionals’ job satisfaction has been established to is been part of the organization essence to being 
have effects on both the clients and employees.  strongly involved in one’s work (Schaufeli, Salanova, 
 González-Romá, & Bakker, 2002). Engaged employees 
This notwithstanding,  (Boateng, Adam, Okoe, & do show physical, cognitive and emotional 
Anning-Dorson, 2016; Khamlub et al., 2013) observed components in their line of duty. It is essential for 
in their research that job satisfaction had a positive employees to express physical, emotional and 
and significant effect on work place relationship and psychological resources as it helps in finding an 
team culture. This finding goes to indicate the long- identity in their work and enabling job completion.  
term outcome on the organisation when a worker is Research in the body of work engagement has 
kept happy by the management, because it extends to established the relationship between engagement and 
fellow workers as teamwork is enhanced. positive organizational outcomes (Donaldson & Ko, 
 2010). Some of these outcomes include performance, 
It is worth observing that studies have shown that organizational commitment (Demerouti, Bakker, De 
when job satisfaction is improved among staff, it Jonge, & Janssen, 2001), low turnover intention 
reduces the turnover effect (Ahmed et al., 2010), and (Halbesleben & Wheeler, 2008), job satisfaction 
increase the level of service delivery (Kvist, (Bakker, Albrecht, & Leiter, 2011; May, Gilson, & 
Voutilainen, Mäntynen, & Vehviläinen-Julkunen, Harter, 2004) and good health and positive work 
2014). In addition, healthcare staff who experience affect (Rothbard, 2001). Conversely, disengagement is 
low job satisfaction experience many medical issues central to the problem of an individual’s lack of 
(Fahrenkopf et al., 2008). The bad health status of commitment and motivation (May et al., 2004). 
healthcare professionals can be detrimental to the Typically, the level of work engagement experienced 
smooth running of the health facility and employees by employee, determines the level of employee job 
who are not satisfied with the provisions of the job satisfaction. Job satisfaction has been studied 
may decide to take a leave. Job dissatisfaction has the extensively in health psychology as well as 
capacity to affect the overall work attitude of organizational behaviour and it is described as a 
employees and can lead to counter-productive concept, which occurs because of the experience 
behaviour like for improper handling of equipment or employee, or worker goes through. Further, (Spector, 
intentionally destroying tools for work (Samad, 2006). 1997) posits that it is the expression that employee 
 gives to the work they do. In job satisfaction, workers 
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do personal analysis of their feeling considering their entangling themselves in activities that make use of 
input against the expected outcome. In reference to their gained abilities. When individuals attain 
the equity theory done by (Adams & Freedman, satisfaction with the competence need, it enables 
1976), people aim at harmonizing their inputs with them to engage in complicated activities that bring 
their outputs. The analysis of job satisfaction by the best in them. Whereas according to (Deci & Ryan, 
employee, take into consideration factors like, the 2000), failure to attain competence need satisfaction 
effort they put in their work, the time they spend on leads to competence need frustration. When a task is 
the work and the level of dedication attached to the mastered perfectly, there is a certain level of 
work. Thus, workers expect that it culminates into effectiveness, which lead to an individual becoming 
they been recognized and rewarded accordingly; satisfied. Indeed, (Legault, 2017), explains competence 
failure leads to workers becoming dispirited when need as the perception of effectiveness that occurs in 
comparison inputs are not compensated. This the constant interaction of an individual’s social 
ultimately has the propensity of they becoming world. The author went further to state that it is the 
demotivated leading to them been dissatisfied with desire in individuals, which encourage them to 
their work. Job satisfaction was significantly predicted explore their world and complement their abilities, 
by work engagement and social support from skills, capabilities, capacity and effort, which 
supervisor and from co-workers. The significant eventually leads to them experiencing optimal 
interaction in predicting job satisfaction showed that challenges. The search for competence needs 
social support from co-workers enhances the effects satisfaction is a never-ending process since individuals 
of work engagement on nurses' satisfaction, continually seek to develop themselves and continue 
(Orgambídez-Ramos & de Almeida, 2017). Research to challenge themselves to do better than what they 
in the body of work engagement has established the have achieved. New challenges in the world of work 
relationship between engagement and positive require new skills, expertise, capabilities and ideas 
organizational outcomes (Donaldson & Ko, 2010). and for that matter, competence need satisfaction 
Some of these outcomes include performance, occurs in a continuum. According to (Legault, 2017), 
organizational commitment (Demerouti et al., 2001) when people engage in optimally difficult and 
low turnover intention (Halbesleben & Wheeler, complex activities, their talents and skills are 
2008). Others include job satisfaction (Bakker & stimulated at a developmentally suitable level. 
Demerouti, 2007; May et al., 2004) and good health Successful implementation of individual’s abilities and 
and positive work affect (Rothbard, 2001). skills lead to competence need satisfaction. A 
Disengagement is central to the problem of an competently satisfied individual controls his 
individual’s lack of commitment and motivation (May environment thereby becoming well engaged, in their 
et al., 2004). world of work. Work engagement is explained as 
③ positive, fulfilling, affective motivational state of  Work Engagement  work-related well-being that is characterized by 
 vigour, dedication, and absorption, (Bakker & Costa, 
Competence need is the psychological state to exert a 2014). 
meaningful effect on one’s environment. The need for 
competence is seen as the conscious propensity to (2)   Psychological Well-Being 
exercise control with one’s environment by way of  
active interrelation, (Deci & Ryan, 2000). The need One of the most important aspects of employee’s life 
for competence encourages individuals to try to in a work environment is Psychological well-being 
explore the environment they find themselves in by especially in the life of healthcare professionals whose 
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work is mostly characterized by stress and burnout. well-being of college students and the factors that 
Psychological well-being is described as the ultimate impact on it found that gender, age (traditional vs. 
psychological functioning and experience. Studies non-traditional students), support, and financial well-
have shown that to be able to enhance and ensure being were the factors that impacted psychological 
total well-being, it is fundamental to first recognise well-being of college students. 
some important factors that can predict employees’  
psychological well-being.  Extant literature explains Again, Soheila et al (2013) investigated the differences 
that, psychological well-being is affected by several that exist in psychological well-being among 534 
factors which consist of motivation, job satisfaction, graduate students’ age, race, gender, and family size.  
self-efficacy, achievement, deindividuation, physical Results of the study observed no significant 
and psychological fatigue, environment and differences in psychological well-being of graduate 
organization identification psychological fatigue, students across different races and family sizes. In 
environment, and organization identification (Lin and addition, Harris, Cumming, and Campbell (2006), 
Li, 2014; Rodwell and Munro, 2013). conducted a study online to find out the impact of 
 Stress and Psychological Well-being among 139 
Challenges about psychological well-being of Allied Health Professionals, the authors identified the 
healthcare professionals has been widely reported in single significant predictor of psychological distress 
the developed world but developing nation like and life satisfaction was perceived stress. Also, 
Ghana has seen minimal attention given to it. It is Nielsen, Yarker, Munir, Randall (2009) conducted a 
posited that, the motivation for engaging in study among healthcare professionals to examine the 
psychological well-being research is based on hedonic mediating effects of team and self-efficacy on the 
or eudaimonic. According to Deci and Ryan (2012) relationship between transformational leadership, and 
hedonic research places emphasis on employee job satisfaction and psychological well-being in 
happiness that is the excitement that comes with healthcare professionals. The results showed that Self-
work while evading discomfort.  On the other hand, efficacy fully mediated the relationship between 
eudaimonic method places emphasis on helping transformational leadership and well-being while 
people to adjust and reach self-realization. It has been team efficacy was found to partially mediate the 
established that, there is positively significant relationship between transformational leadership and 
relationship between happiness and productivity and job satisfaction and fully mediate the relationship 
that an employee who experiences little or no between transformational leadership and 
challenge in adjustment operates at a higher level in psychological well-being. More so, in a study to assess 
their work and are very industrious,  Zelenski, the factors that affect the psychological well-being of 
Murphy, and Jenkins (2008). Organizations continue Healthcare Workers, Tomo and Stefania (2017) found 
to invest in the wellbeing of its employees. Much that better and healthier work environment, 
attention is given to the psychological well-being of conditions that facilitate intra- and inter- professional 
employees on the basis that studies have shown there relationships were provisions of adequate solutions 
is positive relationship between the performance of for the psychological well-being of health 
employees and wellbeing. This enables managers to professionals. Exploring factors that impact on 
adopt programs and policies that seek to promote the Psychological well-being of health care workers, 
psychological wellbeing of employees, Carmichael, Johari and Omara (2019) identified in their review 
Fenton, Pinilla Roncancio, Sadhra, and Sing (2016). A that Occupational stress 2. External occupational 
study by Gititmu and Ludban (2015) among 131 recognition 3. Internal career expectation and 
college students to examine the effect of psychological 
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occupational value 4. Work engagement 5. Emotional Consequently, the development of it enables workers 
job demands. to feel good about the work and save energy, (Bakker 
et al., 2011). Meanwhile, it has been established that 
(3)  Job Involvement Among Healthcare Professionals employee who develops job involvement show job 
 satisfaction and organizational commitment (Gruman 
For an individual to be involved in a job deeply, much & Saks, 2011). They also demonstrate organizational 
depends on the person having basic needs met. As we citizenship behaviour, emotional attachment, 
have noted, (Kanungo, 1979)functionally defined it, voluntary behaviour that are unimaginable, active 
as a “generalized cognitive state of psychological participation of organizational decision making which 
identification with work in so far as work is perceived prevents turnover effects (McDonald, Tullai-
to be instrumental in satisfying one’s salient needs McGuinness, Madigan, & Shively, 2010). 
and expectations”. Further, it is described as the Considerably, studies have shown that job 
degree to ‘which one is cognitively preoccupied with, involvement is significantly related with job 
engaged in, and concerned with one’s present job efficiency and work quality (Snir & Zohar, 2008). 
(Paullay, Alliger, & Stone-Romero, 1994). Essentially, However, other authors have observed in their 
employees’ attitude towards involvement, satisfaction studies that employees who get extensive engagement 
with the job and commitment to the employing with work and do overtime suffer negative job 
organization has become a compelling interest to involvement effects such as fatigue, dissatisfaction 
researchers, because of its impact on behaviour at and intention to leave their job (Adib-Hajbaghery, 
work. Accordingly, employee attitudes reflect in the Khamechian, & Alavi, 2012). Of much concern at this 
tendencies to respond to the job, organization and its stage is that some healthcare professionals due to the 
people with which situations can occur positively or shortage of staff engage in a wide range of overtime 
negatively. In this manner, job involvement and overload of duties. There appears then to be an 
frequently includes identifying with the job, actively acceleration of fatigue, intention to leave the job and 
participating in the job, and perceiving job embark on migration where they can reduce the 
performance to be important to self-worth (Rich, workload and make significant amount of money at 
Lepine, & Crawford, 2010). On the other hand, the end of the month. Researchers have made many 
(Chughtai, 2008) in his research observed that job suggestions that, healthcare professionals require a lot 
involvement was not related to the overall satisfaction more job involvement to develop commitment in the 
but was related to satisfaction with work and organization (Rahati, Sotudeh-Arani, Adib-
promotion opportunities. An indication that when Hajbaghery, & Rostami, 2015) and such it behooves 
employees feel recognized with what they do in terms on managers to develop the needed strategies to 
of the feedback; it gets them to be involved in their intensify employees’ involvement.  
job. Again, the act of internalizing values of “goodness 
and importance of working” among people is seen as (4)   Affective Commitment 
job involvement.  
To begin with, (Meyer & Allen, 1997) describe 
Additionally, job involvement enables people to affective commitment as the emotional attachment an 
dedicate themselves to the type of work they do individual has with the organization. In this manner, 
(Bakker & Oerlemans, 2011). It is further seen as the what makes employees stay in an organization is the 
result of people developing a good feeling mentality strong affective commitment (Allen & Meyer, 1990). 
that makes them to commit themselves to performing This point is sustained by the study of (Meyer & 
well for their organization, (Best & Kahn, 2016). Allen, 1997) which concluded on the basis that when 
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Elvis Adu et al Int J Sci Res Sci Eng Technol. November-December-2019; 6 (6) : 35-48 
 
managers are able to get employees to be satisfied believe that when employees recognize and identify 
with the rewards provided, they tend to show some with the positive relationship of their bosses, it 
level of likeness for the organization. Not only that, propels them to be more committed affectively. This 
they also take responsibility while avoiding turnover, stems from the value employees’ place on the 
(English et al., 2004) and as such it can be said that attention given them by managers. According to 
manager relations play a major role in motivating (Kaplan & Kaplan, 2018), affective commitment 
employees’ to develop commitment to the job. significantly and positively affects job performance. 
 This notwithstanding, all dimensions of 
Alternatively, the construct of commitment has been organizational commitment have been established to 
described as multidimensional (Bansal, Irving, & predict the performance of employees both 
Taylor, 2004; Fullerton, 2003; Pritchard, Havitz, & independently and jointly. Many studies have 
Howard, 1999), a concept which includes affective, reported on the concept of affective commitment 
continuance and economic as forms of individual (Boxall & Macky, 2009; Chen, Silverthorne, & Hung, 
commitment. Other researchers see it as only 2006; Hu & Bentler, 1999; Lee & Olshfski, 2002; 
economic and emotional commitment (Bansal et al., Meyer & Allen, 1997; Shore, Barksdale, & Shore, 
2004; Fullerton, 2003). The economic is termed as the 1995; Suliman, 2002) However, very few have looked 
calculative while the emotional is termed affective. in the direction of how healthcare supervisors’ 
Our study is interested in the affective commitment support influence the development of affective 
since it deals with the emotional attachment of commitment levels and job performance among 
individuals to a product, service or organization as healthcare professionals in Lower Middle- Income 
explained by (Meyer & Allen, 1997). Other Countries (LMIC). In a study to examine the impact 
researchers have expanded the literature on of job motivation and organizational commitment 
commitment to include continuance (Berry, 2014), among the health professionals, Altindis (2011) found 
which simply explains the desire for an individual to that Intrinsic motivation of health professionals was 
have the motivation needed to continue a particular explained mostly by affective and normative 
relationship. commitment. Moreno-Jiménez, Gálvez-Herrer, 
         Rodríguez-Carvaja & Verge (2012) studied physicians’ 
Thus, review of literature shows that the affective intention to quit: the role of burnout, commitment 
aspect of employee commitment plays an important and difficult doctor-patient interactions. Results 
role in ensuring individual’s devotion to duty and showed that commitment had a unilateral negative 
organization (Meyer, Stanley, Herscovitch, & effect, and difficult patients had a positive effect on 
Topolnytsky, 2002). It continues to argue that the turnover intentions. Also Chiu, Villareal, Tan, Ong 
strongest predictor of employee plans to exit an (2019) undertook a study to investigate how quality 
organization is affective commitment. Therefore, work life and prosocial motivation could be 
affective commitment is referred to as the state where incorporated to lead to a more positive organizational 
individuals become contented with the organization commitment and a lower turnover intent for public 
and get the satisfaction for being a part of the health practitioners. The study found that quality 
establishment, (Bergman, 2006). Subsequently, work life and prosocial motivation positively affected 
affective commitment can be explained in the light of organizational commitment, leading to a lesser 
a situation, where an individual form a bond that is turnover intent among public health professionals. 
emotionally inclined to propel the individual to show Finally, Mahmoud (2009) did a study to determine 
feeling of belongingness, affection and loyalty to the the multiple correlations between the predictors of 
organization. Undeniably, (Meyer & Allen, 1997) organizational commitment among nurses (job 
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satisfaction, perceived organisational support, Research has shown that empowering employees 
transformational leadership behaviour and level of psychologically, positively influence job performance 
education) on the degree of organisational as perceived organizational support negatively 
commitment among nurses. Results of the study influence job performance, (Chiang & Hsieh, 2012). 
indicated that of the four independent variables, a This suggests that building and developing a strong 
multiple regression analysis indicated that job psyche of employees reflect more on their 
satisfaction and perceived organisational support were performance rather than the incentives organization 
most strongly related to nurses' commitment to their offers to its employees. Thus, the type of leadership 
organisations. managers brings to bear on their employees continues 
to be a determining factor in the performance matrix 
2.3 Job Performance of Healthcare Professionals of employees. To be able to understand this, manager 
 support was found not only positively but also 
Clinical and non-clinical staff form part of the health significantly correlated to job performance when a 
system and the performance of any health study was done to assess the effect of supervisor’s role 
organization pivots greatly on factors like staff in the training of programmes, (Azman, Sieng, Ajis, 
motivation and acquisition of skill, accomplishment Dollah, & Boerhannoeddin, 2009). Added to this, 
of tasks, knowledge and ability displayed by the staff. (McColl-Kennedy & Anderson, 2002) also observed 
The acknowledgement of a worker’s accomplishment that when frustration and optimism was used to 
and output by an organization is termed as mediate between transformational leadership and 
performance (Langton, Robbins, & Judge, 2013).  employee performance, there was a direct influence 
Other authors (Shah, Khan, Bokhari, & Raza, 2011) on performance. Furthermore, (Eisenberger et al., 
contend that mathematically performance = Abilities 2010), established in their study that leader 
+ Opportunities + Motivation. In this manner, the membership relationship was heavily related to 
performance of an employee is regarded as results commitment that ultimately led to higher employee 
accrued from task engagement at the work place. In extra-role performance. However, findings from the 
performance management, one of the key things that study of (Meyer, Becker, & Vandenberghe, 2004) 
ensure successful execution of plans is the evaluation showed that when employees were committed to 
of employee performance (Lee, Lee, & Wu, 2010).  their supervisor, their commitment to the 
Notably, factors such as organizational design, policies organization led to an indirect influence on job 
and motivation are used to run the organization performance. Added to this, Nasurdin, Chen, Khan 
coupled with certain practices that go on in the (2018) did a study to examine the effects of 
organization. All these put together indicate an psychological capital on nurses’ job performance. 
organization that is ready to adopt positive human Analysis of data from 639 staff nurses working in 
resources management practices that is aimed at private hospitals in Malaysia revealed that feedback 
helping to accomplish the goals, vision and mission of from employers and compensation were two factors 
the organization, (Delery & Doty, 1996). There is also that promoted performance and reduced turnover. 
a further point worth considering that managers or Gillet, Colombat, Michinov, Pronost, Fouquereau 
supervisors do have much control on the level of (2013) conducted a study among 500 nurses in France 
behaviour exhibited by employees in an organization. to test a model that links need satisfaction, 
Nonetheless, some employees out of fear diligently organizational support, work satisfaction, 
work in the presence of the supervisor, while others organizational identification and job performance. 
may genuinely perform their tasks with or without Findings of the cross-sectional survey showed that 
the presence of the supervisor.  Procedural justice and supervisor autonomy support 
In ternational Journal of Scientific Research in Science, Engineering and Technology (www.ijsrset.com) 42 
Elvis Adu et al Int J Sci Res Sci Eng Technol. November-December-2019; 6 (6) : 35-48 
 
significantly and positively influenced need Whiles the work outcomes were given as job 
satisfaction and perceived organizational support, satisfaction, work stress, empowerment and 
which in turn positively predicted work satisfaction, motivation. In a study to determine factors that affect 
organizational identification and job performance of performance of professional nurses in Namibia among 
nurses. 180 nurses, Awases, Bezuidenhout and Roos (2013) 
 observed in their study that factors that affected the 
Generally, organizational, social and individual performance of nurses negatively were, lack of 
reasons have been articulated as the dimensions of recognition of employees who were deemed to have 
performance. This is explained further, by (Franco, performed well, quality performance outcomes and 
Bennett, & Kanfer, 2002) in a framework which was an absence of a formal performance appraisal systems 
used to show the work motivation in larger as well as poor working environment and conditions. 
societal/health reform context.  The framework shows Odoom, Opoku-Mensah and Aduo Adjei (2015), 
a multifaceted relationship on organizational factors examined the impact of intrinsic motivating factors 
that occur in the health sector, environment, and on the work performance of health workers. The 
work motivation, worker experience, worker study identified Job satisfaction, logistic provision, 
capability and work performance. The framework and an enabling work environment as intrinsic 
shows that the broader social and cultural context motivating factors that affect the work performance 
helps in the motivational process of the individual. of health workers. 
Proponents of the framework (Franco et al., 2002) 
suggests that it behooves on the organization to try to 2.3.1 Types of Performance Process 
get across to its staff, its goals and communicate  
pathways to achieving such goals. It is to also help In their review of literature, work performance was 
know how to improve the abilities of its staff by way categorized into three separate designs by (Koopmans 
of training and provision of appropriate feedback. In et al., 2011).  The categories were in-role performance 
this manner, when the motivation of staff to perform i.e. task performance, extra-role performance i.e. 
reduces in developing countries such as Ghana, contextual performance and counter-productive work 
quality of healthcare delivery is compromised. behaviour i.e. setbacks.   
Additionally, patients are not treated with the  
courtesy they deserve, (Bennett, Franco, Kanfer, & (1) In-role performance is described by the level of 
Stubblebine, 2001). This framework as explained by capability or technical know-how an employee brings 
Bennett and Franco shows that the major factor that to bear in the execution of task at work. It is also seen 
affects the performance of healthcare professionals is as the main task behaviour of employee, (Zhu, 2013) 
motivation.   Task performance is connected with the amount of 
 goods produced or service rendered in the 
Similarly, (Sharpley, 2002) formulated a framework of organization. Mostly, the individual is given specific 
perception, motivation and performance. The model task that is defined by the objective incorporated into 
indicates three important factors that serve as the the job design. This is seen as a major consideration 
influencers for the intervention of healthcare that is made when assessing performance of employee 
professionals as perception, experience of work and (Reijseger et al., 2013). It is worth mentioning that, 
work outcomes. The perception factors indicated are most of the reviews done in extant literature involve 
self-belief, anticipation of success and critical task performance as one of the measures of 
thinking. Experience of work factors included the performance. However, it can be said that job 
personal impact, work stress, feedback and discretion. description in various organizations differ in terms of 
In ternational Journal of Scientific Research in Science, Engineering and Technology (www.ijsrset.com) 43 
Elvis Adu et al Int J Sci Res Sci Eng Technol. November-December-2019; 6 (6) : 35-48 
 
what managers consider as task well performed. 2.3.2 Performance Sustenance 
Typically, managers should go beyond the measuring The concept of sustainability is documented to be one 
one’s performance based on the achievement of of the crucial aspects of the running of an 
objective set for the individual employee. Various organization that serves as a panacea to both cost 
organizations see task well performed differently. savings and value creation in the organization. Whilst 
Performance that merit mentioning in one many organizations already have a strategy in place, 
organization could be overlooked in other there is a growing need to make this more business 
organization.  In-role performance measurement focused, in terms of operational excellence, risk 
tends to limit the capability of employee because management, product innovation, growth and 
there could be more to the employee’s talent than just governance and employee wellbeing. Consequently, 
achieving the outcome of task set.   Pojasek (2012) proposed an operationalized 
 definition, which considers sustainability as “the 
(2) Extra-role performance is seen as activities capability of an organization to transparently manage 
employees engage in to help achieve the its responsibilities for environmental stewardship, 
organizational goals which is not part of the defined social wellbeing, and economic prosperity over the 
work composition of the employee (Organ & long term while being held accountable to its 
Podsakoff). According to Griffin, Neal, and Parker stakeholders” Sustainable Performance is seen as the 
(2007), there is more to the amount of work done by harmonization of financial, environmental and social 
employees than just meeting and achieving goals set objectives in the delivery of core business activities in 
for him. Employees engage in activities like helping order to maximize value. In literature, however, it is 
new recruits when they face challenge in their task widely accepted to present sustainability as the 
operation, in the health facility, nurses for instance balance between the dimensions of environment, 
tend to lend a helping hand to patients who have society and economy, (Salvadó, Lauras, & Comes, 
difficulty locating wards, extra role like training 2017). 
nursing students that come on rotation and respecting  
clients that visit the facility all help to enhance the (1) Economy or “Profit”: relates to cost and 
image of the hospital facility. Extra-roles performed productivity considerations. An organization has to 
by employees get noticed sometimes but are usually use its resources so that it can consistently produce an 
not rewarded though the organization benefits operational profit, and sustain its activities. In HSC 
indirectly. specifics, the operational profit corresponds to 
 alleviating suffering of affected populations by 
(3) Counterproductive work behaviour: This is responding to their humanitarian needs. 
explained as work behaviour that deviates from the (2) Social, or “People”: relates to proper and favorable 
norm, which hurts the development of the business impact for employees, population, and the 
organizational goals according to Koopmans et al. area in which the organization conducts its activities. 
(2011). It includes behaviors such as absenteeism, (3) Environment or “Planet”: relates to environmental 
being late for work, engaging in off-task behavior, impact. It attempts to benefit the natural setting as 
theft, and substance abuse. Counter-productive acts much as possible or at least do no damage and 
are mostly deliberate to derail organizational progress decrease the environmental effect. The macro-
which could be as a result of need frustration, economic definition of sustainability, and the three 
unfulfilled promise, job dissatisfaction or sabotage.   categorical dimensions can explain the sustainable 
development. In our study we consider performance 
sustenance as the consistency with which employees 
In ternational Journal of Scientific Research in Science, Engineering and Technology (www.ijsrset.com) 44 
Elvis Adu et al Int J Sci Res Sci Eng Technol. November-December-2019; 6 (6) : 35-48 
 
combine their social, economic and environmental [9]. Aguinis, H., & Glavas, A. (2019). On corporate 
gains to maintain performance social responsibility, sensemaking, and the 
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