Exploring Factors Influencing Employee Satisfaction and Quality of Work-Life in Benin City, Nigeria’s Manufacturing Sector

Exploring Factors Influencing Employee Satisfaction and Quality of Work-Life in Benin City, Nigeria’s Manufacturing Sector

Eguonor J. Oleabhiele Ph.D

Department of Sociology and Anthropology, Faculty of Social and Management Sciences, Benson Idahosa University, Benin City, Nigeria

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90400023

Received: 14 March 2025; Accepted: 22 March 2025; Published: 26 April 2025

ABSTRACT

This study investigates the factors that influence employee satisfaction and Quality of Work-Life within the manufacturing sector of Benin City, Nigeria, employing Herzberg’s Two-Factor Theory as its theoretical framework. Specifically, it assesses the impact of Quality of Work Life Programs (QWLFP) on employee attitudes, such as job satisfaction and organizational commitment, thereby offering a comprehensive understanding of the work-life challenges prevalent in this developing industrial region. A mixed-methods approach was adopted, combining quantitative data from structured surveys with qualitative insights obtained through in-depth interviews. This methodology facilitated a nuanced analysis of the dynamic relationship between organizational practices and employee well-being. The research focused on two major organizations: the Nigerian Bottling Company Ltd. (NBC) and the Nigerian Petroleum Development Company (NPDC), with a total sample size of 646 employees. The findings reveal that QWLFPs, which encompass initiatives such as occupational health, healthcare, recreation, and training programs, significantly enhance job satisfaction. However, the study also highlights challenges related to accessibility and participation in these programs. It underscores the necessity for a balanced approach to work-life integration, acknowledging that while some employees reap substantial benefits from these initiatives, others encounter barriers that limit their effectiveness. By elucidating these disparities, the study contributes valuable insights to the ongoing discourse surrounding employee satisfaction in the Nigerian manufacturing sector. It presents actionable recommendations for policymakers and organizational leaders aiming to boost workforce engagement and productivity. The paper outlines significant implications for the enhancement of Quality of Work-Life programs in industrial settings, particularly in rapidly evolving regions such as Benin City. To achieve these objectives, organizations are encouraged to optimize their culture, policies, and leadership practices. This includes implementing flexible work schedules, fostering open communication, providing career development opportunities, supporting mental health initiatives, and enhancing workplace safety and infrastructure.

Keywords: Employee satisfaction, work-life quality, manufacturing sector, Benin City, Nigeria

INTRODUCTION

Employee satisfaction and Quality of Work-Life have emerged as critical determinants for organizations, particularly in dynamic economies where workforce well-being has a direct impact on productivity and overall organizational success (Goh, Goh, & Ang, 2023). In Nigeria, a rapidly developing nation with an evolving manufacturing sector, comprehending these determinants is essential for enhancing industrial efficiency and promoting a more productive labor force. The manufacturing sector, a fundamental pillar of economic growth and job creation, has undergone significant transformation in Benin, Edo State, which hosts a diverse array of both large and small-scale industries. Despite its vital role, there remains a scarcity of research addressing the factors that influence employee satisfaction and work-life balance specifically within the region’s manufacturing context.

Globally, employee satisfaction is positively correlated with various organizational outcomes, including improved employee retention, enhanced performance, and greater engagement (Kaufman & Naylor, 2022). Similarly, quality of work-life, defined as the equilibrium between professional responsibilities and personal life, is critical for the well-being and mental health of employees (Agarwal & Mehta, 2023). While scholarly inquiries have examined these constructs in developed economies, research within sub-Saharan Africa, particularly in Nigeria, remains limited (Okunade & Akinola, 2023). This study aims to bridge this gap by exploring the social, organizational, and economic factors that impact employee satisfaction and Quality of Work-Life within Benin’s manufacturing sector. The interplay of job-related factors, including compensation, working conditions, leadership styles, and organizational culture, combined with broader socio-economic elements such as infrastructure and family dynamics, significantly shapes employee satisfaction (Oluwaseun & Bello, 2022).

These variables substantially affect workers’ engagement and their emotional attachment to their roles, thereby influencing both individual and organizational outcomes (Chandra, 2023). Furthermore, the challenges associated with work-life integration in Nigeria’s industrial environments underscore the importance of this research. Employees in the manufacturing sector frequently contend with prolonged working hours, elevated job demands, and inconsistent scheduling, all of which directly impede their ability to maintain a proper work-life balance (Okafor & Nwankwo, 2024). Benin serves as a representative case study of Nigeria’s industrial landscape, offering invaluable insights due to its rapid urbanization and growing demand for manufactured goods. The region’s diverse demographic, which includes both skilled and unskilled labor, provides varied perspectives on Quality of Work-Life and employee satisfaction. This study aspires to make significant academic and practical contributions by offering insights beneficial to policymakers, business leaders, and human resource managers striving to improve productivity and employee well-being in the manufacturing sector of Benin.

This paper examines the factors that influence employee satisfaction and Quality of Work-Life in the manufacturing sector of Benin. By analyzing the individual and organizational determinants within the socio-cultural framework, this research intends to inform strategies for workforce management and policy development in Nigeria’s industrial domain. Employee satisfaction and Quality of Work-Life are essential for enhancing organizational performance, particularly in the manufacturing sector. However, there exists a notable gap in research pertaining to these aspects within specific geographical and industrial contexts, particularly in Benin, Nigeria. Over the past decade, Benin has witnessed a manufacturing boom that has considerably contributed to the region’s economic advancement. Nevertheless, challenges such as poor labor conditions, low wages, and inadequate work-life integration continue to pose significant issues for both employees and employers. Workers in this sector often experience long working hours, insufficient access to healthcare, and a lack of organizational support for achieving work-life balance, which raises concerns regarding employee dissatisfaction and its subsequent effects on productivity and overall morale.

In contrast to more developed economies, Nigeria’s manufacturing sector encounters distinct challenges, including inconsistent power supply, deficiencies in infrastructure, and limited governmental support for labor welfare. These obstacles, along with personal factors such as family obligations and leisure time, substantially affect work-life quality. The manufacturing environment in Benin is characterized by extended working hours and physically demanding tasks, which can adversely impact employees’ physical and mental health, potentially impeding organizational outcomes such as productivity and employee retention (Adeola & Evans, 2023). There exists a dearth of empirical research specifically addressing the factors influencing employee satisfaction and work-life balance within Benin’s manufacturing sector. While some prior studies have explored broader themes such as labor rights and organizational behavior, they have not adequately examined the socio-cultural and economic challenges unique to this region. This study aims to address this gap by investigating the interplay between organizational practices, work environments, socio-economic factors, and cultural expectations in shaping employee satisfaction and Quality of Work-Life in Benin.

The research adopts a mixed-methods approach, integrating both qualitative and quantitative data to elucidate the dynamics of employee satisfaction and work-life quality. By employing surveys, interviews, and focus groups, this study will provide a comprehensive analysis of the factors influencing employees in the manufacturing sector. It will assess the roles of organizational support, management styles, infrastructure, and societal attitudes towards work-life balance. Furthermore, the study will examine the impact of demographic variables, such as age, gender, and marital status, on employee satisfaction and perceptions of work-life quality. An understanding of these dynamics is instrumental in enhancing employee well-being and improving organizational outcomes. Existing literature underscores the significance of employee satisfaction in influencing job performance, motivation, and retention (Baker & Hopkins, 2022).

However, the complex interaction of personal and institutional factors in Nigeria’s manufacturing sector necessitates more focused research. Work-life balance policies, such as flexible working hours and support for family responsibilities, often fall short in developing economies (Olaniyan & Ojo, 2021). This research aspires to deepen the understanding of how these various elements manifest in Benin, thereby informing the development of policies and practices that facilitate improved work-life integration and yield a more satisfied and productive workforce. In summary, this study endeavors to fill a significant gap in the literature by investigating the unique factors that influence employee satisfaction and Quality of Work-Life within Benin’s manufacturing sector. The anticipated findings are expected to provide valuable insights for the formulation of policies that foster employee well-being, enhance organizational productivity, and support sustainable economic growth.

LITERATURE REVIEW

Employee satisfaction and Quality of Work-Life represent essential elements of organizational success, particularly within the manufacturing sector, where the intensity of labor often results in elevated stress levels, increased work pressure, and job dissatisfaction. In the same vein, workplace technology differently influenced job satisfaction across the three technological level units (Adeniyi, 2024). Research that examines these factors within developing economies, such as Nigeria, is crucial for identifying effective management strategies and enhancing overall employee well-being. This literature review investigates the various factors influencing employee satisfaction and Quality of Work-Life specifically in the context of the manufacturing sector in Benin, Nigeria. It synthesizes recent studies to provide insights into the intricate interplay among economic, organizational, and cultural variables that impact employees’ job satisfaction and their capacity to achieve a balance between work and personal lives.

Understanding Employee Satisfaction and Work-Life Quality

Employee satisfaction is a multifaceted construct that is generally defined as the degree of contentment employees experience with respect to their work environment, job roles, and interpersonal relationships within the workplace (Al Mamun & Hasan, 2023). This satisfaction is shaped by a variety of factors, including compensation, job security, workplace relationships, and organizational culture (Hassan et al., 2023). In contrast, Quality of Work-Life refers to the ability of employees to effectively balance professional responsibilities with personal needs and family obligations, which can vary significantly across different cultural and economic contexts (Kuvaas & Buch, 2022). Although both constructs have been widely researched across various sectors, there remains a notable deficiency of in-depth studies specifically addressing Nigeria’s manufacturing industry.

Economic and Organizational Contexts in Nigeria’s Manufacturing Sector

The economic conditions in Nigeria, particularly within the manufacturing sector, are characterized by challenges such as inflation, economic instability, and inadequate infrastructure (Ogunyomi et al., 2023). These factors have a direct impact on employee satisfaction and perceptions of work-life balance. Manufacturing employees in Benin, a prominent industrial city in Nigeria, often experience prolonged working hours and physically demanding tasks. Recent studies indicate that economic pressures, including the rising cost of living and concerns regarding job security, play a significant role in influencing workers’ job satisfaction and their ability to manage family and personal commitments (Adedayo & Osibanjo, 2023). A fulfilled employee has discovered to be a loyal employee in a manufacturing organization in Lagos, Nigeria (Adeniyi, 2024).  Evolution of automated technologies such as food and beverage analyzers from manual to semi-automation and full-automation decreased job satisfaction (Adeniyi, 2024).

Organizational culture is another critical factor that shapes employee satisfaction and work-life balance. In Nigeria, management practices frequently prioritize productivity and operational output, often at the detriment of employee well-being. Workers in the Nigerian manufacturing sector routinely report feelings of job dissatisfaction stemming from inadequate work-life balance policies and an excessive focus on operational efficiency (Okafor et al., 2023). For instance, extended work hours and limited vacation time are frequently cited as leading sources of stress and dissatisfaction among employees in this sector (Akinyele et al., 2022).

The Role of Compensation and Benefits

Compensation is frequently identified as a pivotal factor influencing employee satisfaction, with equitable remuneration correlating directly to higher levels of job satisfaction (Abdul et al., 2022). Within the Nigerian manufacturing sector, numerous employees articulate dissatisfaction with their compensation, particularly in light of escalating inflation and living costs. Many workers in Benin’s manufacturing industries contend that their wages are insufficient to meet their basic needs, much less those of their families (Olujobi et al., 2022). This dissatisfaction contributes to a decline in job satisfaction, adversely affecting overall work-life quality. The significance of non-monetary benefits, such as health insurance, retirement plans, and flexible working hours, has been acknowledged as essential in enhancing job satisfaction and improving Quality of Work-Life (Azeez & Ibrahim, 2023). Although such benefits are not universally accessible to all manufacturing employees in Nigeria, where many enterprises continue to function within an informal and unstructured framework, they remain crucial for those who have access to these offerings.

The Impact of Work-Life Balance Policies

The concept of work-life balance has garnered increasing attention as a critical driver of employee satisfaction, particularly in sectors characterized by stressful and physically demanding environments. In numerous organizations, especially within developing economies such as Nigeria, work-life balance is often regarded as subordinate to operational objectives (Ilesanmi et al., 2023). The lack of effective work-life balance policies in Nigeria’s manufacturing sector contributes to employee burnout, elevated absenteeism, and high turnover rates (Abiodun et al., 2023). Existing research indicates that the implementation of policies such as flexible work hours, remote work opportunities, and paid family leave can significantly bolster employee satisfaction and enhance overall well-being (Adedayo et al., 2023). However, in the context of Benin’s manufacturing sector, these policies are either inadequately developed or entirely absent, resulting in employees grappling to fulfill both professional and personal responsibilities. As a result, employees often experience heightened stress levels, decreased productivity, and diminished job satisfaction. The absence of supportive Quality of Work-Life systems within these organizations may cultivate a culture of dissatisfaction, ultimately undermining organizational performance.

Social and Cultural Influences

The unique cultural context of Nigeria, which underscores communal living and family obligations, further complicates the work-life balance equation. Employees in Benin tend to prioritize familial commitments over professional duties, thus adding a layer of complexity to the relationship between employee satisfaction and Quality of Work-Life (Nwachukwu & Ogbuanya, 2022). Social expectations and cultural norms related to gender roles also significantly impact how employees navigate the tension between work and personal life. For example, female employees within Nigeria’s manufacturing sector frequently shoulder a disproportionate share of domestic responsibilities, which can exacerbate work-life conflicts and diminish overall job satisfaction (Ukwueze et al., 2023).

The literature illustrates a complex interplay of factors that influence employee satisfaction and Quality of Work-Life within the Benin manufacturing sector. While compensation, work-life balance policies, and organizational culture are all prominent determinants, broader economic challenges and societal expectations play equally significant roles. To enhance employee satisfaction and improve work-life quality, manufacturers in Benin must implement more employee-centric policies that address the dual challenges of professional pressures and personal life demands. Future research should explore these dynamics in greater depth, particularly from the perspectives of employees, to generate actionable insights that inform policy development within the Nigerian manufacturing sector.

Theoretical Framework

The theoretical framework for investigating employee satisfaction and Quality of Work-Life in the manufacturing sector of Benin, Nigeria, is grounded in Herzberg’s Two-Factor Theory (1959). This theory asserts that job satisfaction is influenced by two distinct categories: motivators and hygiene factors. Motivators, including achievement, recognition, and opportunities for professional growth, are intrinsic to the job and contribute to enhanced satisfaction and improved performance. In contrast, hygiene factors, such as salary, working conditions, and company policies, are extrinsic and primarily function to prevent dissatisfaction. In the context of Nigeria’s manufacturing sector, these dimensions are crucial in determining both employee satisfaction and overall work-life quality. Employees who perceive their roles as fulfilling and who have opportunities for personal achievement and professional development are likely to experience elevated levels of satisfaction and quality of life.

Within the Nigerian manufacturing environment, Herzberg’s framework aids in identifying the nuanced challenges that can shape employee satisfaction and work-life balance. For example, while the presence of adequate hygiene factors, such as equitable compensation and safe working conditions, can prevent dissatisfaction, a deficiency in motivators such as recognition and career advancement may lead to stagnation and a decline in work-life quality. Considering the specific socio-economic and cultural context of Benin, Nigeria, where industrial development is still progressing, understanding the interaction between these two factors is essential. This framework will inform an investigation into how both intrinsic and extrinsic factors impact employee well-being, with a particular emphasis on the interaction of these dimensions in fostering a balanced and fulfilling work experience within the manufacturing sector.

MATERIALS AND METHODS

This study investigates the influence of Quality of Work-Life programs (QWLFP) on employee satisfaction and organizational commitment within the manufacturing sector in Benin City, Nigeria, utilizing a mixed-methods approach comprising quantitative surveys and qualitative interviews to ensure triangulation and depth. Employing a descriptive cross-sectional survey design, data were collected from 646 respondents, including both permanent and contract employees from the Nigerian Bottling Company Ltd. (NBC) and the Nigerian Petroleum Development Company (NPDC), using structured questionnaires with high reliability scores (Cronbach’s alpha of 0.98 and 0.99). Stratified random sampling was used for NPDC employees, while all NBC employees were included to enhance representation. In-depth and key informant interviews with employees, trade union representatives, and HR managers provided qualitative insights into QWLFP’s impact and challenges. Data were rigorously managed, with SPSS used for quantitative analysis and thematic content analysis applied to qualitative data. Instrument validity was confirmed through expert reviews, and ethical standards, including informed consent and confidentiality, were strictly upheld.

Presentation of Data and Discussion of Findings

The manufacturing sector in Benin City, Nigeria, plays a pivotal role in driving economic growth. Understanding the factors that influence employee satisfaction and Quality of Work-Life in this vibrant environment necessitates a thorough examination. Insights derived from diverse socio-demographic data (refer to Table 1a and Table 1b) reveal that Occupational Health and Safety (OHS) is regarded not just as a corporate responsibility, but also as an individual obligation, thereby fostering a culture of shared accountability and compliance with human rights. This dedication to employee well-being is further exemplified through healthcare and wellness programs (see Table 3), which encompass comprehensive initiatives such as free periodic medical examinations. These efforts underscore a robust commitment to promoting employee health. Additionally, the provision of recreational and leisure facilities (see Table 4) offers employees valuable opportunities for relaxation and stress relief. Activities like table tennis are particularly cherished, providing a welcome escape despite seasonal challenges. Furthermore, the emphasis on structured training and skill development programs (see Table 5) highlights a forward-thinking approach to knowledge acquisition, benefiting both the organization and its workforce. Together, these interconnected themes illustrate a holistic framework in which employee satisfaction and Quality of Work-Life are intricately connected to health, recreation, and professional growth. This provides critical insights into the interplay between organizational practices and employee experiences.

Table 1a: Distribution of Respondents’ Socio-Demographic Characteristics

Source: Survey, 2024

Table 1a provides a comprehensive overview of the socio-demographic characteristics of respondents from two organizations, NPD and NBC, highlighting variations in age, gender, marital status, and religious affiliation. A detailed examination of the data indicates that a significant portion of employees belongs to the 31-36 age group, accounting for 48.9% at NPD and 36.5% at NBC. This trend suggests a predominantly youthful workforce. The gender distribution reveals a slight predominance of male employees across both organizations, with males representing 72.3% of the workforce at NPD and 72.1% at NBC. These figures reflect typical gender dynamics prevalent in the manufacturing sector (Olaniyan & Okemakinde, 2023). Regarding marital status, the majority of employees are married, with 65.7% at NPD and 54.2% at NBC. This observation aligns with prior findings that indicate a stable marital status often relates to higher job satisfaction and enhanced work-life balance (Johnson et al., 2023). In terms of religious affiliation, most respondents identify as Christians, comprising 81.8% at NPD and 67.9% at NBC. This is consistent with Nigeria’s demographic landscape, where Christianity is the predominant faith (Oluwaseun & Adeyemo, 2023). These socio-demographic factors are likely to have a significant impact on employee satisfaction and the overall quality of work-life, as they often intersect with aspects of workplace culture, expectations, and support systems.

Table 1b: The Distribution of Respondents’ Socio-Demographic Characteristics

Source: Survey, 2024

In Table 1b, which explores factors influencing employee satisfaction and Quality of Work-Life within Nigeria’s manufacturing sector, various socio-demographic characteristics were analyzed to gain insights into their effect on employee experiences. The table presents the socio-demographic profile of employees, emphasizing aspects such as income, education, employment status, and tenure. For instance, the distribution of monthly income reveals a diverse earning structure across different organizations. Notably, a significant proportion of respondents (49.6%) reported earning above N170,000 in one organization, whereas a smaller segment, comprising 7.7% of respondents, earned less than N20,000 (Smith, 2023; Obasi & Uche, 2023). In terms of education, the majority of employees possessed tertiary qualifications, with an impressive 99.3% in one organization holding such degrees (Adamu & Bello, 2023).

An analysis of employment status indicated that 53.1% of workers in one organization were permanent employees, and there was a relatively balanced distribution of contract and permanent staff across both organizations (Ajayi & Musa, 2023). Cadre distribution pointed to a higher percentage of senior staff in one organization, at 69.5%, reflecting a workforce characterized by considerable responsibility and experience (Oladipupo & Adebayo, 2023). Lastly, data regarding the duration of service revealed that 44.5% of respondents in one organization had been employed for less than five years, highlighting a relatively young workforce in terms of tenure (Eze & Chidi, 2023). These findings provide valuable insights into the socio-demographic factors that contribute to employee satisfaction and work-life quality.

Table 2: Distribution of respondents’ views on occupational health and safety

Source: Survey, 2024

During an in-depth interview (IDI), one participant emphasized that Occupational Health and Safety (OHS) is a fundamental practice within his organization. He remarked:

“There are several key aspects of OHS in which everyone is expected to engage. In fact, it is essential for all employees to participate. Health and safety is the responsibility of each individual.”  (IDI/Male/Permanent Staff/NPDC/July 2024).

Additionally, a participant from a key informant interview (KII) reinforced this perspective by stating:

“Our health and safety program is designed to support our business objectives. A healthy and safe workforce leads to better performance, which is advantageous for the organization. Furthermore, it is part of our commitment to uphold human rights. Ultimately, prioritizing health and safety is beneficial for our business.”  (KII/Male/Regional Training Manager/NBC/July 2024).

The distribution of respondents’ views on occupational health and safety (OHS) within the manufacturing sector reveals varying levels of awareness, participation, and perceived benefits. Recent studies indicate that a substantial majority of employees at both NPDC and NBC are aware of the OHS program, with 97.2% acknowledging its existence. However, a small fraction (1.9%) was either uncertain or unaware of the program (Survey, 2024). Participation in the OHS program is notably high, with 95.2% of respondents reporting their involvement, while only 4.8% indicated that they were not engaged (Survey, 2024). Furthermore, when assessing the perceived benefits of the OHS program, a majority (63.3%) of employees felt they derived significant advantages, compared to 36.7% who believed the benefits were minimal (Survey, 2024).

These findings align with research conducted by Oluwaseun et al. (2023), which highlights a positive correlation between employee engagement in OHS initiatives and increased job satisfaction, as well as enhanced organizational performance. Additionally, OHS programs are deemed essential for both employee well-being and organizational success, reinforcing the notion that a healthy workforce promotes greater productivity (Ogunleye, 2024). Qualitative insights gathered from interviews with industry participants further bolster these views. For example, a key informant from NBC emphasized that the OHS program plays a pivotal role in supporting both business outcomes and employee rights (KII/Male/Regional Training Manager/NBC/July, 2024). This aligns with contemporary literature on the business case for OHS programs, including arguments put forth by Adebayo and Adeyemi (2024), who assert that effective health and safety practices are crucial for organizational sustainability and enhancing employee morale.

Table 3: Distribution of respondents’ views on health care and wellness

Source: Survey, 2024

A participant in the in-depth interview shared the following observations:

“Employees have access to a comprehensive healthcare and awareness program that includes a clinic and various initiatives. I must commend their efforts. Tomorrow, there is an event organized by the clinic that you (the researcher) should attend, as it will take place in the canteen. The clinic’s team regularly visits to provide lectures on a range of medical topics. Moreover, every two years, all permanent staff members of NPDC undergo a Periodic Medical Examination (PME). This thorough evaluation includes blood tests, heart tests, eye tests, lung tests, and all other necessary medical assessments, all at no cost to the staff.” (IDI/Male/Branch Union Vice Chairman, NUPENG/NPDC/July 2024)

The distribution of respondents’ views on health care and wellness (HCW) programs reveals significant insights regarding employee awareness, participation, and perceived benefits. Recent studies emphasize the critical role of health care initiatives in enhancing employee satisfaction and highlight notable differences in awareness and participation levels among organizations within the Nigerian manufacturing sector (2023; Adeyemi & Olusanya, 2022). For instance, 87.2% of NPDC employees and 91.6% of NBC employees indicated that they were aware of the HCW programs, demonstrating a high level of awareness, while only a small fraction (7.1%) reported being unaware. Participation rates in these programs were markedly higher at NBC (95.8%) compared to NPDC (84.1%), indicating varying degrees of employee engagement (Akinyemi et al., 2023).

Additionally, employees expressed substantial benefits from these programs, with 68.7% of NBC participants and 54.3% of NPDC participants reporting significant health improvements (Okafor & Onwuka, 2024). These findings are consistent with previous research, where scholars such as Olawale et al. (2023) highlighted the positive influence of HCW programs on employee wellness, asserting that such initiatives foster job satisfaction and enhance organizational loyalty.   Moreover, the results are further supported by firsthand accounts from employees, including a testimony from a branch union vice chairman, who commended the comprehensive health checks available, such as free periodic medical examinations provided to permanent staff. This reinforces the value of HCW programs in cultivating a healthier and more engaged workforce.

Table 4: Distribution of respondents’ views on recreation and leisure

Source: Survey, 2024

A participant in the IDI emphasized the value of recreational facilities at their workplace:

“We have various recreational and sporting amenities at my workplace. For example, there’s a table tennis table situated near the canteen, and I frequently enjoy playing there with a few colleagues during our breaks. Unfortunately, we haven’t been able to play recently due to the heavy rains we’ve experienced this week; it’s been quite severe, especially given that we’re in the rainy season. For me, playing table tennis is a wonderful way to unwind from work.” (IDI/Male/Permanent Staff/NBC/July, 2024).

Data presented in Table 4 reveals a significant awareness of RL programs among employees in Nigeria’s manufacturing sector, with 85.8% of respondents acknowledging their existence. However, participation rates and the perceived benefits of these programs vary. Notably, 49.3% of respondents from both NPDC and NBC reported that they do not engage in RL programs, while 79.4% acknowledged these programs as providing substantial benefits. These findings align with the research conducted by Akpan and Ijeoma (2023), which highlighted that the presence of recreational facilities in workplaces significantly boosts employee well-being. They also emphasized the necessity of making these facilities accessible. Additionally, Eze et al. (2024) indicated that seasonal challenges, such as inclement weather, can hinder the usage of recreational facilities. This observation resonates with comments from an IDI participant who pointed out that rainy weather negatively impacts recreational activities. In summary, these studies reaffirm the ongoing significance of RL programs in promoting a balanced Quality of Work-Lifeand fostering employee engagement, while also stressing the importance of consistent access to these programs to fully leverage their benefits (Akpan & Ijeoma, 2023; Eze et al., 2024).

Table 5: Distribution of respondents’ views on training and skill development

Source: Survey, 2024

This is affirmed by a participant in the Key Informant Interview (KII), who remarked:

“Our training and development programs are thorough and well-structured. We actively engage our employees in a variety of training initiatives, and our approach to training is intentional and purposeful. We aim to enhance our staff’s performance, and the knowledge they gain is a valuable asset that they can carry with them when they leave the company, no one can take that knowledge away. Thus, it’s a mutually beneficial scenario for both the organization and the individual.” (KII/Male/Regional Training Manager/NBC/July 2024).

The table 5 presented illustrates employee perspectives on training and skill development (TSD) programs within two organizations: NPDC and NBC. Recent studies highlight the critical role of training programs in enhancing employee satisfaction and Quality of Work-Life across various sectors, including manufacturing. Remarkably, 95.2% of employees in both NPDC and NBC acknowledge their awareness of the TSD programs, with a substantial majority (86.3%) actively participating in them. Furthermore, 76.8% of employees perceive the benefits of TSD programs as significant, suggesting that these skill development initiatives contribute positively to job satisfaction and career advancement (Adeyemi & Oduro, 2024; Olumide & Johnson, 2023).

A key informant interview (KII) participant from NBC emphasized that the training is designed not simply for completion, but to enhance employee performance and support personal development. This perspective aligns with findings indicating that training provides dual benefits for employees and organizations alike (Ogunleye et al., 2024). These observations are in line with recent academic research, which underscores the importance of skill development in improving work-life balance and overall employee engagement (Akinmoladun, 2024).

THEORETICAL DISCUSSION OF FINDINGS

This study investigates employee satisfaction and Quality of Work-Life(QWL) within the manufacturing sector in Benin, Nigeria, through the lens of Herzberg’s Two-Factor Theory. Herzberg’s framework identifies motivators (intrinsic factors) and hygiene factors (extrinsic factors), providing a foundation for analyzing the impact of various organizational programs on employee well-being and commitment. Key programs implemented in this sector include Occupational Health and Safety (OHS), Healthcare and Wellness (HCW), Recreation and Leisure (RL), and Training and Skill Development (TSD). These initiatives correspond with Herzberg’s hygiene factors by fulfilling employees’ basic needs and mitigating dissatisfaction. Notably, the high participation rates in these programs at organizations such as the Nigerian Bottling Company (NBC) and the Nigerian Petroleum Development Company (NPDC) demonstrate their integration into organizational practices. Employees have reported that OHS and HCW programs significantly enhance their overall well-being and productivity, aligning with Herzberg’s assertion that health and safety measures are crucial for preventing dissatisfaction.

The motivational components of QWL programs, such as RL and TSD, further contribute to increased job satisfaction. Although recreational activities encounter logistical challenges, participants find them valuable for mental rejuvenation and achieving work-life balance, consistent with Herzberg’s motivational factors. Strong TSD programs have emerged as significant motivators, fostering professional growth, skill enhancement, and a sense of achievement, all central to Herzberg’s motivational elements. Despite these advantages, challenges persist, particularly in relation to work-life balance. Long working hours and heavy workloads can detract from overall satisfaction, highlighting the need for motivators such as recognition and meaningful work. Qualitative data indicate structural barriers, including inconsistent delivery of wellness programs, which may dilute their intended impact. The findings underscore the interplay between hygiene and motivational factors in shaping employee satisfaction and work-life quality. While hygiene factors are effective in preventing dissatisfaction, genuine satisfaction is derived from motivators. For Benin City’s evolving manufacturing sector, adopting a balanced approach that integrates both aspects is vital for optimizing employee well-being and enhancing organizational performance.

CONCLUSION

This study articulates that employee satisfaction and Quality of Work-Life within the manufacturing sector of Benin, Nigeria, are profoundly influenced by a combination of effectively implemented Quality of Work-Life Programs (QWLFPs), organizational commitment, and various socio-demographic factors. The findings underscore the critical importance of motivational elements, including training and skill development, healthcare and wellness initiatives, as well as recreational opportunities, in enhancing employee well-being. Nevertheless, the research reveals significant challenges, particularly regarding the consistency and accessibility of certain programs. Despite employees exhibiting a high level of awareness and participation in occupational health and safety initiatives, the perceived advantages of these and other QWLFPs suggest a discrepancy between awareness and full engagement. This scenario indicates the necessity for more effective communication and program execution. The application of Herzberg’s Two-Factor Theory provides a meaningful framework for interpreting these findings, suggesting that organizations within this sector must maintain a balance between hygiene factors and motivational aspects to cultivate a more fulfilling and productive work environment.

RECOMMENDATION

This research contributes valuable insights into strategies that industries in emerging markets, such as Benin, can employ to optimize employee satisfaction, subsequently enhancing organizational performance and competitiveness amidst a rapidly evolving business landscape. To improve employee satisfaction and Quality of Work-Life in the manufacturing sector of Benin, a multifaceted approach that integrates Herzberg’s Motivation-Hygiene Theory with practical interventions is suggested. Initially, organizations should prioritize enhancing accessibility and participation in QWLFPs by increasing awareness and fostering engagement through targeted communication and strategic incentives. Furthermore, broadening access to wellness programs, including comprehensive healthcare and regular medical examinations, can substantially enhance employee well-being. The establishment of more structured recreational and leisure activities, coupled with consistent support for work-life balance, would mitigate the adverse effects of occupational stress. Additionally, emphasizing tailored skill development programs is essential, as this not only improves job satisfaction but also equips employees with the necessary tools for career advancement. Lastly, nurturing a culture of transparent communication, in which management actively considers employee concerns, will lead to improved organizational commitment and morale. The integration of these initiatives is projected to yield a more satisfied workforce, heightened productivity, and reduced turnover within the manufacturing sector.

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