Journal of Business and Management Studies ISSN: 2709-0876 DOI: 10.32996/jbms Journal Homepage: www.al-kindipublisher.com/index.php/jbms JBMS AL-KINDI CENTER FOR RESEARCH AND DEVELOPMENT Copyright: © 2022 the Author(s). This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC-BY) 4.0 license (https://creativecommons.org/licenses/by/4.0/). Published by Al-Kindi Centre for Research and Development, London, United Kingdom. Page | 139 | RESEARCH ARTICLE The Role of Job Dissatisfaction on Low Productivity in Ghanaian Sectors: Finding the Way Forward. Saima Jahan 1 ✉ Gideon Appiah Kusi 2 , Tanzin Akter Zisa 3 and Fiona Hammond Quarcoo 4 123 School of Economics and Management, Nanjing Tech University, Nanjing Jiangsu 211816, China. 4 College of Chemical Engineering, Nanjing Tech University, Nanjing Jiangsu 211816, China Corresponding Author: Saima Jahan, E-mail: saimajahan.njtech@gmail.com | ABSTRACT The rate of employee turnover in Ghanaian sectors poses a threat to employers and, to some extent, the Ghanaian economy as a whole. Most Organizations in Ghana still face the challenge of satisfying their employees to enhance productivity or maximize profit. This has resulted in several organizations experiencing low productivity and minimized profit. This study sought to investigate the role of job dissatisfaction on low productivity in Ghana and the ways to curb this problem. The study employed a questionnaire and semi-structured interview questions to gather data from 150 respondents based on relevant theories and literature reviews. The study’s findings revealed that dissatisfied employees could negatively affect an organization’s productivity owing to the fact that they will possess negative attitudes and perform poorly. This was supported by the study’s hypothesis of having a positive relationship between job dissatisfaction and low productivity. The empirical findings from the study indicated that several factors account for job dissatisfaction among employees, with such issues being insufficient salary, poor working conditions, lack of motivation, and fewer opportunities for career development. It was suggested that fulfillment elements (productive work conditions, chances to advance, high salary, and motivation) should be proactive measures to boost productivity in Ghana. | KEYWORDS Job dissatisfaction, stress, negative attitude, high turnover, low productivity | ARTICLE INFORMATION ACCEPTECD: 27 January 2023 PUBLISHED: 04 February 2023 DOI: 10.32996/jbms.2023.5.1.13 1. Introduction Job satisfaction has turned out to be one of the most crucial aspects of organizational performance since it helps in generating motivation while increasing productivity. Job dissatisfaction appears to be a global issue in many workplaces. The factors underlying job dissatisfaction appear to be more consistent across various sectors (both private and public) around the world. While it’s easy to measure job satisfaction at a workplace without employing dissatisfaction factors, it’s almost impossible to explain or measure job dissatisfaction without referring to satisfaction measures such as income, job stability, nature of work, work hours, distance, and commuting as well as the working conditions and environment. As a result, dissatisfaction will be explained concerning satisfaction in this study. Judge and Locke (1993) define job dissatisfaction as a negative state of emotion caused by not appreciating one's job or experience. It refers to how unhappy people are with their jobs (Spector, 1997). Every business (organization) has expectations for both employers and employees, and thus a conflict may arise when the expectations are not met. Job dissatisfaction as a relative concept emerges when a person’s desire for work does not match what he/she actually has (Eroğlu, Çoban, & İrmiş, 2014). Employers usually complain about the low performance of their workers, while employees grumble about the selfishness of their bosses. This may be ascribed to job satisfaction/dissatisfaction factors. A job that meets just the individual needs is not sufficient in the sense of employees as they do not work only to make earns meet but to advance in their careers and feel appreciated (Eroğlu et al., 2014). As a result, employees become bored and uninspired when they do not experience any kind of progress. They rebel against this by giving less than their best, quarreling, or quitting the job, which results in poor