TABLE OF CONTENTS
CHAPTER ONE
INTRODUCTION
1.1 Background
to the Study
1.2 Statement of the Problems
1.3 Purpose of the Study
1.4 Significance
of the Study
1.5 Scope of the study
1.6 Operational definition of terms
CHAPTER
TWO
LITERATURE REVIEW
2.0 Introduction
2.1 Organizational
commitment
2.2 Emotional intelligence
2.2.1 Emotional
Intelligence in the Workplace
2.2.2 Appraising
and Expressing Emotions in the Self and others
2.3 Work
motivation
2.3.1 Sources of
motivation
2.3.2 Reasons for
Employees’ Lack of Motivation
2.3.3 Strategies
of Motivating Workers
2.3.4 The
importance of employee motivation
2.3.5 Motivational
Differences between Genders
2.3.6 Motivational
Factors to Employees (The Basics)
2.3.7 Environmental
Motivation
2.3.8 Theory
of motivation
2.3.9 Integrated Model of
Work Motivation
2.3.10 Needs: Maslow’s needs
hierarchy
2.4 Job Satisfaction
2.4.1 Historical Perspective of Job Satisfaction
2.4.2 Factors
Affecting Job Satisfaction
2.4.3 Extrinsic
sources of job satisfaction
2.4.4 Intrinsic
Factors of Job Satisfaction
2.4.5 Theories
of Job Satisfaction
2.5 Self-Efficacy
2.5.1 Sources
of Self-Efficacy
2.5.2 Effect
of Self-Efficacy
2.5.3 Theory of Self-efficacy
2.6 Empirical
perspectives
2.7 Research questions
CHAPTER THREE
METHODOLOGY
3.1 Research
Design
3.2 Population
3.3 Sample
and Sampling Techniques
3.4 Research
Instrument
3.5
Administration of the Instruments
3.6 Method
of Data Analysis
CHAPTER
FOUR
RESULT
AND SUMMARY OF FINDINGS
4.1 Research Question 1:
4.2 Research Question 2:
4.3
Research Question 3:
4.4
Summary of
Findings
CHAPTER FIVE
DISCUSSION, CONCLUSION AND
RECOMMENDATION
5.0 Introduction
5.1
Discussion of the findings
5.2 Recommendations
5.3 Conclusion
5.4 Limitations
of the study
5.5
Suggestion for Further Studies
REFERENCES
APPENDIX
QUESTIONNAIRE
CHAPTER
ONE
INTRODUCTION
1.1
Background to the Study
Organizational commitment (OC) has been
in existence for many years and had been identified as a central construct in
understanding the relationship between the employee and the employer (Allen
& Meyer 1996). Definitions of the construct indicate its significance in
binding the individual both to the organization and to courses of action which
are relevant to the target of the commitment (Meyer & Herscovitch, 2001).
With regard to the former, analyses consistently indicate significant
correlations between OC and job satisfaction as well as emotional intelligent,
motivation coupled with highly esteemed personnel that will reflect the banner
of the organisation (Randall 1990). With regard to the latter, further
relationships have been identified between components of OC and a range of
discretionary and extra-role positive behaviours of employees (Meyer &
Herscovitch, 2001). As used here,
organizational commitment is a psychological state that categorizes the
employees’ relationship with the organization or as viewed to be the aggregate
internalized normative demands to perform in a manner which meets
organizational objectives and interests, it is understood as a commitment to
the entire organization.
However, three components of commitment
have been identified, each of which ties the employee to their organization but
the nature of the "psychological-bonding" is different. Affective
commitment (AC) ties people through their emotional attachment, involvement,
and identification with the organization. Continuance commitment (CC) depends
on employees' awareness of the costs of leaving the organization. Normative
commitment (NC) rests on employees' obligatory feelings towards co-workers or
management. Each component might have different antecedents and, while all lead
to a reduced intention to leave the organization, result in different outcomes
for employees' discretionary extra-role behaviour (Gautam, van Dick &
Wagner, 2001).
Researchers
believed that Nigerian workers are not committed to their organizations
(Olugbile, 1996). Others believed that they are committed to organizational
goals but it is the organizations that do not show commitment to the plight of
the workers (Alarape & Akinlabi,2000). They believed that organizational
commitment reflects one side of the reciprocal relationship between the
employer and the employee and as such each party has to play its role.
Organizations need committed workers in order to face the world wide economic
competition. Indeed, some researchers found that organizational commitment is a
function of several variables such as job satisfaction, motivation,
participative decision making, organizational support, financial reward,
communication, promotion prospect and leadership style (Alarape & Akinlabi,
2000; Brown,2003; Salami & Omole, 2005).
The
management of people at work is an integral part of the management process. To
understand the critical importance of people in the organization is to
recognize that the human element and the organization are synonymous. The
thought of organizational commitment is an important point in management. The
thought is one of basic values on which organizing depend upon, and the staff
is evaluated regarding to commitment criteria (Angle, & Perry, 1983.)
Organizational
commitment is an attitude towards employee’s loyalty to organization and a
consistent process in which people’s cooperation with organizational decisions
depicts their attention to organization and its success. The concept of
organizational commitment has attracted considerable attention over recent
years and has become a central objective of human resource management.
Commitment can be described as attachment and loyalty which individual can
display at a variety of levels: their job, profession, department, boss or
organization. More specifically, organizational commitment has been defined by
Mowdray,(1992 as consisting of three components: an identification with the
goals and values of the organization, a desire to belong to the organization
and a willingness to display effort on behalf of the organization.
The
term commitment can be defined in various ways. For example, O’Reilly, (2006)
focus on the psychological bond that ties the employee to the organization.
Motivation is a basic psychological process. Managers and management
researchers have long believed that organizational goals are unattainable
without the enduring commitment of members of the organization. Motivation is a
human psychological characteristic that contributes to a person’s degree of
commitment. Stoke in Adeyemo,(1999) goes on to say that there are basic
assumptions of motivation practices by managers which must be understood.
First, motivation is commonly assumed to be a good thing but one cannot feel
very good about oneself if one is not motivated. Is one of the several factors
that stimulate effectiveness to be released by an employee such as human
ability, resources and conditions under which one performs are also important.
Furthermore, researchers alike assume that motivation is in short supply and in
need of periodic replenishment. Fourth, motivation is a tool which managers can
use in the organizations. If managers know what drives the people working for
them they can tailor job assignment and rewards to what makes these people
“tick”. Motivation can also be conceived of as whatever takes to encourage
workers to perform by fulfilling or appealing to their needs. According to
Olajide (2000), it is goal-directed and therefore cannot be outside the goals
of any organization whether public, private or non-profit. Luthans (1998)
asserts that motivation is the process that arouses, energizes, directs and
sustains behavior and performance. That is, it is the process of stimulating
people to action and to achieve a desired task. Motivation is a human
psychological characteristic that contributes to a person’s degree of
commitment (Stoke, 1999).
Work
motivation is a process used to encourage and inspire workers to perform their
jobs thoroughly and well. It is done by owners, managers and other employees of
a company, complimenting and encouraging employees. It is also accomplished
through employee reviews where strong points of employee’s performance and
personalities are pointed out. Job motivation begins with selecting the right
employees for the company and delegating the best duties suited for each
individual. The purpose of job motivation is to boost employee morale by
encouraging and influencing them in a positive way. When employees’ morale is
high, they perform their job duties more efficiently. Job motivation gives
employees initiative to want to perform well. It also keeps employees
interested in their job. Part of job motivation is making the employees feel
valuable to the company. When employees feel like they are an important
commodity to the company, productivity increases.
The
term emotional intelligence was not introduced as a research mainstream until
the 1990s. The concept of emotional intelligence has emerged as a growing
research topic among organizational and business research. In general,
emotional intelligence refers to the ability to recognize and regulate emotions
in ourselves and in others (Goleman, 1995).Emotional intelligence is claimed to
influence various work behaviors, such as teamwork, development of talent,
innovation, quality of service, customer loyalty and employee commitment
(Zeidner, Matthew, & Roberts, 2004). Emotionally competent staffs are an
important asset to the private industry, because they likely possess skills and
abilities to create rapport with private members and build relationships with
them and also their co-workers (Ashkanass & Daus, 2005; Goleman 1995).
Emotionally intelligent people may be more aware of their own feelings as well
as the feelings of others, including co-workers and may be able to identify and
manage them according to the theories of emotional intelligence. Understanding
and managing one’s own and others emotions are likely to influence job
attitudes and behavioral choices in the workplace (Rozell, Pettijoh, &
Parker 2004). In literature, emotional intelligence is considered very
important for success in the world of work (Bellamy & Bellamy,2003; Adeyemo
&Aremu, 2005,2007; Aremu &Lawal, 2009; Adeyemo (2009).
It has been discovered that all
categories of employee needs satisfaction which is now known to be the most
psychological factor that enhances organizational commitment. Satisfaction has
also been examined under various demographics of gender, age, race, education
and work experience. Most studies on job satisfaction have been designed
towards the person-environment fit prototype. Job satisfaction has been found
to be an important area of research because one of the top reasons individuals
gives for leaving a job is dissatisfaction. Locke and Lathan(1976) give a comprehensive
definition of job satisfaction as pleasurable or positive emotional state
resulting from the appraisal of one’s job or experience. Job satisfaction is a
result of employee’s perception of how well their job provides those things
that are viewed as important. According to Mitchell and Lasan, (1987), it is
generally recognized in the organizational behavior field that job satisfaction
is the most important and frequently studied attitude. It is so important that
its absence often leads to lethargy and reduced organizational commitment
(Levinson, 1997, Moser, 1997).
Self efficacy is an important
component of Bandura’s (1986). Social cognitive theory suggests that an
individual’s behavior, environment and cognitive factors (outcome expectations
and self efficacy) are all highly interrelated. Bandura (1978) defined
self-efficacy as a judgment of one’s ability to execute a particular behavior
pattern. Wood and Bandura (1989) expanded on this definition by suggesting that
self-efficacy beliefs form a central role in the regulatory process through
which an individual’s motivation and performance attainments are governed. Self
efficacy judgments also determine how much effort people will spend on a task
and how long they will persist with it. People with strong self efficacy
beliefs exert greater efforts or even quit (Bandura & Schunk 1981; Brown
& Inouyne, 1978; Schunk, 1981 and Weinberg 1979). However, organizational
commitment as believing and accepting to the goals and values of organization,
possessing and showing desire to be part of the organization by a committed
employee.
1.2
Statement of the Problem
An
adage once said that it is impossible to please man and in view of the above
statement, satisfaction to personnel in an organisation will be a less positive
reflection to the employees. This study intends to find ways to improve how
workers feel about their jobs so that these workers would become more committed
to their organization. Organizational commitment predicts work variables such
as turnover, organizational citizenship behavior and job performance. Some of
the factors such as role stress, empowerment, job insecurity and employability
and distribution of leadership have been shown to be connected to a worker’s
sense of organizational commitment.
In
one word, every lack in each of the variables hampered the effectiveness of the
organizational commitment, when the general roles to a successful
implementation to such needs, there is tends to be a pitfall to such events. It
has been observed that weak job motivation, low morale to intelligence and poor
satisfaction to organizational commitment will brings absolutely negative
effects to such organisation with a decreased turnover rate and turnover
intention which is affecting organizational efficiency and effectiveness
negatively. (Lum, 1998 & Becker, 1996; Cohen and Hudacek, 1998), jointly
suggested that employees who exhibit high organizational commitment are happier
at their work, spend less time away from their jobs and are less likely to
leave the organization. Organizational commitment can be contrasted with other
work related attitudes such as job satisfaction, job motivation, job efficacy
and emotional intelligence which serve as the only ingredient for maximal
performance in an organisation.
1.3
Purpose of the Study
The purpose
of this study was to determine the correlates of personal- psychological
factors on organizational commitment of workers in private sectors in Ibadan
North local
government area of Oyo state. This research work is being carried
out in order to accomplish the following specific objects. These include:
·
investigate the relationship that exists
among the independent variables (job
motivation, emotional intelligence, job satisfaction, job efficacy, gender,
marital status and job status) and the dependent variable
(organisational commitment) of workers in private sectors in Ibadan North local
government area, Oyo state.
·
determine the combined contributions of
the independent variables (job
motivation, emotional intelligence, job satisfaction, job efficacy, gender,
marital status and job status) and the dependent variable
(organisational commitment) of workers in private sectors in Ibadan North local
government area, Oyo state.
·
to investigate the relative
contributions (job motivation, emotional
intelligence, job satisfaction, job efficacy, gender, marital status and job
status) and the dependent variable (organisational commitment) of
workers in private sectors in Ibadan North local government area, Oyo state.
1.4
Significance of the Study
This study is significant in that
its findings will contribute to the existing body of literature and
organizational psychology, policy makers in the private industries, personnel
psychologists and counseling psychologists will find the findings of the study
very useful to their organization.
The founding of the study will serve
as a major catalyst in awakening the consciousness of the role of job
motivation, emotional intelligence, job satisfaction and efficacy as factors
that enhance the organizational commitment of workers in the organization and
in driving human behavior towards a productive behavior. The outcome of this
study will also enable workers to appraise their emotion and their efficacy in
order to discover their strengths and weaknesses vis-à-vis their job
performance.
It will not be fair on the part of
management of any company not to introduce motivational factors that will
enhance workers organizational commitment in order to achieve the goals of the
organization. This study is relevant to the management of private sectors in
Ibadan as well as other organizations which have as one of their organizational
goals increased organizational commitment. The
findings of this study will help the society to understand the place of each of
these personal psychological factors on organizational commitment and this
understanding will motivate them to contribute their own quota to workers in
private sectors. The study is unique due to the programmatic shift from the
status quo, no similar study have been reported among workers in organization.
1.5
Scope of the Study
This research work
covers the selected group of workers of private sectors in Ibadan. The study
broadly covered the personal psychological factors on organizational
commitment.
1.6 Operational Definition of Terms
The
following terms are defined operationally as used in this study.
Emotional intelligent (E.I): Emotional intelligence (E.I) is a set of
competencies which direct and control workers in private sectors feelings
towards work and significant people at work place.
Work
Motivation: This is defined as the
desires of private workers to excel in their work or Motivation is the state of
being encouraged to action through an internal willing act.
Organizational
Commitment: Organization commitment can be
defined as attachment of employees to the organization or is the aggregate
internalized normative demands to perform in a manner which meets
organizational objectives and interests.
Job satisfaction: Job satisfaction is a
broad awareness that focuses on the pleasurable and positive emotional state
resulting from the approval of
one’s job experience or the joy derived from carrying out an expected action.
Job Efficacy (work self-efficacy): Is
defined as an assessment of workers’ confidence in managing workplace
experiences while contributing to the productivity of the organisation.
Teachers in Private Sector: This are
sets of employees in an organisation whereby the staff is not in direct control
of the government agencies.
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