EXAMING THE EFFECT OF OCCUPATIONAL SELF-EFFICACY AND PERCIEVED ORGANIZATIONAL SUPPORT ON JOB SATISFACTION AMONG UNIVERSITY ACADEMICS
ABSTRACT
Job satisfaction has become an area of interest in organizational research. This has led to examining various antecedents of the behaviour in various work environment. Consequent to the aforementioned, this study examined the influence of occupational self-efficacy and perceived organizational support on job satisfaction. The participants comprised 81 males and 73 females with a mean age of 45.05 years and a standard deviation of 11.93. The participants were selected from full time academic staff of the Delta State University, Abraka through the use of purposive sampling method while Pearson Correlation Coefficient and multiple regression analysis were used to test the research hypotheses via the IBM-SPSS Statistic v.25. The results indicated that occupational self-efficacy and perceived organizational support had a significant relationship with job satisfaction while the combined effect of occupational self-efficacy and perceived organizational support significantly predicted job satisfaction. These findings provided valuable contributions to the antecedents of job satisfaction. The results were discussed, the study limitations recognized, and suggestions for future studies were offered.
TABLE OF CONTENTS
TITLE PAGE - - - - - - - ii
DECLARATION - - - - - - - - iii
CERTIFICATION - - - - - - - - iv
DEDICATION - - - - - - - - v
ACKNOWLEDGEMENTS - - - - - - vi
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study - - - - - 1
1.2 Statement of Problem - - - - - - 8
1.3 Objective of the Study - - - - - - 10
1.4 Research Questions- - - - - - - 11
1.5 Statement of the Hypothesis - - - - - 12
1.6 Significance of Study - - - - - - 13
1.7 Scope of the Study - - - - - - 14
1.8 Definition of Key Terms - - - - - 15
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction - - - - - - - - 18
2.2 Conceptual Framework - - - - - - 33
2.3 Theoretical Framework - - - - - - 45
2.4 Empirical Review - - - - - - - 50
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design - - - - - - 56
3.2 Population of the Study - - - - - - 57
3.3 Sample Size - - - - - - - - 57
3.4Sampling Technique - - - - - - 58
3.5 Method of Data Collection - - - - - 58
3.6 Technique for Data Analysis - - - - - 59
3.7 Model Specification and Variable Definition - - 59
3.8 Measurement of Variables - - - - - 59
CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Presentation of Data - - - - - - 60
4.2 Discussion of Findings - - - - - - 79
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary - - - - - - - - 80
5.2 Conclusion - - - - - - - 80
5.3 Recommendations - - - - - - - 93
References - - - - - - - - 95
Appendix - - - - - - - - 98
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Modern organizations typically exist within complex and dynamic environments (Wheatly, 1992). To be successful, organization must monitor their environments and adapt their strategies and tactics to meet new challenges. An organization, by its most basic definition, is an assembly of people working together to achieve common objectives through a division of labour (Jeffrey, 1997). An organization provides a means of using individual strengths within a group to achieve more than can be accomplished by the aggregate efforts of group members working individually. According to Stojkovic, Kalinich and Klofas (1998), organization means the coordination of groups or entities consisting of two or more persons (a collectivity), which has an identifiable boundary, and internal structure (offices), and engages in activities related to some complex set of goals.
Employees are the most important asset of any organization; they are the engine through which the organization runs her day-to-day activities and as a result organization should focus on those factors that can directly and indirectly affect their employee’s performance at work. Human resource is one of the most important factors in an organization because it increases the efficiency and the effectiveness of the organization i.e., organizations are social systems where human resources are the most important factors for effectiveness and efficiency. Every Organization needs effective managers and employees to achieve their goals and objectives. Organizations cannot succeed without the personnel efforts and commitment of workers which makes the study of individual and organizational variables highly necessary. The individual variables to be adopted in this study is occupational self-efficacy while the organizational variable is perceived organizational support. These are adopted as predictors of job satisfaction.
Job satisfaction is an emotional state resulting from employees’ experiences in the workplace has gained a lot of attention in organizational research (Bhatti et al., 2019). The construct has been explored in different working settings, including university administrative staff (e.g., Inuwa & Muhammad, 2016). The overall functioning of a university largely depends on the job carried out by the administrative staff. The university administrative employees are responsible for carrying out administrative and supportive services that help in the daily functioning of the university. According to reports by the National University Commission (NUC), they constitute a large proportion of the total workforce in most public universities in Nigeria. Hence, an important task for public universities in Nigeria is to stimulate the motivation and job satisfaction levels of their administrative staff.
Satisfying the higher-order needs of employees remains a priority and it is achieved by creating a conducive working environment where employees feel like they are part of the organization (Adekanmbi et al., 2020; Stefanovska-petkovska et al., 2014). With regards to productivity in the university system, administrative staff are assessed by their operational efficiency rather than the accumulation of revenue or profits (Adekanmbi et al., 2020). The success of academicians and students in the university largely depends on the support provided by administrative staff in the university. There have been reports of inefficiency and reduced productivity among university administrative staff in Nigeria (Adejare et al., 2020). Administrative inefficiency is a menace to the growth and success of a university. Inefficiency and unproductivity have been attributed to reduced job satisfaction (Inuwa& Muhammad, 2016). Therefore, in order to achieve timely organizational results, it is imperative to explore factors that are likely to promote job satisfaction
A variable of interest in this study that has the potential of influencing the work satisfaction of employees in an organization is occupational self-efficacy. According to bandura (1977), self-efficacy refers to the individual’s belief that he or she is capable of performing a task effectively and efficiently. Therefore, the higher an individual’s level of self-efficacy, the higher the confidence in his or her ability to perform a given task effectively. Self-efficacy is broadly defined an individual belief in their capability to organize and carry out the required action to achieve a given task (Bandura, 1977). The notion of self-efficacy has been applied to various areas of life including the work setting. Self-efficacy is an individual disposition that is usually developed within specific environmental context. According to Bandura (2000), it is more appropriate to conduct research on self-efficacy as a context-specific construct than in general terms. Self-efficacy has been applied to a vast area of human life, one of which is occupational self-efficacy related to the work environment. Occupational self-efficacy refers to the individual's perception about their abilities to effectively carry out their work task (Rigotti et al., 2008).
In line with this, an employee with high occupational self-efficacy has the belief that he or she can perform task effectively and efficiently irrespective of the challenges at work. Self-efficacy is considered as a predictor of positive and negative outcomes in the organization (e.g., Prahara & Idriani, 2019; kappagoda, 2018). Higher levels of occupational self-efficacy is positively associated with Job satisfaction (Banergee, 2016), work performance (Cetin &Askun, 2018), quality of work life (Mensah & Lebbaeus, 2013), and work health behaviour (Utami & Sandra, 2020). Lower levels of occupational self-efficacy have been linked with negative workplace outcomes such as burnout (Guglielmi et al., 2012), and job-related negative affect (Kafetsios & Zampetakis, 2008). Occupational self-efficacy as a personal factor may be implicated in the extent to which workers carry out the assigned task, they are given in the organization both as individual and within teams. Occupational self-efficacy could influence the amount of effort and persistence put into the job, and the fun they get from participating. Occupational self-efficacy may play a significant role in job performance and satisfaction. This motion is built on the idea that occupational self-efficacy is a personal resource which enhances an individual's capacity to react more positively to workplace events (Bandura, 1977). Academic staff with higher levels of occupational self-efficacy have the beliefs that they can effectively carry out their job irrespective of the challenges that comes with it and more likely to constructively and effectively do their job. Hence, promoting their satisfaction on the job.
The other variable adopted as a possible prediction if job satisfaction is perceived organizational support. The benefits of providing support are most often considered in relation to preventing or alleviating stress and burnout. The sources of these social supports may be friends, agencies, families, co-workers and supervisors. Social support refers to the effort and endeavours that provide emotional and psychological ability and help for another. The support may be emotional or instrumental depending on whether it can satisfy employees needs or not (Carson, Tesluk & Marrone, 2007). According to organizational support theorists, organizational support results from employee’s tendency to assign humanlike characteristics to an organization, so the organization becomes personified (Eisenberger, Huntington, Hutchison & Sowa, 1986). Organizational support theory states that the development of Perceived organizational support stems from the human characteristics assigned to the organization. Actions taken by organizational agents are viewed as being the will of the organization and not a personal intention of the agent (Rhoades & Eisenberger, 2002). This support is more favorably received if it is viewed to come willingly instead of being forced by circumstances beyond the donors’ control.
According to Chen (2008), a large body of evidence indicates that employees with high levels of perceived organizational support judge their jobs more favorably (e.g. increased job satisfaction, more positive moodand reduced stress) and are more invested in their organization (e.g. increased affective organizational performance commitment, and reduced increased turnover). Organizational support guarantees employees that the organization is behind them as they handle stressful situations and execute their jobs (David, Martha & Neil, 2007). The organizational support can be from either the supervisor or the organization. Rhoades et al. (2006) hold that agents of the organization are usually viewed as indicators of the organization’s intent.
Employees receiving favourable treatment from a supervisor will most likely perceive their organization as supportive. Moreover, employees perceive organizational support when they feel that their organization provides enough training and resources for their well-being. Thus, perceived organizational support can be viewed as a positive attribute that gives employees assurance that help will be available from the organization when such is necessary to complete one’s job thereby increasing productivity, employee performance and job satisfaction. In view of the foregoing, the study is set to find out the relationship that exists among occupational self-efficacy, perceived organizational support, and job satisfaction.
1.2 Statement of the Problem
Every organization, either large or small, struggles to acquire productivity so as to achieve success and maintain a valuable image in this present world of organizational competitions and it is the wish of organizations to see the input they use (resources) and the output (goods and services produced) they have at the end. A negative perception of organizational support by employees and a lack in positive occupational self-efficacy will largely influence job satisfaction which in turn will affect organizational productivity. Employees have, consequently, developed behavioral and attitudinal dispositions against the employer which has led to low team spirit, dissatisfaction and even mistrust in some cases, hence low output at the work place. Productivity is about how well people combine resources such as raw materials, labour, skills, capital, equipment, land, intellectual property, managerial capability and financial capital to produce goods and services (Agarwal and Adjirackor, 2016). This study was therefore designed to appraise the influence of occupational self-efficacy and perceived organizational support on the job satisfaction of employees
According to Eisenberger, Hunton, Hutchison and Sowa (1986) employers develop global beliefs about the extent to which their employing organization both value their contribution and their well-being catered for. It is also acknowledged that there is a direct relationship between how organization values the contribution its employees, cares about their well-being and the organizational outcome. However, this will be effectively achieved when the needed support, care and recognition are available and a put into judicious use. The support can either be in the form of either cash or kind but to motivate employees intrinsically it should base on salary.
Furthermore, research has shown that employees are more satisfied in their jobs when they believe they have what it takes to carry out assigned task and when they have opportunity to work on intrinsically satisfying tasks and when they feel that the organization values their inputs. However, occupational self-efficacy levels are likely to be markedly lower when employees are given repetitive, highly routinized tasks to complete. In addition, bureaucratic rules and procedures that overly constrain workers may serve to inhibit acts of certain work behaviours.
1.3 Research Questions
In view of the above stated problem of the study, it becomes fundamental to raise the following pertinent research questions:
1. Is there a significant relationship between occupational self-efficacy and job satisfaction among academic staff?
2. Is there a significant relationship between perceived organizational support and job satisfaction among academic staff?
3. To what extent will occupational self-efficacy and perceived organizational support influence job satisfaction among academic staff?
1.4 Objectives of the Study
The broad objective of this study is to investigate occupational self-efficacy and perceived organizational support and its influence on job satisfaction. Specifically, the research seeks to:
1. To determine the relationship between occupational self-efficacy and job satisfaction.
2. To ascertain the relationship between perceived organizational support and job satisfaction.
3. To determine if the combine effect of occupational self-efficacy and perceived organizational support will predict job satisfaction.
1.5 Scope and Delimitation of the Study
This study will examine the relationship among occupational self-efficacy, perceived organizational support and job satisfaction. The study population is limited to the academic staff in Delta State University, Abraka, Nigeria. Participants for this study will be the academic staff from the various faculties in the school. The study encompasses both male and female in each faculty at the time of the study.
1.6 Significance of the Study
Basically, the significance of this study is to adequately enlighten organizations and higher-level academic institutions especially the ones that will be used for this study on the likely impact occupational self-efficacy and perceived organizational support has on job satisfaction. The research work will help to contribute theoretically and practically to the knowledge in the study area.
Furthermore, the study will show in details the meanings of occupational self-efficacy and its benefits to the employee and the organization in general. The concept, occupational self-efficacy has been variously researched and large topics about it cause some conceptual confusion about the nature of the construct. The study will clear this doubt the study by showing in simple terms the core meaning of the construct.
Also, the study will help employers of labour to take adequate organizational decisions as to organizational support and to know the capabilities of their individual workers and workforce. This in essence will give the organization a clearer roadmap to follow and to arrive at best decisions as regard workers welfare and organizational success. Finally, it will serve as a guide to readers and researchers of interest to come to term with those organizational bottlenecks and the best possible ways to overcome them.
1.7 Operational Definition of Terms
· Occupational self-efficacy: This refers to an individual's perception about their abilities to effectively perform their work task in the organization as measured with the occupational self-efficacy scale developed by Rigotti et al. (2008).
· Perceived Organizational Support: Perceived Organizational Support (POS) is the perception of employees about the support they receive from the organization. Organizational support stands for the employees’ belief about the availability of help from the organization when it is needed to perform the job effectively and overcome difficult conditions (Rhoades and Eisenberger, 2002).
· Job Satisfaction: According to Bhatti et al. (2019) job satisfaction is the positive emotional state of employees ranging from the feeling of happiness, optimism, enthusiasm, love, and passion about their job.
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