TABLE OF CONTENTS
Title page
Approval
page
Declaration
Dedication
Acknowledgement
Abstract
Table of
Contents
CHAPTER ONE: INTRODUCTION
1.1
Background of the study
1.2
Statement of the problem
1.3
Objective of the study
1.4
Research Questions
1.5
Research Hypothesis
1.6
Significance of the study
1.7
Scope and Limitation of the study
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
2.2 Antecedents of commitment
2.2.2 Work related attitudes
2.2.3 Commitment as work – related attitude
2.2.4 Job satisfaction as a work – related
attitude
2.2.5 Job involvement as a work – related
attitude
2.2.6 Employee commitment
2.3 Effect of communication on employee
commitment
Communication defined
2.3.1 Perspectives on communication
2.4 Organizational performance
2.4.1 High performance work system (HPWS)
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
3.2 Population
3.3 Sample size and sampling procedure
3.4 Research Instrument
3.5 Data source
3.6 Method of Data analysis
3.7 Field Experience
CHAPTER FOUR: PRESENTATION OF DATA ANALYSIS
4.1 Introduction
4.2 Test of Hypothesis
4.3 Decision Rule
4.4 Summary of Findings
CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATION
5.1 Summary
5.2 Conclusion
5.3 Recommendation
References
CHAPTER ONE
1.0
INTRODUCTION
1.1 BACKGROUND OF THE
STUDY
Today it becomes necessary for
every organization to have full level of its employee commitment in order to
have outstanding performance on long term basis. Currently employees act like
entrepreneurs when they work in a team and every member of the team tries his
level best to prove himself the best amongst all others. Those things increase
their commitment level in the organization that ultimately increases the
performance of the organization.
In the past organizations provide
job security to its employees to improve their commitment level in the
organization and to improve their productivity. Higher level of employee
commitment in the organization for individual projects or to the business is
assumed as a major reason for better organizational performance that leads to
organizational success.
One aspect of employee organization
linkages that has received broad attention from both managers and behavioural
scientists is the concept of employee commitment. The concept’s popularity is increasing
due to the assumed impact organizational commitment has on employees and
organizational performance. Employees in modern organizations are increasingly
expected to show effort, motivation and initiative. The success of an
organization depends not only on how the organization makes the most human
competences, but also how it encourages commitment to an organization
Organizational commitment has an
important place in the study of organizational behavior. This is in part due to
the vast number of works that have found relationships between organizational
commitment and attitudes and behaviors in the workplace
Nowadays et al. (1994) define
commitment as “the relative strength of an individual’s identification with and
involvement in a particular organization”. They mention three characteristics
of commitment Bateman and Strasser state that organizational commitment has
been operationally defined as “multidimensional in nature, involving an
employee’s loyalty to the organization, willingness to exert effort on behalf
of the organization, degree of goal and value congruency with the organization,
and desire to maintain membership” (p.95). Nowday, Steers, and Porter (1979)
identified commitment-related attitudes and commitment-related behaviors.
Porter et al. (1974) Schultz, discuss three major components of organizational commitment as being “a strong
belief in and acceptance of the organization’s goals, a willingness to exert
considerable effort on behalf of the organization, and a definite desire to maintain
organizational membership Porter et al., 1974, 1976; Koch and Steers, 1978;
Angle and Perry, 1981). Furthermore, Batemen and Strasser (1984) state that the
reasons for studying organizational commitment are related to “(a) employee
behaviors and performance effectiveness, (b) attitudinal, affective, and
cognitive constructs such as job satisfaction, (c) characteristics of the
employee’s job and role, such as responsibility and (d) personal
characteristics of the employee such as age, job tenure” (p. 95-96).
1.2 STATEMENT OF THE PROBLEM
Employees with high levels of
commitment and job involvement go on work in time and are usually more
motivated to put extra efforts, on the other hand, employees having minor level
of commitment and job involvement are least motivated and have more excuses
such as illness or transportation problems etc. as compared to highly committed
employees (Blau, 1986; Blau, & Boal, 1987).employee commitment may be cost
saving since committed employees are highly motivated that mean that they don’t
need much financial rewards for their work, though it doesn’t necessarily means
that such top performing employees should not receive financial rewards and
recognitions at all, but the expenses of the organization may decrease at this
point (Mowday, Steers, & Porter, 1979; Zanini, 2007).
Organizational researchers from
all around the world consider the job involvement as an important factor which
influence both employees’ as well as organizational outcomes (Lawler, 1986).
Employees with high levels of job involvement make the job a central part of
their personal character and focus most of their attention on their jobs
(Hackett, Lapierre, & Hausdorf, 2001). They are likely to exhibit less
unexcused lateness and unexcused absences than employees with lower levels of
job involvement
1.3
OBJECTIVES OF THE STUDY
The
major objective of this study is to investigate the influence of employee
commitment on organizational performance; a case study of Nigeria bottling
company NBC
Other
objectives are written below:
I. To examine the relationship between employees
commitment and organisational performance
ii. To investigate the relationship between work motivation and
organizational performance
iii. To find out the relationship
between job satisfaction and organisational performance
iv. To examine the positive relationship between employees high
job Involvement and organisational performance
v. To examine the positive
relationship between leadership styles and organisational performance
1.4
RESEARCH QUESTIONS
From the
statement of the problem described above, the following questions are raised
for this research questions: -
I. What are the relationship
between employee’s commitment and organisational performance?
ii. Are there any relationship
between work motivation and organizational performance?
iii. Are there any relationship
between job satisfaction and organisational performance?
iv. What are the relationship
between positive job Involvement and organisational Performance?
v. Are there any relationship
between leadership styles and organisational performance?
1.5 RESEARCH HYPOTHESES
I. Hi: There is positive relationship between
employee’s commitment and organisational performance
Ho: There is no positive
relationship between employee’s commitment and organisational performance
ii. Hi: There is positive
relationship between employee’s motivation and organizational performance
Ho: There is no positive
relationship between employee’s motivation and organisational performance
iii. Hi: There is relationship
between job satisfaction and organisational performance
Ho: There is no relationship between job
satisfaction and organisational performance
iv. Hi: There is positive
relationship between high job Involvement and organizational Performance
Hi there
is no positive relationship between high job Involvement and organisational Performance
v. Hi: There is relationship between leadership
styles and organisational performance
Ho: There is no relationship
between leadership styles and organisational performance
1.6 SIGNIFICANCE OF THE STUDY
This research topic will be
beneficiary to Nigeria bottling company (NBC )., management and also corporate
organizations both in the private and public sector as well as potential
researchers who may want to make references from this research project,
especially, after the project has been completed. The result of this project analysis
will lead to a better understanding on factor that influence high level of employees commitment
on organisational performance, without
exhibiting excuse on lateness, dissatisfaction, non performance, absence from
work etc.
The results of this study will
not only contribute to the awareness of the relationship between the variables
but it will also direct managers as well as the management of the on factors
that influence employee’s commitment toward organisational performance. It will
also serves as the body of knowledge.
It will be useful for potential
researchers: be it undergraduate or post graduate students, who are writing
similar projects, references can be made to this project.
The recommendations can be used in helping
organizations not just in the Nigeria bottling company (NBC). But as well as
other sectors of the economy. By this study, different organizations can reduce
the rate of employee turnover and increase their productivity and
profitability.
1.7 SCOPE AND LIMITATION OF THE STUDY
The study will be limited to Nigeria
Bottling Company (NBC) plc and the usual problems associated with survey
research methodology, will constitute some of the limitations to the research.
1. Respondents’ apathy:
uncooperative attitude of respondents
2. Inability to reach busy
executives, i.e. not being able to reach the top executives of Nigeria bottling company (NBC)
because they were in one meeting or the other.
The scope of this work is limited
by time and geographical factors. Due to the very short nature of the time
assigned for the execution and submission of this work,
This research work is designed to
cover the following areas these include: theoretical framework of employee’s
commitment, approach and concept of motivation and satisfaction on employees
performance, employees job involvement, etc.
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