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
1.2 Statement
of the Problem
1.3 Research
Questions
1.4 Objectives
of the Study
1.5 Scope
and Delimitation of the Study
1.6 Significance
of the Study
1.7 Operational
Definition of Terms
CHAPTER
TWO
LITERATURE
REVIEW AND THEORETICAL FRAMEWORK
2.1 Overview
of Concepts
2.1.1 Conceptualization
of Occupational Self-efficacy
2.1.2 Conceptualizing
Perceived Organizational Support
2.1.3 Conceptualization
of Job Satisfaction
2.2 Theoretical
Review
2.2.1 Social
Exchange Theory
2.2.2 Organizational
Support Theory
2.2.3 Self-efficacy
Theory
2.3 Empirical
Review and Hypotheses Development
2.3.1 Occupational
Self-Efficacy and Job Satisfaction
2.3.2 Perceived Organizational Support and Job
Satisfaction
2.4 Conceptual
Framework
CHAPTER
THREE
METHOD
3.1 Research
Design
3.2 Population
of the Study
3.3 Sample
and Sampling Techniques
3.4 Data
Collection Instruments
3.4.1 Measure
of Occupational Self-Efficacy
3.4.2 Measure
of Perceived Organizational Support
3.4.3 Measure
of Job Satisfaction
3.5 Reliability
and Validity of the Instruments
3.5.1 Procedures
of Data Collection
3.6 Method
of Data Analyses
3.7 Ethical
Guidelines
CHAPTER
FOUR
RESULTS
4.1 Description of the Sample
4.2 Testing of Research Hypotheses
4.3 List
of Research Findings
CHAPTER
FIVE
DISCUSSION
AND CONCLUSION
5.1 Discussion
5.2 Conclusion
5.3 Limitation
and Suggestions for Further Studies
REFERENCES
APPENDIX I: QUESTIONNAIRE
APPENDIX I I: SPSS
OUTPUT
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 indicatorsof theorganization’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
perceivedorganizational 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
andhigher-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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