ABSTRACT
This is a research study on the relationship between
organizational commitment, job satisfaction and performance among officers of
Nigerian Police Forces. One hundred and sixteen officers of Nigerian Police
Force who were randomly selected from several police stations in Anambra State
of Nigeria participated in the study. They are made up of 68 males and 48
females. 41 of the males are junior officers below the rank of Assistant
superintended of Police (ASP) while 27 are also ASPs and above. Of the 48 females,
30 are junior below ASP while the remaining 18 are senior staff, ASP’s and
above. All of them serve in the state Headquarters. The results of the findings
supported the two hypothesis of the study. Thus, hypothesis one which states
that there will be significant relationship between organizational commitment
and job satisfaction was supported by the result which indicated that
organizational commitment is positively associated with job satisfaction
(r=.49,P<.0,0). Hypothesis two which
states that there will be significant relationship of organizational commitment
to job performance was also supported by the result which indicated that
organizational commitment is positively associated with job performance (r=44,
P.<.00). implications of the study
were discussed.
CHAPTER ONE
1.1
INTRODUCTION
Over the years, researchers have been interested on the
influence of organizational support on employee behavior in organizations.
There has been the notion that organizational support such as organizational
commitment could have a positive influence on workers behavior. Organizational
commitment is the employee’s psychological attachment to the organization.
Broadly construed, organizational commitment may be synonymous with
occupational involvement or the commitment to a particular set off task where
successful role performance is regarded as an end in itself and not as a means
to an end (Rabinwits & Hall 1997). In the context of organizations,
commitment is normally understood as different ways of which one is a member.
Accordingly, Bratton and Goild (1999) define organizational
commitment as a social-psychological state of deep identification with a work
organization and acceptance of its goals and values. Becker (1960) asserted
that the committed individual has acted in such a way as to involve other
interest of his, originally extraneous to the action he is engaged in, directly
in that action (this entails total commitment). Muchinby (2000) defined
organizational commitment as the extent to which an employee feels a sense of
allegiance to his or her employer. Wiener (1982) organizational commitment is
viewed as the totality of internalized normative pressures to ace in a way that
meets organizational goal and interest. Wiener (1982) opined that
organizational commitment is conceived of as the psychological attachment felt
by the person for organization; it will reflect the degree to which the
individual internalize or adopts characteristics or perspectives of the
organization. Meyer and Allen (1997) stated that commitment reflects the employee’s. Relationship with the organization and that it
has implications for his or her decision to continue membership in the
organization. Hence, committed employees are more likely to remain in an
organization than un-committed employees. Porter et al, (1974): organizational
commitment is defined “in terms of the strength of an individual’s
identification with and involvement in a organization. Such commitment can be
characterized by at least three (3) factors.
(a)
Strong belief in and acceptance of
the organization’s goals and value
(b)
A willingness to exert considerable
effort on behalf of the organization
(c)
A definitive desire to maintain
organizational membership
Salancik, (1997) asserted that in general, organizational
commitment is a state of being in which an individual becomes bound by his own
action to beliefs that sustains his activities and his own involvement. In
essence, three features of behaviour are important in bringing individual acts
together. These are: the visibility to act, the extent to which the outcome are
irrevocable and the degree to which the person undertake the action
voluntarily. Meyer and Allen (1991) proposed three components of organizational
commitment. They are: the continuance component which refers to commitment
based on the costs those employees’ associates with leaving the organization.
The employee here is committed because he “has to “remain part of the
organization. The normative component refers to employee’s feelings of
obligation to remain with the organization. Here, the employee is committed
because he “ought to”. In employee commits because he or she “wants to”. Based
on these current issues, Guest (1992) points out that workers can have multiple
and perhaps competing commitment to a particular set of skill, the greater the
likelihood of resistance to multi-skilling and flexible job design. Thus, the goal of commitment might contradict the goal of flexibility.
As key scholars in the areas of commitment. Meyer and Allen (1997), Marrow
(1983), porter et al, (1974) have given definitions of organizational
commitment, it can be said that organizational commitment; it can be said that
organizational commitment is a part of larger cluster of constructs describing
the individuals or employees-organizational relationship, job loyalty, job
performance and employee’s job satisfaction as put forward by Scort, Corman and
Meyer (1998). Therefore, the need to build and maintain organizational
commitment is recognized as being crucial to the effective performance of
business today. This study focuses on the effect of organizational support
(commitment) on job performance and job satisfaction of officers of the
Nigerian Police Force (NPF). According to Meyer (1997), organizational support
(commitment) reflects the employee’s relationship with the organization and
this has implication for his or her decision to continue membership in the
organization. With the establishment of good organizational relation, employers
were in a better position to iron out their differences and agree on certain
condition of services based on collective bargaining. According to Mowday
Stress and Porter (1979), organizational commitment is concerned with how a worker
is willing to put a great deal of effort beyond the normal expectation in order
to help the organization to be successful. Therefore, in any organization,
whether public or private, a worker’s commitment to his or her job may depend
on how satisfied and motivation he or she is with his or her job. The
motivation or satisfaction may come inform of good salary, leave grant like
maternity and sick leave, hospital allowance, promotion and other entails that
any employee who is effectively committed with his or her job strongly
identifies with the goals of the organization.
The rising research and academic interest on the commitment
of workers (employees) could extensively be attributed to the importance of
this concept to operational effectiveness and satisfaction of objectives of
organization. Literatures abound which has associated organizational commitment
with increase in job performance, personal stability, lower employee turnover
and absenteeism rate; and in some cases, increased job satisfaction (Porter,
Steers, Mowday and Boulin, 1974; Morris and Koch, 1979; Smith, 2001; Adler and
Carson, 2003). In further elaboration on the increasing interest in studies
relating to organizational commitment, Mowday, Steer, and Porter (1979) also, in
his study, Steers, (1977) examined three groups of antecedents which act as
variables to determine the level of commitment an employee will have towards
their work place. Not so long ago, Clyton, Petzal, Lynch and Margaret, (2007)
examined the relationship of demographic variables of age, gender, length of
service to organizational commitment.
In the Nigerian milieu, Okolo
(1972) studied the level of commitment and motivation to work in organization
managed by fellow Nigerians in comparison to those managed by foreigners.
Job satisfaction is a
combination of identifiable roles played by a worker as a contribution to the
accomplishment of organizational roles. Job satisfaction can be defined as the
degree to which personal wants both materials and psychological are realized by
the individual performing the task assigned to him or her (Meyer and Allen,
1997).
According to Berham and Perraut
(2002) defined job satisfaction as the pleasurable emotional state resulting
from the perception of one’s job as fulfilling or allowing the fulfillment of
one’s virtues provided these virtues are compatible with one’s needs, these are important
determinants of job satisfaction. It is the extent by which a person is happy
with his or her job.
Assan (1982) defined work
performance as the measure of how efficient and effective a work is being done,
how well an employee determines and helps organization to achieve appropriate
goals and objectives. Nayyar (1994) asserted that job performance refers to the
degree to which an individual executes his or her roles with reference to
certain specified standard set by the organization. Jex and Thomas (2003)
defined job performance as the behaviour of employees at work that are
consistent with and contribute to organizational goals. They stated that the
performance of a person on a job was a function of two main variables. These
are: the ability of the individual to perform and the insensitive and
reinforcement schedule provided to enhance performance.
Brafield
and Crouchet (1955) defined job performance as the ability to carry out a given
work effectively at a given work effectively at a given period of time.
Attention view of stress-Generally, stress refers to an emotional experience
associated with nervousness tension and strain. The literature on stress
futures a variety of approaches to its conceptualization, its antecedents and
its effects. Stressors can be understood as “stimuli that evoke the stress”.
Workers subject to similar stressors may differ in the extent to which they
feel nervousness or tension as a result of personal experiences or happenings
In their work setting. These kinds of feelings can be described as strain or as
felt job stress. Felt job stress refers to a sense of time, pressure, anxiety
and worry that is associated with job tasks. The attention theory of stress
suggests that there should be a positive association between felt job stress
and job performance. Extensive experimental research shows that although
depletes an individual’s resources, it paradoxically has the effect of concentrating remaining resources on the task at
hand (Brsfield and Crouchet 1995).
1.2
BACKGROUND OF THE STUDY
Job satisfaction comes as a
result of self acceptance and liking what one does; not just doing what one
likes to do.
According to the Oxford
Advanced Learners Dictionary, job satisfaction can be defined as a feeling of
pleasure gained from doing one’s job. This does not just create a stress free
environment but has an after-effect of improving job performance. Any
individual would likely do well in that sphere of life that is enjoyable. On
the other hand, job satisfaction and job performance may be possible lowered if
there is less conducive environment in which workers can works. This is practically
stated in the Vroom’s expectancy/valence theory of motivation. Also, poor
administration has been a factor that hinders employee’s job performance and
job satisfaction. When organizational units foldup, the the workers engage in
hard thinking as to know why and how these industries and organizational units
collapse. It is a well known that employees work effectively only when they are
well motivated or reinforced. Job satisfaction leads to results and results
leads to reward which means for the organization to achieve job satisfaction
from the employees, they must implement the following:
a.
Spending much time in thinking for
both employees and the employers
b.
Making sure that employees who
create profits win a fair share of them
c.
Listening to employee’s worries,
frustrations and fears.
d.
Demonstrating a clear genuine
commitment to change
e.
Committing the problem sand fears to
the employees in order for them to help share the load and help find possible
solutions for them.
f.
And, by inculcating within them
(administration) the spirit of fair treatment towards
employee’s in the organization.
In Nigeria for instance, the attitude to work has been
described by many as being lazy; lack of initiative and competent skills, being
inefficient, to mention but a few. The cost of these emotional attitudes to any
organization is heavy. It can be summarized as follows: minimal output; low
quality; excessive waste and high labor turn-over rate amongst others. Thus,
employee job satisfaction is viewed as an important factor in productivity. So,
every organization has to find a way of boosting the moral of the employees,
especially at this time when the cost of living in this country is raising at
such an ever-escalating rate that salary can no longer adequately cover such
basic necessities like food, shelter, clothing, medication, transportation etc.
with job opportunities at a high rate. As stated earlier in the Vroom’s
expectancy/valence theory of motivation that job satisfaction and job
performance cannot be possible in there is less conducive environment. This is
as a result of poor administration which is a possible factor the affects job
performance and satisfaction respectively. Therefore, in the search for such
how’s and why’s the mind goes back to how committed the workers are to the
organization which leads to employee’s job performance. This will be pertinent
need for a study to assess this assumption. The goal of this study is to
explore the relationship of organizational commitment to job satisfaction and
performance. That is, to examine what makes organizational commitment salient
to practitioners and to know the extent to which organizational commitment
can influence an employee’s job satisfaction and job performance.
1.3
STATEMENT OF THE PROBLEM
The understanding of the
feeling and attitudes of workers are central to the issue of improve management
of human resource in the Nigeria Police Force. A considerable study has been
carried out on the problems posed by poor job commitment and job
dissatisfaction. Certain conditions can make workers perform effectively or
ineffectively on their jobs.
Generally, evidence of
efficiency is seen in the attitude of employees towards their jobs. A number of
factors seem to be responsible for job dissatisfaction among employees. These
factors are: lack of interest in the work environment, lack of promotion
opportunities and unattractive fringe benefits. These can actually make an
employee to be less committed to his or her job. Therefore, an appraisal of the
global economic growth and development will always make an individual to say
that for any organization to survive is a question of how committed the
employees are. There is no doubt that in Nigeria, the federal government as
well as the state government has been spending a lot of money in order to
improve and they being satisfied as well with their job than others. This, in
general assumed that a worker who has job satisfaction will logically and
psychologically exhibit job commitment. And this enhances good job performance.
This study therefore intends to
investigate and explore the relationship between organizational support
(commitment) and job performance on one hand and the relationship between organizational support (commitment) and
job satisfaction on the other since little studies has been done in this area
among the Officers of Nigerian Police Force.
1.4
SCOPE OF THE STUDY
The aim of the study was to
explore the relationship of organizational commitment to job satisfaction among
officers of the Nigerian Police Force. In addition, it explores the
relationship of organizational commitment to job performance moan officers of
the Nigerian Police Force respectively.
1.6
SIGNIFICANCE OF THE STUDY
The findings of the study be
useful to employers of labour especially in the organizational sector. Hence,
it will unveil the effect of organizational commitment on job performance and
job satisfaction. It will also be used to the management as well as the
supervisor of labour as it will expose what organizational commitment has to do
with job performance and job satisfaction. Further, the findings of this work
will be useful to the officers of the Nigerian Police Force as it will make
them realize the benefits of organizational commitment to their satisfaction
with their job. This will directly or indirectly reduce the prevalence of
disloyalty and lack of identification found amongst the officers of the
Nigerian Police Force. In addition, it will serve as a valuable contribution to
the present body of knowledge in the role of organizational support or commitment as it influences
workers behaviour in Nigerian. Specifically, this study shall add to the
existing body of research information on the influence of organizational
commitment on employee job satisfaction and job performance. In conclusion, the
study will suggest avenues for further research.
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