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IMPACT OF ORGANIZATIONAL COMMITMENT ON JOB PERFORMANCE

Business Administration
Project Research
Pages: 50
Quantitative
Correlation
1-5 Chapters
Abstract Available
APA 7th Edition
48 Hours
NGN 3,000

Project Research Pages: 50 Quantitative Correlation 1-5 Chapters Abstract Available APA 7th Edition 48 Hours NGN 3,000

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Project Research Pages: 50 Quantitative Correlation 1-5 Chapters NGN 3,000 Abstract Available APA 7th Edition 48 Hours

 

CHAPTER ONE

INTRODUCTION

 

1.1       BACKGROUND OF THE STUDY

The top-level management in companies places a premium on the analysis of employee work results and organizational engagement. Somersl & Birnbaum (1998) investigated the connection between job dedication and success effectiveness, finding a favourable correlation. Job satisfaction is not the only dependent variable of commitment; it has a variety of other consequences in the workplace. Low engagement contributes to a high degree of attrition, according to Jackofsky (1984), while a higher degree of workplace satisfaction by work stability entails a high level of corporate dedication, which leads to improved employee job efficiency (Yousuf, 1997). Job output is characterized as the quantity and standard of work that each employee is required to produce (business dictionary). According to organizational loyalty pioneers (Meyer and Allen 1990), there are three forms of organizational commitment: affective commitment, which tests an employee's subjective connection to, affiliation with, and participation in the organisation; normative commitment, which reflects stresses on an employee to stay with an organization as a result of organizational obligations; and structural commitment, which reflects pressures on an employee to stay with an organization as a result of organizational obligations. Continuance commitment is described as a commitment linked to the costs that workers believe are involved with leaving the company. Organizational commitment aims to have the same effects on women as it does on men, but women respond differently in certain cases (Chusmir 1984). Employee engagement may be boosted by coworker connectivity and management style, and they are seen as a valuable business commodity (Nijhof, de jong, and Beukhof 1998). Employee commitment may be an effective tool for companies to improve their efficiency. The high levels of tension in most organisations contributes to lower satisfaction and, as a result, poor organizational commitment (Elangovan 2001). Higher levels of communication in the workplace resulted in higher levels of dedication and, as a result, higher efficiency (Chen, Silverthorne and Hung 2005)

1.2       STATEMENT OF THE PROBLEM

Employee morale would suffer as a consequence of the lack of organizational interest, and the company will fail to meet its primary goal. Using inspiration and reward methods, an organisation may gain its workers' loyalty to the company. A research will be undertaken to determine how employee and employer engagement can be measured, as well as the effect of organizational commitment on employee success and productivity. Employee commitment and yield issues are emerging as the most serious future employee supervision challenges, driven by worker loyalty concerns, company reformation struggles, and the battle for top talent. For many organizations, disclosure workers departures may have a significant impact on the implementation of business policy and can eventually result in an analogous decline in o Employee loyalty has been described as a nostalgic and/or persistent mindset. Disparities in motivation and job satisfaction can be observed in a variety of ways. Work contentment is a response to a specific job or a variety of aspects of the profession, as well as a mindset toward job-related situations, facets, or aspects of the profession. In contrast to specific tasks, environmental conditions, and the location where the duties are paid, loyalty implies a stronger attachment to the hiring company. With the passing of time, job satisfaction will rise. Commitment, according to Meyer and Herscovitch (2001), is "a power that binds an individual to a way of achievement of importance to one or more goals." Workers are thought to encounter this intensity in the form of three mindsets: effective, normative, and continuance, which imitate expressive links, supposed requirements, and supposed ruined overheads in relation to a target, in the same way that they imitate expressive ties, supposed requirements, and supposed ruined overheads in relation to a goal, in the same way that they imitate expressive ties, supposed requirements, and supposed ruined overheads in relation to a goal (Allen and Meyer, 1990). As a result, every degree that aims to assess organizational loyalty should be devoid of mindsets and should be based on the goal, or what the employee is committed to, whether it's the company, a department, a revision schedule, or a goal. Employees that are more dedicated, according to Richard Steers (1977), expect to be downsized from the company at the earliest possible time. It has been found that dedicated workers have a strong desire to stick with the company to do their utmost to do their work. This would undoubtedly highlight their good actions towards the company, and as a result, the company's morale and efficiency will improve. Samad (2011) investigated the relationship between corporate commitment and job efficiency, and as a result, the study determined the effect of job satisfaction on the relationship between firm commitment and work enactment. In Malaysia, a self-administered inquiry type was hired and distributed among high-ranking and middle-ranking administration in the manufacturing sector, especially in electrical companies. The findings revealed a positive relationship between organizational engagement and job efficiency. The impact of organizational engagement on employee success was investigated. The findings revealed that affective, normative, and continuance aspects of organizational engagement have a positive and significant association with workers and their job success.

1.3       OBJECTIVE OF THE STUDY

I. To know if there is a positive significant relationship between organizational commitment and employees’job performance.

II.  To assess if  continuance commitment is positively and significantly related to employee’s job performance.

III. To determine if affective commitment is positively and significantly related to employee’s job Performance.

 

1.4       RESEARCH HYPOTHESIS

I. There is a positive significant relationship between organizational commitment and employees’job performance?

II. Continuance commitment is positively and significantly related to employee’s job performance.

III. Affective commitment is positively and significantly related to employee’s job Performance.

1.5       SIGNIFICANCE OF THE STUDY

This study will benefit both businesses and staff in Nigeria since it addresses the impact of organizational engagement on job success, and will help the business develop to best service its customers. Finally, this analysis work will significantly benefit students and academics who wish to do similar research and are looking for work materials.

 

 

1.6       SCOPE OF THE STUDY

The emphasis of the study is on the impact of organizational engagement on job efficiency.and the study was carried out in Gwagalada, FCT.

1.7       LIMITATION OF STUDY

Due to time and financial constraints, the research was limited to companies within Gwagalada, FCT.

1.8       DEFINITION OF TERMS

job performance: Job performance determines whether or not an employee does a good job. Human resources administration includes job success, which is researched academically as part of industrial and organizational psychology. Organizational results and productivity are heavily influenced by performance.

organizational commitment:Organizational commitment refers to theconnection or bond employees have with their employer (the organization).

REFERENCE

A.R. Elangovan, Causal ordering of stress, satisfaction and commitment, and

intention to quit: a structural equations analysis, Leadership & Organization

Development Journal, 2001, 22(4), 159-165.

Darwish A. Yousef, (2002) Job satisfaction as a mediator of the relationship

between role stressor and organizational commitment: A study from an Arabic cultural perspective, journal of managerial Psychology, 17 (4), 250-266

Ellen F. Jackofsky 1984), Turnover and Job Performance: An Integrated Process Model The Academy of Management Review, 9 (1), 74-83

John P. Meyer., David J . Stanley. Lynne Herscovitch and Laryssa Topolnytsky (2002), Affective, Continuance and Normative commitment to the Origination: A Meta-analysuis of Antecedents, Correlates and Consequences, Journal of Vocational Behaviour, 61, 20-52.

Jui-Chen Chen, Colin Silverthorne and Jung-Yao Hung 2006,Organization communication, job stress, organizational commitment, and job performance.

Leonard H. Chusmir (1982), Job Commitment and the Organizational Woman, The Academy of Management Review, 7 (4 ), 595-602 of accounting professionals in Taiwan and America, Leadership & Organization Development Journal, 27 (4), 242-249

Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management.

Samad, S,. (2011). The Effects of Job Satisfaction on Organizational Commitment and Job Performance Relationship: A Case ofManagers in Malaysia‟s Manufacturing Companies. European Journal of Social Sciences , Vol. 18.Somers, M. J. 1995. Organizational commitment, turnover and absenteeism: An examination of direct and interaction effects. Journal of Organizational Behavior, 16(1), 49-58.

Steers, R. M. 1977. Antecedents and outcomes of organizational commitment. Administrative ScienceQuarterly, 22(1): 46-56.

Wim J. Nijhof Margriet J. de Jong, Beukhof Bezo (1998), Employee commitment in changing organizations: an exploration, Journal of European Industrial Training , 22 (6)243–248

 

 

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