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ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL COMMITMENT (A CASE OF FEDERAL UNIVERSITY OF AGRICULTURE ABEOKUTA)

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL COMMITMENT (A CASE OF FEDERAL UNIVERSITY OF AGRICULTURE ABEOKUTA)

 

CHAPTER ONE

INTRODUCTION

1.1   Background of the study

In the course of recent decades, an amazing measure of research endeavors have been dedicated to understanding the nature, antecedents, and consequences of hierarchical responsibility and organizational commitment. Employee engagement is important because high levels of engagement lead to more favorable organizational outcomes. Meta-analyzes indicates that engagement is negatively related to turnover, absenteeism and counterproductive behavior and positively related to job satisfaction motivation and organizational citizenship behaviors (Enahoro and Adeyinka, 2013). In addition, research studies have found a positive correlation between organizational commitment and work performance. Low engagement has also been associated with low levels of morale and decreased altruism and compliance. Finally, uncommitted employees may describe the organization in negative terms for outsiders, affecting their ability to recruit high quality employees (Okebukola, 2008). These discoveries have imperative ramifications for both association hypothesis and the act of administration.

In this study, organizational commitment was defined as the relative strength of identifying an individual with an organization and participating in it (Kim and Brymer, 2011). Yammarino, Spangler & Bass, 2009) mention three characteristics of organizational commitment: (1) a deep belief in the organization’s goals and values ​​and their acceptance, (2) a willingness to make significant efforts on behalf of the organization and (3) a strong intention or desire to stay with the organization. Hundreds of studies have been conducted to identify the factors involved in the development of organizational commitment. For example, research has shown that engagement has a positive relationship with personal characteristics such as age, length of service in an organization and marital status, as well as a negative relationship with level of education of the employee (Noor, 2015). In addition, engagement has been associated with features such as job autonomy and employment challenges (Meyer, Irving and Allen, 1998) and some work experiences such as job security, training and mentoring opportunities, and positive and caring leadership (Pierce, Gardner, Cummings & Dunham, 2010). Finally, studies have shown that engagement is influenced by perceptions of organizational justice. Behery, Paton, and Hussain (2012) noted that there are at least three sets of beliefs that have strong and consistent connections to the commitment to the organization: beliefs that the organization supports the company, treats its employees equitably and contributes to employees’ sense of personal competence and self-confidence (Behery, Paton & Hussain, 2012). In addition, they argued that many of the employment characteristics and work experience variables that correlate with organizational engagement may contribute to one or more of these perceptions. For example, internal promotion policies and job security could promote the perception of organizational support; reward policies based on performance and employee participation can contribute to the perception of organizational justice; and the challenge of employment and autonomy could reinforce the perception of personal competence.

 1.2  Statement of the problem

The education sector should be one of the main contributors. Other key economic sectors include oil, gas and energy, financial services, wholesale and retail trade, palm oil, tourism, electronics and electrical services, businesses, communication and content infrastructures, health and education. To become a high-income country, economic growth must reach at least an annual rate of 6% per year from 2018 to 2020. Publication of research and teaching are key responsibilities of academic staff. Therefore, it is important to explore and understand how academic staff shapes and develops attitudes and behaviors to improve performance. Organizational commitment is one of the most important work attitudes in the study of organizational behavior.

1.3  Objective of the study

The general objective of this study is to examine the antecedents and consequences of organizational commitment among the lecturers of federal university of agriculture Abeokuta

Specific objectives of this study are:

  1. To determine if selected personal characteristics, facets of job satisfaction, and perceptions of organizational justice significantly explained variance in the organizational commitment of university lecturers in the federal university of agriculture Abeokuta
  2. To examine the level of perception of psychological empowerment, intrinsic motivation, job satisfaction and job autonomy.
  3. To examine the greatest contributor towards organisational commitment.
  4. To examine the greatest cognitions of psychological empowerment that contributes towards organisational commitment.
  5. To find out the influence of organizational commitment on job performance and turnover intentions.

 

1.4   Research questions

  1. Are there selected personal characteristics, facets of job satisfaction, and perceptions of organizational justice significantly explained variance in the organizational commitment of university lecturers in the federal university of agriculture Abeokuta?
  2. What is level of perception of psychological empowerment, intrinsic motivation, job satisfaction and job autonomy?
  1. Which antecedent has the greatest contribution towards organisational commitment?
  2. Which cognition of psychological empowerment has the greatest contribution towards organisational commitment?
  1. Is there any influence of organizational commitment on job performance and turnover intentions?

 

 

1.5       Significance of the study

There is a need to study the antecedents and consequences of organizational commitment of academic staff working in federal university of agriculture Abeokuta. By examining the antecedents and consequences of organizational commitment, decision-makers will be able to understand and shape the attitudes of university academic staff. After that, it will improve the overall performance of an individual and a university. In the long run, this will help the Nigerian government achieve high-income nation status by 2020. The current study will also provide an overview of deans, department heads and human resources managers, including how engagement organizational is associated with antecedents namely: psychological empowerment, professional autonomy, intrinsic motivation and job satisfaction.

1.6    Scope of the study

The main objective of the study is to examine the antecedents and consequences of an organizational commitment. Backgrounds include psychological emancipation, professional autonomy, intrinsic motivation, and job satisfaction. The research encompasses tests of the association between antecedents and organizational commitment of academic staff at the Abeokuta Federal Agricultural University. It also examines the total contribution to organizational commitment and identifies the antecedent with the largest gap in terms of organizational commitment.

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