Relationship Between Organizational Commitment, Job Satisfactory And Performance Among Officer Of Nigeria Police Force
Chapiter 1
1.1 Introduction
Researchers have long been intrigued by how organizational support affects employee behavior in workplaces. There has been speculation that factors like organizational dedication and support could have a favorable impact on employees’ behavior. Employees’ psychological ties to their employers are referred to as organizational commitment. According to a broad definition, organizational commitment can be equated with occupational participation or the dedication to a specific assigned task when successful role performance is seen as a goal in and of itself rather than a means to an end (Rabinwits & Hall 1997). When referring to organizations, commitment is typically viewed as the various ways in which one participates. Therefore, organizational commitment is defined by Bratton and Goild (1999) as a social-psychological condition of intense identification with a workplace organization and endorsement of its objectives and ideals. According to Becker (1960), the committed person has acted in such a way as to directly involve other interests of his, which were initially unrelated to the action he is involved in (this entails total commitment). According to Muchinby (2000), organizational commitment refers to how loyal a person feels to their employer. According to Wiener (1982), organizational commitment is the sum of all internalized normative constraints to perform in a way that serves the interests and goals of the organization. According to Wiener (1982), organizational commitment is defined as the psychological attachment a person has to an organization. This attachment will be reflected in how much the person has internalized or adopted the traits or viewpoints of the organization. According to Meyer and Allen (1997), dedication indicates the
employee’s. Relationship to the organization and how it affects their decision to keep their membership in the group. As a result, committed employees are more likely to stay with a company than uncommitted ones. According to Porter et al. (1974), “organizational commitment” is defined in terms of the degree to which a person identifies with and is involved with a particular organization. At least three (3) characteristics can be used to describe such commitment.
(a) A strong commitment to and acceptance of the mission and values of the organization
(b) A readiness to put in a significant amount of effort on behalf of the organization
(c) A definite willingness to continue belonging to the organization.
In general, organizational commitment, according to Salancik (1997), is a condition of being in which a person is bound by his own actions to beliefs that support his activities and his own involvement. In essence, three characteristics of behavior are crucial for connecting discrete acts. These are: the likelihood of taking action, the degree to which the result is inevitable, and the level to which the person is acting voluntarily. There are three parts to organizational commitment, according to Meyer and Allen (1991). The continuation element, which refers to commitment based on the costs associated with an employee leaving the company, is one of them. The worker in this situation is dedicated because he “has to” continue working for the company. The obligation that employees feel to stay with the company is referred to as the normative component. In this situation, the worker is committed because he “ought to”. An employee “wants to” commit and does so. Guest (1992) notes that workers may have various and possibly conflicting commitments to a particular set of skills, and that the more opposition there is to multi-skilling and flexible job design, the more likely it is that these challenges will persist. so that the
Goals of flexibility and commitment could be at odds with one another. as leading experts in the fields of dedication. Organizational commitment has been defined by Meyer and Allen (1997), Marrow (1983), and Porter et al. (1974). According to Scort, Corman, and Meyer (1998), organizational commitment is a part of a larger cluster of constructs that describe the relationship between individuals or employees and organizations, as well as job loyalty, job performance, and employee satisfaction. Therefore, it is acknowledged that developing and maintaining organizational commitment is essential for the efficient operation of business today. The focus of this study is on how organizational support (commitment) affects the performance and job satisfaction of Nigerian Police Force (NPF) officers. Meyer (1997) asserts that organizational support (commitment) indicates how an employee feels about the organization and has an impact on the employee’s decision to remain a member of the organization. Employers were in a better position to resolve their conflicts and come to an agreement on specific service conditions thanks to the development of solid organizational relations. Organizational commitment, according to Mowday Stress and Porter (1979), is the willingness of a worker to go above and beyond what is typically expected in order to contribute to the success of the organization. As a result, whether a company is public or private, a worker’s dedication to their work may depend on their level of job satisfaction and motivation. Any person who is effectively devoted to his or her job will firmly identify with the aims of the company, which may be evidenced by the motivation or satisfaction that results from a good wage, leave benefits like maternity and sick leave, hospital allowance, promotion, and other considerations.
The growing research and academic interest in workers’ (employees’) commitment can be largely linked to the significance of this idea for organizational success and the achievement of its goals. There is no shortage of literature linking organizational commitment to improvements in job performance, personal stability, absenteeism and turnover rates, and, in some cases, job satisfaction (Porter, Steers, Mowday and Boulin, 1974; Morris and Koch, 1979; Smith, 2001; Adler and Carson, 2003). 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. This further elaborates on the growing interest in studies relating to organizational commitment. Clyton, Petzal, Lynch, and Margaret (2007) recently looked at the connection between age, gender, and length of service in the workforce and organizational commitment.
Okolo (1972) examined the difference in commitment and motivation between organizations led by fellow Nigerians and those managed by foreigners in the Nigerian context.
Job satisfaction is a result of a worker’s ability to play many roles that contribute to the attainment of organizational goals. According to Meyer and Allen (1997), job satisfaction is the extent to which a person achieves both their material and psychological needs while carrying out the tasks that have been allocated to them.
Job satisfaction, according to Berham and Perraut (2002), is the positive emotional state brought on by the perception that one’s work satisfies or permits the fulfillment of one’s virtues, given that these virtues are consistent with one’s work.
These factors are crucial contributors to job happiness. It refers to how content a person is with their profession.
Work performance was defined by Assan (1982) as the indicator of how effectively and efficiently a task is carried out, as well as how well a worker chooses and assists the organization in achieving the right goals and objectives. According to Nayyar (1994), work performance is the extent to which a person fulfills their responsibilities in relation to a set of requirements established by the organization. Job performance, according to Jex and Thomas (2003), is the behavior of employees while they are at work that is consistent with and helps to forward organizational goals. They claimed that two key factors influenced a person’s performance at work. These include the person’s performance capacity and the harsh and inconsistent schedule offered to improve performance.
Job performance was defined by Brafield and Crouchet (1955) as the capacity to do a particular task efficiently within a certain time frame. View of stress from the perspective of attention: Stress is typically defined as an emotional state accompanied by tension and anxiety. Numerous theories are put forth in the literature on stress regarding how to conceptualize it as well as its causes and effects. The phrase “stimuli that evoke the stress” can be used to describe stressors. The degree to which employees experience anxiety or tension as a result of personal events or occurrences at work may vary among those exposed to comparable circumstances. These emotions can be categorized as strain or perceived job stress. A sense of urgency, pressure, anxiety, and fear related to work responsibilities is referred to as “felt job stress.” According to the attention theory of stress, there should be a correlation between perceived workplace stress and job performance that is favorable. Despite draining a person’s resources, extensive experimental study demonstrates that it paradoxically has the
effect of focusing available resources on the current endeavor (Brsfield and Crouchet 1995).
1.2 History Of The Study
Not merely doing what one likes to do, but also accepting oneself and enjoying one’s work, leads to job satisfaction.
Job satisfaction is characterized as a sense of joy attained through carrying out one’s duties, according to the Oxford Advanced Learners Dictionary. This not only reduces stress but also has the side effect of enhancing job performance. Any person would probably succeed in that delightful area of life. On the other side, if there is a less favorable atmosphere in which workers can work, it is probable that job performance and satisfaction will be reduced. The Vroom’s expectancy/valence theory of motivation explicitly states this. Additionally, ineffective management has been linked to a decline in employee work satisfaction and productivity. When organizational units fail, the workers put a lot of thought on the causes and mechanisms of the failure of these sectors and organizational units. It is common knowledge that only highly motivated or reinforced personnel operate well. Because results drive reward and job happiness drives results, the following must be put into practice for the organization to attain employee job satisfaction:
a. putting a lot of thought into it for both employees and employers
b. ensuring that those who generate earnings receive a fair portion of them
c. employee concerns, frustrations, and fears being heard.
d. displaying a blatant, sincere commitment to change
e. bringing the issues and worries to the staff’s attention so they can share the burden and contribute to the search for answers.
f. Additionally, through teaching them (the administration) the value of treating workers fairly inside the firm.
For instance, in Nigeria, the work ethic has been characterized by many as being ineffective, lacking initiative and talent, and being lazy, to name just a few. These emotional attitudes come at a high cost to any firm. It can be summed up as having little productivity, poor quality, lots of waste, and a high turnover rate of employees, among other things. Therefore, it is believed that employee job satisfaction is a key determinant of productivity. Every organization must therefore find a way to raise employee morale, particularly now that the cost of living in this country is increasing at such a rapid rate that salaries no longer adequately cover such basic needs as food, shelter, clothing, medication, transportation, etc., along with the high rate of job opportunities. As was previously stated in the Vroom’s expectancy/valence theory of motivation, a less favorable environment is incompatible with job satisfaction and performance. This is a result of bad administration, which may have an impact on both job satisfaction and performance. As a result, when considering such “hows” and “whys,” one is reminded of how employees’ loyalty to the company influences their performance on the job. The necessity for a study to evaluate this assumption will be relevant. This study aims to investigate the link between organizational commitment, job performance, and job happiness. Examining what makes organizational commitment important to practitioners and determining how much organizational commitment
which organizational commitment might impact an employee’s performance and job happiness.
Statement of the issue, paragraph 1.3
The key to improving the management of human resources in the Nigerian Police Force is to comprehend the thoughts and attitudes of the workforce. A significant amount of research has been done on the issues caused by a lack of dedication to one’s job and job unhappiness. Worker performance can be effective or unsuccessful depending on certain circumstances.
Efficiency is typically demonstrated by how people behave in the workplace. Employee work discontent seems to be caused by a variety of causes. These elements include a lack of enthusiasm for the workplace, a dearth of prospects for advancement, and unappealing fringe benefits. These may even cause an individual to be less dedicated to their work. In light of this, one will always conclude from an analysis of global economic growth and development that a company’s ability to exist depends on how dedicated its workforce is. There is no denying that both the federal and state governments in Nigeria have been spending a lot of money to develop and are more satisfied with their work than others. It is generally believed that a worker who is satisfied with their employment will rationally and psychologically display a dedication to that job. And this helps people perform their jobs well.
1.4 Purpose of the investigation
In order to better understand the relationship between organizational support (commitment) and work performance on the one hand and the
Since little research have been conducted in this area among the Officers of the Nigerian Police Force, there may be a relationship between organizational support (commitment) and job satisfaction on the other hand.
1.4 BVVV
The study’s goal was to investigate the connection between organizational commitment and work satisfaction among Nigerian Police Force officers. Additionally, it investigates how organizational dedication and individual work performance relate to Nigerian Police Force officers.
1.6 IMPACT OF THE STUDY
Employers of labor, particularly those in the organizational sector, will find the study’s conclusions beneficial. Thus, it will show how organizational commitment affects work output and job happiness. It will also be utilized to show how organizational commitment relates to job performance and job satisfaction to management and the labor supervisor. The results of this study would also be helpful to the Nigerian Police Force’s officers since they will help them understand how important organizational commitment is to employee job satisfaction. This will, directly or indirectly, lessen the likelihood of disloyalty and lack of identity among Nigerian Police Force officers. Additionally, it will contribute significantly to the existing body of research in the field of organizational support or
commitment and how it affects employees’ behavior in Nigeria. This study will specifically add to the body of knowledge on the impact of organizational commitment on worker job satisfaction and performance. The study will offer suggestions for future research directions in its conclusion.
The study’s hypothesis
For the study, two hypothese were developed and tested.
Hello: There will be a big connection between organizational dedication and job satisfaction.
H2: Organizational commitment and work performance will be significantly correlated.
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