EMPLOYEE’S JOB COMMITMENT AND ORGANIZATION PERFORMANCE (A Case Study of Unilever Nigeria Plc)
ABSTRACT
This study examined the influence of employee’s commitment on Organization performance using Nestle Nigeria Plc as the case study. Organizations have realized that the commitment and performance of their workers plays a vital role in determining the success of the organization.
A descriptive survey research design was adopted for the study. A supportive sampling was equally employed to select a sample size of two hundred fifty (250) respondents. Two hypothesis were tested at 0.05 level of significance using descriptive influential statistics of chi-square.
The findings show that Employees’ commitment enhances organization performances in every industrial sector and that no organization can survive the competitive business environment without loyal and committed workers who are ready to go all the ways to ensure that corporate goals and objectives are achieved. Based on the findings and conclusions drawn, it was recommended that management should take the issue of commitment seriously as workers who feel dissatisfy will see no reason to give his or her everything to the organization. Hence, management should seek ways through which workers can voice out their needs and aspiration in the organization.
TABLE OF CONTENT
PAGE
Title page i
Abstract ii
Table of content iii
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study 12
1.2 Statement of Problem 7
1.3 Objectives of the Study 7
1.4 Research Questions 8
1.5 Research Hypotheses 9
1.6 Significance of the Study 9
1.7 Scope of the Study 10
1.8 Definition of Terms 10
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction 12
2.2 The Concept of Commitment 13
2.3 The Commitment Processes 15
2.4 Relationship between Affective commitment and performance 17
2.5 Relationship between continuous commitment and performance 18
2.6 Relationship between normative commitment and performance 18
2.7 Organizational Commitment and Job Performance 20
2.8 Contemporary Perspectives on Employee’s Commitment and Job Performance. 21
2.9 Creating Commitment 23
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction 31
3.2 Research Design 31
3.3 Population of Study 31
3.4 Sample and Sampling Technique 32
3.5 Research Instrument 32
3.6 Validity and Reliability of the Instrument 33
3.7 Administration of the Instrument 33
3.8 Method of Data Analysis 34
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction 35
4.2 Data Presentation according to Background 35
4.3 Results on Respondent Perception 40
4.4 Test of Hypotheses 54
CHAPTER FIVE: SUMMARY, CONCUSION AND RECOMMENDATION
5.1 Summary of findings 58
5.2 Conclusion 59
5.3 Recommendation 60
References 62
Questionnaire 66
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Organizations have realized that the performance of their workers plays a vital role in determining the success of the organization (Zheng et al, 2010, Ajila and Awonusi, 2004). As such, it is important for employers and managers alike to know how to get the best of their workers. One of the determinants of workers performance has been linked with employee’s commitment (Ali, 2010, Dex and Smith, 2001).
Akintayo (2010) and Sigye (2010) noted that one of the reasons why commitment has attracted research attention is that commitment is used to maintain competitive advantage and achieve superior performance. Committed employees who are highly motivated do contribute their time and energy to the pursuit of organizational goals and are increasingly acknowledged to be the primary asset available to an organization (Hunjra, 2010). Furthermore, an employee who shares a commitment to the organization and the collective well beings are more suitable to generate this social capital that facilitates organizational learning.
It is therefore important for companies to know the aspects that play important role or have big impact on boosting the commitment of their employees. Several factors had been identified in the literature as determinants of employee’s commitment. The finding of Ponnu and Chuah (2010) suggests that employee’s commitment with an organization could be significantly increased by enhancing organizational fairness, particularly procedural justice which would consequently reduce employee’s intention to leave. Ali et al (2010) found that there is positive relationship between corporate social responsibility and employee commitment as well as between employee commitment and organizational performance. They therefore concluded that organization can improve their performance through employee’s commitment by engaging in social activities since such activities include the welfare of employees and their families.
It is against this background that this study examines the relationship between employees job commitment and organization performance, using Unilever Nigeria plc as a point of reference.
1.2 Statement of Problem
Employers are sometimes baffled when their highly rated employees put up poor performance and others resign and leave. Management fail to understand why some employees are not committed to the organization even though they have proactively implemented fair compensation policies and human resource (HR) practices to motivate and retain them. It can be costly if employees are not committed on their jobs, and if they lack the motivation to exercise their full potentials. The main focus of this study is to examine the relationship between employee’s commitment and organization performance.
1.3 Objectives of the Study
The broad objective of this study is to examine the relationship between employee’s commitment and organizational performance in Nestle Nigeria Plc.
The specific objectives of the study are as follows:
To investigate the effects of employee’s commitment on organizational performance. To examine the relationship between employee’s commitment and labour turnover. To examine the impact of fair compensation management on employee’s commitment. To offer recommendation on how best employees commitment can be boosted to enhance organization performance.
1.4 Research Questions
This study shall attempt to answer the following research questions:
Does employee’s commitment enhance organizational performance? What is the relationship between employee’s commitment and labour turnover? Does fair compensation management policy guarantee high performance or commitment from the employees?
1.5 Research Hypotheses
The research hypotheses to be tested during the course of study
H0: Employee’s commitment does not enhance organizational performance.
H0: Lack of fair compensation management policies cannot lead to low commitment. H0: There is no relationship between employee’s commitment and labour turnover of an organization.
1.6 Significance of the Study
This study has direct implication for today’s industrial world for the strategic role of the managers as agents to change the organizations with the increasing competitive nature of the business world, employers and managers are posed to strive to improve their performance. An important element in the organization that determines its performance is its labour force.
The extent to which committed employees affect organizational performance cannot be over emphasized. Labour turnover rate is skyrocketing and employees are moving from one organization to another in rapid succession taking with them the entire original learning. To curtail this huge loss of human capital, it is necessary for an organization to know which work increases employee’s attachment to the organization and the motivation to work for the organization. This study is of significance to management executives in their quest to enhance workers’ commitment in their organizations.
The study will also assist students and other researchers in the effort to investigate similar challenges in the future.
1.7 Scope of the Study
The scope of this study covers the relationship between employee’s job commitment and organization performance using NESTLE Nigeria Plc, Agbara as point of reference.
1.8 Definition of Terms
The following are the definitions of key terms used in the study;
Commitment: It refers to the individual’s psychological attachment to the organization.
Employee’s Commitment: The degree to which employees are bound emotionally or intellectually to the organization.
Employee’s turnover: It is the rate at which an employer gains and loses employees.
Organizational performance: It comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives).
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