ASSESSMENT OF THE CONTRIBUTION OF EMPLOYEES COMMITMENT ON ORGANIZATION PRODUCTIVITY
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ASSESSMENT OF THE CONTRIBUTION OF EMPLOYEES COMMITMENT ON ORGANIZATION PRODUCTIVITY
Chapter one
INTRODUCTION
1.1 Background for the Study
Most organisations have realised that employee performance is critical to the organization’s success (Zheng, 2010; Ajila and Awonusi, 2004). As a result, both employers and managers must understand how to get the most out of their employees. Employee commitment is thought to be an important antecedent driver of worker performance (Ali, 2010; Ajila & Awonusi, 2004).
As a result, both employers and managers must understand how to get the most out of their employees. Employee commitment has emerged as one of the most prominent workplace attitudes researched by practitioners and scholars.
According to Akintayo (2010) and Tumwesigye (2010), one of the reasons why commitment has received research attention is that organisations rely on devoted individuals to develop and retain a competitive edge and achieve exceptional performance.
Employees that are strongly motivated to devote their time and energy to achieving organisational goals are increasingly recognised as an organization’s most valuable asset (Hunjra, 2010).
They supply intellectual capital, which has become many organisations’ most valuable asset (Hunjra, 2010). Furthermore, employees who are committed to the organisation and their collective well-being are better suited to develop the social capital required for organisational learning.
Heathfield (2009) believes that employee loyalty is a powerful gift. Employee commitment is a fragile gift. One must guarantee that the work environment encourages people to grow and push their ability to contribute. One must also recognise that the work environment must foster employee development in positive ways.
For traits like contribution, progress, and challenge to thrive, an employee-oriented workplace must also emphasise softer – but more difficult to establish – characteristics like empowerment, good communication, and activities that improve employee morale (Heathfield, 2009:1).
Ivancevich et al. (2005:224) discovered that “research evidence indicates that the absence of commitment can reduce organisational effectiveness.” People that are committed are less likely to leave and take other occupations.”
According to Hellriegel and Slocum (2004:54-55), strong commitment is frequently associated with high productivity, and Bennett and Minty (2005:16-17) state that promoting employee commitment increases employee retention while also contributing positively to organisational performance. Leather (2005:21) agrees that employee dedication leads to better corporate performance.
It is thus critical for organisations to understand the factors that play an essential role or have a significant impact on increasing employee engagement. Several characteristics have been identified in the literature as predictors of employee commitment.
Some of the identified determinants include leadership style (Lo, 2009), organisational fairness (Ponnu and Chuah, 2010), and corporate social responsibility (Ali et al., 2010).
However, the majority of previous studies on employee commitment did not focus on the Nigerian business environment. Some of the conclusions from these research may not be relevant to Nigeria. As a result, it is important to analyse the function of employee dedication in achieving organisational performance in Nigeria.
1.2 Statement of Problem
The biggest issue facing organisations today is how to motivate people to share their knowledge for organisational benefit. Knowledge generation is largely a human brain activity; it is an intangible that cannot be controlled or forced out of individuals.
Only voluntary cooperation allows for the development of knowledge. To contribute knowledge, organisations must first comprehend the inner energy that drives employee behaviour.
Janz and Prasarnphanich (2003:351) discovered that satisfied employees who have a pleasurable feeling as a result of their job experience are more likely to contribute their knowledge, improve their job performance, be creative, and cooperate with others because satisfaction is the inner force that motivates employees’ behaviour.
It is stated that committed personnel are highly motivated, have a positive work environment, and operate more successfully and efficiently. Committed personnel are also more satisfied with continual development and quality (Matzler et al., 2004:1180).
Uncommitted personnel, on the other hand, frequently guard their information and refuse to share it. Because organisational agility necessitates that employees at all levels engage in knowledge-based activities.
The goal of this study is to analyse the impact of employee commitment on organisational productivity at Covenant University in Otta, Ogun state.
1.3 Object of the Study
The primary goal of this study is to evaluate the impact of employee commitment on organisational productivity. Specifically, the study attempts to:
1. Assess the impact of employee commitment on organisational productivity.
2. Determine the characteristics that motivate employees to be dedicated.
3. Investigate the effect of employee commitment on employee performance.
4. Investigate the problems encountered by devoted personnel.
1.4 Research question
1. What influence does employee dedication have on organisational productivity?
2. What elements motivate employees to be committed?
3. What is the impact of employee commitment on employee performance?
4. What problems do committed employees face?
1.5 Research Hypothesis.
Ho: Employee dedication has little effect on organisational productivity.
Hello, there is an impact of employee dedication on organisational productivity.
1.6 Significance of the Study
This study gives help to management at various levels, as well as employees at Covenant University and other organisations, in understanding the elements that influence employee commitment and the implications of employee commitments on organisational performance.
Furthermore, there are few research on employees’ commitment in the studied field. Thus, this study delivers recommendations to management for further implementation and provides a deeper understanding of the work environment. Additionally, the study contributes to future research on employee commitment.
1.7 Scope of Study
This research will look at the concept of employee commitment and organisational productivity, linking the two and analysing the data to see what effect the former has on the latter. Covenant University in Otta will also be utilised as a case study.
1.8 Limitation of the Study
Obtaining funding for general research projects will be difficult during the course of studies. Correspondents may also be unable or unwilling to complete and submit the questionnaires provided to them.
However, it is hoped that these limits will be addressed by making the best use of existing materials and devoting more time to study. As a result, it is strongly thought that despite these constraints, their impact on this research report will be small, allowing the study’s purpose and significance to be achieved.
1.9 Definition of Terms
Employee commitment: In contrast, commitment refers to an employee’s excitement for the organisation for which he or she works.
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