EFFECTS OF EMPLOYEES COMMITMENT ON ORGANIZATIONAL PERFORMANCE
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EFFECTS OF EMPLOYEES COMMITMENT ON ORGANIZATIONAL PERFORMANCE
CHAPITRE ONE
1.1.1 INTRODUCTION
In a period of limited resources, governments at all levels are under pressure to create the greatest amount of product with the least amount of input. A great deal of emphasis has been placed on a range of Performance improvement initiatives,
such as public-private partnerships and the Balanced Score Card (BSC), with the belief that such strategies may serve as a starting point for Performance improvement.
However, it should be remembered that no single Performance improvement technique is flawless. As a result, multiple strategies should be used concurrently. Because performance improvement is the result of several factors,
ranging from top management support to feedback on budget-based decisions, it is critical to recognise that these elements are equally relevant (Holzer & Callhan, 1998; Lee, 2000a).
Among other things, the backdrop of performance improvement is an employee’s desire to be as productive as possible. According to Guy (2002), “it is the people who, in the long term, control the Performance of any organisation” (p.307).
Even if there are several reinvention attempts and top management support, all efforts to increase Performance will be futile unless employees at all levels are willing to improve Performance.
The present day Organisation is concerned with the analysis and diagnosis of the factors that influence organisational effectiveness, as well as the design and implementation of projects to improve that effectiveness. Organisations want their personnel to be committed. Management wants its employees to identify with the organization’s values, conventions, and artefacts, hence the requirement for organisational culture.
Management must explain and instill its culture in its staff in order for them to become acquainted with the organisational system. During the explanation process, the employee learns about the organisational culture and determines whether or not he can cope with it. That is, every organisation is a learning environment.
It is the right understanding of the organisational culture that determines the employee’s performance in the organisation. The extent to which an individual carries out an assignment or task is referred to as performance. It refers to the level of completion of the tasks that comprise an employee’s employment (Cascio, 2006).
Commitment includes a logical component: most people actively decide to make commitments, then plan and execute the actions necessary to complete them (Meyer et al, 2004).Most people establish commitments with the intention of reciprocation since they demand an investment of time as well as mental and emotional energy.
That is, people expect to receive something of value in exchange for their commitment, such as favours, affection, presents, attention, products, money, or property. This research emphasises the significance of a multidimensional understanding of employee commitment from this standpoint.
This study begins with the idea that the preceding concept of organisational commitment may not fully explain individual performance and performance. Identifying several foci of employee commitment outside of the organisation aids in explaining the various motivational grounds among employees towards performance improvement activities.
1.2 Statement of the Problem
The study’s dilemma stemmed from the fact that there is a significant disparity between employees’ efforts at work and what they obtain or receive in return for that effort. Employees and bosses have typically forged a tacit agreement in the workplace,
particularly in an organisational setting: Coca-Cola’s governing bodies would give forms of value for employees, such as secure jobs and fair compensation, in exchange for workers’ dedication.
However, regardless of their level or ranking inside Coca-Cola, the employees are pretty unfortunate. As a result, employees at the organisation have staged a series of protests in order to protect their working conditions and strengthen their benefits package. The intensity of a commitment is influenced by reciprocity.
When a business or individual to whom a commitment has been made fails to perform the expected exchange, the commitment deteriorates.As a result, this study investigated the effect of employee commitment on organisational performance using a case study of Coca-Cola employees in Edo state.
1.3 RESEARCH QUESTIONS
In light of the aforementioned issues, the following questions arise:
What is the level of employee commitment in Coca-Cola in relation to job satisfaction?
Does motivation increase employees’ dedication to their jobs?
Does the amount of commitment of employees influence organisational performance?
1.4 OBJECTIVES OF THE STUDY
The primary goal of this research is to investigate the impact of employee commitment on organisational performance. The research also intends to:
Identifying the impact of employee commitment on job satisfaction.
Determine whether motivation improves employees’ commitment to work, and whether employee commitment influences organisational performance.
1.5 HYPOTHESES STATEMENT
In this investigation, the following null hypotheses will be tested:
H0: There is no statistically significant link between work satisfaction and employee commitment.
H0: There is no substantial association between employee motivation and work dedication.
H0:There is no substantial association between enhanced performance and employee commitment.
1.6 SIGNIFICANCE THE STUDY
The outcomes of this study will serve to highlight areas where there are problems among personnel, which will be of tremendous service to higher education administrators and policymakers.
The findings of this study should be noteworthy in that they will help university administrators better understand how various motivators might be used to encourage employees to improve and sustain performance.
The conclusions of this study will serve to highlight the likely difficulties of frustrations and how motivation may be used to either lessen or eradicate these problems among the organization’s (Coca-Cola) workers.
1.7 SCOPE OF THE STUDY’
This research looks at the impact of employee commitment on organisational performance. The course will also explore various employee commitment approaches and motivation theories as they effect employee performance in an organisation. The study spans the years 2010 and 2011.
1.8 RESEARCH LIMITATIONS
The investigation is limited to employee commitment and its impact on organisational performance. The study does not take into account other variables and so is confined to the areas mentioned above. Furthermore, the study is limited to the academic environment and the Coca-Cola, Ekpoma.
Because it does not cover all areas of the Nigerian educational system, the study does not investigate how commitment techniques function or influence performance in other sectors of the Nigerian economy.
1.9 STUDY SYSTEM ORGANISATION
This research essay has been separated into four chapters to ensure an orderly presentation of this subject.The first chapter introduces the study, the second concentrates on the literature review, the third on the presentation and analysis of data gathered for this study, and the fourth summarises the study and provides relevant recommendations.
1.10 DEFINITION OF TERMS
Employee commitment can be characterised as both a readiness to stick with a plan and a reluctance to change it, typically due to a sense of obligation to stick with it.
Morale refers to the emotional and mental state of the worker.
Employees: Workers in an organisation who contribute to the achievement of the organization’s aims. Employees in this study are those from the organisation, Coca-Cola, Edo state.
The link between the amount of one or more inputs and the number of outputs from a well defined process is known as performance. That is an organization’s or an individual’s performance outcome.
Motivation: Factors (familiarity, concern, and driving force) that exist or are offered in a work context, either physically or psychologically, that impact the worker’s input and performance level.
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