ABSTRACT
The
success and failure of every institution largely depends on employees’
commitment. Institutional support and job satisfaction are considered essential
factors for employee commitment to an organization. In the absence of commitment, organizations may suffer low productivity
and high rate of staff turnover that can negatively impact on their existence.
However, studies have shown that public servants in Nigeria including
librarians have poor attitude to work and exhibit low level of commitment. The
study examined the influence of institutional support and job satisfaction on
employees’ commitment in public university libraries in South-East Geo-Political Zone, Nigeria.
The
survey research design was adopted for the study. Total population was 359
librarians in Public University libraries in South-East Nigeria made up of
professionals and para-professionals. Total enumeration was used for the study.
The instrument for data collection was a validated questionnaire. Cronbach’s
alpha results ranged from 0.86 to 0.90. The response rate was 87.5%. Data were
analyzed using Pearson product Moment Correlation and Multiple Regression.
The
findings showed that there was a significant positive relationship between Institutional Support and Employees’ Commitment in public university libraries in South-East Geopolitical
zone Nigeria, (r=0.650, p< 0.05); and a significant positive relationship
between job satisfaction and employees’ commitment, (r=0.706, p< 0.05). The
study further found that there was a significant joint influence of
institutional support and job satisfaction on employees’ commitment (Adj.= .772, = 25.048, p<
0.05). It was found that institutional support positively influenced employees’
commitment as did job satisfaction (Adj.= .772, = 25.048, p<
0.05).
The study concluded that librarians’ level of institutional
commitment was determined by the extent at which their institutions supported
them. The
study recommended that for management of public university libraries to
succeed, they must find means of increasing institutional support and also
promote job satisfaction among their employees.
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The
success and failures of institutions are reflections of several factors,
particularly factors that center on the employees or workforce. They are seen
as the most valuable asset in achieving institutional goals because the
greatest concern of institutional management is to get work done by employees.
Hence, institutions cannot succeed without their human resource (employees)
efforts and commitment (Cmar & Kareroglu, 2012). In this regard, employees’
commitment towards institutional goal is an important concept for management
wishing to succeed. Thus, institutions want their employees to be satisfied to
become more productive, efficient and committed (Khan, Khan & Khan, 2010).
However, employees’ commitment to institutional goal is subject to certain
underlying psychological factors such as institutional support factors and job satisfaction.
Institutional support and job satisfaction have been
described as key determinants of employees’ commitment to organization (Madhuri,
Srivastava& Srivastava, 2014). As institutions face global competitiveness in modern times
due to technological advancement, reputable managers in various institutional
type, are vigorously seeking avenues to gain competitive advantage wherein institutional
support and job satisfaction of
employees are important factors. Institutional support, organizational support or perceived organizational
support as most existing literature features them, are used inter-changeably in
this study. Institutional support,
is therefore an employees’ perception or belief that the institution values his
or her contribution to the success of the organization and cares or have
concern about his needs. Alternatively, institutional support refers to
employees’ perception concerning the extent to which the institution values
their contribution and cares about their well-being. Institutional support has
been found to have important consequences on employees’ performance,
commitment, and well-being. For
instance, institutional support theorists Krishnan and Mary (2012), hold that in order to meet
socio-emotional needs and to assess the benefits of increased work effort,
employees form a general perception concerning the extent to which the
institution values their contributions and cares about their well-being. Such
Institutional support, in form
of adequate provisions for employees’ physical/accommodation and health
wellbeing, career goals, supervisor support in form of guide and
recommendations for additional in-service training where necessary, and fair
treatment in terms of reward for extra-role performance among others would
increase employees’ felt obligation to help the institution reach its
objectives.
Behavioral outcomes of institutional
support would include increase in in-role and extra-role performance and
decrease in withdrawal behaviors such as absenteeism and turnover. Research on
Institutional support however began with the observation that if managers are
concerned with their employees’ commitment to the institution, employees on the
other hand, are focused on the organizations commitment to them (Eisenberger,
Huntington, Hutchinson, & Sowa, 1986). For employees, the institution
serves as an important source of socio-emotional resources, such as respect and
caring, and tangible benefits, such as wages and medical benefits; being
regarded highly by the institution, helps to meet employees’ needs for
approval, esteem, and affiliation. Positive valuation of employees by the
institution also provides an indication that increased effort will be noted and
rewarded. Employees therefore take an active interest in the regard with which
they are held by their employer (Krishnan
& Mary, 2012); expressing that institutional support is one of the
most important institutional concepts that keep employees in the organization,
since institutional support is known as a key factor increasing job
satisfaction and organizational commitment of employees.
Moreover, while an employee
evaluates his/her institution, he/she often tends to compare present
institution with the previous one and tends to compare the future of his/her
job position in the organization with similar positions of other organizations
(Kanaga & Browning, 2007). This process employed by employees as a mental
process affects perception of their institutional support. Expectations of this
perception in the employee mind are outcomes such as considering employees’
goodness by the institution, appreciation in the institution and sharing common
values between the institution and employees. Employees supported by their
institution, feel this support is given because they are valuable employees for
their organizations. Employees who feel their institution value and appreciate
them are not only emotionally attached to their institution in terms of
affective, normative and continua but equally satisfied with their job.
Previous studies also demonstrated
that institutional support given to employees by their organization engenders
improvement of positive behaviours and attitudes like affective and normative
commitment, and sometimes on continuous commitment (Colakoglu, Culha & Atay, 2010). The amount of institutional
support employee perceives from the organization has been proved to influence
employees’ job attitudes. Moreover, Konijnenburg (2010), indicates that
perceived institutional support relates to a large extent the quality of the
relationship between the organization and the employees in form of
institutional concern on employees’ wellbeing, supervisor support and fair
treatment.
Studies of employees’ attitudes and
behaviours have gained much importance to determine employees’ possible future
behaviors or commitment at work place. Employees’ perception about
organizational attitude regarding their support is based on organizational
employees’ caring activities; for example, rewarding employees’ contribution,
employees’ well-being programs and opportunities for employees to have
participation in key organizational decisions (Beheshtifar & Zare, 2012).
Such institutional support would ultimately shape employees’ work attitude in
institutions in form of commitment or lack of it. Deductively, institutional support induces feelings
such as being important and being useful for the organization and these feelings
improve personal function of employees. Most literature as highlighted above,
have actually proved that institutional support
encourages employees to work better and more effectively, as it encourages
employees to satisfy their managers and the organizational expectations as they
see the organization trying to meet their needs and improve their working and
family lives or wellbeing.
In this vein, Fakhraei, Imami and Manuchehri (2015),
argue that when employees feel satisfied and supported by their organization,
they will try to work better and then they will feel committed to the
organization and leaving the organization would be difficult for them. This is
not often the case with librarians, as studies have shown that most librarians
in public sector have the intention to quit their job if they find a better one
unlike their counterparts in private corporate system such as the oil and
related industries for instance. Hence, Aborishade and Obioha (2009) report
that librarians in most public institutions demonstrate lack of dedication and
commitment to their organization and that some show sign of regret and
dissatisfaction and as such show lack of commitment; and many are intending to
leave if they find better offer somewhere else. In other words, institutional support plays salient role in employees’ job
satisfaction and employees’ commitment
to organization of any type including libraries/librarians based on the
relationship between institutional support, job satisfaction and dimensions of
employees’ commitment as projected in social exchange and social identity
theory.
Job
satisfaction on the other part, is made up of two words “job” and
“satisfaction”. Job on one hand, is an occupational act that is carried out by
an individual in return for a reward. It connotes what one does to receive
regular payment or appreciation, while satisfaction on the other part, is the
way one feels about events, rewards, people, relation and amount of mental
gladness on the job (Somvir & Sudha, 2012; Imran, Arif, Cheem & Azeem,
2014). They also view
Job satisfaction as the degree of an employee affective orientation toward the
work role occupied in the organization; claiming that employees or workforce
who are satisfied with their job by reasons of several institutional factors
such as leadership, pay/salary, co-worker, promotion opportunities,
communication flow and working environment among others, feel highly committed
to their organization.
Job satisfaction and organizational
commitment are equally very important to customer or patrons’ satisfaction
particularly in service-oriented organizations such as educational institutions
like the public universities which must recognize that employees’ satisfaction
will go a long way toward contributing to their goal of having happy and
fulfilling students. Thus, Job
satisfaction is a frequently studied subject in work and organizational
literature in several disciplines such as psychology, sociology, economics and
management sciences. This is mainly because many experts believe that Job
Satisfaction trends can affect employment scenario and influence organizational
commitment, work effort, employees’ absenteeism and turnover. Moreover, job
satisfaction is sometimes considered among indicators as a strong predictor of
overall individual well-being (Syahputra, 2014), as well as a good predictor of
intentions or decisions of employees to leave or stay in a job depending on
prevailing management practices in such institution.
Many years ago, job satisfaction
indicators or predators are generally classified into two groups known as
intrinsic and extrinsic factors in job satisfaction literature. In Herzberg
(1959), combination of several factors as earlier pointed out, creates job
satisfaction and dissatisfaction among employees, which could be either
motivators/intrinsic or hygiene/extrinsic factors. Motivators (such as
achievement, recognition, the work itself, responsibility and promotion)
promotes job satisfaction; while hygiene factors (such as pay/salary,
communication with colleagues and work environment) absence could lead to
employees’ dissatisfaction but do not have direct effect on employees’ job
satisfaction.
Imran, Arif, Cheem and Azeem (2014),
suggest that improvement on the intrinsic factors (such as promotion,
achievement, recognition, advancement, work environment, leadership among
others) will lead to a higher level of motivation and satisfaction among
employees. They explained further, that extrinsic (whether the task allow the
worker to use his/her ability and initiatives), financial/pay (fringe benefit,
relationship with colleague/co-worker support and communication flow) have been
identified as the predictors of job satisfaction among employees in the place
of work as they affect/determine employees’ level of job satisfaction and
organizational commitment of employees.
A study in telecom sector by Tariq
and Nadeem (2013) also reveal that there are different variables like
leadership/supervision, salary/pay, job task, communication and relationship
with family and co-worker leads an employee towards satisfaction or
dissatisfaction that further determines employees’ organizational commitment.
This makes job satisfaction an issue of substantial importance for both
employers and employees. Studies such as Syahputra (2014), express that
employers benefit from satisfied employees, as they are more likely to profit
from lower attrition and higher productivity if their employees’ experience
high level of job satisfaction. However, job satisfaction is simply how people
feel about their jobs and different aspects of their jobs. It is the extent to
which people like (satisfaction) or dislike (dissatisfaction) their jobs.
Job
satisfaction can thus be seen as an emotional response to a job situation which
cannot be seen, it can only be inferred and regarded as how people feel about
their job and different aspects of it. It also means a positive attitude that
an individual has from what he does to earn a living. It
is simply the degree to which people (employees) like their jobs. Thus,
organizations want their employees to be satisfied to become more productive,
committed and efficient (Khan, Khan & Khan, 2010). A person such as librarians with a high level
of job satisfaction would hold positive attitudes towards the job, while a librarian
who is dissatisfied with his or her job would no doubt hold negative attitudes
about his or her job. Job satisfaction has been the focus of many researchers
measuring employees’ level of satisfaction on organizational commitment. Job
satisfaction is however a complex attitude to understand because an array of
factors has been identified as determinants, predictors or ‘input- variables’
of job satisfaction with a variety of ‘outputs’ or results.
Surveys on job satisfaction abound with
results showing significant influences of employees’ satisfaction factors
(input- variables) on organizational commitment (output- variables). Thus, job
satisfaction is an important attribute frequently measured by organizations.
The most common way of measurement is the use of rating scales where employees
report their reactions to their jobs. In this ambience, there is a renewed
interest in the commitment level of the public sector in many developing
economies as they face a more competitive global environment. Efforts to
improve the performance/commitment level of the public sector focus on both
personal and contextual variables. The study of Sokoya (2000) reveals that
employees’ job satisfaction do affect their commitment to work and that
satisfied employees are happy and thus productive. Therefore, the success of
organizations depends on the satisfaction of their employees. The happier
people are with their job, the more satisfied and committed they are said to be
is unarguable in this respect.
Employees’
commitment or organizational commitment as interchangeably used in existing
literature is another important organizational outcome which
often results from institutional support and job satisfaction. As institutional
support theory suggests,
institutional support, which is an indicator of the organization’s commitment
to the employees, creates an obligation within the employees to care about the
organization and reciprocate with commitment and loyalty. Institutional actions
indicating caring of, fairness and concern for employees may enhance their
commitment to the organization. On the basis of the reciprocity norm,
institutional support should create a felt obligation to care about the
organization’s welfare. The obligation to exchange caring for caring should
enhance employees’ affective commitment to the personified organization.
Institutional Support should also increase affective commitment by fulfilling
such socio-emotional needs as affiliation and emotional support. Such need
fulfillment produces a strong sense of belonging to the organization, involving
the incorporation of employees’ membership and role status into their social
identity (Krishnan & Mary, 2012).
Moreover, Daneshfard and Ekvaniyan
(2012) hold that employees’ commitment
is a multidimensional construct comprising of three components: affective,
continuance and normative. In this regard, affective commitment has been
described as employees’ emotional attachment to the organization. As a result,
he or she strongly identifies and desires to remain as a part of the
organization. According to them, these employees commits to the organization
because he/she wants to. Continuance commitment on one end, has to do with
one’s awareness of the cost associated with leaving the present organization,
that is, perceiving high cost of losing membership including economic losses
(such as pension accruals) and social cost (friendship ties with co-workers)
that would have to be given up.
Therefore, the employee remains a member of the organization because
he/she has to.
Normative commitment has to do with
feeling of obligations to the organization based on personal norms and values.
For instance, the organization may have invested resources in training an
employee in form of institutional support, who then feels an obligation to put
forth effort on the job and stay with the organization to repay the debt. It
may also reflect an internalized norm developed before the person joins the
organization through family or other socialization processes, that one should
be loyal to one’s organization. The employee therefore stays with the
organization because he/she ought to.
Unfortunately in Africa, particularly in
a country like Nigeria, institutional support and job satisfaction of employees
that could lead to high employees’ commitment
to the organization seem to be a misplaced priority as public servants
like librarians hardly devote adequate time in pursuing library goals in their
organization or institution due to one form of dissatisfaction or the other
(Aborishade & Obioha, 2009); as often and collectively protested under the
Nigerian Labour Congress (NLC) platform during yearly workers day celebrations
for under-care or pay. For instance, lack of care and poor wages/salary
agitation dominated the activities of the recently celebrated world worker’s
day of 1st May, 2016 celebration in which fifty-six-thousand-naira
minimum wage was demanded by NLC as against eighteen thousand
five-hundred-naira current payment (Punch, 2nd May, 2016) often
leading to one form of service failure or the other in the Nigerian public
service system. This circumstance over the years has led to the establishment
of SERVICOM (Service Compact) in 2004 under the administration of President
Olusegun Obasanjo with popular slogans such as “Challenge Bad Service Anywhere
Anytime; and Do Not Walk Away from Service Failure” (Uaboi-Egbenni, 2015).
Inspite of this form of measures on
ground, studies have shown that workers, in Nigeria, including library
personnel in academic institutions still have poor attitude to work and exhibit
poor commitment to organizational goals (Aborishade & Obioha, 2009 and
Akinyemi & Ifijeh, 2012). This could be due to what Yaya (2016) disclosed
about academic librarians that they are been treated as second class staffers
in academic institutions in Nigeria. In buttressing this claim, Abigail and
Oluwatobi (2015) cite Nwosu, Ugwoegbu and Okeke (2013); Amusa, Iyoro and
Olabisi (2013) among others, who stated that there appears to be low commitment
of library personnel as mobility/high turnover has characterized academic
libraries which have resulted in low performance among library personnel.
This could be due to poor institutional
support and high level of dissatisfaction among employees that consequently
affect their job commitment. From personal observation in some academic
libraries where the researcher had worked, there exist poor institutional
commitment to the observation of Aborishade and Obioha (2009); Abigail and
Oluwatobi (2015). Librarians in these
institutions demonstrate lack of dedication and commitment to their
organization. Some show sign of regret or dissatisfaction even in taking the
profession as career choice, as such show lack of commitment; and many are
intending to leave if they find better offer somewhere else. All these forms of
attitudes are signs of poor institutional support and dissatisfaction that
requires empirical evidence of this nature.
Moreover, the present day librarian is
expected to play a fundamental role within the university community. These
roles are teaching, research and community service towards social, political
and economic development of the country. According to Samuel and Chipunza
(2009) library personnel in carrying out their duties are expected to be
committed to the values and goals of the library in an organization, knowing
fully that without commitment on the part of the employees/librarians,
organization will simply shrink and eventually fold due to lack of relevant
information to gain competitive advantage in our present day competitive world
in all field of human endeavor/engagement in which librarians play prominent
roles. Thus, librarians still remain central to the management of scholarly
communication and educational development. In this vein, Gunasekara (2010)
described university or academic library as the heart of the learning community
providing a place for students and lecturers to conduct their research, advance
knowledge and also support the goals and aspiration of its parent organization.
The extent to which academic libraries can provide bibliographic (information)
support to the university is therefore a core function of librarians and their
surrounding circumstances such as institutional support and job satisfaction
levels.
Low level of commitment among library
staff could have resulted from low level of Institutional support and may
likely cause undesirable results such as employees’ job dissatisfaction, poor
commitment and consequent withdrawal. This situation may negatively affect
service quality and productivity as well as institutional (public universities)
loss of relevance in Nigeria to those in the private sector on the long run if
these variables are not properly checked through empirical evidence of this
nature; bearing in mind that employees’ commitment is the bond between the
employee and the organization often influenced by institutional support and job
satisfaction level of employees. This scenario, according to Jonathan, Thibeli
and Darroux (2013), employees with high Job Satisfaction are loyal to the organization,
share its values and identifies with the goals of the organization through
commitment.
From the foregoing, many researchers
agree that these variables (Institutional support and Job satisfaction) do
influence employees’ commitment to organization. Although, institutional
support and job satisfaction influence have been treated in isolation in
relation to employees’ commitment, they have not been given joint treatment in
public universities. Therefore, analyzing the relationship between these variables
is particularly crucial. This research intent has however received considerable
attention in the United States and Europe, it is not so in Nigeria especially
in South Eastern Nigeria. Moreover, the findings of most researchers on
employees’ commitment in western society may not be directly the same or
applicable to developing countries because of their different economic and
socio-cultural factors or considerations. The question is that: could the poor
organizational commitment among librarians observed by Aborishade and Obioha
(2009), be due to poor institutional support and low job satisfaction? There is
therefore, an urgent need to examine the “institutional support, job satisfaction and employees’ commitment in public
university libraries in South-East Geo-Political Zone, Nigeria”.
1.2 Statement of the Problem
Organizations cannot succeed without
human resource efforts and commitment. In the absence of commitment,
organization may suffer several consequences such as low productivity, high
rate of absenteeism, and high rate of staff turnover that could negatively
affect its existence and continuity. Unfortunately, in a country like Nigeria,
not only does employees’ commitment in the public sector seem to be a misplaced
priority, but in a pitiable and despised state, especially in the education
sector as several existing literature speculates. This circumstance has not
only led to frequent agitations of public servants in Nigeria over the years,
but to industrial actions such as strikes among Civil Servants. This situation
has not only caused service failure among some public servants (particular in
the educational sector) in Nigeria, but impacted negatively on the general
educational and economic background of the country.
The several mechanisms/agencies put
in place by the government such as Service Compact (SERVICOM) to check service
failure among public servants has not yielded any significant result which
could be due to several managements’ related factors such as poor institutional
support and low level of job satisfaction of employees among others. By way of
emphasis, studies and the researcher’s personal observation where he had
worked, there exist poor institutional commitment among librarians; librarians
in these institutions demonstrate lack of dedication and commitment to their
organization; some show signs of regret in taking the profession as career
choice, as such show lack of commitment; and many are intending to leave if
they find better offer elsewhere. Although some studies have been done on
identifying librarians’ level of job satisfaction and their commitment to
organization, little or no work has addressed the composite influence of institutional
support and job satisfaction factors on employees’ commitment in
public university libraries in Nigeria. Hence, this study intends to
investigate “institutional support,
job satisfaction and employees’ commitment in public university libraries in
South-East Geo-Political Zone, Nigeria”.
1.3 Objective of the
Study
The main objective of this study is
to investigate the influence of institutional support and job satisfaction on
employees’ commitment in public university libraries in South-East
Geo-Political Zone, Nigeria. The specific objectives are to:
- find
out the level of employees’ commitment in public university libraries in
South-East Geo-Political Zone, Nigeria;
- ascertain
the extent of institutional support of employees in public university
libraries in South-East Geo-Political Zone, Nigeria;
- determine
the job satisfaction level of employees in public university libraries in
South-East Geo-Political Zone, Nigeria;
- ascertain
the relationship between institutional support and employees’ commitment
public university libraries in South-East Geo-Political Zone, Nigeria;
- determine
the relationship between job satisfaction and employees’ commitment in
public university libraries in South-East Geo-Political Zone, Nigeria;
- examine
the relative influence of institutional support and job satisfaction on
employees’ commitment in public university libraries in South-East
Geo-Political Zone, Nigeria;
- determine
the joint effect of institutional support and job satisfaction on
employees’ commitment in public university libraries in South-East
Geo-Political Zone, Nigeria and
- find out factors challenging institutional support, job satisfaction and employees’ commitment to organization in public university libraries in South-East Geo-Political Zone, Nigeria.
1.4 Research Questions
The following research questions
will be used to guide the study:
- What
is the level of employees’ commitment to organization in public university
libraries in South-East Geo-Political Zone, Nigeria?
- To
what extent are employees given institutional support in public university
libraries in South-East Geo-Political Zone, Nigeria?
- What
is the level of job satisfaction of employees in public university
libraries in South-East Geo-Political Zone, Nigeria?
- What are the factors
challenging institutional support, job satisfaction and employees’
commitment in public university libraries in South-East Geo-Political
Zone, Nigeria?
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1.5 Hypotheses
The following research hypotheses
were formulated and tested at 0.05 level of significance to further guide the
study:
Ho1:
There is no significant relationship between institutional support and employees’ commitment in public university libraries
in South-East Geo-Political Zone, Nigeria.
Ho2:
There is no significant relationship between job satisfaction and employees’
commitment in public university libraries in South-East Geo-Political Zone,
Nigeria.
Ho3: There is no significant relative
influence of institutional support and job satisfaction on employees’
commitment in public university libraries in South-East Geo-Political Zone,
Nigeria.
Ho4:
There is no significant joint relationship between the independent variables
(institutional support and job satisfaction) and the dependent variable
(employees’ commitment) in public university libraries in South-East
Geo-Political Zone, Nigeria.
1.6 Scope of the Study
The study focused its attention on
investigating the influence of institutional support and job satisfaction on
employees’ commitment in public university libraries in South-East
Geo-Political Zone, Nigeria. The study therefore focused on librarians
(Professionals and Para-Professionals only) thereby excluding non-librarians’
categories of staff in the ten (10) public university libraries in South-East
Geo-Political Zone, Nigeria.
This study also laid emphasis on vital
issues relating to employees’ institutional support, job satisfaction, level of
commitment, effect of institutional support (such as well-being, fairness or
fair treatment, and employees’ goals and supervisor support) and job
satisfaction on employees’ commitment to organization as well as their
challenging issues as reflected on the study specific objectives.
Public Universities in South-East
Geo-Political Zone, States of Nigeria were used for this study. The reason for
this choice is that the states are prone to relatively high number of
Industrialists and elites/civilized heterogeneous population as they are
commonly referred to as successful business people in Nigeria. The region
constitutes one of the three most populous ethnic groups in the country
visa-vis the Yoruba’s, Hausas, and the Igbos popularly referred to as Wazobia
in Nigeria. This recognition and trend placed the region in a fortunate
position of having equitable distribution of early public university education
such as the University of Nigeria Nsukka (UNN) in the early days of university
establishment in Nigeria in the 1960s otherwise referred to as one of the first
generation universities in Nigeria; which has in no doubt continued with her
educational development trend till date.
This phenomenon consequently gave
rise to the development of considerable number of public
universities/institutions of learning with business management faculties among
others to enhance their entrepreneurship culture rather than rely on Government
for employment opportunities and survival when compared to their counterparts
in other regions of the country due to their entrepreneurship/organizational or
Institutional management acumen.
However, inspite of the above
privileges, it appears they are still part of institutions with human resource
management challenges (such as being part of the incessant strike actions by
public institutions in the country) as available literature reviewed above did
not exonerate institutions in the region in any way particularly now that the
country is in economic recession situation. Moreover, available literature has
shown that there is dearth of valuable information on commitment of employees
in public university libraries in the region unlike the South-West Geopolitical
Zone of Nigeria where several literatures exist on employees’ commitment such as
the works of Popoola and Oluwole (2007); Aborishade and Obioha (2009); Abigail
and Oluwatobi (2015) among others. Hence, this region was
appropriately selected for the study. The states therefore covered in the S.E.
Nigeria are: Abia, Anambra, Ebonyi, Enugu and Imo. These were made up of both
Federal and State Universities currently existing in the region as shown in
Table 3.1.
1.7 Significance of the Study
It is expected that the findings of this
study would be of interest/ immense benefit to employees/librarians,
employers/managers, education policy makers/government and future researchers
in the field of human resources management on employees’ commitment in the
following ways:
First,
the study would provide empirical evidence of the level of employees’
institutional support perception, job satisfaction and employees’ commitment to
managers/management of public universities/and related non-governmental
agencies among others, because it would establish a link between institutional
support and job satisfaction on one part; and employees’ commitment on the
other end, as well as their collective or their consequence link to
organizational commitment. In other words, the result of this study would show
whether institutional support and job satisfaction have impact on employees’
commitment to the organization. Therefore, future managers/management would
know that in order to improve employee commitment, they would improve
employees’ job satisfaction and related institutional support
policies/practices to secure competitive advantage.
Secondly, the findings would help
education policy makers and the government in like manner to know that
employees’ organizational commitment are reflections of their observed level of
institutional support and job satisfaction often influenced by their predictors
such as employees’ wellbeing, goals, fair treatment, supervisor support;
leadership, pay, Promotion
opportunity, Communication flow, work environment among others; and that
adequate attention in form of improved policy statement and implementation in
this direction would consequently result to improved employees’ commitment and
success.
To the employees/librarians, the study
would avail them the opportunity to expose their observed level of
institutional support and job satisfaction; and their consequent influence on
level of commitment to their employers/management upon which management
positive response would result to improved institutional support, job
satisfaction and improved employees’ commitment. Morealso, future researchers
and scholars interested in this field, would find it useful for their study
because it would give them insight that would boost their work for greater
value.
1.8
Operational Definition of Terms
The following terms are defined in
accordance to their usage in the study:
Institutional Support:
This refers to assistance given to employees by their institutions or employers
outside their core terms of agreement to enhance their well-being that could
influence their commitment to organization.
Job Satisfaction: This is the degree to which an employee like
or dislike his or their jobs in an organization or institution.
Librarians: These are professional library staffs who
work in academic libraries with at least Bachelor degree in Library Science/Studies
(BLS) or Library and Information Science/Studies (BLIS) or related Course who
is attached to a tertiary institution such as the university.
Para-Professional
Librarians: These are library staffs who work in
academic libraries with at least Diploma Certificate or Ordinary National
Diploma (OND) Certificate in Library Science/Studies or Library and Information
Science/Studies.
Employees’ Commitment:
This refers to employees’ level of dedication to employer’s organizational goal
or objectives.
Public Universities: These are government funded tertiary
(university) institutions in Nigeria. In most cases, they are the largest ones
in the country; they are either federal or state owned.
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Item Type: Ph.D Material | Attribute: 181 pages | Chapters: 1-5
Format: MS Word | Price: N3,000 | Delivery: Within 30Mins.
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