ABSTRACT
Human capital is a key
success factor in any organisation. Dissatisfied and unhappy staff may not
perform maximally, and this could affect an organisation’s products and
services. This is why the general opinion that job
satisfaction of library staff in private university libraries in Nigeria was
low and that their turnover intention was high has been a cause for concern. This study examined the
extent to which leadership style, organisational culture and staff motivation
correlated with job satisfaction and turnover intention in private university
libraries South-West, Nigeria.
Survey research design was
adopted. The population consisted of all
the 361 library staff in the private university libraries in South-West,
Nigeria. Total enumeration was used. The
research instrument used was a validated questionnaire. The Cronbach’s alpha reliability coefficient
for the constructs ranged from 0.72 to 0.88.
A response rate of 84.5% was achieved. Data were analysed using Pearson
Product Moment Correlation and Multiple Regression.
Findings revealed a
significant relationship between leadership style and job satisfaction
(r = 0.028, p < 0.05); leadership style and turnover
intention (r = - 0.044, p < 0.05); organizational
culture and job satisfaction (r = 0.009, p < 0.05);
organisational culture and turnover intention (r = 0.018,
p < 0.05); staff motivation and job satisfaction
(r = 0.036, p < 0.05), as well as staff motivation and turnover intention
(r = -0.009, p < 0.05).
The study further showed that leadership style, organisational culture
and staff motivation significantly influenced job satisfaction (Adj. R2
= 0.33; F(3.301) = 49.932; p < 0.05,). Similarly, leadership
style, organisational culture and staff motivation significantly influenced
turnover intention (Adj. R2 =
0.65; F(3.301) =
188.194; p < 0.05).
The study concluded that
leadership style, organisational culture and staff motivation contributed
significantly to the low level of job satisfaction and high level of turnover
intention of library staff in private university libraries in South-West
Nigeria. It is recommended that library management should be more democratic in
their leadership style, a culture of employee involvement should be improved
on, and extrinsic motivational strategies such as job security, payment of
allowances should be put in place. This would increase the job satisfaction and
reduce turnover intention of the employees in private university libraries.
CHAPTER ONE
INTRODUCTION
1.1
Background to the Study
Organization’s competitive advantage, success,
and sustainability in an ever increasing turbulent global market are mainly
predicated on the job satisfaction and turnover intention of quality human
capital. One major reason for a
continued interest in the phenomenon of job satisfaction lies in embedded
propensity for positive or negative effects on many forms of employees’ behavioural
tendencies such as efficiency, productivity, employee relations, absenteeism
and rate of turnover. Job satisfaction
implies the way an individual feels
about rewards, people, events and amount of mental gladness on the job; it can
also be described as an emotional response to a job circumstance that may not
be seen (Somvir, 2013). Job satisfaction therefore is a veritable ingredient in
any work environment as it determines the behavioural patterns of the
employees. It also relates to the degree to which workers’ needs and
expectations are met in comparison to the prevailing national and global
standard.
Job
satisfaction is conceptualized to mean the level of positive attitude that a
librarian and other library staff displays when performing his/her duties in
the university library, and the rate at which his/her basic needs are met by
the employers. It is interesting to note that if librarians and other library
staff are well catered for by the
university authorities in the area of due recognition for a job well done, good leadership style for the administration
of the university library coupled with a career development opportunities for
librarians and other library staff to
enhance development of their managerial
skills, and conducive work environment as well as improved remunerations (good
salaries and wages); their level of job satisfaction will be greatly improved
from what is presently existing in most Nigerian universities. (Yaya, 2016).
Unfortunately, it
is observed that the level of job satisfaction among librarians and other
library staff in most university libraries in Nigeria is probably very low
compared to what is obtainable among other faculty members of the same
educational sector. Job satisfaction as noted by Babalola and Nwalo (2013), enhance
organisational success and reduce turnover intention of workers in any
organization especially in library and information centres as a job satisfied
worker is a happy and effective worker.
Staff that are satisfied with their job are
likely to work positively for the progress of the organization, whereas
employees who are dissatisfied with their job may tend to work against the
process of the organization. Similarly, where there is high level of job
satisfaction, employees may not think of leaving their job even if there are
available opportunities elsewhere. Job satisfaction therefore determines
employee’s retention and thus reduces turnover intention. Earlier studies have established that there
is a relationship between job satisfaction and turnover intention or retention
of workers (Arzi & Farahbod 2014; Ikonne &Onuoha, 2015). Job
satisfaction could therefore be seen as the relative degree of fulfilling and rewarding
experience of both the career opportunities and work environment by the
employee. It could also be seen as a way of ensuring retention of workers and decrease their
turnover intention in any organization especially in the private university
libraries as satisfied workers are willing to stay and continue working for the
organization.
It
can be gathered from the foregoing, that job satisfaction of workers in any
organisation determines the growth and development of such organization. The
welfare of the workforce, the physical and social ambience of the workplace is
pivotal for retention. It could be noted that employees that enjoy high level of
job satisfaction will display high degree of commitment to their tasks in the
organization; there is need for strong and effective job satisfaction
indicators such as employee recognition, career advancement opportunity,
conducive working environment, reasonable salaries and wages among others to be
put in place in organizations including library and information centres so as
to reduce the level of turnover intention in library and information centres.
Turnover intention can be described as
the rate to which a member of staff is willing to leave a particular
organization; it affects organizational sustainability and rating. Turnover
intention is a process whereby an employee decides to quit or leave a
particular organization for another one for some reasons. It implies an
employee’s personal anticipated likelihood that he or she has a deliberate
intention to quitting the establishment in the near future. It can also be
described as employee’s consideration or thinking to quitting a job (Long &
Thean, 2011). Employee’s turnover intention has been a serious problem of
organizations regardless of their size, locations, or nature of business as the
effect of high turnover intention on organizational objectives affects
negatively the quality of organizational products or services (Long &
Thean, 2011). Turnover intention may
arise as a result of some factors or features directly present in an
organization such as, organizational policies, motivational strategies, organisational
culture among others.
There are some other factors that may
contribute to employee’s turnover intention that organizations may not have
control over such as demographic variables (sex, age, educational
qualification, years of experience among others). Employee turnover intention
can be classified into voluntary and involuntary. Voluntary turnover is a
situation whereby an employee makes decision whether to stay or quit an
organization. This type of turnover is detrimental to the organization in
general because the employees that will make decision to quit the organization
for another are often those that are talented and high performing, who are actually
working hard thereby giving the organization some competitive advantage to
enable it move forward. Involuntary
turnover intention on the other hand refers to a situation or a process in
which the organization decides to weed the work force; in this case, the
organization decides who goes and also stays in most cases, the
under-performing employees, are likely to be affected; and this may bring
healthy competitions into the organizational workforce and increase employee’s
performance and organizational products or services.
Turnover intention is what leads to
actual turnover. Employee’s turnover has been a serious issue facing most
organizations all over the world across various sizes, locations, and
ownership. It is a critical issue that management of organizations should be
bold to address because of its negative impact on the organization generally,
it increases the cost of running the organisation, it also reduces the
productivity of the organization as well as the image of the organization. (Kessler, 2015; Kessler & Catana, 2013). The level of
turnover intention of library staff in private university libraries in Nigeria
is high (Olusegun, 2013). This actually is a course for concern. The causes of turnover intention in an
organisation are human resource management related issues, organizational
culture, job related issues, leadership style among others. Similarly, the
achievement of any organization depends on the retention of key human
resources, and to an extent, on customer satisfaction as well as the attraction
and retention of first rate skills and manpower sustainability.
Workplace characteristics affect workers
perceptions and behaviour in the organization. such characteristics shape the
employees’ feeling about the institution; it may be positive or negative and
this may result in having the intention to stay or quit. There are some
workplace characteristics that the workers consider core and non-negotiable in
their assessment of continued longterm commitment. These include:: job security, equity in reward
system, group information sharing and management in general. Therefore, these factors
could determine how staff members feel about their job in general. (Arshadi
& Shahbazi, 2013). Consequently, appropriate leadership style is a precondition
for reducing turnover intention in library and information centres.
Leadership style is another issue of
concern that organizations should pay attention to; the leadership style prevalent
in any establishment (including library and information centres) will influence
the behaviour of employees in that organization. Leadership style plays a major
role in determining the library staff job satisfaction and turnover intention. Thus,
effective leadership is a key success factor in employees and organisation’s
success or failure. It could be perceived as a process of working through
people to achieve organisational goals and objectives. Leadership style can be described as the
method or the style that a leader adopts in the management of resources in the
organizations including human resources. Findings have shown that there
are various leadership styles that can
be adopted in the administration of
organisations; (Khan, Khan, Qureshi, Ismail, Rauf, Latif, and Tahir 2015;
Segun-Adeniran, 2015; Sharma &Jain 2013; Onuoha, 2013). Some of these styles are autocratic,
democratic and laissez-fair. Other researchers also classified leadership
styles as transactional, transformational and situational.
In general, leaders at one point in time
adopt a style of leadership in the day to day administration of their
organizations; and the style of leadership that is prevalent in an
organization/library and information centres will have influence on the
organizational resources, functions and services or products. Leadership is a
process or an act of inspiring people so as to get the best out of them and at
the same time achieve expected results. The leadership style adopted by
managers or leaders at one point or the other will influence the librarians’
job satisfaction and turnover intention.
Various researchers such as (Kaladeh, (2013), Izidor
and Iheriohanma (2015). pointed
out that leadership style is crucial for staff job satisfaction and intention
to stay, bearing in mind that lack of staff satisfaction can increase the gap
in turnover intention rate and manpower deficiency in any organisation
including library and information centres; and that leadership and supervision
are important in employee retention, and that leadership behavior as perceived
by employee, is an important factor of workers’ job satisfaction, dedication,
retention and turnover intention. A
suitable leadership style existing in any kind of organization could possibly foist
and foster enduring organisational culture capable of inspiring employees
buy-in for greater satisfaction and loyalty.
Organisational
culture can be described as the sum of basic assumptions, practices,
principles, beliefs, norms and values that govern behaviour and actions of
members of a particular organisation, community or society. It is an
incorporated pattern of human behaviour that is special to a particular
organization, and it is a powerful tool that influences employees’ behaviour
and organisational success or failure. Organisational culture provides the
fundamental values, beliefs and principles that serve as underpinning for any
organisational practices and procedures.
It is the pattern of shared basic assumptions which is invented,
discovered or developed by a given group or an organisation as a method of
doing things which have worked well enough to be considered valid, and to be
inculcated into new members of the organisation as the correct way to perceive,
think, feel and do things in that particular organization (Emerson, 2013). It
is reported by scholars (Omoankhan, Oloda & Ajanake 2014; Bellary, Sadlapur & Naik, 2015), that
organisational culture is a powerful force that influences both employee
dispositions and institutional success. It defines the acceptable behaviour in
an organization, and at the same time, affects, the individual workforce
satisfaction and turnover intention.
Organisational culture is therefore intricately related to the job
satisfaction and turnover intention of workers in any organization.
Organisational
culture can also be described as the practices developed by organizations as
ways of behaviour and handling of people in that organisation; it is a major
factor that influences organisational decisions and actions. It influences job
satisfaction and turnover intention; the reason is that employees who fit well
with an organization’s culture are more likely to be satisfied with their job
and, at the same time, remain with the organisation, whereas employees that are
incompatible with a given culture are more likely to be dissatisfied with their
job and consequently quit the organisation voluntary (Emerson, 2013; citing
Jenkins, Deis, Bedard & Curtis 2008,
Benke& Rhoda 1994). organisational
culture is formed through the process interactions among specific elements,
such as organisation founder, selection criteria, top management and
socialization. Therefore, the influence of founders is eminent in determining
the culture of their organisations especially in private universities.
Denison
(1993) proposed a theory of organisational culture that consists of the
following variants: involvement, consistency, adaptability, and mission. Involvement
orientation is based on the culture of employees’ engagement, capacity building
of the employee and participation of individual member of the organisation
leading to having a sense of ownership, responsibility and commitment. In this
type of oragnisational culture, employees are dedicated to their job and feel a
sense of stake-holder in the organisation when they are involved in decision
making that concern their job. Consistency orientation implies that
organizations also tend to be effective because they have strong cultures that
are very consistent, coordinated, and integrated. The individual way of doing
things are entrenched in a set of core
values, the organizational members are able to reach an agreement and
meaningful decision that will move the organization forward. Also, according to Danison, adaptability
orientation implies the organization is always changing in the system so
as to advance the organizations’ group abilities to give value to their
clientele in ever changing society; the organisation is driven by customers’
satisfaction. Mission orientation
culture on the other hand implies that the
organisation have a sense of purpose and direction for achieving organisational
goals. It also involves a vision of how the future of the organisation will
look like. Libraries and information
centres should practice more of the culture of involvement. This implies that
employees should be part of the decision making process especially in matters
that affect their job and career. The issues of staff involvement culture
through training and development should be part of the organisations’ central
culture and this will eventually motivate library staff , increase their level of job satisfaction and
reduce their rate of turnover intention.
A fundamental factor that can enhance organizational
culture is associated with motivation. When organizations motivate employees,
there is every tendency that employees will cooperate and buy-in or embrace the
culture of that organization irrespective of the texture. Motivation is a force that drives person to action and performance. The level of
motivation that employees receive from their employers will have influence on
their job satisfaction and turnover intention. It is both intrinsic and
extrinsic forces that drive or push individuals to work; it enables the
individual to push harder and leading to high performance and organizational
productivity. It is the process that
arouses, energizes, directs, and sustains behaviour and performance; in other
words, it is the forces that stimulate a worker to action to achieve a set
goal. One way of inspiring employees is through motivation, which makes workers
more fulfilled and dedicated to their jobs and at the same time reduce turnover
intention in organizations/ library and information centers (Olusegun 2012,
citing Luthans 1998).
It also
infkluence quality service delivery in library and information centres.
It is therefore imperative for library management to meet the demands of their
personnel to strengthen their satisfaction, and commitment to minimize turnover
intention. However, literature further shows that some employees are not
adequately motivated while performing their jobs. Employees occupy a strategic
role and position in the organization as they are responsible for converting
inputs to productive outputs (Datta & Datta, 2013). Well motivated workforce would be satisfied with
their job and thereby constitute a pool of human capital to gain organisational
competitive edge over its competitors in the same industry.
Research
has linked job satisfaction and turnover intention to motivation; workers that
are effectively motivated with good and competitive salary, good working
conditions, regular promotion, and recognition by superior, appropriate reward
systems and career development are susceptible to job satisfaction and reduced
turnover intention. (Idiegbeyan-ose & Idahosa 2011, Nyamubarwa, 2013, Kim & Park, 2014). Similarly, staff
motivation is an essential factor in every organization especially the private
university library. It enables library staff to exert their real efforts in
achieving the stated goals and objectives of the library. Library management should
be concerned with how to motivate her workforce; this could be done through
creativity, innovation and provision of fringe benefits that are comparable to
the best in the industry. This belief is often reflected in the workers’
emotions as they agitate for more attention from the management to their
plight. The workers’ expectations and emotional dispositions have to be
adequately managed in order to achieve the goals and objectives of the
organization, especially in private university libraries.
The establishment of private universities in Nigeria
can be traced back to the need to widen access to higher education regardless
of age and gender (Osagie, 2009; Adekola, 2010). The challenges in processing
and getting admissions into public universities across the country, prolong
academic calendar, crowded students population, poor conditions of
infra-structures and general indiscipline among staff and students in
government-owned universities
necessitated the involvement of
private sector participation in establishing universities as a panacea
to revitalizing efficiency and effectiveness in the Nigerian University system.
(Enahoro & Badmus, 2013). Similarly, Osagie (2009) is of the opinion that private higher
education in Nigeria is emerging as one of the most dynamic segments of
postsecondary education at the turn of the 21st century. Its prominence is
linked with the ideology of deregulation that is so influential at present and
in tandem with the trend worldwide to cut down public spending. Also, Oloyede and Adekola (2010) observed
that private universities are recent developments in Nigeria as compared to the
Federal and State government-owned universities.
The dispensation has evolved during two historic
phases, namely, the first during the second Republic under President Shehu
Shagari’s administration (1979- 1983), the second phase was during the Fourth
Republic under President Olusegun Obasanjo (1999-2007). During the second
Republic, some interested stakeholders decided to utilize the opportunity of
the democratic freedom to establish private universities. Nigeria presently has 141 universities comprising of
40 federal, 40 state and 61 private as at June 20, 2016 (National Universities
Commission, 2016), and all these universities have libraries and staff working
in them. Out of the 61 private universities in Nigeria, 27 are located in
southwest geopolitical zone of the country, hence the choice of southwest for
this study.
1.2 Statement of the Problem
Human capital is a key success
factor in any organisation. Dissatisfied and unhappy employees in any
organisation may not perform optimally and this may translate into poor
productivity, high rate of staff turnover and threat to the organization generally. Research has shown that the level of job satisfaction of library
personnel in Nigerian university libraries is low (Babalola & Nwalo, 2013).
Similarly, it has also been discovered that the level of turnover intention of
library staff in university libraries is high (Olusegun,
2013). This actually is a course for concern. Although some studies such as
Ridwen, (2015) Seed, Weseem, Sikander and Rizwan (2014); have been carried out on job satisfaction and
turnover intention of staff in university libraries, from the researcher’s
knowledge, none has studied the combination of these variables in this study
especially in private universities.
In
other words, studies have not been directed at investigating the relationships
between welfare, personal and managerial issues such as leadership style,
organisational culture and staff motivation on one side and job satisfaction and turnover intention on the
other side. The aim of this research is to find out the relationships among
these variables; especially, the extent to which leadership style,
organizational culture and staff motivation influence the job satisfaction and
turnover intention of library staff in private university libraries,
South-West, Nigeria.
1.3 Objective of the Study
The general objective of the study
is to investigate leadership style, organizational culture and staff motivation as correlates of job
satisfaction and turnover intention in
private universities library, South-West, Nigeria. The specific objectives are to:
1.find
out the level of job satisfaction of library staff in private university libraries in south-west
Nigeria;
2.identify
the level of turnover intention of
library staff in private university
libraries in south-west Nigeria;
3.ascertain
the leadership styles prevalent in private university libraries in south-west
Nigeria;
4.identify
the organizational culture in private university libraries in south-west
Nigeria;
5.establish
the level of motivation of library staff
in private university libraries in south-west Nigeria;
6.find
out the relationship between leadership
style and job satisfaction of library
staff in private university libraries south-west, Nigeria;
7.find
out the relationship between leadership
style and turnover intention of library staff in private university libraries
south-west, Nigeria
8.ascertain
the relationship between organizational culture and job satisfaction of library
staff in private universities in south-west Nigeria;
9.establish
the relationship between organizational culture and turnover intention of library staff in private
university libraries south-west, Nigeria
10. determine the relationship between staff motivation and job satisfaction of
library staff in private university libraries in south-west Nigeria;
11. ascertain the relationship between staff motivation and turnover intention of library
staff in private university libraries in southwest Nigeria;
12. investigate the combined effects of leadership
style, organisational culture and staff motivation on job satisfaction of library staff
in private university libraries in south-west Nigeria and
13. ascertain the combined effects of leadership
style, organisational culture and staff motivation on turnover intention
of library staff in private university
libraries in South-West Nigeria;
1.4
Research Questions
The following are the research
questions that this study seeks to answer:
1.what
is the degree of job satisfaction of library staff in private university
libraries in South-West Nigeria?
2.what
is the level of turnover intention of library staff in the private university
libraries in South-West Nigeria?
3.what
are the leadership styles prevalent in
the private university libraries in South-West Nigeria?
4.what
is the organizational culture in the chosen private university libraries in
South-West?
5.what
is the level of motivation of library staff in the selected libraries in South-West?
1.5 Hypotheses
The following null hypotheses were
tested at 0.05 level of significance:
1. Ho1: There is no significant relationship between leadership style
and job satisfaction of library staff in
private university libraries South-West Nigeria;
2. Ho2: There is no significant
relationship between leadership style and turnover intention of library staff in private university libraries in South-West
Nigeria;
3. Ho3: There is no significant relationship between organizational culture and job satisfaction of
library staff in private university
libraries in South-West Nigeria;
4. Ho4: There is no significant relationship between organizational
culture and turnover intention of library staff in selected libraries;
5. Ho5: There is no significant relationship between staff motivation
and job satisfaction among the library staff of the chosen libraries;
6. Ho6: There is no significant relationship between staff motivation
and turnover intention of library staff in private university libraries in
South-West Nigeria;
7. Ho7: There is no combined effect of leadership style, organizational
culture and staff motivation on job satisfaction of the library staff;
8. Ho8: There is no combined effect of leadership style, organizational
culture and staff motivation on turnover intention of library staff.
1.6 Scope of the Study
This study is limited to the
private universities in southwest Nigeria; this implies that federal, state and
government owned degree awarding institutions are excluded. Respondents will be
the library staff in the private university libraries of south-west
geo-political zone of Nigeria. The reason for the choice of south-west zone is
because majority of the private universities in Nigeria are situated in the
zone. Other support staff in the libraries is excluded from the study. The
independent variables of leadership style, organizational culture and
motivation will be measured against librarians’ level of job satisfaction and
turnover intention.
1.7
Significance of the Study
This study is set out to
investigate how leadership style, organizational culture and motivation can
improve job satisfaction and reduce turnover intention of library staff in
private university libraries in Nigeria. Therefore, the outcome of this
research would add to existing literature and also bring out the leadership
style, the type of organizational practices and motivational forces or
ingredients that enhance job satisfaction and reduce intentional turnover of
employee in libraries and information centres in Nigeria, especially private
university libraries. It would also help university management and human
resource personnel of private universities to design intervention strategies
using the variables implicated in this study to increase job satisfaction and
reduce turnover intention of librarians in private university libraries in
Nigeria. The study would discuss the predictors of turnover intention, and
managements of private universities in Nigeria will find it useful in reducing
the occurrence of voluntary turnover.
1.8
Operational Definition of Terms
Leadership
Style: This is the method adopted by a leader in an
attempt to provide directions, implement organizational plans and motivate the
staff. It includes patterns of actions performed by the leader.
Organizational
culture: This is a set of corporate behaviour, attitude,
values and polices that defines a particular organization.
Motivation:
This implies the forces or factors that push, energize and sustain human
behaviour toward performing a task. It can be intrinsic or extrinsic in nature.
Job
satisfaction: The individual’s feeling about his or
her job and the extent to which the individual is happy and satisfied about the
work characteristics. It is conceptualized in this work to mean an employee
positive attitude toward the job in the organization and this may be determined
by the rate in which the employee needs and expectations are met.
Turnover
intention: This means employees’ personal and voluntary intent
to leaving the organization permanently in the near future. It is used in this
research to mean the employees who are considering or thinking of quitting a
job or organization and leading to actual quitting the job or organization
(turnover).
Librarian:
A
person trained in library and information science school with minimum of first
degree and is working in library or information centre.
Private
university: Private universities are those not operated by
the government; although they are subject to government regulations but they
set their own policies and goals. In this study private university refers to
degree awarding institutions that are founded and financed by private
individuals or corporate bodies like religion organizations.
Library
Staff: They are workers that are employed and are working
in the library. In this study, library staff includes professional librarians,
para-professional librarians. (Library officers) and library assistant.
Support
Staff: they are workers in the library but are not engage
in core library activities such as the information technology staff, the
institutional repository staff, the security staff and the cleaners.
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