Relationship Between Organizational Commitment, Job Satisfactory and Performance Among Officer of Nigeria Police Force
CHAPTER ONE
AIMS AND OBJECTIVE
The aim of the study was to explore the relationship of organizational commitment to job satisfaction among officers of the Nigerian Police Force. In addition, it explores the relationship of organizational commitment to job performance moan officers of the Nigerian Police Force respectively.
CHAPTER TWO
REVIEW OF RELATED LITERATURE THEORETICAL REVIEW
This chapter deals with theoretical and empirical review of related literature that could help in verifying the basic issues involved in organizational commitment, job performance and job satisfaction.
ORGANIZATIONAL COMMITMENT
Guest (1992) explained commitment as a socio-psychological state of deep identification with a work organization and acceptance of its goals and values. This means that effective commitment is evidence in an employer’s or an employee’s emotional and total attachment to, identification with, and involvement in, the organization that she/he finds himself/herself. Salancik and Pfoffer (1977) views commitment in terms of “behavioural commitment” which involves the binding of the individual to behavioural acts through, for instance, personal acceptance of responsibilities. Therefore, commitment is vital ingredient in any organization in order to achieve both control and consent of workers since the problems of control in organizations are in large measures solved when their commitment is high. As a result, committed workers are in most cases, self-directed and motivated actors whose are their moral bonds to their organizations. However, the case for eliciting the commitment of workers seems justifiable but the literature on the topic suggests that the concept of commitment is very complex and problematic. As Guest (1992) argues, the first issue is commitment to what” Guest taking a managerial perspective are interested in commitment to values that drive business strategies; he also argues that workers can have multiple and perhaps competing commitments to a profession, career, craft, unions and families. Arguably, the higher the level of commitment to a particular set of skills or professional standards, the greater the like hood of resistance to multi-skilling and flexible job designs. The second issue concerns the form of commitment. The orthodox approach is to see commitment as referring to attitudinal commitment which Mowday et al (1982) defines as “the relative strength of an individual’s identification with an involvement in a particular organization”. Organizations commitment therefore explains the total involvement and binding of persons who have come together for the purpose of achieving set goods of their organizations through their interactions. It involves the working together of the various units of an enterprise by creating technical, administrative, managerial etc in order to achieve set goals of the enterprise by creating wealth and utility through their interactions.
CHAPTER THREE
METHOD
This section contains the following, participants used in the study and how they were selected. instruments used in the study and how they were validated and administered to collect data for the study procedure for administering the tests. Design of the study and the statistics used in computing data collected.
Participant: One hundred and sixteen participants were used in the study, comprising of 58 senior and 58 junior police officers working in police Headquarters Awka. each group is made up of 29 females and 29males. the senior officers are from the rank of Assistant Superintended of Police (ASP) and above, while the juniors are those below ASP. The participants are aged 23 to 46 years with a mean of 29 years.
CHAPTER FOUR
RESULT
The results of the data analysis resented according to their hypothesis. Each hypothesis had the result presented in a schedule followed with interpretation of the findings.
CHAPTER FIVE
DISCUSSION
This study explore the influence of organizational commitment on job satisfaction and job performance of officers of the Nigerian Police Force in Awka, Ananmbra State. Hypothesis 1: There will be significant relationship of organizational commitment to job satisfaction.
The hypothesis that organizational commitment will be positively associated with job satisfaction was tested for all the officers in Awka, Anambra State, and using simple regression analysis. The hypothesis was supported. The findings suggested that job satisfaction of officers in Anambra State is predicted on their organizational commitment.
Hypothesis 2: There will be significant relationship of organizational commitment to performance. The hypothesis that organizational commitment will be positively associated with job performance was tested for all the officers in Awka, Anambra State, and using simple regression analysis. The hypothesis was supported. The finding suggests that job performance of officers in Anambra State is predicted on their organizations commitment.
RECOMMENDATIONS
The findings have mentioned the various forms of organizational commitment provided to workers and how they tend to respond to their job satisfaction. Attempts were also made at committing the various factors that could enhance the growth of organizations through job performance. It now remains to solutions andrecommendations. Emphasis were made on those area which give a better understanding of the relationship of employers’ level of commitment and workers’ level of job satisfaction and performance. Three major groups of factors are involve in this evolution and they are:
- The leaders (employers)
- Their subordinate(employees)
- The government
- Each of these groups has a role to play if efficiency and effectiveness are to be achieved in organizational
THE EMPLOYERS
The major point for this class of factors is to provide better and sustainable level of commitment for its workers in an organization. This could be attained by ensuring job satisfaction through sufficient remunerations and salaries. Such payments should be reviewed at reasonable interval when needs arise.
The employer should also give kudos and credits for job well done by workers. This strategy gives workers a sense of belonging and appreciation and encourages them to do better next time. If need arises that a worker be cautioned, such actions should be carried out critically in order to avoid apathy towards functions which such a worker might be tempted to adopt and which could dangerous to the growth of an organization. In addition, the management should strive to employ workers who have desirable requisitic qualifications. Also, workers should be deployed in areas whew their strengths are adequately required for the growth of their organization. Moreover, employee training should be guaranteed to these workers in order to enhance their capabilities. Such training should include-provision of training aids, importing information and provision of such access eg computer training conferencing and workshops etc. also, leaves, free work days, vacations and their accompanying allowances should be guaranteed to workers while efforts should be made to make these workers see one another as congenial colleagues. Managements should do things to boost workers moral through providing competent and fair leadership.
THE EMPLOYEE
Works in an organization are expected to reciprocate every gesture which their employers make towards the. They should channel grievances properly and give positive response to forms of commitment provided for them by their employer. Generally, workers should be diligent to their duties by avoiding lateness to functions, absenteeism without excuses, etc. they are also expected to obey laws, status, regulations and guidelines which may be provided to them in their work place. In addition, they should resort to strike actions as final solution to their industrial demands but such actions should be reasonable and humane. This is to reduce loss of man hour leading to low productivity. Also, workers should respect their superior officers and constituted authorities irrespective of their socio-economic status.
THE GOVERNMENT
Government in this context involves the federal, state, and local councils. It also includes their agencies and minor arms which work for them. The major function of the government in this regard is to provide an enabling and conducive work environment for both the officers and men of the Nigerian Armed Forces.
In doing this, it enacts law-acts, edicts and bye-law which govern labour relations and is expected to enforce these laws. In very extreme cases, especially when labour relation turns sour and threatens the economy, the government should intervene appropriately. Also, it should wade into excessive wage decrease in order to control the system. This is done in line with her economic policies. Fr instance, government does not permit regressive wage review in order to control depression and other unfavourable economic conditions. It should provide power and energy needed for industrial and entrepreneurial growth and ensure maximum security for such growths. This could be done by ensuring the installation and sustenance of a stable political system. Furthermore, government is expected as a matter of necessity, to do things that would reduce the costs of living and improve on the living standards of the people. This is to ensure that salaries and allowances of officers go a long way in sustaining them.
LIMITATION of the STUDY
One major limitation of the study is the way job performance was measured. The measuring was subjective hence participants may be biased in assessing themselves and others. Secondary, only police officers were used hence reducing the generalization of the results to organizations that do not have the same characteristics as the police.
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