work motivation and job satisfaction as predictors of employee organizational commitment in public...

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Continental J. Social Sciences 8 (1): 11 - 21, 2015 ISSN: 2141 - 4265 Wilolud Journals, 2015 http://www.wiloludjournal.com Printed in Nigeria doi:10.5707/cjsocsci.2015.8.1.11.21

RESEARCH PAPER

WORK MOTIVATION AND JOB SATISFACTION AS PREDICTORS OF EMPLOYEE ORGANIZATIONAL COMMITMENT IN PUBLIC SERVICE ORGANIZATIONS

1Esau Nanfwang Mwantu, 1 Pius Okoliko Agbo, and 2Justice Chidi Ngwama 1Department of Psychology, University of Jos, Jos, Nigeria and 2Department of Personnel Management Crawford

University, Igbesa, Ogun State, Nigeria

ABSTRACT The influence of work motivation and job satisfaction on employee organizational commitment was examined. Participants in the study were 124 respondents (65 males and 59 females). Age range of participants were 20 47 years; their mean age was 28.1 years (SD = 3.4). The study employed a 2x2 factorial design and utilized the Work Preference Scale developed by Amabile, Hill, Hennesey and Tighe (1994) to measure the intrinsic and extrinsic aspects of work motivation; the job satisfaction scale developed by Spector (1994) and the organizational commitment scale developed by Allen and Meyer (1997). Results indicated a significant effect of work motivation on employee organizational commitment F (1, 120) = 4.616, P

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Mwantu et al.,: Continental J. Social Sciences 8 (1): 11 - 21, 2015

According to Mathieu and Zajac (1990), there has been a proliferation of foci types, definitions and measures of organizational commitment from different theoretical perspectives. To these researchers, commitment has been operationally defined in many ways. Among these different definitions of organizational commitment which all signify the idea of a bond or link between the individual and the organization, Meyer and Allen (1991) defined organizational commitment as a psychological attachment felt by the individual to his organization that reflects the level in which organizational values and objectives are internalized. According to Cohen (2009) organizational commitment is defined as the overall strength of an employees identification and involvement in an organization; hence, paving the way for employees to be satisfied with the organization in which the work can be said to be crucial in providing goods and services. In this regard, taking the positive effects of organizational commitment into account, organizational commitment has become an issue of great importance to be dealt with because it helps increase employee performance and helps to minimize turning up late to work, absenteeism, and job turnover (Meyer and Allen, 1997).

Over the years, there has been a steady increase in the study of organizational commitment as a workplace construct (Cohen, 2009; Meyer and Allen, 1991). Researchers have agreed that commitment can take different forms, and that it is a complex construct (Cohen, 2009; Meyer and Allen, 1991). Organizational commitment researchers have devoted much attention to the matter of identifying the predictors of organizational commitment. Predictors of commitment have been studied, not merely to produce commitment as an end in itself, but as a means of linking commitment to desirable organizational outcomes such as improved attendance, improved performance and less job turnover (Meyer and Allen, 1997).

The current employee work environment is one in which a number of specific organizational commitment concerns come to bear. One of these concerns is that employees work in a multiple-commitment world. The job itself, the organizations environment, and the profession compete for employees loyalty. Employees may develop commitment to a boss, a professional association or an informal coalition group (Steers, 1991). Employees may also experience different degrees of commitment to different organizational aspects such as organizational ideology or philosophy, organizational culture, organizational values, vision and mission (Kreitner and Kinicki, 2001; Meyer and Allen, 1997).

The second concern is that organizational commitment itself is viewed as a multidimensional construct (Meyer and Allen 1991; Jackson, Meyer and Wang, 2013). In the past, some researchers presented it as a one-dimensional construct. Quijano, Navarro and Cornajo (2000) however, observed that readers should not be presented with any set of dimensions of the construct. From the broad context of organizational commitment reviewed, research indicated that some researchers raised concern as to whether or not commitment was a reasonable expectation of employers to hold for their employees in todays work environment where changes in leadership and focus of the organization may occur rapidly. Quijano (2006) further concluded that the old employment contract: lifetime employment in exchange for loyalty is gone; and unfortunately for many organizations, commitment fled with it.

Jackson, Meyer and Wang (2013) however, observed that the notion concerning the lack of commitment to organizations today have served as a catalyst for a further and more rigorous study of organizational commitment. The maintenance of employee organizational commitment remains a viable organizational goal and the only meaningful option for any organization that intends to achieve success in this global community in this 21st century. Organizations that are downsized and those that are characterized by change still need a core of employees and leaders/managers that are committed to the values and goals of the organization (Kreitner & Kinicki, 2001; Meyer, Stanley, Jackson, MCinnis, Maltin, and Sheppard, 2012). Organizational commitment remains a suitable topic for study in todays rapidly changing world of work.

Gradually, organizational commitment became a multifaceted and multidimensional construct (Allen and Meyer, 1991). Several integrative models then emerged in the literature which considered one type of commitment with distinguishable dimensions (multi-dimensional model). For example, Oreily and Chatman (1986) proposed three

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independent forms which may represent separate dimensions of organizational commitment namely compliance attitude to gain specific rewards, identification, and acceptance of influence to establish or maintain the relationship a need for affiliation, and internalization congruence between employees and organizational values.

Meyer and Allen (1991) identified three distinct components of organizational commitment namely affective, normative and continuance commitments. Affective commitment is the employees emotional attachment to, identification with, involvement in, and enjoyment of membership of the organization. Normative commitment is related to the employees moral feelings and obligation to remain with the organization; while continuance commitment is based on the cost associated with continued participation in the organizations activities, assignments, and schedules. An employee can experience these three components concurrently and simultaneously and to distinct degrees.

Quijano et al (2000) however defended the existence of only one attitudinal commitment with four progressive levels of bonding with the organization namely need, exchange, affective and value-based commitments. These researchers further integrated these levels into two general categories or types of commitment namely instrumental or calculative commitment, and personal or affective commitment. Instrumental commitment is related to an individuals dependence upon organizational rewards. This has two kinds of bonds exchange commitment which stipulates relationship based on extrinsic rewards; and need commitment which refers to the need to keep the job. Personal commitment refers to the personal internalization of organizational values and objectives.

Against these backdrops, it can be said that employees with high level of organizational commitment have significant contributions in the achievement of set organizational goals under competitive conditions (Kreitner and Kinicki, 2001, Steers, 1991). Commitment of an employee to the organization and using all his/her skills and expertise for the advancement of the organization is a significant point of concern to the managements of all organizations who care to succeed in their businesses. This study therefore, examined the effect of employee motivation and job satisfaction on organizational commitment in a public service organization in Jos, Nigeria.

In Nigeria, studies by Olajide (2000), Ololube (2007) and Akintayo (2009) concerning this variable have shown that fewer employees engage in affective commitment which refers to the emotional bond an employee has and the identification with the organization; less normative commitment moral commitment which refers to a feeling of obligation of the employee to continue employment with the organization. But engage more in continuance (economic/ calculative) commitment which refers to what the employee will have to give up if he/she has to leave the organization or in other words, the material benefits to be gained for remaining in the organization.

The implication of the above statements indicates that fewer of the Nigerian work forces especially in the public sector of the economy have less enhanced feelings of devotion and commitment, belongingness, and stability to their organizations ie low level of feeling that they ought to remain with the organization because they feel they need to do so for material benefits. Therefore, if the employees believe that fewer variables are available; their continuance commitment will be stronger to their own organization. This in itself encourages low commitment by employees as commitment is related to how much they can earn from the respective organization. In Nigeria too, this has been heightened by the recent down-sizing, mergers and acquisitions witnessed by some private and public sector organizations (Dokotri, 2013). Against these backdrops, the need therefore, to examine factors that could enhance the organizational commitment of employees through work motivation and job satisfaction is indeed, not only important but it is very necessary.

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The main aim of this study therefore, was to examine the impact of work motivation and job satisfaction on employee organizational commitment. Specifically, the study had the following objectives:

(i) To assess the effect of work motivation on organizational commitment of employees in Nigerian organizations.

(ii) To assess the effect of job satisfaction on organizational commitment of employees in Nigerian organizations.

(iii) To examine the interactive effects of work motivation and job satisfaction on organizational commitment of the employees.

To do these, the following hypotheses were formulated and tested. 1. Work motivation would have significant effect on employee commitment in Nigerian organizations. 2. Employee job satisfaction would have significant effect on organizational commitment of employees in

Nigerian organizations. 3. There would be significant interactive effects of employee work motivation and job satisfaction on

organizational commitment of employees in Nigerian organizations.

METHOD Design The design of this study was a simple 2x2 factorial design with two levels of motivation (intrinsic and extrinsic); and two levels of satisfaction (low and high). The studys dependent variable is employee organizational commitment.

Study Setting The study was conducted at the Call Centre Signal Service Company Nigeria Limited (CCSSCNL) a call centre company that handles customer related issues and problems on behalf of Mobile Telephony Network (MTN) Nigeria. The company is located in Jos, the Plateau State capital.

Participants The participants utilized in this study were 120 full-time employees of CCSSCNL, MTN companys call centre in Jos metropolis and its environs made up of 65 males and 59 females; who were conveniently selected using the non-probability sampling method (Coolican, 2009). Mean age of participants was 28.1 years (SD = 3.4). All participants were resident in Jos metropolis at the time of the study.

Instruments The variables of this study were measured based on established instruments which have been used in previous seminal studies (Akintayo, 2009; Cohen, 2009; Cohen and Shamai, 2010; Cohen and Liu, 2011; Meyer and Allen, 1991; Meyer, 1997; Meyer, Stanley, Jackson, MCinnis, Maltin, and Sheppard, 2012) as discussed below.

i. Work Motivation Scale This was developed by Amabile, Hill, Hennessey, and Tighe (1994) to measure the intrinsic and extrinsic aspects of work motivation in the employees of organizations. The scale is a 30-item instrument measured on a 4-point Likert-type scale where 1= Never true of me; 2= Almost never true of me; 3= Sometimes true of me; and 4= Always true of me. The scale has 15 items measuring intrinsic motivation and another 15 items for extrinsic motivation. The psychometric properties of this scale were satisfactory for the study population in this particular investigation. An analysis of the scale reliabilities on the study sample yielded high reliability scores of .82 for intrinsic motivation and .76 for extrinsic motivation and a validity score of .72 for all items of the scale.

ii. The Job Satisfaction Scale This scale was developed by Spector (1994) for the purpose of determining the level of job satisfaction among employees. The scale has 36 items in all with some of the items written in positive and negative directions. Scores on each of nine facet sub-scales based on four items each range from 4-24; while scores for total job satisfaction,

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based on the sum of all 36 items range from 36-216 points. Each item is scored from 1-6 if the original response choices are used. High scores on the scale represent job satisfaction, so the scores on the negatively worded items must be reversed before summing it up with the positively worded items into facets or total scores.

A score of 6 represents strongest agreement with a negatively worded item and considered equivalent to a score of 1representing strongest disagreement on a positively worded item, allowing them to be combined meaningfully. The scale has a Cronbachs alpha reliability coefficient score on the study sample of .86 for the job satisfaction scale and a validity score of .74 for the same sample.

iii. Organizational Commitment Scale This is an 18-item measure of organizational commitment developed by Allen and Meyer (1990). This scale was designed to measure the three dimensions of organizational commitment (affective commitment, continuance commitment, and normative commitment). Affective commitment according to Allen and Meyer is defined as the emotional attachment to, identification with, and involvement in an organization; continuance commitment is defined as an awareness of the cost associated with leaving the organization; and normative commitment represents a feeling of obligation to continue employment (Meyer and Allen, 1991). A scale of measurement using the Likerts five-point scale ranging from 1= strongly disagree to 5= strongly agree was utilized for this purpose. Sample items from each scale include the following: I would be very happy to spend the rest of my career with the organization (affective commitment). If I leave the current organization, I might not find such good employment opportunities (continuance commitment); and This organization is worth my loyalty (normative commitment).The Cronbachs alpha reliability coefficients of the scale for the three types of commitments on the study population were .69, .78, and .90, respectively. A summative score of the three aspects of commitment on the scale gave a total organizational commitment scale of .92.

Procedure The data were collected in the month of November, 2014 using participants from the Call Centre Signal Service Company Nigeria Limited (CCSSCNL) - a call service centre of Mobile Telephony Nigeria (MTN) located at Ray field in Jos South Local Government Area of Plateau State. The team of research assistants first seeks an informed consent from management of the company using a formal letter of introduction which enabled permission to be granted for the study. The purpose of the study was then explained to the participants by the research assistants at different points of interaction in their offices and this enabled the Questionnaires to be administered to those who volunteered to participate in the study using the convenience sampling non-probability method. Due to the tied schedules of the participants, a period of two days was given to them to respond to the Questionnaire items. The completed Questionnaires were all collected back on the third day and a 100% response rate was recorded. The data were coded and analyzed using the 2-way Analysis of Variance (ANOVA) statistic.

RESULTS Results from analysis of the demographic data of the participants revealed the descriptive information provided in Table 1.

Table 1: Showing demographic information of respondents on the study variables Frequency Percentages Mean Total mean SD Gender Male

Female 65 59

52.4 47.6

28.1 3.4

Work Motivation

Intrinsic Extrinsic

59 65

47.6 52.4

88.872 99.531

93.76 9.2

Job satisfaction

Low High

61 63

49.2 50.8

90.838 95. 565

134.88 23.0

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Analysis of the data collected showed that 65 (52.4%) of the participants were males and 59 (47.6%) were females; 59 (47.6%) were categorized as intrinsically (internally) motivated and 65 (52.4%) were categorized as extrinsically (externally) motivated. Sixty one (49.2%) of the participants had low job satisfaction and 63 (50.8%) had high job satisfaction. Further analysis of the data indicated that the mean age of the participants was 28.1 years (SD= 3.4); the total mean score for employee work motivation was 93.76 (SD=9.2), for employee job satisfaction was 134.88 (SD = 23.0) and for employee organizational commitment was 51.30 (SD= 10.6).

Three hypotheses were formulated for the study and were tested using the Two-way Analysis of Variance (ANOVA) statistic. The first hypothesis stated that work motivation would have significant influence on employee organizational commitment.

Table 2 indicates that, Work motivation has significant effect on employee commitment in the organization that was studied. The result shows F (1, 120) = 149.236, P

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The result showed a statistically significant interaction effect of work motivation and job satisfaction on employee organizational commitment. This indicates that there was a combined effect of work motivation and job satisfaction on organizational commitment of the participants. Participants who were extrinsically motivated had a higher mean score of 99. 531 and simultaneously higher job satisfaction mean score of 95.565; while participants who were motivated by intrinsic factors had a low mean score of 88. 872, and consequently low job satisfaction mean score of 90.838, respectively. This indicates that Nigerian workers are motivated more by extrinsic factors than by intrinsic factors.

DISCUSSION Findings from the analysis of the data of this study indicated that there was a significant influence of work motivation on employee organizational commitment. Previous research on employee motivation has shown that different work characteristics motivate older and younger workers. The result of the present study agrees with Kanfer (1990), Wright (2008), Wolf, London, Casey and Pufahl (1995), Vandenabeele (2009) and Valentine and Valentine (1998). Furthermore, evidence from Lord (2004) on work motivation of older workers reveals that the primary reasons why older workers remain active in the workforce and the organization are that they enjoy working, derive satisfaction from using their skills, gain a sense of accomplishment from the job they do and enjoy being creative; suggesting that they are intrinsically motivated to do the job.

Although the result of this particular study revealed that the respondents were motivated to be committed to their jobs and the organization that employed them, the result showed that the respondents in this particular study as earlier concluded by Valentine and Valentine (1998) were more influenced by extrinsic factors of motivation than they were by intrinsic factors. The outcome of the present finding could be attributed to the fact that older Nigerian workers continue to work because of financial gains or perhaps most importantly because of lack of security at retirement. In most organizations in Nigeria especially the public service organizations, people are retired without immediate payment of their retirement benefits and remain for long periods and sometimes even die without such benefits. Explained another way, older workers prefer jobs that satisfy higher order needs to jobs offering better physical conditions (Leviatan, 1992).

The ensuing outcome of this particular study can further be explained based on the concepts of the self-determination theory proposed by Ryan and Deci (2000). According to Ryan and Deci, individual workers motivation can be considered as an autonomous identity regulation which is based on internalized values that are the foundation of that organization and its related identity. This type of self-regulation corresponds to the organizational logic of appropriateness (Kreitner and Kinicki, 2001)) where individuals act in accordance with organizational values because they have internalized such values (Kreitner and Kinicki, 2001; Scott, 2010).

Furthermore, OReilly and Chatman (1986) , Deci and Ryan (2005) all acknowledged that this process of internalization or the socialization of an autonomously regulated identity is enhanced by the satisfaction of the individuals basic psychological needs and higher social needs of self-actualization, competence, and relatedness earlier proposed by Abraham Maslow in his hierarchy of needs motivation theory (Maslow, 1954). These are assumed to be present within each individual and they are considered to be the basis for individuals growth-oriented movement and the process of internalization. When employees needs are satisfied, an identity and the values the organization is based upon will simultaneously be internalized in the affected worker, resulting in a more autonomous regulation of the identity (Deci and Ryan, 2005) and consequently, a higher work motivation in the individual and indeed, higher level of commitment from him.

The outcome of the second hypothesis indicating a significant effect of job satisfaction on organizational commitment is in line with the findings of Armania-Kepuladze (2010) that found job satisfaction to have impact on affective commitment. In another study, Sinclair, Tucker, Cullen and Wright (2005) investigated the relationship between the control dimensions of organizational climate and the three components of commitment on a sample of respondents; they found significant relationships between total commitment, job performance and job satisfaction.

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On the other hand, the outcome of the study contrasts with the findings of Pinder (1998), Ololube (2007) and Paynter (2009) who all investigated the role played by job satisfaction on organizational commitment, and their findings indicated no significant relationships between job satisfaction and organizational commitment. Vinokur, Jayaaratne and Chess (1994) also studied the relationships between job satisfactions, age, years of practice, anxiety, and organizational commitment. Their result did not show the expected influence of job satisfaction on levels of employee organizational commitment.

The third hypothesis indicates that an interaction between motivation and job satisfaction influenced the level of organizational commitment in the respondents. This is in line with the findings of Wright and Hamilton (1998) that investigated the influence of motivation, age, and job satisfaction on employee commitment in different work organizations in different countries and concluded that motivation and satisfaction are key factors that influence employee organizational commitment. The works of Ajila (1997), Olajide (2000), Ajang (2006) and Cohen (2009) further lent support to the findings of this particular study. The outcome of the present study could be argued based on the fact that performance management involves strategic and integrated approaches that consider all aspects of the employees work-life including the things that motivate and spur him to work as well as those that satisfy his social and psychological needs. These deliver sustained success to the organization by improving the performance of people who work in them and developing the capabilities of teams and individual contributions in the organization.

CONCLUSION In conclusion, this study examined the effects of work motivation and job satisfaction on employee organizational commitment. The result revealed significant effects of work motivation and job satisfaction on employee organizational commitment. It is concluded that quality issues, right services, efficiency, and effectiveness in an organization make the issues of motivation, job satisfaction and organizational commitment more important in todays organizational environment. The aforementioned findings suggest that motivation and job satisfaction factors are important in understanding commitment to continue to work among Nigerian employees. However, there is inconclusive research as to how these factors influence the type of organizational commitment especially amongst employees in Nigerian organizations.

RECOMMENDATIONS The management of people at work is an integral part of the management process. Therefore, to understand the critical importance of people in the organization, managements of the twenty-first Century organizations should recognize that the human element and the organization are synonymous. A well-managed organization often sees an average worker as the root source of organizational quality and productivity. Such organization does not emphasize other factors of production such as capital investment and technology but lay more emphasis on employees as the fundamental source of organizational improvement and success. In order to achieve this, such an organization will ensure that its workers remain motivated and satisfied, with high spirit of cooperation and sense of commitment within the spheres of its influence.

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