EFFECT OF EMPLOYEE’S COMMITMENT ON ORGANIZATIONAL PERFORMANCE
Need help with a related project topic or New topic? Send Us Your Topic
DOWNLOAD THE COMPLETE PROJECT MATERIAL
EFFECT OF EMPLOYEE’S COMMITMENT ON ORGANIZATIONAL PERFORMANCE
Chapter one
Introduction
1.1 Background of the Study
In an era of limited resources, governments at all levels are under pressure to deliver the most output with the fewest inputs. A range of performance improvement techniques, including public-private partnerships and the Balanced Score Card (BSC), have received a lot of attention, with the aim that they will serve as a starting point for performance improvement.
However, it is important to recognise that no single performance improvement technique is flawless. As a result, many strategies should be implemented at the same time.
Because performance improvement is the result of numerous factors, ranging from top management support to feedback on budget-based decisions, it is critical to recognise that all elements are equally relevant (Holzer & Callhan, 1998; Lee, 2000a).
Among other things, performance improvement is driven by an employee’s desire to be as productive as possible. According to Guy (2002), “it is the people who, in the long term, control the performance of any organisation” (p. 307).
Even if there are several reinvention attempts and top management support, all efforts to improve performance will fail unless employees at all levels are eager to do so.
Modern day Organisations are concerned with analysing and diagnosing the factors that influence organisational effectiveness, as well as developing and delivering programmes to improve that effectiveness. Organisations seek the dedication of their personnel.
Management wants its employees to identify with the organization’s values, conventions, and artefacts, which is why organisational culture is important. Management must explain and instill its culture in its personnel; this will allow the employee to become acquainted with the organisational framework.
During the explanation process, the employee learns about the organisational culture and determines whether or not he can adapt to it. This implies that every organisation is a learning environment.
The thorough understanding of the organisational culture determines the employee’s performance in the organisation. Performance is the extent to which an individual completes an assignment or task. It refers to the level of execution of the tasks that comprise an employee’s employment (Cascio 2006).
Commitment includes a logical component: most people actively decide to make promises, and then they carefully plan and carry out the actions required to keep them (Meyer et al, 2004).Because commitments necessitate an expenditure of time, as well as mental and emotional energy, most individuals expect reciprocation.
People believe that in exchange for their commitment, they will receive something of worth, such as favours, affection, presents, attention, products, money, or property.
From this standpoint, this research highlights the significance of a multidimensional understanding of employee commitment. This study begins with the idea that the prior definition of organisational commitment may not provide the complete picture of individual performance and performance.
Identifying several foci of employee commitment outside of the organisation helps to explain the diverse motivating underpinnings that employees have for performance improvement attempts.
1.2 Statement of the Problem
The problem that this study attempts to address stems from the significant disparity between employees’ efforts at work and what they obtain or receive in return for that effort.
In the workplace, particularly in an organisational environment, employees and employers have typically reached a tacit agreement: in exchange for workers’ commitment, the organization’s governing bodies would give forms of value to employees, such as secure jobs and fair compensation.
Unfortunately, most employees, regardless of their position or standing, are not paid fairly. As a result, workers in most organisations have launched a series of protests to defend their working conditions and strengthen their welfare packages.
Reciprocity influences the strength of a commitment. When an entity or individual to whom someone has made a promise fails to fulfil the expected transaction, the commitment erodes.
This study investigated the effect of employee commitment on organisational performance using a case study of employees at First Bank in Edo state.
1.3 PURPOSE OF THE STUDY
The primary goal of this study is to investigate the impact of employee commitment on organisational performance. The study also aims for:
Determining the effect of employee commitment on job satisfaction in the first bank.
Determine whether incentive improves workers’ commitment to work in the first bank.
Determine whether employee commitment determines organisational Performance at the first bank
Research Hypotheses
Ho: There is no substantial association between job happiness and employees’ commitment at the first bank.
Hi: There is a considerable association between job happiness and employees’ commitment at first bank.
Ho: There is no substantial association between employee motivation and commitment to working at First Bank.
Hi: There is a considerable association between employee motivation and commitment to working for First Bank.
Need help with a related project topic or New topic? Send Us Your Topic
DOWNLOAD THE COMPLETE PROJECT MATERIAL
–