EMPLOYEE COMMITMENT AND ORGANIZATIONAL PERFORMANCE
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EMPLOYEE COMMITMENT AND ORGANIZATIONAL PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background of the Study.
Today, every organisation must have a high level of employee dedication in order to achieve long-term success.
Organisations are also realising that they can only truly accomplish and sustain progress in business performance and market success if their workforce is committed to it. This accomplishment, however, can only be realised in a structured framework that strengthens their dedication to achieving organisational goals.
This concept of commitment is significant in human resources philosophy because it aims to maximise organisational integration, employee commitment, flexibility, and work quality.
This emphasises the importance of employees being devoted to achieving the organization’s goal and the purpose for which they were hired. Many reasons contribute to a lack of commitment in organisations, including insufficient incentives, poor worker coordination, and unsuitable task assignment.
Organisational performance is an analysis of a company’s performance in comparison to its goals and objectives. Organisational performance can be measured using three basic outcomes:
financial performance (profit), product market performance (sales), and return to shareholders (Total Share Holders). In light of the preceding analysis, the essence of employee commitment to improving organisational performance should be investigated in this study.
1.2 Statement of Problem
Traditionally, one of an organization’s most important tasks is to keep a highly motivated workforce in order to increase employee commitment to the overall attainment of an organization’s purpose.
Several points of contention exist around what an employee should truly be dedicated to, as well as the precise measurement of an employee’s level of dedication.
Coopey and Hartbey (1991) noted that organisations that use a conformist strategy to encourage organisational commitment not only fail to reflect organisational reality, but can also narrow and limit the organization’s chances of survival.
Organisational performance is a global concept that represents the outcomes of human activities. Organisational performance is “the way in which an organisation tries to be effective” (Ricky W. Gryphon). Organisational performance can be measured in a variety of ways, the most common of which are efficiency and effectiveness.
According to Richard Daft, performance is the achievement of organisational goals through the efficient and effective use of available resources.
Richard et al. (2009) define organisational performance as three specific areas of a firm’s outcome: financial performance (profit, return on asset, return on investment), product market performance (sales, market share), and share holder return (total shareholder return on economic value added).
In light of this research, this project intends to evaluate how employee commitment improves organisational performance in Nigeria.
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