This study examined the relationship between employee engagement and organizational performance. There were three stated objectives: determining the relationship between employee commitment and job satisfaction; determining if motivation increases employees’ commitment to work; and determining whether employee commitment influences organizational performance. In accordance with the aims, two hypotheses and a null hypothesis were developed using surveys. Constantly, employee dedication plays a crucial part in enhancing organizational effectiveness and. There are numerous ways to measure organizational performance, including firm financial performance, staff turnover, return on equity, etc. Employee commitment can be increased by involving them in the construction of assessments and giving them the opportunity to be more attentive throughout the entire process of organization performance measurement, e.g. employee commitment.
1.1 Background of the study
In a period of scarce resources, governments at all levels are under pressure to maximize production while minimizing input. Numerous Performance improvement techniques, such as public-private collaboration and Balanced Score Card (BSC), have received a great deal of attention in the belief that they will serve as a starting point for Performance improvement. However, it should be remembered that no Performance enhancement technique is flawless on its own. Consequently, multiple tactics should be employed simultaneously. Due to the fact that performance development is dependent on an excessive number of elements, ranging from top management support to feedback on budget-based decisions, it is crucial to recognize that all factors are of similar importance (Holzer&Callhan, 1998; Lee, 2000a).
Performance enhancement is motivated, among other things, by an employee’s desire for maximum productivity. As Guy (2002) notes, “people are the long-term determinants of every organization’s performance” (p.307). Even if there are a number of reinvention attempts and backing from upper management, all efforts to raise Performance will fail if employees at all levels are unwilling to improve Performance.
Modern day Organization is concerned with the analysis and diagnosis of the factors that influence organizational effectiveness, as well as the development and implementation of initiatives designed to promote organizational effectiveness. Organizations want to secure the dedication of their staff. Management desires that employees identify with the organization’s values, norms, and artifacts; hence, the requirement for organizational culture. Management must explain and instill its culture in its personnel; this will allow them to become acquainted with the organizational structure. During this process of explanation, the employee gains knowledge of the organizational culture and determines whether or not he can adapt to it. This means that every company is an environment conducive to learning. It is the employee’s comprehension of the organizational culture that determines his or her performance within the organization. Performance is the degree to which an individual completes an assigned or required activity. It refers to the extent to which the tasks that comprise an employee’s work have been completed (Cascio, 2006).
Commitment includes a rational component: the majority of individuals actively decide to make commitments, then thoughtfully plan and execute the actions necessary to fulfill them (Meyer, et al, 2004).
Because commitments take an expenditure of mental and emotional energy as well as time, most people make them with the hope of receiving something in return. People anticipate that they will receive something of value in exchange for their commitment, such as favors, affection, presents, attention, products, money, and property. This research illuminates the significance of a multidimensional understanding of employee commitment from this perspective. This paper begins with the premise that the traditional definition of organizational commitment may not fully explain individual performance and performance. Identifying multiple focuses of employee engagement beyond the organization facilitates the explanation of diverse motivating bases among employees for performance improvement activities.
1.2 STATEMENT OF THE PROBLEM
The problem that this study wants to examine stems from the fact that there is a significant disparity between employees’ labor efforts and the compensation they receive. In the realm of work, and especially in an organizational context, employees and employers have long forged a tacit agreement: in exchange for workers’ commitment, organisation’s governing bodies would offer employees with forms of value, such as stable positions and fair compensation. Nonetheless, it is regrettable that in the majority of organizations, regardless of their degree or position, employees are not paid what they deserve. As a result, workers in the majority of organizations have begun a series of protests to maintain their working conditions and strengthen their benefit packages. The extent of a commitment is affected by reciprocity. When the business or person to whom a person has made a commitment does not provide the promised exchange, the commitment erodes. This study consequently examined the impact of employee commitment on organizational performance using a case study of the employees of the first bank in Edo state.
1.3 PURPOSE OF THE STUDY
This study’s primary purpose is to investigate the impact of employee commitment on organizational performance. The study also intends to:
Determining the relationship between employee commitment and work satisfaction at the first bank.
Determining whether motivation increases employees’ dedication to their jobs at the first bank
Determining whether employee commitment influences company success Performance in the primary bank
There is no correlation between job happiness and staff dedication in the first bank.
Hi: There is a strong correlation between job happiness and employee dedication in the first bank.
There is no substantial correlation between employee motivation and commitment to work at the first bank.
Hi: There is a considerable correlation between employee motivation and commitment to work in the first bank.
1.5 SIGNIFICANCE OF THE STUDY
This study’s findings will aid in identifying issue areas among personnel, which will be of great use to the administrators of higher education institutions and policymakers. It is hoped that the findings of this study would be relevant in the sense that they will help university management to better understand how various motivational elements can be utilized to encourage workers to raise and maintain performance.
This study’s findings will contribute to a greater understanding of the potential causes of employee frustration and how motivation can be employed to decrease or eliminate these issues (first bank).
1.6 SCOPE AND LIMITATION OF THE STUDY
This research focuses primarily on the effects of employee engagement on organizational performance. This study or project focuses on The first bank plc in Edo, Nigeria. The limits encountered by the researcher limited the scope of the study. These restrictions include the following, but are not limited to:
a) AVAILABILITY OF RESEARCH MATERIAL: The researcher has insufficient research material, consequently limiting the scope of the investigation.
b) TIME: The time allotted for the study does not allow for a broader scope because the researcher must mix it with other academic activities and examinations.
1.7 DEFINITION OF TERMS
Employees’ commitment can be defined as both a propensity to persist in a course of action and a reluctance to change plans, frequently as a result of a sense of obligation to remain on track.
Morale refers to the mental and emotional zeal of employees.
Employees are the workers in an organization who contribute to the achievement of organizational objectives. Employees of Coca-Cola, Edo state, are the subjects of this study.
It is the relationship between the quantity of one or more inputs and the quantity of outputs from a well-defined process. This is the result performance of a company or an individual.
MOTIVATION: These are the factors (familiarity, concern, and driving force) that exist or are offered in a work context, either physically or mentally, that decide the worker’s input and performance level.
1.8 ORGANIZATION OF THE STUDY
This study project is divided into five chapters for simple comprehension:
The introduction comprises the (overview, of the study), historical context, description of the problem, aims of the investigation, research hypotheses, relevance of the study, scope and limitations of the study, definition of words, and historical context of the study. The second chapter focuses on the theoretical framework upon which the investigation is based, therefore the literature review. The third chapter discusses the study’s research strategy and methodology. Chapter four focuses on data collection, analysis, and findings presentation. The study’s summary, conclusion, and suggestions are presented in Chapter 5.