Organisation Politics, Job Security and
Justice as Determinants of Employees Commitment (A Case Study of XYZ Company)
Research Project
By My Name
Matric No. …..
Presented to the Department of
Accounting, University of …., in Partial Fulfillment of the Requirement for the
Award of the Degree of Bachelor of Science (B.Sc.) Business Administration of
University of ….
December, 2017
CHAPTER
ONE
INTRODUCTION
1.1
Background
to the Study
Contingent on the success and survival
of any organization be they private or public is the human element of that
organization. As Banjoko (2006) noted, among all the organizational resources,
it is only the human element that can think, initiate and create ideas. No
matter how vast an organization’s financial resources may be and no matter how
sophisticated an organization’s machinery may be, without the human element that
will put them to productive use, the cardinal objective of organizations which
is profit maximization may not be achieved. Essential in achieving
organizational performance is employees’ commitment. According to motivation
theorists, what quantity of job an employee can do depend on his ability, but
what an employee does in reality depends on his level of commitment.
According
to Akpan C.P. (2013), organizational commitment refers to the degree to which a
worker identifies with his/her work, organization and its goals and the
willingness to maintain membership in the organization. Levy (2003) views
organizational commitment as the strength of an individual’s identification
with and involvement in the organization. This means that it is an effective response
to the whole organization. According to Bass (1998), commitment refers to
loyalty and attachment to the organization. In organizational behavior
and industrial and organizational psychology, organizational commitment is the
individual’s psychological attachment to the organization. Organizational
commitment predicts work variables such as turnover, organizational citizenship
behavior and job performance. Some of the factors such as role stress,
empowerment, job insecurity and employability and distribution of leadership
have been shown to be connected to a worker’s sense of organizational
commitment (Wayne. & Shore 1997).As a combination of both attitudinal and
behavioural approaches, organizational commitment is defined as employees’
acceptances, involvement and dedication towards achieving organizations goals.
In organizational
behavior and industrial and organizational psychology, organizational
commitment is the individual’s psychological attachment to the organization.
Organizational commitment predicts work variables such as turnover,
organizational citizenship behavior and job performance. Some of the factors
such as role stress, empowerment, job insecurity and employability and
distribution of leadership have been shown to be connected to a worker’s sense
of organizational commitment (Wayne. & Shore 1974).
Organizational
commitment can be contrasted with other job – related attitudes, such as job
satisfaction. Job satisfaction is defined as an employee’s feeling about their
job and organizational identification. This is the degree to which an employee
experiences a sense of oneness with their organizations (Robinson & Kraatz
1989). Organizational commitment is a subset of employment commitment which is
comprised of work commitment and career commitment. Organizational commitment
has been identified in the literatures which are affective, continuance and
normative commitment. As a combination of both attitudinal and behavioural
approaches, organizational commitment is defined as employees’ acceptances,
involvement and dedication towards achieving organizations goals.
Organisation
politics has been discussed in earnest in the literature over the last two
decades. The concept of organizational politics and the perception of organisational
politics in the work place evolved during the 1990’s and are considered to be a
primary component of contemporary business practices. Aronow J. A (2004)
defined organizational politics as behaviours that occur on an informal basis
within an organization and involve intentional acts of influence that are
designed to protect or enhance individuals’ professional careers when
conflicting courses of action are possible”. She saw politics as a specific
quality of the organizational dynamic which impacts all aspects of business
life. Politics is a part of any organization. Employees use
organizational politics to gain different advantages in the organization.
Organizational politics is defined as a set of behaviours aimed at maximizing
self-interest at the cost of others, (Blau G. J, 1988). It usually reflect
“employee views about the level of power and influence used by other
organizational members to gain advantages” (Coyle – Shapiro et al, 2003).
Agomo (2011) refers
to job security as the legitimate interest an employee has in his job which
affords him the opportunity to make projections about the economic future of
his family based on job expectations. Adeogun (1986) perceives job security as
an instrument of social justice utilized to achieve employment protection
through the entrenchment of substantive justice and fair play in the employment
process.
1.2 Statement
of the Problem
The aim of this project is to
ascertain if there is a relationship between organizational politics, job
security, justice, employee commitment and job performance in the work place. Many organisations in Nigeria have failed to achieve
the required organisational goals and objectives. The reason behind this
inability is that the human elements in the organisations are not being
effectively motivated to enable them put their best to work. Commitment
is likely to be enhanced if organizations adopt appropriate organisational
politics, put in place measures that will ensure job security for their
employees and exhibit fairness in their dealings with employees. The trends
obtainable in most Nigerian organisations are quite far from the ideal. Most
Nigerian organisations are still adopting methods similar to the classical
organisational theory of the pre 20th century.The classical theory
considered organisation as “closed mechanical system” and its workers as mere
elements composing them. This approach tended to see workers as parts of a
machine rather than socio- psychological beings. Any lack of commitment
or mistake of a worker was corrected by simply
removing this worker and bringing a new one in his place. In this approach
workers had no importance as “individuals” at all and their contribution to the
organization was limited strictly to their job descriptions. This attitude of
the management reflects on the workers, and could cause the workers not to be
committed in their duties. In many Nigerian organisations, the leadership style
mostly in use is the autocratic leadership style, which is an ego-centered
leadership style where the leader gives definite instructions and demand
compliance, the leader is dogmatic and positive, and usually leads by the
ability to withhold or give rewards and punishment. The autocratic style makes
it difficult for the people following the leader to be anything but followers.
Also, it serves to foster frustration in so far as it imposes barriers to the
satisfaction of individual needs. This also debases group morale and
initiative, generates hostility and foster aggressive behavior, which is the
norm in many Nigerian organisations. This situation inhibits organisational
commitment. This reason accounts for low commitments among most Nigerian
organisations.
It is on
this backdrop that the researcher decided to carry out this study organisation
politics, job security and justice as determinants of employees commitment (A
case study of Chris Ejik Group of Company), in order to find lasting solutions to the fore identified problems.
1.3 Aim and Objectives of the Study
The main
objective of this study is to examine how organisation politics, job security and justice determine employees’ commitment.
Other subordinate objectives of this study include the following:-
i. To determine the factors that can enhance
employees’ commitment.
ii. To examine how job security affects employees’
commitment.
iii. To examine how organizational politics affects
employees’ commitment.
iv. To examine how organizational justice affects employees’
commitment.
1.4 Research Questions
I.
What are the factors that can enhance or
reduces employees’ commitment?
II.
How can job
security decrease or increase employees’ commitment?
III.
What is the
relationship between organizational politics and employees’ commitment?
IV.
What is the relationship between Job justice and employees commitments?
V.
Can a variables
affects employees commitment both positively and negatively?
1.5 Research Hypotheses
1.
H0: There is no significant relationship between
organization politics and employees’ commitment.
H1:
There is a significant
relationship between organization politics and employees’ commitment.
2. H0:
There is no significant
relationship between Job security and employees’ commitment
H1: There is a significant relationship between
Job security and employees’ commitment.
3.
H0: There is no
significant relationship between Organization justice and
employees’ commitment.
H1: There
is a significant relationship between Organization justice and
employees’ commitment.
1.6
Significance of the Study
In
organisational theory, the amount of work an employee can do depends on his
ability, but what he does in reality depends on his level of commitments. Organizational
behaviorists claim that companies that strive to meet the needs of their
employees attract the best people and motivate them to do excellent work.
Putting in place the right work culture and making employees happy is a key to
ensuring committed workforce in the work places. However organisational
politics, job insecurity, injustice and inequity in the workplaces can mare
employees’ level of commitment to their organisations and thereby negatively
impacting on organisational performance.
This
study examined how organisational politics, job security, and justice determine
employees’ commitment. This study aims at highlighting how organisational
politics can negatively or positively impact on employees’ commitment, and
subsequently suggested ways through which organisational politics can be
eradicated or tailored well in the work environment or brought to the barest
minimum. The study also examined how job security positively impacts employees’
commitments and also suggested means to increase job security in the workplace
so as to enhance employees’ organisational commitment. The study also examined
how employees’ commitment positively or negatively impacts on productivity and
also suggested strategies to improve employees’ commitment.
This study brings to the fore, the need for
improving employees’ commitment and new method of managing Human Resources in
Organizations in order to achieve employees commitment strategies which in
time, translates to desired levels of productivity and in the long run,
sustainable organizational profitability. Against this backdrop, this study
will be of great significant to management, scholars and practitioners in both
the private and public of the economy. For management practitioners in general,
the study will amongst other things further highlight the relationship between
organisation politics. job security and justice and employees’ commitment and performance
as organizational success factors; while for the company under study it will
keep in perspective organizational activities as they relate to the identified
variables. It will also provide great insight into employee behavioural
patterns in the company used as a case study in this project.
For scholars, apart from contributing to the enrichment of existing literature on organisation politics, job security and justice and employees’ commitment, employee’s, the study will suggest areas of interest to academics with a view to enhancing employee’s performance in Nigeria. It also acts as a referral to researchers.
1.7 Scope of the Study
This
study examines how organisational politics, job security, and justice determine
employees’ commitment. This study focuses on how organisational politics can
negatively impact on employees’ commitment, and subsequently suggesting ways
through which organisational politics can be eradicated from the work
environment or brought to the barest minimum. The study also examines how job
security can positively impact employees’ commitments and also suggests means
to increase job security in the workplace so as to enhance employees’
organisational commitment. The study also examines how employees’ commitment can
positively impact on job output and also suggesting means to improve employees’
commitment. These are the issues that were examined in this study.
1.8 Definition of Terms
Commitment:
is the relative strength of the individual’s employee identification with and
involvement in a particular organization.
Employee:
the productive human resource of an organization who uses both mental and
physical efforts to get works done.
Job security:
is an instrument of social justice utilized to achieve employment protection
through the entrenchment of substantive justice and fair play in the employment
process.
Performance: The ability and the act of
increasing in level of growth and achievement of meaningful success and
adapting to circumstance through human effort.
Power the s the ability to control
others, to hire, to fire, to determine who uses what resources. It is the tool
to influence one to behave in a particular way. The purpose of power is to
control and influence others to direct employees wills and to command respect.
Productivity: This is the ratio of output
to the input of labour.
Organisation:
is a collectivity of people engage in a systematic effort to achieve certain
goals not reached single handedly
Organisational
justice. The fairness with which individuals are treated in the workplace.
Organisational
politics: Behaviors
that are not officially approved by an organization that people take to promote their own
self-interest at the expense of the organization's interest.
REFERENCES
Adeogun
A.A. (1986) From contract to status in
quest for security. An inaugural lecture delivered
at the University of Lagos, page 32
Agomo, C.K.
(2011) Nigeria employment and labour
relations, law and practice, Lagos: Concept
Publications, page 156.
Aronow
Julie. Ann Paleen (2004) The impact of
organizational politics on the work of the internal
human resource professional, An unpublished Student Project submitted to
The Graduate School, University of
Wisconsin – Stout
Banjoko S.A (2006), Human Resource Management-An Expository
Approach Lagos: Saban Publishers,
Pages 24, 71-92
Blau, G. J. (1988). Further exploring the meaning and
measurement of career commitment, Journal of Vocational Behaviour, Vol.32:
284-297
Coyle-Shapiro, J. A-M & Conway, (2005) Exchange
relationships: An examination of perceived organizational support.
Robinson, S. L., & Morrison E.W., (2000). The development
of contract breach and violation: a longitudinal study. Journal of
Organizational Behavior, 21, 525-546.
Wayne, S.J., Shore, L.M. and Liden, R.C.(1997). Perceived organizational support and leader
member exchange: A social exchange perspective. Academy of management
journal, 40, 82-111
The complete part of this project is available for sale
PROJECT PROPERTIES
|
Project Status
|
Available
|
|
Number of Chapters
|
5
|
|
Number of Pages
|
113
|
|
Number of Words
|
22,968
|
|
Number of
References
|
63
|
|
Project Level
|
B.Sc/M.Sc
|
|
Price
|
N15,000
(Non-Negotiable)
|
|
Abstract, Sample of
Questionnaire are included
|
|
|
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