Organisation Politics, Job Security and Justice as Determinants of Employees Commitment

Organisation Politics, Job Security and Justice as Determinants of Employees Commitment



By

Benjamin lkegwuru Ibe

Abstract
Contingent to the success and survival of any organization be they private or public is the human element of that organization. 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. In this study, the researcher focused on Organisationa politics, Job security and Justice as determinants of employees commitment. The study made use of descriptive research and case study research design. The aims of the study were to:
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, and
iv. To examine how organizational justice affects employees’ commitment.

The study found out that: there is significant relationship between organization politics and employees’ commitment; furthermore there is a slight significant relationship between job security and employees’ commitment.; and finally, there is a slight significant relationship between organizational justice and employees’ commitment.

1.0 INTRODUCTION

1.1Background 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.

1.3Aim 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.

1.4Research 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?

1.5Research 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 inter
est 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 f>rom 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.

2.0 Literature Revi
ew
2.1 Preamble
In this chapter, the researcher carried out a detailed review of the various articles, materials, books and other publications relevant to this current work. The aim is to capture and highlight issues that have been said by different authors and researchers pertinent in this current study. This review was carried in two stages. Stage one focused on empirical review or a general review of the subject matter, while the second stage focused on theoretical framework during which the researcher reviewed some theories relevant in this area of study.

2.2 Theoretical Framework of the Study
2.2.1Definition of employees’ commitment
A large empirical literature exists which explores the determinants of organizational performance. For example, Machin and Stewart (1990), McNabb and Whitfield (1998) and Munday et al. (2003) examine the determinants of financial performance, whilst Griliches and Regev (1995), Oulton (1998) and Griffiths and Simpson (2004) focus on the determinants of labor productivity. A key factor in enhancing productivity and corporate performance is employees’ commitment.

The concept of organizational commitment has attracted a great deal of interest in the human resource management and psychology literatures. For example, employee commitment and loyalty are central features in the high performance workplace literature in which they are seen as mediating factors linking different types of human resource management and employment practices to enhanced performance. In this paper, we focus on affective commitment, which, according to Meyer and Allen (1991) refers to the “... employee’s emotional attachment to, identification with, and involvement in the organization.” They continue, “Employees with a strong affective commitment continue employment with the organization because they want to do so.” Meyer et al. (2002) argue that strong affective commitment to an organization arises because employees share values with both the organization and its members and it is therefore predicted to be positively associated with job performance. Moreover, establishing a committed and loyal workforce may be associated with enhanced firm performance through less opportunistic behavior on the part of employees (Green, 2008) or through influencing their supply of effort, and hence output. Given such a relationship between employee effort and commitment, an interesting line of enquiry concerns how the firm may influence the level of affective commitment via human resource (HR) practices.

Akpan C.P (2013), defined employees’ commitment as the degree to which a worker identifies with his/her work organisation and its goals and the willingness to maintain membership in the organisation. While referring to Levy (2003), Akpan C.P. (2013) further noted that organisational commitment is the strength of an individual’s identification with and involvement in the organisation. This means that it is an effective response to the whole organisation.

Newstrom and Davies (2002) define employee commitment as the degree to which an employee identifies with the organization and wants to continue actively participating in it. Like a strong magnetic force attracting one metallic object to another, it is a measure of the employees’ willingness to remain with a firm in the future. It often reflects the employees. belief in the mission and goals of the firm, willingness to expend effort in their accomplishment, and intentions to continue working there. Commitment is usually stronger among longer-term employees, those who have experienced personal success in the organization, and those working with a committed employee group.

Luthans (1995) explains that, as an attitude, organizational commitment is most often defined as:
• a strong desire to remain a member of a particular organization;
• a willingness to exert high levels of effort on behalf of the organization; and
• a definite belief in and acceptance of the values and goals of the organization.

In other words, this commitment is an attitude about employees. loyalty to their organization and is an ongoing process through which organizational participants express their concern for the organization and its continued success and well-being. The organizational commitment attitude is determined by a number of personal (age, tenure in organization, and dispositions such as positive or negative affectivity, or internal or external control attributions) and organizational (the job design and leadership style of one’s supervisor) variables. Even non-organizational factors such as the availability of alternatives, after making the initial choice to join an organization, will affect subsequent commitment. Due to this multidimensional nature of organizational commitment, there is growing support for a three component model proposed by Meyer and Allen (1996). The three dimensions are as follows: • Affective Commitment involves the employees. emotional attachment to, identification with, and involvement in the organization; • Continuance Commitment involves commitment based on the costs that the employee associates with leaving th
e organization; and • Normative Commitment involves the employees. feelings of obligation to stay within the organization.
The concept of organizational commitment has attracted a great deal of interest in the human resource management and psychology literatures. For example, employee commitment and loyalty are central features in the high performance workplace literature in which they are seen as mediating factors linking different types of human resource management and employment practices to enhanced performance. In this paper, we focus on affective commitment, which, according to Meyer and Allen (1991, p.67) refers to the “... employee’s emotional attachment to, identification with, and involvement in the organization.” They continue (op.cit.) “Employees with a strong affective commitment continue employment with the organization because they want to do so.” Meyer et al. (1993, 2002) argue that strong affective commitment to an organization arises because employees share values with both the organization and its members and it is therefore predicted to be positively associated with job performance. Moreover, establishing a committed and loyal workforce may be associated with enhanced firm performance through less opportunistic behavior on the part of employees (Green, 2008) or through influencing their supply of effort, and hence output.

Pareek (2004) defines organizational commitment as a person’s feeling with regard to continuing his or her association with the organization, acceptance of the values and goals of the organization, and willingness to help the organization achieve such goals and values.
According to Madigan, Norton and Testa (1999), committed employees would work diligently, conscientiously, provide value, promote the organization’s services or products and seek continuous improvement. In exchange, they expect a work environment that fosters growth and empowerment, allows for a better balance of personal and work life, provides the necessary resources to satisfy the needs of customers and provides for their education and training as well as that of their co-workers.

Hellriegel (2001) emphasizes that organizational commitment goes beyond loyalty to include an active contribution to accomplishing organizational goals. Organizational commitment represents a broader work attitude than job satisfaction because it applies to the entire organization rather than just to the job. Further, commitment typically is more stable than satisfaction because day-to-day events are less likely to change it.

In general, employee commitment, also which lead to employee loyalty can be best described in terms of a process, where certain attitudes give rise to certain behaviors (intended or actual). There have been major changes in the business world and the workforce in the last couple of decades. In the past, once hired an employee believed it was a life time job and managers expected their unstinted loyalty to the enterprise. Similarly, workers used to be devoted to their employer. This image of employment loyalty has gradually changed with the advent of “globalization” when employees began to face restructuring, company relocations, and downsizing. Employers ‘broke the rules’, mutual obligations are reconsidered, life time employment and devotion is no longer expected, job hopping is considered to be a normal phenomenon, and people are constantly striving for higher salaries or better working conditions.

Commitment, loyalty and trust have become more difficult to obtain and give in the work place. Commitment and loyalty seems like a quality that's becoming increasingly harder to find, whether it's employee loyalty to a company or consumer loyalty to a product. In the past, employees believed when they were hired by a company that they would be with that company until they retired. Starting in the 1980s as companies sought to increase profits, workers' perceptions of lifetime employment were shattered by corporate downsizing, company relocations to other states or countries and static wages.

Commitment and Loyalty have two dimensions: internal and external. Commitment is, fundamentally, an emotional attachment. The internal dimension is the emotional component. It includes feelings of caring, of affiliation and of commitment. This is the dimension that must be nurtured and appealed to. The external dimension has to do with the way commitment and loyalty manifests themselves. This dimension is comprised of the behaviors that display the emotional component and is the part of loyalty that changes the most. The first step is to redefine loyalty as internal feelings that can be manifested in a variety of new ways. Instead, what happens most often is that the leaders of an organization feel that they are very loyal to their employees and that the organization has policies in place to reflect that-but that workers don't understand what management is trying to do. On the other hand, employees who feel they are very committed and loyal to their companies aren't demonstrating it in ways management.

2.2.2 Forms of employees’ commitment
Meyer and Allen (1991) identified three forms of commitment, namely affective, continuance and normative commitment. Affective commitment refers to employees’ emotional or psychological attachment to, identification with and involvement in the organisation. It is more dependent on characteristics of job rather than personal characteristics. This means that affective commitment is more concerned with intrinsic factors than extrinsic factors, Thus maintaining good human relations, involvement of staff in policy/decision-making as well as dispositional characteristics such as locus of control can enhance affective commitment among employees.

Continuance commitment refers to commitment based on the costs that workers associate with leaving organisation. This type of commitment is an outgrowth of employee consideration of the cost associated with quitting that result from investment in the organisation as well as the perceived lack of alternative employment opportunity.

Normative commitment refers to employee feelings of obligation to remain in the organisation. This is the belief that employees have a responsibility to the orgainsation. It is based on the feelings of loyalty and obligation. That is, employees have internalized normative pressures to act in a way which meet organisational goals. This type of commitment can develop as a result of organisational investment on the employees. The nature of these commitment components might differ, but one way of the other, they have a similar impact on employees’ decision to continue or discontinue their employment with the organisation.

2.2.3 Three processes or stages of commitment
Mullins (1999) suggests three processes or stages of commitment
• Compliance, where a person accepts the influence of others mainly to obtain something from others, such as pay; this is followed by
• Identification, in which the individual accepts influence in order to maintain a satisfying relationship and to feel pride in belonging to the organization; which leads to
• Internalization, in which the individual finds the values of the organization to be intrinsically rewarding and compatible with the personal values.

2.2.4 The three pillar model of commitment
Martins and Nicholls in Mullins (1999) view commitment as encapsulating by .giving all of yourself while at work.. This commitment entails things as using time constructively, attention to detail, making that extra effort, accepting change, co-operation with others, self development, respecting trust, pride in abilities, seeking improvements and giving loyal support. Basedon case studies that focused on employee commitment of 14 British companies , including Jaguar, Royal Bank of Scotland, British Steel, Pilkington’s, Rothmans, Raleigh, and Schweppes, Martin and Nicholls formulated a model of commitment based on three major pillars, each with three factors, as shown in figure 2.2.4.These pillars are:
(i) A sense of belonging to the organization: This builds upon the loyalty essential to successful industrial relations. The sense of belonging is created by managers through ensuring the workforce is informed, involved and sharing in success;
(ii) A sense of excitement in the job: Improved results will not be achieved unless workers can also feel a sense of excitement about their work which results in the commitment to perform well. This sense of excitement can be achieved by appealing to the higher-level needs of pride, trust and accountability for results; and
(iii) Confidence in management: The senses of belonging and excitement can be frustrated if workers do not have respect f
or, and confidence in, management leadership. This respect is enhanced through attention to authority, dedication and competence.

A large measure of the success of the companies studied derives from their management of people and from creating a climate for commitment. For example: .if people feel trusted, they will make extraordinary efforts to show the trust to be warranted.. However, creating commitment is hard. It takes time, the path is not always smooth and it requires dedicated managers (Mullins, 1999).

2.2.5 Sources of Commitment
Hellriegel (2001) argues that, as with job satisfaction, the sources of organizational commitment may vary from person to person. Employees’ initial commitment to an organization is determined largely by their individual characteristics (e.g. personality and attitudes) and how well their early job experiences match their expectations.
Later, organizational commitment continues to be influenced by job experiences, with many of the same factors that lead to job satisfaction also contributing to organizational commitment or lack of commitment: pay, relationships with supervisors and co. workers, working conditions, and opportunities for advancement. Over time, organizational commitment tends to become stronger because individuals develop deeper ties with the organization and their co-workers as they spend more time with them; seniority often brings advantages that tend to develop more positive attitudes; and opportunities in the job market may decrease with age, causing workers to become more strongly attached to their current job (Hellriegel, 2001).

Employees today are increasingly self assured and cognizant of their value to employers. They would consciously choose to work for those companies that meet their workplace expectations. Organizations that demonstrate their commitment to employees will attract and retain their desired workforce and will ultimately win the battle for the workforce share (Madigan, et al.,1999).Simpson (2007), in an article for the Mansis Development Corporation, emphasizes that employee behaviour on the job is influenced directly -positively or negatively by his or her immediate supervisor. Positive influences are essential to strengthening employee commitment. Therefore, the first step in building commitment is to improve the quality of management. Much has been written recently about the need for improving the education and training of the workforce. As important as this is, at least equal emphasis must be given to improving the quality of management if business is to succeed in achieving greater employee commitment and thereby its profitability. Nelson (1999) further concurs, in this regard, because he indicates that while money certainly plays a part in building employee loyalty, it is clearly not enough in today’s work environment. Compensation is important, but most employees consider it a right an exchange for the work one does. He further emphasizes that people want to feel that what they do, make a difference and money alone does not do this; personal recognition does.

2.2.6 Strategies for Increasing Employee Commitment There are many ways to build employee commitment and employers often fail to realize that some of the most effective things they can do to develop and sustain motivated, committed employees costs very little or nothing at all. Nelson (1999) proposes the power of .the five I.s.. • Interesting work. No one wants to do the same boring job over and over, day after day. Moreover, while any job will always require some boring, repetitive tasks, everyone should have at least a part of their job be of high interest to them. • Information. Information is power, and employees want to be empowered with the information they need to know to do their jobs better and more effectively. Further, more than ever, employees want to know how they are doing in their jobs and how the company is doing in its business. Open channels of communication in an organization allow employees to be informed, ask questions, and share information. • Involvement. Managers today are faced with an incredible number of opportunities and problems and, as the speed of business continues to increase dramatically, the amount of time that they have to make decisions continues to decrease. Involving employees in decision making, especially when the decisions affect them directly, is both respectful and practical. Those closest to the problem typically have the best insight as to what to do. As one involve others, one increases their commitment and ease in implementing new ideas or change. • Independence. Few employees want their every action to be closely monitored. Most employees appreciate having the flexibility to do their jobs as they see fit. Giving people latitude increases the chance that they will perform as one desires - and bring additional initiative, ideas, and energy to their jobs. • Increased visibility. Everyone appreciates getting credit when it is due. Occasions to share the successes of employees with others are almost limitless. Giving employees new opportunities to perform, learn, and grow as a form of recognition and thanks is highly motivating for most people. Madigan et al. (1999) provide practical strategies that organizations can use to increase employee commitment. They first propose that, in order for an organization to increase the commitment levels of its employees, it has to recognize the fundamental need of the employee to maintain a work-life balance. The recognition of personal and family life must be seriously considered. Organizations might want to consider implementing such practices as: • flexible work schedules; • personal time-off programmes; • job-share arrangements; • reduced work weeks; • Work-from-home arrangements; and • training programmes that offer practical suggestions on how to better affect the balance between personal life and work life. 2.2.7 Affective Commitment and Loyalty While writing on the topic affective commitment, Brown S. et al (2011) remarked that numerous authors have identified links between HR practices and affective commitment. They identified some various factors recognized as having an influence on affective commitment. These factors are organizational communication, raising commitment through empowerment of the employee or though employee participation and involvement and the establishment of organizational trust. Organizational information and communications They referred to organizational information and communications as the process by which employees are made aware of organizational goals and their involvement in the achievement of them is recognized to play an important role in fostering job commitment. They noted that organizational communication have an important positive association with affective commitment and also that there is a strong relationship between communication processes and job satisfaction and affective job commitment. Employee Involvement and Participation The authors noted that employee participation, which includes such things as involvement in joint decision making, has been shown to have a positive association with positive work attitudes and employee commitment. They also found a positive association between employee participation and affective commitment, and also noted the positive effects of participation on job satisfaction, changing certain personality characteristics of employees. Organizational Trust Brown S. et al (2011) defined organizational trust as “... a feeling of confidence and support in an employer; it is the belief that an employer will be straightforward and will follow through on commitments”. They also found that organizational trust to be a significant predictor of organizational commitment. The composition of today’s workforce is much more complex. Dual income families and single parents with dependents are the norm. The term extended family encompasses not just grandparents or in-laws, but children from previous relationships, step-children or foster children. Given these new structures, it is not surprising that the workforce is having difficulty balancing work-life activities. Whereas one individual bore the burden in the past, the responsibilities are often shared between two working individuals today. Both feel the pressure to balance work and family life and squeeze in some time for themselves. Establishing work life programmes will go a long way in alleviating stress and will impact positively on commitment levels. Mullins (1999) concludes that a high level of employee commitment implies willingness to work for the organization’s benefit: but that its continuation depends on the reciprocal commitment by the organization to its members. In the current industrial climate, there needs to be concern not only for producing goods or services, but also for the encouragement of innovative, exploratory and creative ideas that go beyond what can be prescribed for the job, and for the application to work of intuitive as well as explicit knowledge. These multiple objectives can only be achieved if managers consider, with care, exactly what kinds of commitment they are aiming for, and design policies and practices accordingly. Phatsorn T. (2012) noted that organizational commitment plays a very important role to related employees' intention to stay with the organization and higher level of performance as much as they are capable of their knowledge. All people regard and commit to the organization if they are willing to continue work with the organization and devote their effort to achieve their organizational goals. The higher level of effort by employees with higher level of organizational commitment will lead to the higher level of performance and effectiveness both at organization and individual level. He further noted that people who are satisfied and committed with organization, for instance will have lower rates of intention to leave or turnover, absenteeism negative behavior, etc. They will perform the better of job as well. Moreover, managers will want to keep the resignation and absence down, especially among their productive employees, they also want to do the things that generate the positive of job attitudes. Manager should be realized that to pay high with alone is unlikely to create the satisfaction among the organization environment also. Job attitude can give a clue about who will leave or stay in the organization, who will perform better and who will be more likely engaged, tracking satisfaction and commitment levels, (Phatsorn T. 2012) noted.

Akpan C.P (2013), identified several factors that, within the Nigerian University system, influence academic staff commitment, which include job security and job satisfaction. He further noted that Job security is one’s expectation about continuity in a job situation. It has to do with employee feelings over loss of job or loss of desirable job features such as lack of promotion opportunities, current working conditions, as well as long-term career opportunities. He also remarked that job security is an important factor in employee commitment. 2.2.7 Definition of Organisational Politics Vigodo E. (2000) defined organizational politics as behavior strategically designed to maximize self-interests and therefore contradicts the collective organizational goals or the interest of other individuals. 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”. 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). 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). Aronow J. A (2004) noted that the concept of organisational politics and the perception of organisational politics in the work place evolved during the 1970’s and are considered to be a primary component in contemporary business practices. She further noted that literary discuss regarding organisation politics began with a focus on aspect of power and bureaucracy in the work place specifically focused on management and leadership. According to her, Mintzberg (1985) acknowledged that the topic received only fragmented exposure in the literature prior to 1980’s and associates the phenomena primarily with conflict. The initial literary explorations attempted to justify its existence and relevance and struggled with defining the experience. She further noted that the label “organizational politics” found its way into the literature and textbooks on organizational behaviour in 1983 in publications by Robbins, Hellrigel, Solcum and Woodman (Aronow, J. A 2004) According to Delta (2006), people purposely influence others in ways that actually harm the organization, but that help them personally. Such acts are known as organizational 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. Politically motivated acts often represent abuses of power. As Delta (2006) further noted, acts of organizational politics do not occur at random. Rather, they tend to occur under certain conditions. Specifically, politically motivated acts are most likely to occur in organizational units in which clear policies are nonexistent or lacking, as opposed to those in which there exist more clearly defined rules and regulations. When there are clear-cut rules about what to do, it is unlikely that people will be able to abuse their power by taking political action. However, when people are working under highly novel and ambiguous situations – those in which the prevailing rules are unclear – the stage is set for political behavior to result, which raises a question regarding the specific forms that such behavior may take. 2.2.8 What Forms Do Organizational Politics Take? According to Delta (2006),to best understand organizational politics, we must recognize its various forms. Specifically, five major techniques of organizational politics are most often seen. These are as follows:- Restricting access to information. Although people don't always engage in outright lying and falsification, they may be inclined to control others' access to information in ways that enhance their own power. For example, people may withhold information that makes others look bad, avoid contact with others who are expected to press them for things they don't want to say, and so on. Cultivating a favorable impression: People interested in being highly influential tend to go out of their way to engage in some degree of image building – attempts to enhance the goodness of one's impressions on others. This may take the form of associating oneself with others' successful accomplishments and drawing attention to one's own successes. Developing a base of support: To successfully influence others, it is often useful to gain the support of others in the organization. With this in mind, managers may "lobby" for their ideas before they officially present them at meetings, and "call in favors" they have done for others in the organization. Blaming and attacking others: A commonly used political tactic involves finding a scapegoat— that is, someone to put blame on for some failure or wrongdoing. Explaining that something is really someone else's fault, making another "take the fall," gets the real culprit "off the hook" for it—until the truth comes out, of course. Aligning with those more powerful: One of the most direct ways to gain power is by associating oneself with those that are higher in power. This may be done by finding a more powerful person to serve as one's mentor, and by banding together informally with others to form coalitions. How To Deal with Organizational Politics? Delta (2006) suggested several ways to deal with organizational politics which are highlighted below. Given how fundamental the desire and need for power appears to be among people, and how differences in power are widespread in organizations, it seems safe to say that organizational politics is inevitable. And, as the effects of organizational politics generally tend to be negative, this is not good news. Although it may be impossible to totally eliminate organizational politics, it is important for managers to consider ways of minimizing the effects of political behavior. Fortunately, several tactics have proven effective. Clarify job expectations: To the extent that political behavior is nurtured by ambiguity, it follows that reducing ambiguity may help reduce political activity. With this in mind, it behooves managers to give well-defined work assignments and to explain in detail exactly how work performance will be evaluated. Such efforts may help insofar as they allow employees to gain power by meeting their job expectations instead of by playing political games. Open the communication process: People find it difficult to foster their own goals at the expense of organizational goals when the communication process is open to scrutiny by all. For example, when budget allocations are made openly (i.e., announced to all) it is much more difficult to make questionable deals with others than when the communication process is closed. Be a good role model: It is well established that higher-level personnel set the standards by which lower-level employees operate. As a result, any manager who is openly political in the use of power is likely to send the message that it is acceptable for subordinates to behave the same way. Engaging in dirty political tricks teaches subordinates that such behaviors are the accepted practice. Do not turn a blind eye to game players: Suppose you see one of your subordinates attempting to gain power over another by taking credit for that individual's work. Immediately confront this individual and do not ignore what he or she did. If the person believes that he or she can get away with it, that individual this behavior. In conclusion, Delta (2006) noted that practicing managers need to realize that because power differences are basic to organizations, attempts to gain power advantages through political maneuvers are to be expected. However, a critical aspect of any manager's job is to redirect these political activities away from any threats to the organization. Although it may be unrealistic to expect to totally eliminate political dirty tricks, the suggestions offered here should provide some useful guidelines for minimizing their impact. According to Elena (2013) Scholars from a variety of disciplines including philosophers, sociologists, and psychologists (e.g., Buchanan, 2008; Gandz & Murray, 1980) have noted that politics exercises a strong influence in every aspect of people’s lives. She noted that, a politician considers politics as part of his/her routine job to get things done, citizens who are striving to fulfill their duties toward their city view political activities as an essential component of societal structure and researchers consider politics as something that renders the greatest effect on the economic and social well-being of the organizations (Silvester, 2007) Goodman et al (2011) pointed out that Ferris et al. (1989) provided the theoretical model which much of the empirical literature rests. The model positions politics perceptions as a product of the organization (e.g., centralization, formalization, hierarchical level, span of control), the job/environment (e.g., autonomy, skill variety, feedback, advancement opportunity), and individual influences (e.g., age, sex, Machiavellianism, self-monitoring). This model was the first to provide a conceptual understanding of the potential outcomes of politics perceptions in organizations. Politics perceptions have been found to have detrimental effects on individual outcomes (e.g. higher levels of absenteeism, turnover intentions, anxiety, and stress) and lower levels of job satisfaction, organizational commitment, job performance, and organizational citizenship behaviours (Ferris, Adams, et al., 2002). Goodman et al (2011) in their subsequent studies also found that higher perceptions of politics combined with higher perceptions of organizational politics are associated with increased levels of job vs. non-job conflict stress. Hence, as politics reduces the perceived objectivity of decision making, employees appear to feel compelled to devote more time to the office at the expense of family time. Ultimately, this tension impacts employees and organizations. Work-family conflict is related to increased levels of employee stress, turnover intentions, and absenteeism (Anderson et al., 2002). Individuals suffer psychological and physiological strain; whereas organizations incur costs associated with missed work or replacing employees. Although the exact costs are particular to an organization and the positions involved, estimates of turnover costs range from an average of 25 percent of salary (Potter, 2004) to over 100 percent of salary as the level and complexity of the specific position increases (Joinson, 2000). 2.2.9 Definition of Job Security The phrase “job security” is not specifically defined in any statute. It is, however, coterminous with the terms “security of tenure” and “employment protection” both of which refer to the protection which the law offers an employee to regulate the circumstances under which he can have his employment terminated at the instance of the employer. Adeogun (1986) is of the view that job security entails the protection of the employee against abrupt or unfair dismissal and the provision of a large measure of compensation when jobs disappear for economic reasons. He is of the view that no confirmed employee should lose his job except for a valid reason connected with capacity or conduct of the employee or based on the operational requirements of the employment concerned. 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. She, however, warns that job security is not the same thing as “lifetime employment” which in reality does not exist. Therefore, an employment described as permanent does not mean that the employee has the right to stay on the job until he dies or retires. Agomo‟s position in this regard is supported by the decision in the case of Abukogbo v. African Timber and Plywood Ltd (Agomo CK 1997), where the court held that permanent employment means no more than that the employer cannot, in the absence of agreement, tell the employee to stop work forthwith at will and without notice or without compensation in lieu of notice. 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. On his part, Ton Wilthagen (2008) adopts a very wide definition of job security. He defines the term as an act of building and preserving people’s ability to remain and move up in the labour market. It is related to decent pay, access to lifelong learning, working conditions, protection against discrimination or unfair dismissal. This broad definition therefore encompasses protection of employees from unfair dismissal, whether such dismissal is actual or constructive. The common fabric that runs through the various attempts at defining job security is the recognition of the fact that job security entails a reasonable measure of protection the law affords an employee against sudden termination of his employment without any justifiable cause. Hence, job security connotes the assurance or confidence an employee has that he is entitled to retain his job free of anxiety and fear of unfair dismissal. Job security provides a multitude of benefits to employees, from economic stability and the opportunity to plan for the future, to self-esteem and a sense of order. Occupation and employer affiliation are normally focal points of self-identity; working people often describe themselves in terms of their livelihoods. According to Farber, H. S. (2008), there have been a series of analyses of job stability that have relied on mobility supplements to various January Current Population Surveys. An influential early analysis was carried out by Hall(1982). He used published tabulations from some of the early January mobility supplements to compute contemporaneous job retention rates. Hall found that, while any particular new job is unlikely to last a long time, a job that has already lasted five years has a substantial probability of lasting twenty years. He also finds that a substantial fraction of workers will be on a “lifetime” job (defined as lasting at least twenty years) at some point in their life. Ureta (1992) used the January 1978, 1981, and 1983 mobility supplements to recompute retention rates using artificial cohorts rather than contemporaneous retention rates. 2.2.10Organisational Justice According to Ilhami K. et al (2015) organizational justice is essentially based on the equity theory developed by Adams. Equity theory focuses on individuals’ view of fairness about decisions of distribution within the organization, and on individuals’ reaction to the unfair circumstances within the organization (Mowday and Colwell, 2003). According to Adams, individuals constantly and endlessly compare their own positions with other references that hold the same positions. They may believe, as a result, that they are treated unjustly. Such beliefs affect individuals’ attitudes and may cause them to develop certain behaviors. These behaviors may developed towards other individuals as well as towards the organizations. Organizational justice is the perceiving of justice appearing in the mind of the employee regarding the practices in the workplace (Greenberg, 1990). Organizational justice is related with value credited to the employees in return for the contributions they make to the organization. Organizational justice concerns both viewing justice in sharing of and being independent and fair in, decision-making and social relations (Beduk, 2014). According to Dirk D. et al (2006) over the years, many perspectives have been used to comment on what is just. There are legal points of view and philosophical points of view, to cite just two disciplines that have devoted attention to justice. In social and organizational psychology, the focus is on the perceptions of the various actors. Thus, rather than prescribing what is just or fair behavior, the social psychological approach focuses on describing what individuals believe to be just and the factors that influence their justice judgments (Colquitt et al., 2005). Dirk D. et al (2006) further remarked that historically, social psychologists were first interested in what has come to be known as distributive justice—the fairness of distributions or allocations of rewards In general, research on distributive justice has shown that the principle of equity (Adams, 1965) is preferred, both by decision-makers and the persons affected by these decisions. Basically, equity implies that rewards should be proportional to contributions or effort (i.e., merit); and that this proportionality is evaluated by comparing one’s own ratio to that constructed for a comparison other. To consider a situation as fair, the ratios must be equivalent. In some situations, other distributive rules are viewed to be more appropriate to apply than equity (Dirk D. et al 2006). Hence, when group harmony is important, distributing resources equally irrespective of members’ individual contributions is viewed as fair. And in yet other situations, consideration of special needs is considered fair. Although few studies have compared all three distributive rules, Steiner et al. (2006) showed that people are likely to use several rules together, while emphasizing a particular rule. Types of Organisational Justice Ilhami K. et al (2015) identified three forms of organizational justice which include the Distributive Justice, Procedures Justice and Interaction Justice Distributive justice is a perceived justice of an employee that faces work related results like awards, duties and responsibilities. These results occur at the end of his work as a comparison of his contributions to work and the results of other employees (Greenberg, 1990). Distributive Justice perception relates to if earnings within the organization is suitable, right and moral (Folger ve Cropanzano, 1998). It is about results of fair distribution faced by employees (Andersson et al, 2007). The emphasis is on procedural justice, which contrasts with the emphasis on distributive justice in previous works (Nowakovski and Conlon, 2005). The effects of procedural justice is independent from distributive justice. Interaction justice as a concept points to the nature of relations between an individuals. It is defined as a third type justice, different from procedural justice and distribution justice, showing that attitudes must be founded on moral and ethical values. It has been expressed that attitudes of this nature will bring mutual sensitivity along (Folger and Cropanzano, 1998). This type of the organizational justice is expressed as communication criteria. Behaviours and attitudes employees develop are regarded because of two different views of justice developed for distributive and procedural justice. Distributive justice refers to the degree of fairness as noticed by individuals about the distribution, to the overall organization, of the organizational results such as income, premium, promotion and social rights (Folger and Konovsky, 1989). These could generate within the organization as well as resources obtained from outside. These are sometimes financial advantages, promotions and physical opportunities. Decisions for distribution of these within the organization fall within the scope of distribution justice (Ozdevecioglu, 2006). Procedural justice on the other hand refers to views on the fairness employed in decision-making by the organization (Scandura, 1999). Organizational processes refer to the distribution methods of the organization (Cohen and Spector, 2001). View of procedural justice is also called the reaction employees show to the decision-making method (Folger and Konovsky, 1989). The first factor that shapes the judgments individuals make on procedural justice is the attitude which decision-makers show to those affected by the decision. Attitudes of decision makers such as honest and kind conduct against those affected by decisions, their timely feedback on the decisions made and respecting the rules are among the fundamental determinants of employees’ appraisal on procedural justice in the organization (Greenberg, 1990). The second factor which shapes judgments about procedural justice is the explanations of the decision-makers concerning the decision they have made. 2.2.11 Relationship between job security and employees’ commitment Researchers have shown that job security induces organisational commitment of workers. Davy, Kinicki and Scheck (1997) discovered that job security is significantly related to employee commitment. Lambert (1991) views job security as an extrinsic comfort that has a positive relation with workers’ commitment and performance. Iverson (1996) reported that job security has a significant impact on organisational commitment. However, Rosenblatt and Ruvio (1996) reported in their study that organisational commitment and job performance negatively correlated with job insecurity. This finding was in agreement with the research by Guest (2004) who discovered that low job security and working conditions had adverse effect on employee commitment and job satisfaction. This finding was corroborated by the research finding of Abdullah and Ramay (2012) who reported a significant positive relationship between job security and organisational commitment of employees. As asserted by Akpan C.P (2013), employees who perceive threat of job security may become less commitment to the organisation they are working for and may decide to quit the job. Thus, satisfaction with job security is positively correlated with both organisational commitment and job performance, Akpan C.P (2013) further noted. 2.3 Theoretical Framework of the Study We are going to consider some theories of organizational behavior to enable us to have good understanding of reasons why employees behave the way they do. (1)Etzioni’s Classification of Employee Behaviour According to Ejiogu, A et.al (1995), in his book titled “A Comparative Analysis of Modern Organizations”, Etzioni (1961) identifies three types of responses of employees to organizational phenomena. These include:- (i) Moral: In this type of employee’s response to organizational phenomena, the employee believes and trusts the organization and intrinsically values and internalizes the goals and the mission of the organization. The employee here identifies with the job and performs his/her best because he/she values the job. According to Etzioni, such “moral responses” are encouraged by the use of a predominantly normative management style like recognition, status and intrinsic value rewards. (ii) Calculative:- The individual here believes in “a fair day’s work for a fair day’s pay”. The employee believes in putting efforts that are in agreement with the amount of reward he/she receives from the organization. This underlies the doctrine of rational-economic man, derived from the philosophy of hedonism which argues that “man calculates the actions that will maximize his self-interest and behave accordingly” (Schein, 1970). This individual response to organizational phenomena are induced or encouraged using managerial style that is utilitarian, based on rational-legal authority and the use of economic rewards. (iii) Alienative:- Here the employee is not psychologically involved. He or she does not believe in what the organization is doing. He/She is in the organization because he/she cannot help being there. His/her membership of the organization is more or less a result of coercion. What he/she does is done grudgingly, unhappily and uninterested because to him/her management is based on pure coercive power. The above responses by employees to organization’s phenomena and related managerial types are illustrated below:- Types of Power/Authority Types of Involvement (1)Normative - Moral (2)Utilitarian - Calculative (3)Coercive - Alienative (2) “Consequences Approach” To Explaining Human Behaviour: The Law of Effect This law states that what benefits employees expect to derive by behaving in a particular way, will affect their behavior. The crux of this postulation is that people’s job behaviours, whether as managers or as subordinate employees, is to a large extent induced and influenced by “reinforcing consequences”. Here behaviour that is reinforced is most likely to be repeated, whereas behaviour that is not reinforced or at best punished has the tendency of being avoided or eliminated. This idea is known as the Law of reinforcement. Here consequences influence behaviour. As employees become aware of what behaviour to be rewarded or punished, they change their behaviour. Behavioural consequences can be positive, negative or neutral. Positive consequences act as reinforcers while negative consequences lead to avoidance or evasion of a future action. Neutral consequences do not have any effect. An employee’s evaluation of any behavioural consequences in terms of his/her expectations determines his or her action or behaviour. If the consequence of a behaviour tends to increase the probability of that behaviour recurring, such a consequence is called a “Reinforce”. If on the other hand, the consequence tends to decrease the probability of the behaviour recurring, it is called a “Punisher” (Ejiogu .A et.al, 1995) . (3) Expectancy Theory This theory was postulated by Vroom. According to this theory, the expectancies about the consequences of task performance influence motivation and future performance. A person’s motivation to perform in a particular way, will be influenced by his expectancies about trying to perform in that way, his expectancies about the outcomes associated with performing at that level, and the attraction of the outcomes involved. People in organizations often tend to choose from among a number of behaviours those that are more “attractive” and congruent with their expectations. (4) Drive Theory Drive theory is predicted on the place of learning and the previous stimulus – Response (S-R) linkages in explaining the course of present behaviour. Its major assertion is that unless there is a drive, there will be no basis for a response. In other words, drive is an energizer, an activator or response or behaviour; such a response being moderated, as it were by the strength of the habit. It is a motivating factor which propels an organism into making a response in order to meet or satisfy a need. (5) Personality and Behaviour Personality is the individual’s internal organization of psychological process and behavioural tendencies. Ones personality is a summation of his or her psychological characteristics including intelligence, needs or drives, motives, defense mechanism and his/her habitual ways of relating to people and general character traits. We often hear people being described as rigid, insatiable, shy, aggressive, extrovert, introvert, honest, dishonest etc. Some of these traits are inherited, others are acquired or learned as the individual relates with his/her environment. Families, religious groups and peers are very important in shaping individual’s personality, as well as social environment together with prevalent cultural norms and values. There are some forms of linkages between one’s personality traits and one’s behaviour. We are familiar with the extrovert who enjoys the society of his fellow men and would probably respond with enthusiasm if invited to a party; we also know of the introvert who is happy with a quite life and a good book seems to find parties noisy and tiresome and would probably find an excuse not to come. We know too the dominant individual who would seek out those group situations in which he could play a leading part and a submissive individual who would be happy to follow by his no wish to lead …..(Ejiogu, A et.al 1995) RESEARCH METHODS 3.1 Research Design The researcher made use of Descriptive Research and Case Study Research Design. The reason for using these methods is because this study is organization-specific. Accordingly a comprehensive study was carried out on the organization used as the case study. 3.2 Population of the Study The population of this study consists of the staff and management of Chris Ejik Group of Company. The researcher used only the workers and management team that are based in Lagos. The population of study is two hundred (200) people. The population distribution is tabulated below Table 1: Showing distribution of responses VARIABLE NUMBER Gender Male 130 Female 70 Qualification SSCE 35 HND/BSC 150 MSC 15 Marital status Married 120 Single 80 Age (in years) 20-29 100 30-39 50 40-49 35 50-above 15 3.3 Sampling Procedure The researcher made use of simple random sampling method and stratified sampling method. The researcher used 100 staff as the sample size. Efforts were made to ensure that the sample size is free from sampling bias and also ensures adequate representation of the entire population both quantitatively and qualitatively. As it was indicated above, the researcher made use of random sampling technique and stratified sampling technique to select the respondents. In using the stratified sampling technique, the respondents were grouped into segments based on their organizational levels before the random sampling method was later used. In using the random sampling method, the researcher identified the research population and then listed the population and assigned numbers to the population of study. With the aid of a random number table, the researcher chose the sample size. The reason for using the random sampling technique is to ensure fair representation of the entire population. The researcher used stratified sampling technique since the respondents were heterogeneous, with people from different strata or groups. 3.4 Instrument Questionnaire was the major instrument that the researcher used in this study. The researcher also used both the interview and personal observations to obtain data needed for this study. The questionnaires used include both open-ended and close ended questions. The qualities of a good questionnaire were considered in the questionnaire design and formulation. Some qualities of a good questionnaire that were taken cognizance of in the design of the questionnaire included clarity, relevancy, brevity, avoidance of leading questions and unambiguousness. A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed for statistical analysis of the responses Usually, a questionnaire consists of a number of questions that the respondent has to answer in a set format. A distinction is made between open-ended and closed-ended questions. An open-ended question asks the respondent to formulate his own answer, whereas a closed-ended question has the respondent pick an answer from a given number of options. The response options for a closed-ended question should be exhaustive and mutually exclusive. Four types of response scales for closed-ended questions are distinguished: Dichotomous, where the respondent has two options Nominal-polytomous, where the respondent has more than two unordered options Ordinal-polytomous, where the respondent has more than two ordered options (Bounded)Continuous, where the respondent is presented with a continuous scale A respondent's answer to an open-ended question is coded into a response scale afterwards. An example of an open-ended question is a question where the testie has to complete a sentence While questionnaires are inexpensive, quick, and easy to analyze, often the questionnaire can have some few problems. For example, unlike interviews, the people conducting the research may never know if the respondent understood the question that was being asked. Also, because the questions are so specific to what the researchers are asking, the information gained can be minimal. 3.5 Procedure for data collection analysis In data analysis, the various data collected from the field were presented using different statistical tools like frequency tables, cumulative frequency tables, pie charts and mean distribution tables. The reason for using these tools for data presentation and analysis was due to the fact that the research design technique used was descriptive research. It is with these statistical tools that the data can be properly presented and analyzed. In Data Analysis proper, the researcher made use of the SPSS analytical technique. The secondary data that were obtained were presented during the literature review. The researcher presented and analyzed them in the discussion and analysis under the literature review. 4.0 DATA PRESENTATION AND DISCUSSION OF FINDINGS 4.1 Presentation and Analysis of Demographic Data The background information of respondents was deemed necessary because the ability of the respondents to give satisfactory information on the study variables greatly depends on their background. The background information of respondents solicited data on the samples and this has been presented below categorized in sections. Table 2 showing presentation and analysis of demographic data Frequency Percentage (%) Sex Age Male 84 56 Female 66 44 Total 150 100 20 – 29 years 53 35 30 – 39 years 56 37 40 – 49 years 27 18 Above 50 years 14 10 Total 150 100 Married 54 36 Marital status Single 89 59 Divorce 6 4 Widow 1 1 Total 150 100 GCE/SSCE 8 5 Educational qualification OND/NCE 26 17 HND/B.Sc. 66 44 M.Sc./MBA 50 34 Total 150 100 1 – 5 years 58 39 Work experience 6-10 years 55 37 11-15 years 37 24 Total 150 100 The table above reveals that 44% of the respondents were male and 56% were female. This could indicate that there are still low levels of employment of males in Nigeria companies. The findings represent the views of the two sex groups of some people working in firms in Lagos State, Nigeria. This was necessary for the study to get a balanced picture of the respondents’. From the description above it is clearly evident that the majority of the respondents are in the age bracket of between 30 – 39 years, followed by 20 – 29 years, 40-49, and 50 years above in the orders of 37%, 35%, 18%, and 10% respectively. It can therefore be concluded that the majority of the respondents are in the most productive age brackets of their life and are reasonably experienced (assuming that an average Nigerian starts work at the age of 23 years). The table above reveals that 59% of the respondents were Single, 36% were Married, 4% were Divorced and 1% were Widowed. The findings represent the views of the marital status of some people in Lagos State, Nigeria. This was necessary for the study to get a balanced picture of the respondents’ views. From the description above it is clearly evident that the majority of the respondents who are also the employees show that they hold HND/B.Sc., M.Sc./MBA OND/NCE, and GCE/SSCE in the orders of 44%, 34%, 17% and 5% respectively. This vividly indicates that most of the respondents are educated. Their views on the questionnaire will be viable. From the above description, 1-5 years 39%, 6-10 years 37% and 11-15 years 24%. It shows that the respondents are all employed and have a valid work experience in their various fields. 4.2 Testing and Interpretation of Hypotheses Table 3 Testing and Interpretation of Hypotheses Variable Mean SD ECOM OPOL JSEC ORGJ ECOM 29.6986 6.60237 1       OPOL 19.6712 5.01736 0.81050** 1     JSEC 13.3493 3.34168 0.07053** 0.90232** 1   ORGJ 14.6712 3.97771 0.16068** 0.60634** 0.70306** 1 ** Correlation is significant at 0.05 level KEY: ECOM EMPLOYEES COMMITMENT OPOL ORGANIZATIONAL POLICIES JSEC JOB SECURITY ORGJ ORGANIZATIONAL JUSTICE Hypothesis 1 H0: There is no significant relationship between organization policies and employees’ commitment. H1: There is a significant relationship between organization policies and employees’ commitment. The above table shows that (P = 0.81050 N = 150 P < 0.05). The correlation value 0.81050 indicates that there is a very strong positive relationship. Therefore, the null hypothesis is rejected; it then means that there is significant relationship between organization politics and employees’ commitment. Hypothesis II H0: There is no significant relationship between Job security and employees’ commitment H1: There is a significant relationship between Job security and employees’ commitment. The above table shows that (P = 0.07053 N = 150 P < 0.05). The correlation value 0.07053 indicates that there is a very weak positive relationship. Therefore, the null hypothesis is rejected; it then means that there is a slight significant relationship between job security and employees’ commitment. Hypothesis III H0: There is no significant relationship between Organization justice and employees’ commitment. H1: There is a significant relationship between Organization justice and employees’ commitment. The above table shows that (P = 0.16068 N = 150 P < 0.05). The correlation value 0.16068 indicates that there is a very weak positive relationship. Therefore, the null hypothesis is rejected; it then means that there is a slight significant relationship between organizational justice and employees’ commitment. 4.3 Discussion of Finding As we can observe from the hypothesis testing carried out above, it was found that :- Firstly that organizational politics have strong effect on the commitment of employee’s resources into the organization. This finding corroborate with the works of Elena S. (2013) who argued that high levels of organizational politics have deleterious effects on workers’ commitment. He however linked employees’ behaviour and commitment to degree of stress that employees are subjected to due to organizational politics. According to him, as the stress increases, the employee’s morale and sense of obligation decline (Cropanzano et al., 2003) and this is associated with lower employee morale (Voyer, 1994), and reduced organizational commitment (Randall et al., 1999; Vigoda, 2000). He concluded by saying that the greater the increase of organizational politics over time, the greater the decline in affective commitment will be. In the same vein, Goodman et al (2011) noted that politics perceptions have been found to have detrimental effects on individual outcomes (e.g. higher levels of absenteeism, turnover intentions, anxiety, and stress) and lower levels of job satisfaction, organizational commitment, job performance, and organizational citizenship behaviours (Kacmar and Baron, 1999; Ferris, Adams, et al., 2002). Secondly, it was also found that there is great effect of job security of employees and their full commitment in their various fields of work. Employees believe that the security of their work guaranteed empower and boost up their performance to give their fullest best in the work assigned to them. This finding was also corroborated by Gil and Lautsch (2002), who noted that while involvement in organizational processes increases employee satisfaction and commitment, job insecurity is expected to reduce these employee outcomes. Previous research has found a consistent negative relationship between perceived job insecurity and both employee satisfaction and commitment (Ashford, Lee and Bobko 1989; Steers 1977; Forbes 1985; Oldham et al. 1986). Researchers have shown that job security induces organisational commitment of workers. Davy, Kinicki and Scheck (1997) discovered that job security is significantly related to employee commitment. Lambert (1991) views job security as an extrinsic comfort that has a positive relation with workers’ commitment and performance. Iverson (1996) reported that job security has a significant impact on organisational commitment. However, Rosenblatt and Ruvio (1996) reported in their study that organisational commitment and job performance negatively correlated with job insecurity. This finding was in agreement with the research by Guest (2004) who discovered that low job security and working conditions had adverse effect on employee commitment and job satisfaction. This finding was corroborated by the research finding of Abdullah and Ramay (2012) who reported a significant positive relationship between job security and organisational commitment of employees. Finally, the result of this study also shows that there is high effect of organization justice on the commitment of the employees. Employees will feel reluctant and perform very low in the delivery of their work when justice made in an organization is unfavourable to them while on the other hand they will perform excellently if the justice is favourable to them. The outcome of the study is in consonance with the study carried out by Joinson, (2000) who observed that there is a positive and significant correlation between organizational justice and various areas of organizational commitment. In the same vein, Ilhami et al (2015) noted that research shows that individuals who feel respected by their organizations are more likely to expend effort for the organization (Smith & Tyler, 1997). When the organization pays attention to employee welfare, the employee will respond it by more engagement and better performance (Eisenberger et al., 2001). The term psychological well-being multi-faceded is correlated with work performance and quality of work life (Daniels and Harris, 2000). 5.0 CONCLUSION AND RECOMMENDATIONS 5.1 CONCLUSION Employee’s job performance is contingent on so many factors ranging from the employee’s level of commitment, job attitude, job security, perceived level of organizational politics by the employee, to level of employee’s motivation and other job related factors. Employee’s level of commitment is essential ingredient in increasing employee’s productivity. Employees who are committed to their organizations have been shown to perform exceedingly higher towards the achievement of corporate objectives. Commitment manifests itself in distinct behavior. For example, people devote time and energy to fulfill their on-the-job responsibilities as well as their family, personal, community and spiritual obligations. Commitment also has an emotional component: People usually experience and express positive feelings toward an entity or individual to whom they have made a commitment. Finally, commitment has a rational element: Most people consciously decide to make commitments, then they thoughtfully plan and carry out the actions required to fulfill them. Because commitments require an investment of time as well as mental and emotional energy, most people make them with the expectation of reciprocation. That is, people assume that in exchange for their commitment, they will get something of value in return—such as favors, affection, gifts, attention, goods, money and property. In the world of work, employees and employers have traditionally made a tacit agreement: In exchange for workers’ commitment, organizations would provide forms of value for employees, such as secure jobs and fair compensation. Reciprocity affects the intensity of a commitment. When an entity or individual to whom someone has made a commitment fails to come through with the expected exchange, the commitment erodes. It is therefore essential that for organizations to get their employees’ commitment and as well as inducing the right attitude in the employees, they should institute welfare and remuneration programmes that will encourage the employees to be more committed to their jobs. This is an important lesson to most Nigerian organizations and especially the human resource practitioners in Nigerian organizations. To engage workers as well as to benefit from that engagement, your organization must invest in its human resource practices. But just like other investments, you need to consider potential return—that is, to devote resources to the HR practices you believe will generate “the biggest bang” for your investment “buck.” You must weigh how much engagement and commitment your company wants—and at what cost. The study also revealed that there is great effect of job security of employees and their full commitment in their various fields of work. The higher the level of employees’ job security, the higher the level of employees’ commitment. Changes in job security have obvious implications for the welfare of workers. It is well known that job losers spend more time unemployed, and that they suffer persistent earnings losses after they find new jobs. This may be the reason why employees prefer working in organizations where there is more job security than organizations where there is no job security. In fact paramount in the mind of every employee is the security of his/her job. The importance of job security to Nigerian employees cannot be underestimated. For instance, in the midst of economic crises and recession that the country is currently facing, Nigerian employees rank job security as their most important and crucial employment criteria. Quite a number of factors such as employment contract, collective bargaining agreement, labour legislation and personal factors such as education, work experience, job functional area, work industry, work location etc play an important role in determining the need for a individual’s services and impacts their personal job security (Adebayo and Lucky, 2012). In another extreme, essential or necessary skills and past experience required by the employers and subject to the current economic condition and business environment could also guarantee individual’s job security (Adebayo and Lucky, 2012). Nigerian organizations can find solution to the problem of their organisations’ low productivity by putting in place programmes that will bring down the rate of employee’ turnover in order to increase employees’ job security thereby making their employees perceive them as being organisations to be committed to. This will in the final analysis increase the employees’ productivity. 5.2 Recommendations It is imperative to draw recommendations on the findings from the conclusion above. This will tie the loose ends of the findings. Organisations, in order to increase the level of their employees’ commitment should put in place programmes that will boost the employees’ morale. They should cease from seeing amounts spent on their employees as expenses but rather as investments that will bring future returns to their organisations. Because commitments require an investment of time as well as mental and emotional energy, most people make them with the expectation of reciprocation. That is, people assume that in exchange for their commitment, they will get something of value in return—such as favors, affection, gifts, attention, goods, money and property. Organisations should therefore institute programmes that will boost their employees’ level of commitment so as to increase productivity. Organizations need to find the right benefits plan that meets its own financial and employees goals. While those objectives may differ from organizations to organizations, the need to plan for employees’ benefits remains strong and clear. Workshops, seminars and other training programmes on organizational commitment should be organized so that staff and employers may have broad knowledge and understanding of the obligations and expectations from each other. To improve overall organizations’ results, performance of individual staff is critical to achieving this, hence, managers should be conscious of the expectations of employee and the fact that this expectation differs and actions should be geared towards meeting these expectations. Also, employees should familiarize themselves with what the organizations expects from them as inputs to achieve desired results which will give the management a sense of satisfaction. Lastly, it was found that the higher the level of employees’ job security, the higher the level of employees’ commitment. Job losers spend more time unemployed, and they suffer persistent earnings losses after they find new jobs. Therefore, changes in job security have obvious implications for the welfare of workers. Organisations should therefore desist from their habitual attitudes of terminating the employees’ employment at every little provocation. The induce the right attitudes from the employees that will lead to higher level of employees’ performance, orgainsations should make employees perceive that they are part of their organizations and that the problems of the organisations’ are theirs as well. 5.3 Suggestions for further studies Knowledge is a never-ending process. It is hoped that some researchers or students will be inspired and encourage by this study to carry out more extensive research work on the topic. Further study should be focus on the relevant of factors essential in boosting employees’ level of commitment, and also the relationship between employees’ job commitment and organizational performance. In addition, the research should focus on more number case studies than the number used here so as to give more general view on the concept of organizational politics, job security and justice as determinants of employees commitment. To this end, in order to improve on further studies, it is suggested that more related textbooks and current journals should be review. REFERENCES Abdullah, J. and Ramay. M.I. (2012), Antecedents of organisational commitment of Banking Sector employees in Pakistan, Serbain Journal of Management Vol. 7(1), page 89. 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. Agomo, C.K. (1977)Nigeria, Kluwer Law International Netherlands, page 59. Akpan C.P. (2013), Job security and job satisfaction as determinants of commitment among university teachers in Cross River State, Nigeria, UK: British Journal of Education, European Centre for Research Training and Development, www.ea-journals.org. Anderson, S. E., B. S. Coffey, and R. T. Byerly. (2002). Formal Organizational Initiatives an Informal Workplace Practices: Links to Work-family Conflict and Job Related Outcomes. Journal of Management, 28(6): 787-810. 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 Brown S., McHardy J., McNabb R. and Taylor K. (2011) Workplace Performance, Worker Commitment and Loyalty. IZA Discussion Paper No. 5447 Beduk, A., (2014) Orgutsel Psikoloji (Organizational Psychology), Atlas Akademi, Konya, p. 1- 309. Cohen, Y.C. and P.E. Spector (2001). The Role of Justice in Organizations: A Meta-Analysis, Organizational Behavior and Human Decision Processes Vol. 86, No. 2, p. 278-321. Colquitt, J. A., Greenberg, J., & Zaphata-Phelan, C. P. (2005), What is organizational justice? A historical overview, in J. Greenberg & J. A. Colquitt (Eds.), Handbook of Organizational Justice, Mahwah, NJ, Erlbaum (pp. 3-56). Coyle-Shapiro, J. A-M & Conway, (2005) Exchange relationships: An examination of perceived organizational support. Davy, J.A., Kinicki, A.J. and Scheck, C.L. (1997), A test of job securities direct and mediated effects on withdrawal cognitions, Journal of Organisational Behaviour. Delta (2006) Understanding and managing organizational behavior, Delta publishing company. Dirk D. Steiner et Marilena Bertolino (2006) The Contributions of Organizational Justice Theory to Combating Discrimination Cahiers de l’Urmis [En ligne], 10-1, mis en ligne le 15 décembre 2006, consulté le 30 septembre 2016. URL : http://urmis.revues.org/223, Ejiogu, A et.al (1995) Readings in organizational behavior in Nigeria, Lagos: Malthouse press Ltd, Pages 248-250,254. Fagbohungbe O. (2002), Research Methods For Nigerian Tertiary Institutions. Lagos: Kotleb Publisher Ferris, G. R., G. S. Russ, and P. M. Fandt. (1989). Politics in Organizations. In Impression Management in the Organization, eds. R. A. Giacalone and P. Rosenfield, 143-170. Hillsdale, NJ: Erlbaum. Folger, R. and Konovsky, M.A. (1989). Effects of Procedural and Distributive Justice on Reactions To Pay Raise Decisions. Academy of Management Journal, Vol. 32, No. 1, p.115-130. Goodman, J. M. Evans R. W. and Carson C.M. (2011), Organizational Politics and Stress: Perceived Accountability as a Coping Mechanism, The Journal of Business Inquiry 66- 80, http:www.uvu.edu/woodbury/jbi/articles ISSN Green, F. (2008) Leeway for the Loyal: A Model of Employee Discretion, British Journal of Industrial Relations, 46(1), 1-32. Griffith, R. and Simpson, H. (2004) Characteristics of Foreign-Owned Firms in British Manufacturing, in Creating A Premier League Economy, R. Blundell, D., Card, and R., Freeman (Editors), Chicago: Chicago University Press. Griliches, Z. and Regev, H. (1995) Firm Productivity in Israeli Industry: 1979-1988’, Journal of Econometrics, 65(1), 175-203. Guest, D.E. (2004), Flexible employment contract, the psychological contract and employee outcomes: An empirical analysis and review of the evidence, Internal Journal of Management Review. Hellriegel, D. Slocum, Jr. J. W. & Woodman, R.W. (2001). Organizational Behaviour. Sydney: Thomson Learners. 9th Edition. Ilhami Kaygusuz, Hava Elektronik Sanayi Anonim Sirketi, Aykut Beduk (2015), The relationship between organizational justice and burnout in professional life: A research on Police Officers International Journal of Management and Marketing Research Vol. 8, No. 1, 2015, pp. 79-92, www.theIBFR.com Iverson, R.D. (1996), Employee acceptance of organisational change: The role of organisational commitment, International Journal of Human Resource Management, Vol. 7(1), pages 122 Joinson, C. (2000). Capturing Turnover Costs: In-depth Analysis of your Organization’s Turnover may Help Gain Support. HR Magazine, 45. http://shrm.org/hrmagazine/2000index/0700/0700joinson.asp. Lambert, S.J. (1991), The combined effects of job and family characteristics on job satisfaction, job involvement and intrinsic motivation of men and women workers, Journal of Organisational Behaviour, Vol 12(4). Luthans, F. (1995). Organizational Behaviour. Singapore: McGraw.Hill, 7th Edition. Machin, S. and Steward, M. (1990) Unions and Financial Performance of British Private Sector Establishments, Journal of Applied Econometrics, 5, 327-50. Madigan, M., Norton, J. & Testa, I. (1999). The Quest for Work . Life Balance.[online]. Rogers Media. Available from:http://www.benefitscanada.com/content/legacy/content/1999/html. McNabb, R. and Whitfield, K. (1998) The Impact of Financial Participation and Employee Involvement on Financial Performance, Scottish Journal of Political Economy, 45, 171- 87. Meyer and Allen (1991),A three-component conceptualization of organisational commitment, Human Resource Management Review Vol. 1 page 61. Meyer, J. & Allen, N. (1996). The Measurement and Antecedents of Affective, Continuance and \ Normative Commitment to the Organization. Journal of Occupational Psychology. Vol. 63, pp 1-18. Mowday, R.T. and Colwell, K.A. (2003). Employee Reactions to Unfair Outcomes in the Workplace: The Contributions of Equity Theory to Understanding Work Motivation. In Porter, G. Bigley and R. Steers (Eds.), Motivation and Work Behavior, p. 65-113, Boston: McGraw- Hill Irwin. Mullins, L. (1999). Management and Organizational Behaviour. Portsmouth: Pitman Publishing. 5th Edition Munday, M., Peel, M. and Taylor, K. (2003) The Performance of the Foreign- Owned Sector of UK Manufacturing: Some Evidence and Implications for UK Inward Investment Policy,Fiscal Studies, 24, 501-21. Nelson B. (1999). Low cost ways to build employee commitment [online]. Nelson Motivation Inc. Available from:http://www.inc.com/articles/1999/12/16412.html. Newstrom, J. W. and Davis, K. (2002). Organizational Behaviour, Human Behaviour at Work, New Delhi:Tata Mcgraw - Hill Publishing11th Edition Company Limited. Oulton, N. (1998) Competition and the Dispersion of Labour Productivity amongst UK Companies, Oxford Economic Papers, 50(1), 23-38. Pareek, U. (2004). Understanding Organizational Behaviour. London: Oxford University Press. Phatsom T., (2012) Perception of Organizational Politics and Influence of Job Attitude on Organizational Commitment, University of the Thai Chamber of Commerce, http://eprints.utcc.ac.th/ Potter, E. (2004). Factsheet: Turnover Costs. Washington, D.C.: Employment Policy Foundation. Robinson, S. L., & Morrison E.W., (2000). The development of contract breach and violation: a longitudinal study. Journal of Organizational Behavior, 21, 525-546. Rosenblatt, Z. and Ruvio, A. (1996), A test of multidimensional model of job insecurity: The case of Isreali teachers. Journal of Organisation Behaviour Vol. 17. Simpson, G. L. (2006). Building Employee Commitment, An Imperative For Business Success. [online] The Mansis Development Corporation. Available from: http:www.mansis.com Ton Wilthagen (2008) Balancing flexibility and security in European labour markets, A paper presented at the conference on Recent Development in Europe Industrial Relations organized by the Dutch Socio-Economic Council in Hague. Ureta, Manuelita (1992) The Importance of Lifetime Jobs in the U.S. Economy, Revisited, American Economic Review 82: pp. 322-335. Vigoda E. (2000)Organisational politics, job attitudes, and work outcomes: exploration and implications for the public sector. Journal of Vocational Behaviour, www.ideallibrary.com 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 CHAPTER FOUR REFERENCES Abdullah, J. and Ramay. M.I. (2012), Antecedents of organisational commitment of Banking Sector employees in Pakistan, Serbain Journal of Management Vol. 7(1), page 89. Ashford, Susan J., Cynthia Lee and Philip Bobko. (1989). Content, Causes, and Consequences of Job Insecurity: A Theory-Based Measure and Substantive Test. Academy of Management Journal, Vol. 32, No. 4, 803–829 .Cropanzano, R., Goldman, B. M., & Folger, R. (2003). Deontic justice, the role of moral principles in workplace fairness. Journal of Organizational Behavior, 24(8), 1019–1024. Daniels, K. Harris, C. (2000) Work, psychological well-being and performance. Occupational Medicine, 5: p.304-309. Davy, J.A., Kinicki, A.J. and Scheck, C.L. (1997), A test of job securities direct and mediated effects on withdrawal cognitions, Journal of Organisational Behaviour. Elena S. (2013) Examining a model of antecedents and consequences of perceptions of organizational politics Durham theses, Durham University. Available at Durham E- Theses Online: http://etheses.dur.ac.uk/10678/ Eisenberger, R., S. Armeli, B. Rexwinkel, P.D. Lynch and L. Rhoades, (2001), Reciprocation of perceived organizational support, Journal of Applied Psychology, 86(1): 42-51. Gil Preuss A. and Lautsch Brenda A. (2002), The effect of formal versus informal job security on employee involvement programmes, Industrial Relations, vol. 57, n° 3, p. 517-541., http://id.erudit.org/iderudit/006888ar Guest, D.E. (2004), Flexible employment contract, the psychological contract and employee outcomes: An empirical analysis and review of the evidence, Internal Journal of Management Review. Ilhami Kaygusuz, Hava Elektronik Sanayi Anonim Sirketi, Aykut Beduk (2015), The relationship between organizational justice and burnout in professional life: A research on Police Officers International Journal of Management and Marketing Research Vol. 8, No. 1, 2015, pp. 79-92, www.theIBFR.com Iverson, R.D. (1996), Employee acceptance of organisational change: The role of organisational commitment, International Journal of Human Resource Management, Vol. 7(1), pages 122 Joinson, C. (2000). Capturing Turnover Costs: In-depth Analysis of your Organization’s Turnover may Help Gain Support. HR Magazine, 45. http://shrm.org/hrmagazine/2000index/0700/0700joinson.asp. Randall, M. L., Cropanzano, R., Bormann, C. A & Birjulin, A. (1999). Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20(2), 159–174. Rosenblatt, Z. and Ruvio, A. (1996), A test of multidimensional model of job insecurity: The case of Isreali teachers. Journal of Organisation Behaviour Vol. 17. Smith, H. J. & Tyler, T. (1997). Choosing the right pond: The impact of group membership on self- esteem and group-oriented behavior. Journal of Experimental Social Psychology, 33(2): 146-170 Vigoda, E. (2000). Internal politics in public administration system: An empirical examination of its relationship with job congruence, organizational citizenship behavior, and in-role performance. Public Personnel Management, 29, 185–210. Voyer, J. J. (1994). Coercive organizational politics and organizational outcomes: An interpretive study. Organizational Science, 5, 72−85. CHAPTER FIVE BIBLIOGRAPHY Abdullah, J. and Ramay. M.I. (2012), Antecedents of organisational commitment of Banking Sector employees in Pakistan, Serbain Journal of Management Vol. 7(1), page 89. 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. Agomo, C.K. (1977) Nigeria, Kluwer Law International Netherlands, page 59. Akpan C.P. (2013), Job security and job satisfaction as determinants of commitment among university teachers in Cross River State, Nigeria, UK: British Journal of Education, European Centre for Research Training and Development, www.ea-journals.org. Anderson, S. E., B. S. Coffey, and R. T. Byerly. (2002). Formal Organizational Initiatives an Informal Workplace Practices: Links to Work-family Conflict and Job Related Outcomes. Journal of Management, 28(6): 787-810. 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. Ashford, Susan J., Cynthia Lee and Philip Bobko. (1989). Content, Causes, and Consequences of Job Insecurity: A Theory-Based Measure and Substantive Test. Academy of Management Journal, Vol. 32, No. 4, 803–829 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 Brown S., McHardy J., McNabb R. and Taylor K. (2011) Workplace Performance, Worker Commitment and Loyalty. IZA Discussion Paper No. 5447 Beduk, A., (2014) Orgutsel Psikoloji (Organizational Psychology), Atlas Akademi, Konya, p. 1- 309. Cohen, Y.C. and P.E. Spector (2001). The Role of Justice in Organizations: A Meta-Analysis, Organizational Behavior and Human Decision Processes Vol. 86, No. 2, p. 278-321. Colquitt, J. A., Greenberg, J., & Zaphata-Phelan, C. P. (2005), What is organizational justice? A historical overview, in J. Greenberg & J. A. Colquitt (Eds.), Handbook of Organizational Justice, Mahwah, NJ, Erlbaum (pp. 3-56). Coyle-Shapiro, J. A-M & Conway, (2005) Exchange relationships: An examination of perceived organizational support. Cropanzano, R., Goldman, B. M., & Folger, R. (2003). Deontic justice, the role of moral principles in workplace fairness. Journal of Organizational Behavior, 24(8), 1019–1024. Daniels, K. Harris, C. (2000) Work, psychological well-being and performance. Occupational Medicine, 5: p.304-309. Davy, J.A., Kinicki, A.J. and Scheck, C.L. (1997), A test of job securities direct and mediated effects on withdrawal cognitions, Journal of Organisational Behaviour. Delta (2006) Understanding and managing organizational behavior, Delta publishing company. Dirk D. Steiner et Marilena Bertolino (2006) The Contributions of Organizational Justice Theory to Combating Discrimination Cahiers de l’Urmis [En ligne], 10-1, mis en ligne le 15 décembre 2006, consulté le 30 septembre 2016. URL : http://urmis.revues.org/223, Ejiogu, A et.al (1995) Readings in organizational behavior in Nigeria, Lagos: Malthouse press Ltd, Pages 248-250,254. Elena S. (2013) Examining a model of antecedents and consequences of perceptions of organizational politics Durham theses, Durham University. Available at Durham E- Theses Online: http://etheses.dur.ac.uk/10678/ Eisenberger, R., S. Armeli, B. Rexwinkel, P.D. Lynch and L. Rhoades, (2001), Reciprocation of perceived organizational support, Journal of Applied Psychology, 86(1): 42-51. Fagbohungbe O. (2002), Research Methods For Nigerian Tertiary Institutions. Lagos: Kotleb Publisher. Ferris, G. R., G. S. Russ, and P. M. Fandt. (1989). Politics in Organizations. In Impression Management in the Organization, eds. R. A. Giacalone and P. Rosenfield, 143-170. Hillsdale, NJ: Erlbaum. Folger, R. and Konovsky, M.A. (1989). Effects of Procedural and Distributive Justice on Reactions To Pay Raise Decisions. Academy of Management Journal, Vol. 32, No. 1, p.115-130. Gil Preuss A. and Lautsch Brenda A. (2002), The effect of formal versus informal job security on employee involvement programmes, Industrial Relations, vol. 57, n° 3, p. 517-541., http://id.erudit.org/iderudit/006888ar Goodman, J. M. Evans R. W. and Carson C.M. (2011), Organizational Politics and Stress: Perceived Accountability as a Coping Mechanism, The Journal of Business Inquiry 66- 80, http:www.uvu.edu/woodbury/jbi/articles ISSN Green, F. (2008) Leeway for the Loyal: A Model of Employee Discretion, British Journal of Industrial Relations, 46(1), 1-32. Griffith, R. and Simpson, H. (2004) Characteristics of Foreign-Owned Firms in British Manufacturing, in Creating A Premier League Economy, R. Blundell, D., Card, and R., Freeman (Editors), Chicago: Chicago University Press. Griliches, Z. and Regev, H. (1995) Firm Productivity in Israeli Industry: 1979-1988’, Journal of Econometrics, 65(1), 175-203. Guest, D.E. (2004), Flexible employment contract, the psychological contract and employee outcomes: An empirical analysis and review of the evidence, Internal Journal of Management Review. Hellriegel, D. Slocum, Jr. J. W. & Woodman, R.W. (2001). Organizational Behaviour. Sydney: Thomson Learners. 9th Edition. Ilhami Kaygusuz, Hava Elektronik Sanayi Anonim Sirketi, Aykut Beduk (2015), The relationship between organizational justice and burnout in professional life: A research on Police Officers International Journal of Management and Marketing Research Vol. 8, No. 1, 2015, pp. 79-92, www.theIBFR.com Iverson, R.D. (1996), Employee acceptance of organisational change: The role of organisational commitment, International Journal of Human Resource Management, Vol. 7(1), pages 122 Joinson, C. (2000). Capturing Turnover Costs: In-depth Analysis of your Organization’s Turnover may Help Gain Support. HR Magazine, 45. http://shrm.org/hrmagazine/2000index/0700/0700joinson.asp. Lambert, S.J. (1991), The combined effects of job and family characteristics on job satisfaction, job involvement and intrinsic motivation of men and women workers, Journal of Organisational Behaviour, Vol 12(4). Luthans, F. (1995). Organizational Behaviour. Singapore: McGraw.Hill, 7th Edition. Machin, S. and Steward, M. (1990) Unions and Financial Performance of British Private Sector Establishments, Journal of Applied Econometrics, 5, 327-50. Madigan, M., Norton, J. & Testa, I. (1999). The Quest for Work . Life Balance.[online]. Rogers Media. Available from:http://www.benefitscanada.com/content/legacy/content/1999/html. McNabb, R. and Whitfield, K. (1998) The Impact of Financial Participation and Employee Involvement on Financial Performance, Scottish Journal of Political Economy, 45, 171- 87. Meyer and Allen (1991),A three-component conceptualization of organisational commitment, Human Resource Management Review Vol. 1 page 61. Meyer, J. & Allen, N. (1996). The Measurement and Antecedents of Affective, Continuance and \ Normative Commitment to the Organization. Journal of Occupational Psychology. Vol. 63, pp 1-18. Mowday, R.T. and Colwell, K.A. (2003). Employee Reactions to Unfair Outcomes in the Workplace: The Contributions of Equity Theory to Understanding Work Motivation. In Porter, G. Bigley and R. Steers (Eds.), Motivation and Work Behavior, p. 65-113, Boston: McGraw- Hill Irwin. Mullins, L. (1999). Management and Organizational Behaviour. Portsmouth: Pitman Publishing. 5th Edition. Munday, M., Peel, M. and Taylor, K. (2003) The Performance of the Foreign- Owned Sector of UK Manufacturing: Some Evidence and Implications for UK Inward Investment Policy,Fiscal Studies, 24, 501-21. Nelson B. (1999). Low cost ways to build employee commitment [online]. Nelson Motivation Inc. Available from:http://www.inc.com/articles/1999/12/16412.html. Newstrom, J. W. and Davis, K. (2002). Organizational Behaviour, Human Behaviour at Work, New Delhi:Tata Mcgraw - Hill Publishing11th Edition Company Limited. Oulton, N. (1998) Competition and the Dispersion of Labour Productivity amongst UK Companies, Oxford Economic Papers, 50(1), 23-38. Pareek, U. (2004). Understanding Organizational Behaviour. London: Oxford University Press. Phatsom T., (2012) Perception of Organizational Politics and Influence of Job Attitude on Organizational Commitment, University of the Thai Chamber of Commerce, http://eprints.utcc.ac.th/ Potter, E. (2004). Factsheet: Turnover Costs. Washington, D.C.: Employment Policy Foundation. Randall, M. L., Cropanzano, R., Bormann, C. A & Birjulin, A. (1999). Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20(2), 159–174. Robinson, S. L., & Morrison E.W., (2000). The development of contract breach and violation: a longitudinal study. Journal of Organizational Behavior, 21, 525-546. Rosenblatt, Z. and Ruvio, A. (1996), A test of multidimensional model of job insecurity: The case of Isreali teachers. Journal of Organisation Behaviour Vol. 17. Simpson, G. L. (2006). Building Employee Commitment, An Imperative For Business Success. [online] The Mansis Development Corporation. Available from: http:www.mansis.com Smith, H. J. & Tyler, T. (1997). Choosing the right pond: The impact of group membership on self- esteem and group-oriented behavior. Journal of Experimental Social Psychology, 33(2): 146-170 Ton Wilthagen (2008) Balancing flexibility and security in European labour markets, A paper presented at the conference on Recent Development in Europe Industrial Relations organized by the Dutch Socio-Economic Council in Hague. Ureta, Manuelita (1992) The Importance of Lifetime Jobs in the U.S. Economy, Revisited, American Economic Review 82: pp. 322-335. Vigoda E. (2000) Organisational politics, job attitudes, and work outcomes: exploration and implications for the public sector. Journal of Vocational Behaviour, www.ideallibrary.com. Vigoda, E. (2000). Internal politics in public administration system: An empirical examination of its relationship with job congruence, organizational citizenship behavior, and in-role performance. Public Personnel Management, 29, 185–210. Voyer, J. J. (1994). Coercive organizational politics and organizational outcomes: An interpretive study. Organizational Science, 5, 72−85. 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 APPENDIX I QUESTIONNAIRE INSTRUCTION: Please tick the brackets ( ) as appropriate. Only one bracket may be ticked for each question. SECTION A: PERSONAL DATA 1. Sex: Male ( ) Female ( ) 2. Age: 20-29 years ( ) 30-39 years( ) 40-49 years( ) Above 50 years( ) 3. Marital status: Single ( ) Married( ) Divorce( ) Widowed( ) 4. Educational qualification: GCE/SSCE( ) OND/NCE( ) HND/B.Sc.( ) M.Sc/MBA ( ) 5. Work experience: 1 – 5 years ( ) 6 – 10 years ( ) 11 – 15 years ( ) SECTION B: Please tick your chosen opinion. The likert 1-5 point scale is used in the construction of the questionnaire to elicit your responses. The scales are as follows: Strongly Disagree (1), Disagree(2), Undecided(3), Agree(4) and Strongly Agree(5). ORGANIZATION COMMITMENT S/N CONTINUANCE COMMITMENT 1 2 3 4 5 1 Too much of my life would be disrupted if I decided I wanted to leave my organization right now. 2 I believe that I have too few options to consider leaving this organization. 3 Right now, staying with this organization is a matter of necessity as much as desire. S/N AFFECTIVE COMMITMENT 1 2 3 4 5 4 I would be very happy to spend the rest of my career in this organization. 5 I really feel as if this organization's problems are my own. 6 I feel like "part of the family" at my organization. 7 I feel emotionally attached to this organization. 8 I feel a strong sense of belonging to this organization. S/N NORMATIVE COMMITMENT 1 2 3 4 5 9 Even if it were to my advantage, I do not feel it would be right to leave my organization now. 10 I would feel guilty if I left my organization now. 11 This organization deserves my loyalty. 12 I prefer to stay in this organization right now because I have a sense of obligation to the people in it. 13 I feel obligation to remain with my current employer. SECTION C: Please tick your chosen opinion. The likert 1-5 point scale is used in the construction of the questionnaire to elicit your responses. The scales are as follows: Strongly Disagree(1), Disagree(2), Undecided(3), Agree(4) and Strongly Agree(5). ORGANISATIONAL POLITICS S/N GENERAL POLITICAL BEHAVIOUR 1 2 3 4 5 1 There is a group of people in my department who always get things in their way because of no one wants to challenge them. 2 People in this organization are attempting to build themselves up by tearing others down. 3 I work under a lot of tension. S/N GO ALONG TO GET AHEAD 4 I am certainly understanding about my job duties and responsibilities. 5 I have no intention of quitting my job. 6 Work objectives in my organization are clearly communicated to employees. 7 I never plan to look for another job. 8 There is a steady in my workplace. 9 Job politics decrease employees’ commitment PAY AND PROMOTION POLICIES 10 Rewards come only to those who work hard in this organization. 11 Promotions go to the top performers. 12 In this organization, it is clear what employees are expected to do to be rewards, high performance is to be considered. 13 I am fairly rewarded for the work that I have done well. SECTION D: Please tick your chosen opinion. The likert 1-5 point scale is used in the construction of the questionnaire to elicit your responses. The scales are as follows: Strongly Disagree(1), Disagree(2), Undecided(3), Agree(4) and Strongly Agree(5). JOB SECURITY S/N JOB SECURITY 1 2 3 4 5 1 Organization treats employee like real partner 2 Organization believes in making long term relationship 3 Employee feel organization problem is their problem 4 Employees are offering outstanding service quality 5 Job security decrease employees’ commitment SECTION E: Please tick your chosen opinion. The likert 1-5 point scale is used in the construction of the questionnaire to elicit your responses. The scales are as follows: Strongly Disagree(1), Disagree(2), Undecided(3), Agree(4) and Strongly Agree(5). ORGANIZATION JUSTICE S/N ORGJUS 1 2 3 4 5 1 I know what is expected of me at work 2 I have the materials and equipment I need to do my work right. 3 At work, I have the opportunity to do what I do best every day 4 In the last seven days, I have received recognition or praise for doing good work. 5 My supervisor or someone at work seems to care about me as a person 6 There is someone at work who encourages my development. 7 At work, my opinions seem to count 8 The mission/purpose of my company makes me feel my job is important 9 My fellow employees are committed to doing good quality work 10 I have a best friend at work 11 In the last six months, someone at work has talked to me about my progress 12 This last year, I have hard opportunities at work to learn and grow 13 Job justice reduces employees’ commitment.