In an era of limited resources, governments at all levels are
pressured to produce maximum output with the least input. A great deal
of attention has been given to a variety of Performance improvement
strategies, including public-private partnership, and Balanced Score
Card (BSC), in the hope that such strategies are a starting point for
Performance improvement. It should be noted, however, that no
Performance improvement strategy alone is perfect. As such, various
strategies should be used at the same time. Since Performance
improvement is a function of too many factors, ranging from top
management support to feedback on budget based decisions, it is
essential to be aware that all factors are equally important (Holzer
& Callhan, 1998; Lee, 2000a).
Among others, the backdrop of Performance improvement is an
employee’s desire to be maximally productive. As Guy (2002) points out,
“it is the people who, in the long term, control the Performance of any
organization” (p.307). Even if there might be a number of reinvention
efforts and top management support, unless employees at all levels are
willing to improve Performance, all efforts toward Performance
enhancement will come to nothing.
Modern day Organization is concerned with the analysis and
diagnosis of the factor that determine organizational
effectiveness, and the planning and delivery of programmes to increase
that effectiveness. Organizations want to obtain the commitment of
their employees. Management would like its employees to identify
with the values, norms and artefacts of the organization, hence the
need for organizational culture. Management needs to explain and
imbibe its culture in its employees; this will enable the employee
to get familiar with the organizational system. During this process
of explanation, the employee learns about the organizational
culture and decides whether he can cope with it or not. This
means that each organization is a learning environment. It is the proper
understanding of the organizational culture that the performance of
theemployee in the organization. Performance is the extent to which an
individual is carrying out assignment or task. It refers to the degree
of accomplishment of the task that makes up an employee’s job (Cascio,
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 (Meyer, et al, 2004).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. From this perspective, this paper
sheds light on the importance of a multidimensional view of employee
commitment. This paper starts with an assumption that the previous
concept of organizational commitment may not tell the whole story about
individual performance and Performance. Identifying multiple foci of
employee commitment beyond the organization helps explain various
motivational bases among employees toward Performance improvement
1.2 Statement of Problem
The problem of this study bore from the fact that there is a wide
discrepancy between employees’ efforts towards work and what he or she
receives or get in return for that effort. In the world of work, as
particularly in an organizational setting, employees and employers have
traditionally made a tacit agreement: In exchange for workers’
commitment, coca cola’sgoverning bodies would provide forms of value for
employees, such as secure jobs and fair compensation. But rather
unfortunate, the employees irrespective of their level or ranking in
Coca-cola. As a result, workers in the organization have embarked on
series of protest in order protect their work conditions and improve
welfare package. 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.This
study therefore, looked into the effect of employee’s commitment on
organizational Performance,a case study of staffsof the Coca-cola, Edo
1.3 RESEARCH QUESTIONS
It is in view of the above problems that the following questions arise:
- What is the level of employee commitment in relation to job satisfaction in Coca-cola?
- Does motivation improve employees’ commitment to work?
- Does the level of employee’s commitment determine organizational Performance?
1.4 OBJECTIVES OF THE STUDY
The main objective of this study is to examine the effect of
employee’s commitment on organizational Performance. The study also aims
- Determining the effect of employee commitment in relation to job satisfaction.
- Ascertaining whether motivation improve employees’ commitment to work, and
- Ascertaining whether employee’s commitment determines organizational Performance.
1.5 STATEMENT OF HYPOTHESES
The following null hypotheses will be tested in this study:
H0: There is no significant relationship between job satisfaction and employees’ commitment
H0: There is no significant relationship between motivation of employees and employees’ commitment to work
H0:There is no significant relationship between employee’s commitment and increased performance/Performance
1.6 SIGNIFICANCE OF THE STUDY
The findings from this study will help to highlight those areas where
there are problems among staff and thus will be of great benefit to the
authorities of higher institutions and the policy makers. The results
of this study would hopefully be significant in the sense that it would
enable both the Management of universities to better understand how the
various motivational factors could be harnessed to inspire staff to
increase and sustain Performance.
The findings from this study would help to further highlight the
likely problems of frustrations and how motivation can be used to either
reduce or eliminate these problems amongst staff of the organization
1.7 SCOPE OF THE STUDY
This study is on effect of employee’s commitment on organizational
Performance. The study will also covers the various techniques of
employees commitment and theories of motivation as they impact on
employees Performance in an organization. The study covers between
2010 and 2011.
1.8 LIMITATION OF STUDY
The study is limited to the employees’ commitment, and its effect of
organizational Performance. The study does not consider other variables
and as such is limited to only those areas specified above. Also, the
study only covers the academic environment which is further confined to
the Coca-cola, Ekpoma. It does not cover all sectors of the Nigerian
educational system; and as such the study does not look into how
commitment strategies work or influence Performance across other sectors
of the Nigerian economy.
1.9 ORGANIZATION OF STUDY
For an orderly presentation of this study, this research essay has
been divided into four chapter.The first gives an introduction of the
study, chapter two focuses on literature review, chapter three is the
presentation and analysis of data generated for this study, and chapter
fourthe summarizes the study and gives useful recommendations.
1.10 DEFINITION OF TERMS
Employees’ commitment can be defined as both a willingness to persist
in a course of action and reluctance to change plans, often owing to a
sense of obligation to stay the course.
Morale: Moral refers to staff emotional and mental level of zeal.
Employees: Are theworkers in an organization,
working for the accomplishment of the organizational goals. In this
study, the employees are those staffs of the organization, the
Coca-cola, Edo state .
Performance: It is the relationship between the
amount of one or more inputs and the amount of outputs from a clearly
identified process. That is the outcome performance of an organization
Motivation:These are factors (familiarity, concern
and driving force), which exist or are provided in a work situation
either physically or psychologically which determine the input and
Performance level of the worker.
Cascio, J.S. (2006) The public-private distinction in organization theory: A critique and research strategy. Academy of Management Review, 13, 182-201.
Guy, M.E. (2002). Managing people. In M. Holzer (Ed.), Public Performance handbook (pp.307-320). New York: Marcel Dekker.
Cohen, A. (2003). Multiple commitments in the workplace: An integrative approach. Mahwah, NJ: Lawrence Erlbaum Associates
Meyer, J. P., & Allen, N. J. (2001). A three-component
conceptualization of organizational commitment. Human Resource
Management Review, 1, 61-89
Meyer, J. P., Becker, T. E., & Vandenberghe, C. (2004). Employee
commitment and motivation: A conceptual analysis and integrative model.
Journal of Applied Psychology, 89, 991-100.