CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Over the last three decades, organisational commitment and job satisfaction have generated a lot of interestamong researchers. The popularity of the concept has stemmed from its relationship with several importantemployee behaviours. For instance, the literature has shown that organisational commitment and jobsatisfaction may have positive impact on job performance.

Therefore, predicting employee satisfaction, commitment and turnover is important because employees havebecome the only source of sustainable competitive advantage to organisations (Popoola, 2007). Therefore,employee commitment and satisfaction becomes critical if an organisation expects to be successful.

Mowday, Steers and Porter (1979) conceptualized organisational commitment as a multidimensionalconstruct consisting of affective commitment, normative commitment and continuance commitment. Eventhough many other forms of multidimensional commitment have been examined (Jackson & Schuler, 2009),this study will adopt Meyer and Allen’s multidimensional organisational commitment. This is because anemployee’s relationship with the organisation can reflect varying degrees of all the three dimensions (Fields, 2012) this study will extend their multidimensional construct within the Nigerian context.

Many successful organisations are strongly committed to look after their employee needs because they belief that Organisation that fosters employee satisfaction can secure greater employee commitment  (Popoola, 2007). Commitment is a belief, which reflects “the strength of a person’s attachment to an organisation”. Researchers have suggested that reciprocity is a mechanism underlying commitment and that employees will offer their commitment to the organisation in reciprocation for the organisation having fulfilled its employment contract (Adebayo, 2006).

Job satisfaction consists of the mentality an individual holds regarding his job. This includes feelings about the nature of the job itself, the pay, the promotion prospects and the nature of supervision. Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" (Conway andBriner, 2010). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. Dimension of job satisfaction, such as; nature of the jobs (pay, distance, problem to the work place, status, gender, benefit), support by management, workplace safety, and availability of resources Nature of the jobs such as pay, problem to the workplace, status, gender and benefit should be equally to the job that they perform (Azeem, 2010).

Generally, employee commitment is determined by a number of factors, including personal factors (e.g., age, tenure in the organisation, disposition, internal or external control attributions); organisational factors (job design and the leadership style of one's supervisor); non-organisational factors (Buchanan, 2014). Predictors of employee commitment in existing literature also include motivation, job satisfaction, job stress, and career salience. However, studies on organisational commitment in Nigerian business environment have continuously grown and further required in the Nigerian manufacturing sector. The applicability of some of the findings in western cultures also needs to be explored in Nigeria. As such, it is pertinent to examine the determinants of organisational commitment among employees in Nigeria manufacturing sector. The study therefore investigate the relationship between organisation commitment and job satisfaction among employees of Nigerian organisations

1.2 Statement of the Problem

Lack of employee commitment gave negative effects on employee job satisfaction and productivity which to a large extent contribute immensely to failure of organisation not achieving their goals. Organisation commitment to employee can be achieve through various motivation incentives, however, they cannot easily be achieved without management decisive action.

Employers are sometimes baffled when their highly-rated employees under-perform and others resignandleave the organisation. Management fail to understand why some employees are not satisfied with their job nor committed to the organisation even though they have proactively implemented fair compensationpolicies and human resource (HR) practices to motivate and retain them. It can be costly if employees arenot committed in their jobs, and if they lack the motivation to exercise their full potentials.

The problem of the study is to examine the impact of employee job satisfaction on employee job satisfaction, job stress and employee productivity in Unilever Nigeria Plc, Ikeja, Lagos.

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