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Effects Of Employees Commitment On Organizational Performance
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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 or individual.
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.
REFERENCES
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.
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