• Casualization And Employee Commitment In Etisalat Nigeria

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    • 1.6     SIGNIFICANCE OF THE STUDY
      The following are the significance of this study:
      The outcome of this study would enable the researcher to understand better the casualization and employee commitment in the telecommunication sector of Nigeria and also determined the extent to casualization has affected organizational performance and productivity in Etisalat Nigeria.
      At the social level, results from this study would enable the people express their views on casualization and employee commitment and the effect of this precarious trend on the employees, employers and the society at large. Academically, it would be a reference point for further research in this area of study, it will add to the body of existing knowledge in the field of Human Resource Practices as regards casualized employment tactics by organizations. Both employees, employers and the society would benefit from the findings of this study
      1.7     SCOPE/LIMITATIONS OF THE STUDY
      The study covered the influence of Casualization on employee commitment of some selected Etisalat Nigeria workers in Edo State.
      Despite the fact that Casualization cut across the length and breath of the telecommunication sector of Nigeria, only Etisalat Nigeria, Benin Center constituted the population of this study.
      1.8     OPERATIONAL DEFINITION OF TERMS
      Precarious life: this is a phenomenon which describe people (workers) leaving a life of social and economic uncertainty often coupled with extreme debt. This anxious class of people living such uncertain life is referred to as the "precariat".
      Casualisation: It is the corporate trend of hiring and keeping workers on temporary employment rather than permanent employment, even for years, as a cost reduction measure. Casualization is a term used in Nigeria to describe work arrangements that are characterized by bad work conditions like job insecurity, low wages, and lack of employment benefits that accrue to regular employees as well as the right to organize and collectively bargain.
      Casualisation model: This is a process whereby employers ignore workplace standards and workers’ social needs and create a strong barrier against workplace organizing.
      Formal workers: They are also called regular company employees; they are hired directly by the company. They receive contracts that explain work conditions, wages, hours and benefits.
      Casual worker: these are employees often employed by third-party contractors, under various types of part time and (or) short-term work arrangements. They are not part of any union structure. They earn lower wages than the regular workers, receive fewer benefits and can be fired at will.
      Direct Labour Contract: this is an employment arrangement whereby an individual is hired as an independent contractor.
      Service Contract: This is an employment arrangement which is not an individual contract, but an arrangement between a bank and a smaller company that provides specific technical expertise.
      REFERENCES
      Allen, N.J. & Meyer, J.P. (1996) ‘Affective, continuance, and normative commitment to the organization: An examination of construct validity’, Journal of Vocational Behavior, Vol. 49, pp. 252-276.
      Campbell, I. (1996) ‘The Growth of Casual Employment in Australia: Towards an Explanation’ in Tiecher, J. Non-Standard Employment in Australia and New Zealand, Melbourne: National Key Centre in Industrial Relations, Monash University.
      Dessler, G., Griffiths, J. & Lloyd-Walker, B. (2004) Human Resource Management, 2nd ed., Pearson Education Australia, Sydney.
      Mir, A., Mir, R. & Mosca, J.B. 2002 ‘The New Age Employee: An Exploration of Changing Employee-Organization Relations’, Public Personnel Management, Vol.31 No.2, pp.187-200.
      Mowday, R.T. 1998 ‘Reflections on the Study and Relevance of Organizational Commitment’, Human Resource Management Review, Vol. 8 No. 4, pp. 387-401.
      Rodriguez, R.M., (2009). The Global Forum on Migration and Development: Critical Overview through a Case Study of Philippines
      Raab, C. & McCain, S.C. 2002 ‘Employee commitment and restaurant profitability: an exploratory study in the Las Vegas restaurant business’, Journal of Human Resources in Hospitality & Tourism, Vol. 1 No. 3, pp. 1-10
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