This study aimed to examine the influence of age, tenure and education on organizational commitment in a developing country context. Focusing on Nigeria's dynamic banking sector, participants' age, tenure and level of education were measured against the three components of organizational commitment -affective, continuance and normative -in selected commercial banks to determine their relationship. The sample consisted of 303 full-time managerial and non-managerial employees from eight commercial banks located in the South-Western part of Nigeria. The study concludes that older, longer-tenured and more highly educated employees did not report a higher level of commitment than their younger, shorter-tenured and less educated counterparts with regard to affective, continuance and normative commitment. The practical implications of this result and direction for future research with regards to developing countries are discussed.
The critical role of human capital (HC) in creating and sustaining the competitive edge at organizational and national levels is recognized by researchers and practitioners. Human resource (HR) is the major driver of organizational success and the principal element that makes a business. Financial resources and technology are essential but people are the primary means by which progress is made. Leveraging, therefore, the HC to gain and sustain competitive advantage in an environment of accelerated pace of change is highly imperative. The purpose of this article is to discuss the significance and leveraging of human capital (HC) for sustainable competitive advantage (SCA) in the new economy. It gives an overview of the human capital management (HCM) concept, distinguishing it from personnel management and human resource management (HRM) and discusses HCM’s significant role as key differentiator for organizational SCA.
This study examines the state of Human Resource Development Climate (HRDC) in Nigerian commercial banks as perceived by employees in general. The perceptional differences on the level of HRDC by gender categories are also examined. Using Abraham and Rao's HRDC 38-item questionnaire, data from 310 respondents, with 303 valid responses, were entered into excel sheet and analyzed to determine frequencies, mean scores, standard deviation and percentages for four variables: HRDC, General Climate, HRD Mechanism, and the openness, confrontation, trust, autonomy, pro-activity, authenticity and collaboration (OCTAPAC) Culture. Result of data analysis indicates that generally, employees perceive the overall HRDC and its three dimensions of general climate, HRD mechanism and OCTAPAC culture to be at an average or moderate level. The perceptions of both male and female subjects also indicate an average HRDC level although female participants report slightly higher scores than the male subjects but these scores are still at an average level on all the dimensions of HRDC measured. The implications of this result for organizations in general and the banking industry in particular are discussed.
Employees have other expectations as an extension of what is usually expressly stated in formal, written or legally binding employment contracts. They (employees) develop perceptions about certain obligations which employers should fulfill in response to their contributions. This informal but normal employee expectation is known as the psychological contract. The effective management of the psychological contract in modern organizations has never been more crucial for managers. This is essentially because of the subjective and fluid nature of this concept, differences in personal values, and an accelerated pace of change in the operating environment of organizations. A good employment relationship creates an enabling environment for employees enhancing performance and productivity. It is also the bedrock of job satisfaction, motivation, commitment, citizenship behaviour, and employee retention. These factors are key determinants of organizational success and sustainability. A perceived breach or violation results in negative attitudinal and behavioral responses, whereas a positive psychological contract boosts employees’ morale. In this article, we explore the concept of the psychological contract, its changing nature, and effective management. Insight is given on managing the psychological contract to enhance the commitment, performance, and productivity of employees as well as continued organizational success in a constantly volatile environment.
The current global skilled healthcare workforce brain drain is projected to be more severe in low income countries especially, sub-Saharan Africa. Nigeria currently faces the challenge of acute shortage of Nurses and Midwives coupled with frequent industrial disputes which continue to have devastating impact on healthcare delivery. The purpose of this paper was to investigate the influence of organizational factors such as competence development practices, work-life balance, perceived organizational support and organizational commitment to employees on hospital-based registered nurses and midwives' job satisfaction, affective commitment and turnover intention. Using cross-sectional survey design a stratified sample of Nurses and Midwives (N=220) from six public hospitals in Ondo State of Nigeria was obtained via a self-administered questionnaire comprising five sections. Regression analysis showed that competence development practices, work-life balance, perceived organizational support and organization's commitment to employees have significant positive relationship with registered nurses' job satisfaction and affective commitment but a significant negative relationship with turnover intention. Results of the study highlight the important role of organizational factors on nurses' job attitudes and may benefit health care organizations and hospital administration as they seek to improve nurses' commitment, job satisfaction and retention.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
customersupport@researchsolutions.com
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.