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Abstract
The study has examined the relationship between intrinsic motivation and employee affective commitment of Eleme Local Government. The population of the study comprises twenty four (24). The Taro yemens formula was used to determine the sample size of 22. In this study both the primary and secondary data were used. Data collection was done using a structured questionnaire. A well designed questionnaire on intrinsic motivation and employee affective commitment was used specifically for data collection. The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. The chi-square statistical test was employed. The hypotheses will be tested electronically with SPSS Version 22. The study revealed that there is a significant relationship between intrinsic motivation and employee affective commitment in Eleme Local Government. Based on the finding of the study, we recommended there should be proper and adequate skill variety for employees in organization. This will enable employees to feel satisfied while doing their job and will bring about improvement and achievement of organization goals and employer and/or organization should routinely congratulate thanks and praise employee performance. This mean praising an employee put in all her effect to do more, employers should give employees a small group to lead. This will give the employees a sense of recognition (intrinsic motivation). The more motivation the employees are the more empowered the team is.
Table of Content
Title Page i
Cover Page ii
Abstract iii
Declaration iv
Certification v
Dedication vi
Acknowledgements vii
List of Tables x
List of Figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problem 4
1.3 Objectives of the Study 4
1.4 Research Questions 5
1.5 Research of Hypotheses 5
1.6 Significance of the Study 5
1.7 Scope of the Study 6
1.8 Definition of Terms 7
CHAPTER 2 9
LITERATURE REVIEW 9
2.1 CONCEPTUAL FRAMEWORK 9
2.1.1 Concept of Intrinsic Motivation 9
2.1.2 Dimensions of Intrinsic Motivation 12
2.2.3 Concept of Intrinsic Motivation 13
2.2.4 The Relationship between intrinsic Motivation and Employee Commitment 18
2.2 Theoretical Framework 19
2.2.1 Self-determination Theory 19
2.2.2 Organismic integration theory. 20
2.3 Empirical Review 21
CHAPTER 3 24
RESEARCH METHODOLOGY 24
3.1 Research Design 24
3.2 Population of the Study 25
3.3 Sample Size Determination 25
3.4 Sampling Techniques 26
3.5 Source and Method of Data Collection 27
3.6 Methods of Data Collection 28
3.7 Questionnaire Design 29
3.6 Data Analytical Techniques 29
3.7 Reliability and Validity 30
CHAPTER 4 31
DATA PRESENTATION AND ANALYSIS 31
4.1 Data Collection and Presentation 31
Table 4.1: Questionnaire Administration and Retrieval 31
4.2 Data Analysis 32
4.3 Hypotheses Testing 35
4.4 Discussion of Findings 36
CHAPTER 5 37
SUMMARY, CONCLUSION AND RECOMMENDATIONS 37
5.1 Summary 37
5.2 Conclusion 37
5.3 Recommendations 37
References 39
Appendix I 46
Appendix II 47
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 31
List of Figures
Figure 1: A Conceptual Framework showing the relationship between intrinsic motivation and employee affective commitment. 9
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Commitment plays a very important role in retaining the employees in the organization. Commitment majorly depends on the activities performed and role of the employee in the organization. Employees are said to be more productive and display great zeal of enthusiasm when they are committed to the organization. Committed employees have a sense of belongingness towards the organization and are less likely to leave the organization. These employees have a strong desire to stay with the company. These employees identify with the organizational goals; they feel that they fit into the organization and are satisfied with their work (Pepe, 2010). Motivation plays a major role in satisfying employees. Highly motivated employees are likely to provide a high commitment, feel less pressurized with work and thus love their job. Unmotivated employees will often contribute to high employee turnover, absenteeism, performing poorly at work place and certain other negative factors that may contribute to organization.
Affective commitment is defined as “an employee’s desire to be emotionally attached to the identification with and involvement in the organization” (Allen and Meyer, 1990; Meyer and Allen, 1997). Individual employee who has perceived higher affective commitment will more likely and willing to remain with their respective organization because they want to. If an employee does not feel any sense of belonging to the organization, then they tend to have little desire to be emotionally attached in the organization. Continuance commitment is defined as “the employees’ awareness or recognition of the benefits of continuing to remain in the organization versus the perceived cost of leaving the organization” (Allen and Meyer, 1990; Meyer and Allen, 1991). If an individual perceive the cost of leaving is much more that the benefits of continued to remain in the organization, then the particular employee will plan to stay rather than leave the organization. Lastly, normative commitment is defined as “a consequence of an employee’s feeling of obligation to stay in the organization based on one’s personal norms and values” (Allen and Meyer, 1990; Meyer and Allen, 1991). The decision of leave or stay is actually based on the individual employee belief of the right and moral thing to do. If an individual employee feels that he or she should loyalty to their respective employer, then he or she should remain as a member of the particular firm. Normally, employees will perceive higher affective and normative commitment, but, low in continuance commitment (Chan, 2003).
Intrinsic Motivation “refers to a desire to work primarily because the work itself is interesting, challenging and satisfying to the person…” (Cantania and Randall, 2013). (Mowday, Steers and Porter, 1979) in his research says that Motivation acts as an important predictor of commitment. He says it motivates employees to spend time and energy in the organization Because of this, there is a growing interest in understanding this relationship between motivation and commitment. Burton and Thakur (1995) in their research have highlighted the role of managers in motivating the employees. He has suggested that a manager’s primary task is to motivate his subordinates to perform the task of the organization at high levels. He must devise a strategy to get his subordinates to come to work regularly and sincerely, to work hard, and to make positive impact towards the effective and efficient achievement of organizational objectives.
Intrinsic motivation is defined as positively valued experiences that an individual employee gets directly from their work tasks (Thomas and Velthouse, 1990). Ryan and Deci (2000) have argued the intrinsic motivation is a crucial for open-ended cognitive development. Hence, Ryan and Deci (2000) defined intrinsic motivation as “the doing of an activity for its inherent satisfaction rather than for some separable consequence”. Once the employee finds it enjoyable and interesting, he or she will have desire to exert a considerable effort to perform their task within the organization. However, Grabner and Speckbacher (2009) indicated that intrinsic motivation not only wills increases effort, but it will also have great influence on other aspects of employee behaviour.
Motivation, as a process, started with a need in human being which creates a vacuum in a person. In an attempt to fill the vacuum an internal driving force is generated which starts and sustains a chain of action and reaction Kayode (2003). It is at that point that the vacuum is also filled. With this background information (Nnabuife2009), define motivation as the internal or external driving force that produces the willingness to perform an act to a conclusive end. This first aspect of motivation we choose to describe as internal motivation because the driving force comes from within an individual. The second aspect is external motivation, is applied by the organization. This is because employees are motivated to identify with organization in order to satisfy their varied and variegates needs and desires (Oloko2003). Until they have been identified and properly satisfied, they will never cease to impede smooth running of the organizations (Nishikawa, 2006).
1.2 Statement of Problem
This research follows the studies (Hancer and George, 2003; smith et al., 1996; simons and Enz, (1995) that use distinct intrinsic factors categories to explore employee affective commitment. Employee affective commitment is a function of the difference between the amount of some outcome provided by a work role and the strength of a related desire or motive on the part of the person”. “Employee affective commitment is the whole matrix of job factors that make a person like his work situation and be willing to head for it without distaste at the beginning of his work day (Srinivasan and Ambedkar 2015).
In Nigeria employers focus on extrinsic motivation (cash compensation, incentives,) so industrial employees feel much dissatisfaction on their jobs that’s why they make the decision to turnout from the organization. Employers in both private and public organizations are becoming increasingly aware that motivation increases productivity. From the foregoing, and looking at today economic trend, it is evident that the pace of change in our business environment presents fresh challenges daily. Despite these, no effort has geared to investigate the influence of intrinsic motivation on employee affective commitment. Base on the individuals working in an organization view of intrinsic motivation and employee affective commitment to increase output level. This research study is attempting to analytically review intrinsic motivation and examine its implication on employee’s affective commitment.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between intrinsic motivation and employee affective commitment in Eleme Local Government. The specific objectives are as follows;
i. To examine the relationship between skill variety and employee affective commitment in Eleme Local Government.
ii. To examine the relationship between task identity and employee affective commitment in Eleme Local Government.
iii. To examine the relationship between task significant and employee affective commitment in Eleme Local Government.
1.4 Research Questions
i. To what extent does skill variety influence employee affective commitment in Eleme Local Government?
ii. To what extent does task identity promote employee affective commitment in Eleme Local Government?
iii. To what extent does task significant enhance employee affective commitment in Eleme Local Government?
1.5 Research of Hypotheses
HO: There is no significant relationship between intrinsic motivation and employee affective commitment in Eleme Local Government.
HA: There is a significant relationship between intrinsic motivation and employee affective commitment in Eleme Local Government.
1.6 Significance of the Study
We are quite aware that intrinsic motivation of employees will certainly lead to an increase in employee affective commitment, increase in sales volume, an increase in profit and off course lead to organizational performance.
At the end of these study organization, managers and supervisors will find it useful and it will guide them is the effectiveness of motivating their employees. Also the employees can use it as a guide to carry out their job effectively and to increase their performance and take correction where necessary.
Eventually, this will lead to enhancement of academicians’ commitment. Besides, successfully shaping the attitudes of the academic staff will eventually lead to enhancement of productivity, creativity, innovation and overall organizational performance. Moreover, it may produce higher quality and competitive graduates to ensure there is enough talented workforces that will fulfill the labor demand and attract more foreign students enroll their study in the learning environment.
This study is significant because it has been able to uncover the roles of intrinsic motivation on employee affective commitment.
1.7 Scope of the Study
The study is delimited under the following headings; content scope, geographical scope and unit of analysis.
Content Scope: The content of this study involves on investigation to ascertain the relationship between intrinsic motivation and employee affective commitment in Eleme Local Government. The dimensions of intrinsic motivation are skill variety, task identity and task significant while the measures of employee affective commitment are employee turnover, employee performance and employee efficiency.
Geographical Scope: This study is delimited to Eleme metropolis with reference to Eleme Local Government.
Unit of Analysis: The unit of analysis involved the staff of the selected deposit money banks in Rivers State at the time of the study. Hence it is a micro level study. In carrying out an investigation of this nature the researcher must of necessity be faced with some constraints.
The time constraints, the time frame provided for this study was short.
Financial constraints. Usually, a study of this nature involved some level of expenditure therefore; finance was also a limiting factor.
Poor response from the respondent and inability to access the entire population of the study.
1.8 Definition of Terms
SKILL VARIETY: Skill variety refers to the extent to which the job requires the employee to draw from a number of different skills and abilities as well as upon a range of knowledge (cited in Ali,2010).
TASK IDENTITY: Task identity refers to helping employees understand the relation between their job and other activities in the organization. When some employees are not aware of the relation between their job and other organizational activities, at the completion of their task they don’t feel they have achieved something.
TASK SIGNIFICANCE: It is the impact of an individual’s job on the lives and jobs of other people. It refers to the degree to which a job affects other people’s lives and jobs, either in the immediate organization or in the external environment.
INTRINSIC MOTIVATION: Intrinsic motivators are rewards that are not pegged to performance and they do not necessary need money to sustain them and according to Armstrong (2006) they are likely to have deeper and long term effect because they are inherent in individuals
EMPLOYEE PERFORMANCE: Employee performance means employee productivity and efficiency as a result of employee growth which impinge on the organization’s performance. Employee performance is a result of one’s work achieved in carrying out the task assigned to him based on skills, experience, and ingenuity and time.
EMPLOYEE EFFICIENCY: Employee Efficiency measures relationship between inputs and outputs or how successfully the inputs have been transformed into outputs.
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