CHAPTER ONE INTRODUCTION

1.1 Background of the Study

The management of people at work is an integral part of the management process. To understand the critical importance of people in the organization is to recognize that the human element and the organization are synonymous. A well-managed organization usually sees an average worker as the root source of quality and productivity gains. Such organizations do not look to capital investment, but to employees, as the fundamental source of improvement. An organization is effective to the degree to which it achieves its goals. An effective organization will make sure that there is a spirit of cooperation and sense of commitment and satisfaction within the sphere of its influence. In order to make employees satisfied and committed to their jobs, there is the need for strong and effective motivation at the various levels, departments, and sections of the organization.

Locke and Lathan (1976) give a comprehensive definition of job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. It is generally recognized in the organizational behaviour field that job satisfaction is the most important and frequently studied attitude. Job satisfaction is so important in that its absence often leads to lethargy and reduced organizational commitment (Levinson, 1997, Moser, 1997). Lack of job satisfaction is a predictor of quitting a job. Sometimes workers may quit from public to the private sector and vice versa. At other times, the movement is from one profession to another and thus considered a greener pasture.

The job of a manager in the workplace is to get things done through employees. To do this, the manager should be able to motivate employees. Work motivation is therefore defined as a process to energize employee to the work goal through a specific path. Work motivation is the process that initiates and maintains goal-directed performance. It energizes thinking, fuels enthusiasm and colors positive and negative emotional reactions to work and life. Motivation generates the mental effort that drives us to apply our knowledge and skills, therefore without motivation, even the most capable person will refuse to work hard. A wide variety of definitions and measure of organizational commitment exist. Organizational commitment has been defined by researchers as the level of involvement and identification with a given organization. (Chen et al., 2002; Allen & Meyer, 1990). In the context of this definition, organizational commitment embraces the following three elements. These are: The acceptance of organizational goals and a strong belief in these goals The willingness to perform substantial efforts on behalf of the organization Having a definite desire to maintain organizational membership

To Northcraft and Neale (1996), commitment is an attitude reflecting an employee's loyalty to the organization, and an ongoing process through which organization members express their concern for the organization and its continued success and well-being. Organizational commitment is defined as the overall strength of an employees identification and involvement in an organization. Hence, paving the way for employees to be satisfied with the organization in which they work can be said to be as crucial. Organizational commitment can also be referred to as the degree of an individuals relations and experiences as a sense of loyalty toward ones organization.

In addition to loyalty, organizational commitment encompasses an individuals willingness to extend effort in order to further the organizations goals and the degree of alignment the organization has with the goals and values of the individual (Mowday, Et. Al.1979). The extent to which an employee develops an attachment and feels a sense of allegiance to his or her employer is also said to be Organizational commitment (The Pennsylvania State University, 2011). Allen and Meyer (1996) have defined this as a psychological link between an employee and his or her organization that makes it less likely that the employee will voluntarily leave the organization. Organizational commitment is related to job satisfaction and work motivation in that they deal with the nature of workers' emotional reactions to work.

1.2 Statement of the Problem The achievement of effectiveness and efficiency has always been the focus of every organization. The quest of efficiency and prosperity is the means by which organizations accomplish their goal. Every manager aims at improving productivity and thus all efforts are employed to bring the best out of employees. With the right equipments and skills, employees must be willing to give out their best to boost productivity in the organization within which they work. On the contrary, employees may desire to drift from one organization to the other due to the absence of certain motivational factors. Job satisfaction and Work motivation however tends to be a factor that encourages Organizational Commitment. However, the key question is, does job satisfaction and work motivation have any impact-either positive or negative on organizational commitment?

The aim of this research is to explain and describe how job satisfaction and work motivation of employees in Volta River Authority affects their performance and commitment as well as the existence of job turnover.

1.3 Objectives of the Study The focal point of this study is to examine the impact of job satisfaction and work motivation on organizational commitment. This study hopes to achieve the following objectives: To investigate the very important sources of job motivation and satisfaction. To assess the commitment level of employees. To examine the outcomes of work motivation, satisfaction on organizational commitment.

1.4 Scope and Limitation of the Study The information which will be gathered for the study will be limited to the Hydro Generation Department of Volta River Authority in Akosombo. This study will focus on the employees of this department about the reality of job satisfaction and work motivation, and how it drives them as a force towards organizational commitment. Finally, managers and employees of this organization may not be willing to freely give out data and particular information which may go a long way to affect the research. However, despite these limitations, the findings and conclusions that will be drawn from this research can be relied upon. 4

1.5 Significance of the Study This research intends to address issues on attracting and especially retaining employees in order to minimize the turnover rate or eliminate it if possible. The research hold benefits to the country as a whole and all organizations especially those in the service sector. This will also help organizational Heads to know and adapt motivational and satisfactory systems to improve performance and encourage organizational commitment. The reason is that this research will provide realistic information on the subject matter which could be easily accessed. The study will also add to the already existing knowledge on the subject matter and serve as an academic literature guide for students who want to research further into this topic.

1.6 Definition of Terms For the purposes of this study, the following words and phrases are defined as follows: Job Satisfaction: Job Satisfaction refers to a positive feeling about ones job resulting from an evaluation of its characteristics. It describes how content an individual is with his or her job. Work Motivation: Work motivation is a set of energetic forces that originate both within as well as beyond an individuals being, to initiate work-related behaviour, and to determine an individuals intensity, direction and persistence of effort toward attaining the goal.

Organizational Commitment: Organizational Commitment refers to the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. Efficiency: Efficiency refers to the ability to use minimal resources to produce required volume of output or getting most outputs from least amount of inputs. Effectiveness: Effectiveness refers to the degree to which set goals are achieved.

1.7 Organization of the Chapters This is the first chapter out of the five chapters of the project paper. Chapter One of this research is the Introduction which has to do with the Background of the study, Statement of the problem, Objectives of the study, Significance of the study, Scope and Limitations of the study, and the Definition of terms. Chapter Two entails the literature review which explores various views of authors with regards to the subject for enlightenment. Chapter Three presents the methodology for the study which is the research design and procedure. This focuses on the selection of the respondents, sampling techniques adopted, data collection procedures, research instruments and method of data analysis. Chapter Four discusses the interpretation of the research findings. This deals with the analysis of data, tables and figures, statistical presentation and the discussion of the result. The results are summarized in a number of tables to facilitate interpretation Chapter Five, the final chapter, deals with the summary, conclusion and recommendation. The findings from this study are compared to those found in past research reviewed in Chapter two. Chapter five concludes with a summary and some suggestions for future research.

CHAPTER 2 LITERATURE REVIEW

2.1 Overview of Job Satisfaction Job satisfaction represents one of the most complex areas facing todays managers when it comes to managing their employees. Job satisfaction is noted to have a great impact on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations.

Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. It is therefore expected that the most satisfied (happy) workers should be the best performers, and the best performers should be the most satisfied. This is a rationale referred to as the "Happy-Worker Hypothesis".

Hoppock (1935) defined job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job. According to this approach, although job satisfaction is under the influence of many external factors, it remains something internal that has to do with the way the employee feels. Vroom in his definition on job satisfaction focuses on the role of the employee in the workplace. Thus he defines job satisfaction as affective orientations on the part of individuals toward work roles which they are presently occupying (Vroom, 1964). Job satisfaction is a workers sense of achievement and success on the job. It further implies enthusiasm and happiness with ones work by doing a job one enjoys, doing it well and being rewarded for ones efforts. (Kaliski, 2007).

The term job satisfaction refers to the attitudes and feelings people have about their work. Positive and favourable attitudes towards the job indicate job satisfaction whiles negative and unfavourable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).

2.2 Determinants of Job Satisfaction Job satisfaction is a multi-variable and indescribable concept and for that matter there are number of factors that influence job satisfaction of employees. These factors can be classified into two categories. They are:

a) Organizational variables. b) Personal variables.

a) The organizational determinants of job satisfaction play a very important role. The employees spend major part of their time in organization so there are number of organizational factors that determine job satisfaction of the employees. Job satisfaction in organizations can be increased by organizing and managing a number of organizational factors. The organizational determinants of job satisfaction are as follows:

i) Pay: Pay can be described as the amount of reward that a worker expects from a job. Many researchers have identified salary as a fundamental variable in the study of job satisfaction (Miller, 1985; Derlin and Schnieder, 1994; Solly and Hohenshil, 1986) Furthermore, the relationship between salary and job satisfaction has been

addressed by virtually all job satisfaction studies. By the 1970s, salary was being viewed as a significant factor in job satisfaction, and in studies such as the one conducted by Dyer and Theriault (1976) salary was found to be the most significant factor in determining job satisfaction. Equitable wages and salaries are important factors for job satisfaction and are instruments of fulfilling the needs as every worker expects to get an appropriate reward. Money not only helps personnel attain their basic needs but also instrumental in providing upper-level needs satisfaction (Luthans, 1992). A study of 2000 managers demonstrated that the amount of wages received was very positively related to satisfaction, even with managerial level held constant.

ii) Nature of Work: The nature or content of work has significant impact on the job satisfaction. Evidence has been accumulated that the work itself plays a significant role in attaining job satisfaction (Feldmann and Arnold, 1985). Employees are satisfied with job that involves intelligence, skills, abilities, challenges and scope for greater freedom. The nature of work should have a job scope which will provide the amount of responsibility, work pace and feedback. A moderate amount of variety is very effective as too little variety causes monotony and fatigue which are Dissatisfiers. Role ambiguity and role conflict also influences job satisfaction as it may lead to confusion because employees do not know exactly what their task is and what is expected of them. Job dissatisfaction therefore arises with a feeling of boredom, poor variety of tasks, frustration and failures.

iii) Working Conditions: Good working conditions are desirable by the employees, as they lead to more physical comfort. People desire that there should be a clean and

healthy working environment. Temperature, humidity, ventilation, lighting and noise, hours of work, cleanliness of the work place and adequate tools and equipment are the features which affect job satisfaction. While the desirable working conditions are taken for granted and may not contribute heavily towards job satisfaction, poor working conditions do become a source of job dissatisfaction simply because they lead to physical discomfort and physical danger. Providing good physical working conditions enables employees to carry out their jobs easily, comfortably and efficiently. Working conditions such as flexible time, job sharing and shorter workweeks are quite valued by employees because they can facilitate valued off the job activities such as pursuing hobbies (Feldmann and Arnold, 1985). Employees are highly satisfied with good working conditions as they provide a feeling of safety, comfort and motivation. On contrary, poor working conditions brings out a fear of bad health in employees.

iv) Organizational Level and Leadership Styles: The jobs that are at higher levels are viewed as prestigious, esteemed and opportunity for self-control. The employees that are working at higher level jobs express greater job satisfaction than the ones working at lower level jobs. The satisfaction level on the job is also determined by the leadership styles. Job satisfaction is greatly enhanced by a democratic style of leadership. It is because democratic leaders promote friendship, respect and warmth relationships among employees. On the contrary, employees working under authoritarian and dictatorial leaders express low level of job satisfaction.

v) Promotion Possibilities: Promotion possibilities involve the availability of

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advancement opportunities. If employees believe they will not have much promotion possibilities, they may be affected adversely in their performances. The most wellknown study on the subject was done by Sirato who found a negative relationship between measures of promotional frustration and measures of attitudes toward the company (Feldmann and Arnold, 1985). Promotion can be reciprocated as a significant achievement of ones life in an organization. It promises and delivers more pay, responsibility, authority, independence and status. The opportunities for promotion therefore determine the degree of satisfaction to the employees.

vii) Co-workers: Various studies have traced this as a factor of intermediate importance. There is a natural desire of human beings to interact with others and so existence of groups in organizations is a common observable fact. Employees derive satisfaction when their co-workers are helpful, friendly and co-operative. These characteristic results in formation of work groups at the work place and therefore isolated workers dislike their jobs. The work groups make use of a remarkable influence on the satisfaction of employees. The satisfaction of an individual is dependent largely on the relationship with the group members, group dynamics, group cohesiveness and his own need for affiliation.

b) The personal determinants also help a lot in maintaining the motivation and personal factors of the employees to work effectively and efficiently. Job satisfaction can be related to psychological factors and so numbers of personal factors determine the job satisfaction of the employees. They are as follows:

i) Personality: The personality of an individual can be determined by observing his

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individual psychological conditions. The factors that determine the satisfaction of individuals and his psychological conditions are perception, attitudes and learning.

ii) Age: Age can be described as a noteworthy determinant of job satisfaction. It is because younger age employees possessing higher energy levels are likely to be having more job satisfaction. In older age, the aspiration levels in employees increase. They feel completely dissatisfied in a state where they are unable to find their aspiration fulfilled.

iii) Education: Education plays a significant determinant of job satisfaction as it provides an opportunity for developing ones personality. Education develops and improvises individual wisdom and evaluation process. The highly educated employees can understand the situation and asses it positively as they possess persistence, rationality and thinking power.

iv) Gender Differences: The gender and race of the employees play important determinants of Job satisfaction. Women, the fairer sex, are more likely to be satisfied than their male counterpart even if they are employed in small jobs. Job satisfaction can also be determined by other factors like learning, skill autonomy, job characteristics, unbiased attitude of management, social status etc. It is important for managers to consider all these factors in assessing the satisfaction of the employees in order to increase their level of job satisfaction.

2.3 Theories of Motivation

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Motivation is the force that initiates, guides and maintains goal-oriented behaviors. It is what causes us to take action. The forces that lie beneath motivation can be biological, social, emotional or cognitive in nature. There are a number of different views as to what motivates workers and for that matter, researchers have developed a number of different theories (Early and Contemporary) to explain motivation.

EARLY THEORIES OF MOTIVATION

2.3.1 Maslows Hierarchy of Needs Theory

It is probably safe to say the best known theory of motivation is Abraham Maslows hierarchy of needs. Maslow hypothesized that within every human being, there exists a hierarchy of five needs:

Physiological Needs: Physiological needs are those required to sustain life such as air, water, nourishment, sleep and other bodily needs. According to Maslow's theory, if such needs are not satisfied then one's motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the needs basic to one's bodily functioning. Safety Needs:

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Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by living in a safe area, medical insurance, job security, financial reserves. Social Needs: Once a person has met the lower level physiological and safety needs, higher level needs become important, the first of which are social needs where the individual needs to feel a sense of belonging, affection, acceptance, and friendship.. Social needs are those related to social interactions with other people and may include need for friends, need to give and receive love. Esteem Needs: Once a person feels a sense of "belonging", the need to feel important arises. Esteem is concerned with the feelings of self-confidence derived from achieving something and the sense of belonging Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self-respect and achievement. External esteem needs are those such as social status and recognition that comes with the achievement. Some esteem needs are Self-respect, Achievement, Attention, Recognition and Reputation. Self-Actualization Needs: Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of reaching one's full potential and dreams as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. These needs include truth, justice, and wisdom.

2.3.2 Alderfers ERG Theory 14

ERG theory was developed by organizational behaviour scholar Clayton Alderfer to address the problems with Maslows needs hierarchy theory. It is a modification of Maslows hierarchy of needs. ERG theory groups human needs into three broad categories: Existence, Relatedness, and Growth. The Existence needs correspond to Maslows physiological and safety needs and therefore includes a persons physiological and physically related safety needs, such as the need for food, shelter, and safe working conditions. Relatedness needs refer mainly to Maslows belongingness needs and includes a persons need to interact with other people, receive public recognition, and feel secure around people. Growth needs correspond to Maslows esteem and self-actualization needs. ERG theory states that an employees behaviour is motivated simultaneously by more than one need level. Thus, you might try to satisfy your growth needs even though your relatedness needs arent completely satisfied. ERG theory applies the satisfaction-progression process described in Maslows needs hierarchy model, so ones need level will dominate a persons motivation more than others. As existence needs are satisfied, for example, related needs become more important. 2.3.3 Douglas McGregors Theory X and Theory Y Douglas McGregor proposed two distinct views or two sets of assumptions about human nature and human behaviour: one basically negative, labelled Theory X and the other positive, labelled Theory Y. Theory X represents a negative view of human nature that assumes employees inherently dislike work, are irresponsible, and require close supervision or direction to do their jobs or even coerced into performing it. Theory Y denotes a positive view of human nature and assumes employees are generally industrious, creative, and able to assume responsibility and exercise self-

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control in their jobs. One would expect, then, that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. McGregor himself held to the belief that Theory Y assumptions were more valid the Theory X. He therefore proposed such ideas as participative decision making, responsible and challenging a good group relations as approaches to maximize an employees job satisfaction.

2.3.4 Herzbergs Two-Factor Theory Psychologist Frederick Herzberg, a behavioural scientist proposed a two-factor theory also called the motivation-hygiene theory. In terms of Herzbergs motivation-hygiene theory, factors that make employees feel good about their work, are different from factors that make them feel bad about their work. According to Herzberg (cited in Schulz et al., 2003), employees who are satisfied at work attribute their satisfaction to internal factors, while dissatisfied employees ascribe their behaviour to external factors. Factors that play a role in contributing to the satisfaction of employees are called motivators, while hygiene factors contribute to job dissatisfaction. These two factors are also called the intrinsic (internal) and extrinsic (external) factors. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of Satisfaction is No satisfaction and the opposite of Dissatisfaction is No Dissatisfaction. Herzberg classified these job factors into two categories a. Motivational factors- These factors are inherent to work and yield positive satisfaction. Known as Satisfiers, these factors motivate the employees for a

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superior performance. Employees find these factors intrinsically rewarding and they include: Recognition, Sense of achievement, Responsibility, Meaningfulness of the work Growth and promotional opportunities.

a. Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These factors when absent can lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate or reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work and are also referred to as Dissatisfiers or Maintenance factors as they are required to avoid dissatisfaction. Hygiene factors include: Pay, Company Policies and administrative policies, Fringe benefits, Physical Working conditions, Status, Interpersonal relations and Job Security.

2.3.5 McClelland's Theory of Needs McClellands theory of Needs was developed by David McClelland and his associates. This theory states that human behaviour is affected by three needs the need for Achievement, Power and Affiliation. Need for achievement is the urge to excel, to accomplish in relation to a set of standards, to struggle to achieve success. Need for power is the desire to influence other individuals behaviour as per your wish. In other words, it is the desire to have control over others and to be influential. Need for affiliation is a need for open and sociable interpersonal relationships. It is a desire for relationship based on co-operation and mutual understanding.

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The individuals with high achievement needs are highly motivated by competing and challenging work. They look for promotional opportunities in job and believe high achievement is directly related to high performance. McClelland called such individuals as gamblers as they set challenging targets for themselves and they take deliberate risk to achieve those set targets. Such individuals look for innovative ways of performing job and perceive achievement of goals as a reward, and value it more than a financial reward.

Individuals who are motivated by power have a strong urge to be influential and controlling. They want their views and ideas to dominate that of others, thus they want to lead. Such individuals are motivated by the need for reputation and selfesteem. Individuals with greater power and authority will perform better than those possessing less power. They are more determined and loyal to the organization they work for. Need for power should not always be taken negatively but should be viewed as the need to have a positive effect on the organization and to support the organization in achieving its goals.

The individuals who are motivated by affiliation have an urge for a friendly and supportive environment. Such individuals are effective performers in a team and want to be liked by others. The managers ability to make decisions is hampered if they have a high affiliation need as they prefer to be accepted and liked by others, and this weakens their objectivity. Individuals having high affiliation needs prefer working in an environment providing greater personal interaction.

CONTEMPORARY THEORIES OF MOTIVATION 18

2.3.6 Self-Determination Theory

Self-determination theory proposes that people prefer to feel they have control over their actions. This is a theory that deals with the effect of extrinsic rewards on intrinsic motivation. It assumes that intrinsically motivated behaviour is affected by a person's innate need to feel competent and self-determined. The theory asserts that there are two main ways extrinsic rewards affect intrinsic motivation. First, the reward may have a controlling effect by being perceived as the primary reason for participating in an activity. Secondly, a reward may have an informational aspect, which affects the recipient's opinion of his or her own competence. Most rewards have a controlling aspect and an informational aspect. The combined effects may either increase or decrease an individual's intrinsic motivation. Rewards that have mainly a controlling aspect tend to decrease intrinsic motivation. A version of selfdetermination theory referred to as Cognitive Evaluation Theory holds that allocating extrinsic rewards for behaviour that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling. When organizations use extrinsic rewards as payoffs for superior performance, employees feel less like they are doing a good job because of their own intrinsic desire to excel and more like they are doing a good job because that is what the organization wants (Robbins and Judge, Fourteenth edition). 2.3.7 Goal Setting Theory

Edwin Locke put forward the Goal-setting theory of motivation. This theory states that goal setting is essentially linked to task performance. It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance. In simple words, goals indicate and give direction to an employee about 19

what needs to be done and how much efforts are required to be put in. Goal-setting theory assumes an individual is committed to the goal and is determined not to abandon it. In terms of behaviour, the individual believes he or she can achieve the goal and wants to achieve it. Goal-setting theory therefore has the following features:

The willingness to work towards the attainment of goal is the main source of job motivation. Clear, particular and difficult goals are greater motivating factors than easy, general and vague goals.

Specific and clear goals lead to greater output and better performance. Unambiguous, measurable and clear goals accompanied by a deadline for completion avoids misunderstanding.

Goals should be realistic and challenging. This gives an individual a feeling of pride and triumph when he attains them, and sets him up for attainment of next goal. The more challenging the goal, the greater is the reward generally and the more is the passion for achieving it.

Better and appropriate feedback of results directs the employee behaviour and contributes to higher performance than absence of feedback. Feedback is a means of gaining reputation, making clarifications and regulating goal difficulties. It helps employees to work with more involvement and leads to greater job satisfaction.

2.3.8 Self-Efficacy Theory

Self-efficacy also known as Social Cognitive Theory or Social Learning Theory refers to an individuals belief that he or she is capable of performing a task. The higher

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ones self-efficacy, the more confidence one may have in the ability to succeed. In difficult situations, people with low self-efficacy are more likely to lessen their efforts or give up altogether, whiles those with high self-efficacy will try harder to master the challenge. Individuals high in self-efficacy seem to respond to negative feedback with increased effort and motivation, while those low in self-efficacy are likely to lessen their effort when given negative feedback. The researcher who developed this theory, Albert Bandura, proposes the four ways self-efficacy can be increased: enactive mastery, vicarious modelling, verbal persuasion and arousal.

2.3.9 Reinforcement Theory

Reinforcement theory of motivation was proposed by B.F Skinner and his associates. It states that individuals behaviour is a function of its consequences. Reinforcement theory of motivation overlooks or ignores the internal state of individual that is the inner feelings and drives of individuals. This theory focuses totally on what happens to an individual when he or she takes some action. Thus, according to Skinner, the 1external environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individuals behaviour.

2.3.10 Equity Theory

John Stacey Adams' Equity Theory calls for a fair balance to be struck between an 1employee's inputs such as hard work, skill level, enthusiasm and an employee's

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outputs including salary, benefits, and intangibles such as recognition. According to the theory, finding this fair balance serves to ensure a strong and productive relationship is achieved with the employee. The theory is built-on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs. There are four referent comparisons under this theory made by employees. These are: Self- inside: an employees experiences in a different position inside the employees current organization. Self-outside: an employees experiences in a position outside the employees current organization. Other-inside: Another individual or group of individuals inside the employees organization. Other-outside: another individual or group of individuals outside the employees organization. Equity Theory focuses on distributive justice; the employees perceived fairness of the amount and allocation of rewards among individuals. The meaning of equity and fairness has now been expanded from the standpoint of Organizational Justice which is a larger perception of what is fair in the workplace. In addition to distributive justice, two models namely procedural justice, the perceived fairness of the process used to determine the distribution of rewards and interactional justice, the perceived degree to which an individual is treated with dignity, concern and respect were included to make up the three models of Organizational Justice.

2.3.11 Expectancy Theory

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The expectancy theory was proposed by Victor Vroom who stresses and focuses on outcomes, and not on needs. The theory states that the intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the individual. The Expectancy theory states that employees motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). In short, Valence is the significance associated by an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. Expectancy is the faith that better efforts will result in better performance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job. Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is affected by factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of relationship between performance and outcomes. Thus, the expectancy theory concentrates on the following three relationships:

Effort-performance relationship: The probability perceived by the individual that exerting a given amount of effort will lead to performance

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Performance-reward relationship: The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.

Rewards-personal goals relationship: The degree to which organizational rewards satisfy an individuals personal goals and the attractiveness of those potential rewards for the individual.

Vroom was of the view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employees motivation level which in turn depends on three factors of expectancy, valence and instrumentality.

2.4 Sources of Work Motivation Work motivation is a set of energetic forces that originate both within as well as beyond an individuals being, to initiate work-related behaviour, and to determine its form, direction, intensity, and duration. Pinder (1998). There are two main sources of motivation namely: Intrinsic and Extrinsic motivation. Intrinsic motivation is motivation that is animated by personal enjoyment, interest, or pleasure. As Deci et al. (1999) observed, Intrinsic motivation energizes and sustains activities through the spontaneous satisfactions inherent in effective volitional action. This is motivation that comes from inside an individual rather than from any external or outside rewards. The motivation comes from the pleasure one gets from the task itself or from the sense of satisfaction in completing or even working on 24 a task.

An intrinsically motivated person will work on a particular task, for example, because it is enjoyable and provides a sense of pleasure. Intrinsic motivation does not mean, however, that a person will not seek rewards but simply means that such external rewards are not enough to keep a person motivated. Extrinsic motivation, which is motivation governed by reinforcement factors come from outside an individual. The motivating factors are external or outside rewards which provide satisfaction and pleasure that the task itself may not provide. An extrinsically motivated person will work on a task even when they have little interest in it because of the anticipated satisfaction they will get from some reward. The rewards can be something as minor as a smiley face to something major like fame or fortune.

Extrinsic motivation does not mean, however, that a person will not get any pleasure from working on or completing a task. It just means that the pleasure they anticipate from some external reward will continue to be a motivator even when the task to be done holds little or no interest.

2.5 Organizational Commitment Organizational commitment has an important place in the study of organizational behavior. This is in part due to the vast number of works that have found relationships between organizational commitment and attitudes and behaviors in the workplace (Porter et al., 1974) A wide variety of definitions and measure of organizational commitment exist. Organizational commitment can be defined as the strength of an individuals identification with, and involvement in the organization (Levy, 2003).

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Bateman and Strasser state that organizational commitment has been operationally defined as multidimensional in nature, involving an employees loyalty to the organization, willingness to exert effort on behalf of the organization, degree of goal and value congruency with the organization, and desire to maintain membership (p.95). Beckeri, Randal, and Riegel (1995) defined the term in three dimensions: A strong desire to remain a member of a particular organization A willingness to exert high levels of efforts on behalf of the organization A define belief in and acceptability of the values and goals of the organization. Mowday, Porter, and Steer (1982) see commitment as attachment and loyalty. These authors describe three components of commitment: An identification with the goals and values of the organization; A desire to belong to the organization; and A willingness to display effort on behalf of the organization.

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization is referred to as Organizational commitment. It is therefore defined as the overall strength of an employees identification and involvement in an organization. Hence, paving the way for employees to be satisfied with the organization in which they work can be said to be as crucial as providing goods and services. It is the relative strength of an employees attachment or involvement with the organization where he or she is

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employed. Organizational commitment is important because committed employees are less likely to leave for another job and are more likely to perform at higher levels.

2.6 Dimensions of Organizational Commitment Based on the multidimensional nature of organizational commitment, there is a growing support for a three component model proposed by Meyer and Allen (1991). All three components have implications for the continued participation of the individuals in the organization. The three components or dimensions are:

2.6.1 Affective Commitment Affective Commitment is defined as the employee's positive emotional attachment to the organization and a belief in its values. Meyer and Allen pegged Affective Commitment as the desire component of organizational commitment. An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization. This employee commits to the organization because he or she wants to. This commitment can be influenced by many different demographic characteristics: age, tenure, sex, and education but these influences are neither strong nor consistent.

2.6.2 Continuance Commitment Continuance Commitment is the need component or the gains verses losses of working in an organization. It is the perceived economic value of remaining with an organization compared with leaving it or the costs associated with leaving the organization. An individual may commit to the organization because he or she perceives a high cost of losing organizational membership (Becker's 1960 "side bet

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theory"). Things like economic costs such as pension accruals and social costs like friendship ties with co-workers would be costs of losing organizational membership.

2.6.3 Normative Commitment The individual commits to and remains with an organization because of feelings of obligation for moral or ethical reasons. These feelings may derive from a strain on an individual before and after joining an organization. An organization for example, may have invested resources in training an employee who then feels a 'moral' obligation to put forth effort on the job and stay with the organization to 'repay the debt.' The employee therefore stays with the organization because he or she ought to.

2.7 Relationship between Job Satisfaction and Organizational Commitment Employees are one of the most important determinants and leading factors that determine the success of an organization in a competitive environment. This is especially true for organizations that rely heavily on their good behavioural employees to provide friendly and courteous services to their customers in this competitive environment. The rationale of this research is to determine whether feelings of job satisfaction would lead to organizational commitment by employees. Job satisfaction refers to a collection of attitudes that workers have about their jobs. These attitudes may derive from a facet of satisfaction or as an overall aspect of the job. It is very important to study whether employees are satisfied, because it is intuitively believed that workers who are more satisfied will likely exhibit more positive feelings, thoughts, and actions toward their job. Similarly, being able to identify whether employees are committed to the organization that they work for is important. By definition, organizational

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commitment refers to an attitude that reflects the strength of the linkage between an employee and an organization. The level of commitment has implications as to whether a person would stay with an organization or not therefore it is necessary to get employees satisfied in order to maximize their commitment level. Generally, it is expected that employees are more likely to stay with their organization and be highly committed when they can see a strong linkage between the organization and their work. A higher level of job satisfaction may lead to a better family life and a reduction in stress. The reason is because an employees feelings of jobs satisfaction may affect his or her emotions. This feeling will affect the workers behaviors inside and outside the organization. When a worker is dissatisfied with his or her job, the employee may have negative emotions and the consequence is that he or she may start to think about quitting. The decision process will begin with the individual identifying and evaluating alternatives, about whether to quit or to stay on in their job. The sequence of decisions will change the employees commitment level. It is therefore important to know about the relationship between job satisfaction and organizational commitment, because it would become clear as to how important and worthy it would be to retain most satisfied employees. At times, employees may not leave an organization even when they are dissatisfied or do not feel committed to the organization. When workers are dissatisfied, this may create grievances, which can lead to a lower level of organizational commitment. In turn, this may result in severe consequences such as labor strikes. When employees experience low job satisfaction, it can be very costly as it may result in high turnover

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rate, workplace deviant, absenteeism and job performance which can result in reduced productivity. Having this knowledge would motivate managers to satisfy their employees. Organizations would only need to increase one variable (job satisfaction) to achieve the positive effect of the other (organizational commitment). An organization for example, can reward workers with job advancement opportunities or change a facet of the job in a desirable way, which will increase job satisfaction and ultimately lead to a higher level of organizational commitment.

2.8 Relationship between Work Motivation and Organizational Commitment Motivation is a psychological process resulting from the arousal, direction and persistency of voluntary action to attain organizational and personal goals (Pool and Pool, 2007). Pinder (1998) states Work motivation is set of energetic forces that originates both within as well as beyond an individuals being, to initiate work-related behaviour, and to determine its form, direction, intensity and duration. The job motivating factors were examined by some researchers (Wong et al., 1999; Mahaney and Lederer, 2006; Bakay and Huang, 2010), in two variables are, respectively intrinsic and extrinsic variables. According to Wong et al. (1999), the intrinsic variables include feeling of involvement, interesting work, promotion or career development, supervisors help with personal problems, and appreciation of a job well done. As for the extrinsic variables, they are job security, good salary, tactful discipline, and good working conditions, respectively (Curtis et al., 2009).

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Meyer et al. (2004) remarked that motivation is one component that leads to commitment. In addition, researchers suppose that committed workers make a contribution to the organization in terms of motivation (De Silva and Yamao, 2006; Pool and Pool, 2007; Johnson et al., 2010). Also companies that pay attention to high commitment, motivation and morale may recognize long-term benefits of corporate success, loyalty, productivity, and low employee retention (Kim et al., 2005). A relationship therefore exists between work motivation and organizational commitment as they are in one way or the other dependent on each other. The drive or force that moves employees to work hard towards the achievement of goals makes them aware of how their contributions are cherished thereby having that desire to be part of the organization. Perceived Organizational Support, the degree to which employees believe an organization values the contribution and cares about their wellbeing exists as a result of motivation. When employees are intrinsically and extrinsically motivated, they tend to give in their very best towards the achievement of organizational goals causing the organization to make progress. The benefits enjoyed by employees through motivation go a long way to convince them to stay with the organization or leave for another organization better off than the present. On the other hand, when employees are seen to be highly committed, employers ensure that they are highly motivated in order to retain them.

2.9 Related studies on Job Satisfaction, Work Motivation and Organizational Commitment Studies on work motivation seem to confirm that it improves workers' performance and Satisfaction, Brown and Shepherd (1997).

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Vinokur, Jayarantne, and Chess (1994) examine agency-influenced work and employment conditions, and assess their impact on social workers' job satisfaction. According to (Mitchell and Lasan, 1987), it is generally recognized in the organizational behaviour field that job satisfaction is the most important and frequently studied attitude. Motivational issues were salary, fringe benefits, job security, physical surroundings, and safety. Certain environmental and motivational factors are predictors of job satisfaction. Job satisfaction is so important in that its absence often leads to lethargy and reduced organizational commitment (Levinson, Moser, 1997). Lack of job satisfaction is a predictor of quitting a job (Alexander, Litchtenstein and Hellmann, 1997; Jamal, 1997). Sometimes workers may quit or at the other times the movement is from one profession to another that is considered a greener pasture. Other researchers (e.g. MacDonald, 1996; O'Toole, 1980) argue in favour of the control of job satisfaction by factors intrinsic to the workers. Their arguments are based on the idea that workers deliberately decide to find satisfaction in their jobs and perceive them as worthwhile. Studies seem to consistently show there is a relationship between professional status and the job satisfaction. High levels of job satisfaction are observed in those professions that are of good standing in society. Age is also one of the factors affecting job satisfaction. Different studies conducted show that older workers are more satisfied (Davis, 1988:100). Kose (1985) found a meaningful relationship between the age and job satisfaction. Studies on commitment have provided strong evidence that affective and normative commitment is positively related and continuance commitment is negatively connected with organizational outcomes such as performance and citizenship behaviour (Hackett, Bycio, and Handsdoff, 1994; Shore and Wayne, 1993). Based on this finding, it is important for

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employers to identify employees commitment pattern and map out strategies for enhancing those that are relevant to organizational goals. Researchers (e.g. Mayer and Allen, 1997) have found that age was positively correlated with affective and normative commitment, but not to continuance commitment. Meyer and Allen (1991), in an exploratory and confirmatory analysis of factors significantly predict job satisfaction and organizational commitment among blue collar workers, reported that promotion, satisfaction, job characteristics, extrinsic and intrinsic exchange, as well as extrinsic and intrinsic rewards, were related to commitment. Dornstein and Matalon (1998) describe eight variables that are relevant to organizational commitment. These are interesting work, co-workers attitudes towards the organization, organizational dependency, age, education, employment alternatives, attitude of family and friends. The relationship between job satisfaction, work motivation and organizational commitment is very crucial in recent times because people now often do not prefer to stay with the same organization for long. It has become quite difficult for organizations to exercise influence on the employees for retaining them. Employers normally expect that people with higher levels of job satisfaction will have higher levels of organizational commitment with the reason being that a higher level of job satisfaction may lead to good work life and reduction in stress (Cote & Heslin, 2003). Similarly, if employees are highly satisfied with their work, co-workers, pay, and supervision and derive high level of overall job satisfaction with their jobs they are more likely to be committed to the organization than if they are not satisfied. The focus on these key concepts cannot be over stated because job satisfaction, work motivation and commitment are primary determinants of employee turnover, performance, and productivity (Opkara, 2004). Committed and satisfied employees

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are normally high performers that contribute towards organizational productivity (Samad, 2007).

CHAPTER THREE METHODOLOGY 3.1 Type of Research

This project research is a descriptive research as it presents respondents opinions on

the problem under study. It involves the use of primary data. Here, the researcher
personally presents questionnaires to the respondents to fill out and to guide in making decisions and interpretation to the data collected.

3.2 Population 34

Population refers to the entire group of people, event or things of interest that the researcher wishes to investigate. The population of this study therefore comprises the staff of the Hydro Generation Department of Volta River Authority in Akosombo. The Department has a total workforce of the 140 which will serve as the population. 3.3 Sample and Sampling Technique The research will be conducted with a sample size of forty (40) respondents of the population stated above. A questionnaire consisting of thirty five (35) questions relating to the topic will be printed and administered to twenty eight (28) employees and twelve (12) to management. The researcher will use a non-probability sampling technique in determining the sample size for the research work. In the use of the non probability sampling, Convenience sampling technique will be used to select the respondents primarily based on their willingness and ability to respond to the questionnaire. 3.4 Data Collection 3.4.1 Type of Data Data gathered is on the relationship between job satisfaction, work motivation and organizational commitment. The researcher will use primary data collection method through the use of questionnaires which will be administered to the respondents of the sample. 3.4.2 Source of Data

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Data will be acquired from a primary source which involves the collection of data directly from the respondents. This method is considered the most effective and detailed form of getting reliable information for the data analysis since there will be no biases. The questionnaire will be precise, easy to read, understand and answer as expected. 3.4.3 Instrument for Data Collection The instrument for the study would be the questionnaire which is intended to identify the relationship between the independent variables (job satisfaction and work motivation) and the dependent variable (organizational commitment). The

questionnaire will be prepared to suite the context of the employees in the organization. 3.4.4 Instrument validity and reliability The validity and reliability of the instrument used for the study makes it necessary that care be taken to ensure that accurate measurements to be made are based on the objectives of the study. The structured questionnaire will be scrutinized by friends, after which it will be submitted to the research supervisor to examine the content of the questions whether it measured the objectives of the research. 3.4.5 Instrument Structure to Meet Research Objectives

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All the questions will be structured to provide answers towards achieving the objectives of the study as well as the research problem. The objectives of the research will be realized by the questions given by the researcher in the questionnaire. The questionnaire will consist of 4 sections. Section A comprises questions for gathering information on the respondents background. Section B, C and D sought to measure items related to the topic. 3.5 Procedure of Data Collection The data will be collected through the use of a well thought-out questionnaire. The researcher will visit the premises of the organization and distributed the questionnaires to the workforce of the organization. The respondents will be given one to two days to answer the questionnaire after which the researcher receives it by hand. 3.6 Method of Data Analysis Data gathered through questionnaires will be presented with graphs, bar charts and other graphical representation forms. The numerical coding of the questions will make it easy for data analysis. The analysis will therefore be done with the help of the Statistical Package for Social Sciences.

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CHAPTER FOUR RESULTS AND DISCUSSION OF FINDINGS 4.1 General Information on Sample Firm Volta River Authority Volta River Authority (VRA) is the main generator and supplier of electricity in Ghana. It was established in April 26, 1961 by an act of Parliament (the Volta River Development Act, Act 46), with the mandate to generate and supply electric energy for industrial, commercial and domestic use. The Volta River is said to be the main fresh water source for Ghana. The Volta River Development initially involved the construction of the Akosombo Hydroelectric Plant comprising the power generating station and the Akosombo Dam. The Kpong Hydroelectric Plant was later constructed 38

downstream the Akosombo Dam. The construction of the Akosombo Dam on the Volta River resulted in the creation of the Volta Lake which is one of the largest artificially created lakes in the world at about 8502 square km (3275 miles). The main purpose of the VRA is to generate and supply electricity for Ghanas needs. It is also responsible for managing the environmental impact on the creation of the Volta Lake on the towns and people bordering the lake. VRA maintains a national energy supply grid and although it started with hydroelectric power, it is now branching into other types of energy such as thermal energy. The company represents Ghana in the West Africa Power Pool. Currently, VRA operates a total installed electricity generation capacity of 1,730MW, which is made up of two hydroelectric plants on the Volta River, with installed capacities of 1,020MW and 160MW at the Akosombo and Kpong Generating Stations, respectively and complemented by a 330MW Combined Cycle Thermal Plant at Aboadze, near Takoradi. VRA has also developed a number of plants in Tema.

These include a 110MW Tema Thermal 1 Power Plant, an 80MW Mines Reserve Plant, both commissioned in 2008, a 49.5 MW Tema Thermal 2 Power Plant that was expected to be commissioned by the end of 2010 and a 220MW Thermal Power Plant, located at Kpone, near Tema which is being developed. Together, these will bring the total installed thermal generation capacity to 1,119.5MW. Mission The Volta River Authority exists to power economies and raise the living standards of peoples of Ghana and West Africa. We supply reliable electricity in a safe manner to add economic, financial and social values to our operations to satisfy customers and meet stakeholders expectation. Vision

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VRA has its vision as setting the Standard for Public Sector Excellence in Africa. Core Values In line with its mission and vision, VRA has the following as its values with the acronym TITAG (Trust, Integrity, Teamwork, Accountability and Goal and Action Orientation)

4.2 Data Presentation and Analysis

Below is the analysis of the data collected from respondents. Table 4.2A Gender of respondent
Frequency Male Female Total 34 2 36 Percentage 94.4 5.6 99.4

Source: Fieldwork, 2012

From Table 42A, majority (34) of the respondents were males representing 94.4% whilst the remaining (2) were females representing 5.6% of the total. This indicates that out of the 40 respondents, 36 responded to the questionnaires with 4 as missing.

Table 4.2B Age of respondent

Frequency Percentage 8.3

23-29yrs

40

30-40yrs 41-49yrs 50yrs and above

Total

5 11 17 36

13.9 30.6 47.2 100

More so, Table 4.2B reveals that 8.3% of the respondents are between 23-29 years, 30.6% of the respondents are between 41-49 years. The majority of the respondents are50 years and above representing 47.2% of the total.

Table 4.2C Academic Qualification

Frequency Masters/PHD Degree Diploma Secondary Total 3 24 5 4 36

Percentage 6 48 38 8 100

In considering the academic qualification of the respondents, 24 of them have Degree representing 48% and respondents who attained their Masters/ PHD are 3, representing 6% of the total.

Table 4.2D Sections

Frequency Electrical Mechanical Protection and Control 8 7 5 Percentage

22.2 19.4 13.9 41

Operating Administration Total

10 6 36

27.8 16.7 100

With regards to the sections within the department, 22.2% belong to the Electrical section, 19.4% belong to the Mechanical section, 13.9% belong to the Protection and Control section, 27.8% belong to the Operating section and 16.7% belong to the Administration section.

Table 4.2E Length of Service

Frequency Percentage 19.4 11.1 27.8 41.7 100

Below 5 years 6 -10 years 11- 19 years Above 20 years Total

7 4 10 15 36

From the table above, it can be seen that about 41.7% of the\ respondents have worked with the Authority for more than 20 years whilst 19.4% have worked less than 5 years.

Table 4.2F Position Held

Frequency Engineer Manager Administrative Officer Supervisor Janitor Driver 27 1 2 3 1 1 Percentage 74.9 2.8 5.6 8.3 2.8 2.8

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Labourer Total

1 36

2.8 100

The table above indicates that about 75% of the respondents are Engineers in their respective sections, 8.3% are Supervisors, 5.6% are Administrative officers. The data further shows that the positions of manager, janitor, driver and labourer are (1) respondent each representing 2.8% respectively.

4.2.1 Discussion of Research Findings FINDINGS: OBJECTIVE ONE The very Important sources of work motivation and job satisfaction

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120 100 80 60 40 20 0

NOT VERY IMPORTANT % IMPORTANT %

NOT IMPORTANT % VERY IMPORTANT %

NOT SURE %

Based on the responses given by the respondents, it was indicated that, the respondents were aware of the very important factors that causes them to be motivated hence satisfied. From the diagram above, it can be deduced that majority of the respondents tagged remuneration (94%) as the first of the very important sources of motivation and satisfaction, followed by safety at workplace (86%) due to the nature of the work. Relationship with co-workers and immediate supervisors and communication between employees and management were also rated as very important sources. The least of them was corporate culture.

FINDINGS: OBJECTIVE TWO Commitment level of employees

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100 90 80 70 60 50 40 30 20 10 0

DISAGREE % UNCERTAIN % AGREE %

The diagram indicates that an effective commitment exists in the organization as a result of the fact that employees are adequately motivated. Employees therefore have a strong sense of dedication to the organizations success (92%) as well as a strong sense of loyalty (88%). High organizational citizenship behaviour (90%) exists as employees are willing to go beyond their work requirements. On the other hand, the turnover rate is seen to be on a low side as employees rarely think of leaving the organization.

FINDINGS: OBJECTIVE THREE 45

Outcomes of job satisfaction and Work motivation on Organizational Commitment

90 80 70 60 50 40 30 20 10 0

NEVER % SOMETINES % USUALLY % ALWAYS %

From the diagram, about 75% of the respondents exhibit positive towards work as employees never take sick or vacation leave to absent themselves from work. This indicates that the absenteeism and non-commitment rates are so low (0%). Despite the fact that employees watch the clock for lunch and departure time, punctuality and timeliness are exhibited by employees. A low turnover rate exists in the company as about 50% of them do not feel like leaving to do a better job elsewhere.

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CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.1 Introduction This chapter completes the entire research by summarizing, concluding and providing recommendations that will help students as well as the managers and probable users of this information to understand the essence of motivation and job satisfaction on organizational commitment.

5.2 Summary of the Study The progress of every organization is dependent on labour which is the most important factor of production. Without the efforts of humans all other factors lie idle, for which reason work motivation and job satisfaction should be ensured in all organizations at all times. For employees to be best performers there is the need to get them motivated so as to get them satisfied. The study was conducted to understand the relationship that exists between work motivation and job satisfaction on organizational commitment. The study sought to achieve three (3) specific objectives, which were, to investigate the very important sources of job motivation and satisfaction, to assess the commitment level of employees and to examine the outcomes of work motivation and satisfaction on organizational commitment. Both primary and secondary sources were used for the data collection. The study utilizes a convenience sampling technique. Questionnaires were structured in line with the objectives of the study. With regards to the study, it was found out that majority of the employees are committed to the organization as the Authority is not only task-oriented but also people-oriented.

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5.3 Conclusion Work motivation and job satisfaction have a positive impact on the Commitment level of the employees of Volta River Authority. As indicated by the findings, the study reveals that the employees are adequately motivated and satisfied. The employees exhibit positive and favourable attitudes towards their job by responding consistently and regularly to their work needs.These are because management has put in place the best practices on motivation for employees. The workers are committed to the organization due to the belief that the organization has a great future with their combined efforts. This stems from the employees strong sense of dedication to the organization as they are always willing to put in efforts beyond their normal requirements. The study indicates that the requirements for job satisfaction which include comparatively higher pay or an equitable payment system, workplace safety, good employer- employee relationship and participative management are implemented in the organization. This has resulted in high employee performance and engagement, increased productivity, reduced labor turnover, long service, innovation and creativity. Job satisfaction and work motivation should therefore be seen as ingredients for Organizational commitment.

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5.4 Recommendations

In view of the findings, the following recommendations were made to promote organizational commitment at VRA and also to increase productivity. The management team of VRA should recurrently seek to know the needs and expectations of its employees and make a strong commitment to practice the factors of motivation for better performance. The Balanced Scorecard, an appraisal and a motivational tool, newly employed by the Authority to monitor performance and reward hard work as well should continue to be in use. Management should organize safety awareness programs to educate the employees as well as ensuring their security. Supervisors should be encouraged not to only concentrate on one leadership style since it may not be effectively applicable in all situations. Managers should employ a participative management system and ensure that employees enjoy the work they do so that they do not exhibit negative attitudes towards work sometimes.

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REFERENCES 1. Administrative Science Quarterly, Vol. 26, No. 1. (Mar., 1981) An Empirical Assessment of Organizational Commitment and Organizational Effectiveness by Harold L. Angle; James L. Perry (http://www.jstor.org)

2. African Journal of Business Management Vol. 5(8),April, 2011 Work motivation and job satisfaction dynamics of textile employees by Yasemin Oraman 3. European Journal of Social Sciences Volume 15, No.3 (2010) The Impacts of Organizational Commitment on Employee Job Performance by Muhammad Riaz Khan, Farooq Ahmed Jam et al

4. International Review of Business Research Papers, Vol. 5 No. 3 April 2009 A Study on Relationship between Organizational Commitment and its Determinants among Private Sector Employees by Sundas Warsi, Noor Fatima and Shamim A. Sahibzada

5. Library Philosophy and Practice 2007 Work Motivation, Job Satisfaction, and Organizational Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria by Adeyinka Tella

6. Continental J. Social Sciences, Wilolud Journals, 2011 The Effects of Motivation on Workers Performance

7. Journal of Management, September 1991 Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviours

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8. Journal of Vocational Behaviour, Volume 14,April 1979 The measurement of organizational commitment by Richard T Mowday, Richard M Steers (University of Oregon USA)

9. Motivation: A Literature Review, Research Report, Pearson by Emily R. Lai (April 2011)

10. Journal Of Management, Organizational Behaviour: The Central Role of Motivation by Martin G. Evans 11. Ozean Journal of Applied Sciences 2(1), 2009, A Study into Organizational Commitment and Job Involvement by Akyay Uygur and Gonca Kilic

12. Journal of Management (1986) Job involvement and organizational commitment as interactive predictors of tardiness and absenteeism, by Blau, G.J 13. European Journal of Social Sciences Volume 18, (2011), The Effects of Job Satisfaction on Organizational Commitment and Job Performance Relationship by Sarminah Samad

14. Journal of Business Management and Economics, Vol. 3, January, 2012 Does motivational factor influence organizational commitment and effectiveness? A review of literature 15. Interdisciplinary Journal of Contemporary Research in Business ( 2011), Vol. 3 A study on Relationship between Organizational job Commitment, and its Determinants among CSRs and Managerial level Employees by Huda Khan and Amir Razi

16. Journal of Organizational Behaviour, Vol. 26, (2005) Self-determination theory and work motivation by Gagne, M., & Deci, E. L.

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17. Journal of Managerial Psychology (2000) Organisational Commitment: A mediator of the relationship behaviour with job satisfaction and performance by Yousef, D.A

18. Organizational Behaviour, 12th Edition, Pearson Prentice Hall By Stephen P. Robbins and Timothy A. Judge

19. Management by Stephen Robbins and Mary Coutler, 10th Edition, Pearson International Edition

20. A Handbook of Human Resource Management Practice, 10th Edition by Michael Armstrong

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APPENDICES VALLEY VIEW UNIVERSITY SCHOOL OF BUSINESS Questionnaires

Dear Respondent, I am a final year Business Administration student of Valley View University. This project forms part of the requirements for the award of Bachelor of Business Administration Degree in Management by the University. The questionnaire seeks to collect data for my senior project on the topic A Study of the Relationship between Job Satisfaction, Work Motivation and Organizational Commitment. The information gathered would be used solely for the research. I would appreciate it very much if clear and accurate answers are provided as the information given will influence the precision and the accomplishment of this research. All information provided would be treated as confidential and for academic purpose only. Thank you very much for your time, consideration and cooperation. I very much appreciate your contribution and assistance in furthering this research.

SECTION A: RESPONDENT BACKGROUND

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Questions below are about your background. Please tick [ ] in the appropriate box. 1. Gender: Male [ ] Female [ ]

2. Age: 23 - 29 years [ ] 30 - 40 years [ ] 41 - 49 [ ] 50 and above [ ]

3. Academic Qualifications: Secondary [ ] Others (please specify)

Diploma [ ] Degree [ ] Master/PhD [ ]

..

4. Please indicate your Department 5. Position at workplace 6. Length of Service: Below 5 years [ ] 6 to 10 years [ ] 11 to 19 years [ ] Above 20 years[ ]

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SECTION B Please rate the under listed statements by ticking [] only one number for each statement, using the following rating scale. 1. Not Very Important 2. Not Important 3. Not Sure 4. Important 5. Very Important Important sources of Job Motivation and Satisfaction Remuneration Safety at the workplace Career development opportunities Career advancement opportunities Flexibility to balance life and work issues Communication between employees and management Relationship with co-workers and immediate supervisors Job specific training Benefits Recognition of employee job performance Opportunities to use skills or abilities Organizations commitment to professional development Job security 55 1 2 3 4 5

Overall corporate culture The work itself

SECTION C Please indicate how the following has influenced your commitment to the organization. Please tick [ ] only one number for each statement 1. Strongly disagree Strongly agree Commitment Level of Employees It would hurt my family to quit my job as I am paid well. I am attached to the organizations beliefs and values. The perceived organizational support encourages me to continue working with the organization. lt would recommend this organization to my friends or family members as a good place to work. I feel a strong sense of loyalty to the company. I feel a strong sense of dedication to this companys success. In order to help this company succeed I am always willing to put efforts beyond my normal requirements.
1 2 3 4 5

2.

Disagree 3.

Uncertain 4.

Agree

5.

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I believe the company has a great future. I rarely think about leaving this company to work somewhere else. I feel proud to be a part of this organization.

SECTION D Please tick [ ] only one number for each statement. 1. Never 2. Sometimes 3. Usually 4. Always 1 2 3 4

Outcome of work motivation, Satisfaction and Organizational Commitment. I wake up wishing I did not have to go to work. I wake up wishing it were Friday. I wish working days go fast. I am punctual at work. I watch the clock for lunch and departure time. I take sick, vacation days to absent myself from work. I feel I could do a much better job elsewhere. I am able to meet work deadlines. Much of my time at work is allotted for personal matters. I am content with my work benefits.

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