FACTORS INFLUENCING EMPLOYEE COMMITMENT:

A CASE OF KENYA CIVIL AVIATION AUTHORITY

BY

RACHEL IGELLA

UNITED STATES INTERNATIONAL UNIVERSITY

SUMMER, 2014

ii

FACTORS INFLUENCING EMPLOYEE COMMITMENT:

A CASE OF KENYA CIVIL AVIATION AUTHORITY

BY

RACHEL IGELLA

A Project Report Submitted to the Chandaria School of Business in Partial

Fulfillment of the Requirement for the Degree of Masters in Business

Administration (MBA)

UNITED STATES INTERNATIONAL UNIVERSITY

SUMMER, 2014

iii

STUDENT’S DECLARATION

I, the undersigned, declare that this is my original work and has not been submitted to any

other college, institution or university other than the United States International

University in Nairobi for academic credit.

Signed: Date:

Rachel Igella, ID: (633845)

This project has been presented for examination with my approval as the appointed

supervisor.

Signed: Date:

Dr. Teresia Kavoo-Linge

Signed: Date:

Dean, Chandaria School of Business

iv

COPYRIGHT

©2014 Rachel Igella

All rights reserved

No part of this MBA research project may be copied, reproduced, used to create

derivative works, publicly distributed or displayed, or transmitted including but not

limited to storage in a retrieval system, or transmission electronically, mechanically via

photocopying, recording, or other means without the prior written permission of the

author.

v

ABSTRACT

The objective of this study was to determine the factors that influence employee

commitment, basing on a case study of Kenya Civil Aviation Authority (KCAA). To

attain this, the study determined the organizational factors that influence employee

commitment in KCAA, the individual factors that influence employee commitment and

the effect of employee commitment on organizational performance. This study is

important because it will help organizations in the service industry have an in depth

understanding of the factors that influence employee commitment, in terms of

organizational, individual, as well as the impact of employee commitment on the

performance of the organization. It will also clearly show the employees, how they

influence commitment in the entire organization.

A descriptive research design was adopted, to build a profile of the factors that influence

employee commitment in KCAA. The population of interest was the employees of

KCAA across various functions and divisions since this was the company under study.

The study population comprised a total of 168 employees from all the various

organizational functions or divisions. Stratified random sampling technique was used to

draw a sample size of 92 respondents. The data collection instrument was a tailor-made

structured questionnaire developed. Methods used for analyzing data included

descriptive, standard deviation, co-variance and correlation.

The findings obtained from the study show that organizational factors have a strong

influence on employee commitment. These factors include; organizational dependability,

effectiveness of the organizations social processes, and the organizational climate. The

findings also indicated that organizational factors such as demand for perfection, strong

work ethic, organization being highly reliable, organization promoting top down social

interactions, organization encouraging formation of self-managing teams, employee

interaction with the organization, the organization having a strong management style, the

organization promoting team work and the organization encouraging retention of its

employees all strongly influenced the commitment of employees, though the scale of

influence varied depending on a particular respondent.

On individual factors influencing employee commitment, the findings showed a strong

influence. The individual factors identified included age, job security and marital status.

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Further study of the individual factors narrowed to aspects such as older employees being

more committed, the position held in an organization influencing employee commitment,

job security, assurance of a stress free work environment, married people being more

committed to their jobs than unmarried ones, marital obligations influencing employee

commitment which showed that there was a strong influence in the level of employee

commitment, with a stronger agreement on the question of older employees being more

committed.

Finally the factors that affect the level of employee commitment on organizational

performance were found to strongly influence commitment as well. These factors include

employee turnover, employee productivity and corporate social responsibility. On

narrowing these factors further, the researcher posed questions such as organizations

keenness to loyalty, organization emphasising productivity, organization viewing

absenteeism as a sign of exiting the organization, employee being concerned about the

physical environment around them, organization valuing safety of employees,

organization promoting technology, organization being involved in promoting socially

acceptable behaviour, organization being involved in community development programs,

employees viewing their organization as promoting socially acceptable behaviour. The

findings show that the varied response from the sampled population indicated a strong

agreement to organizational performance having a strong effect on employee

commitment.

The study concluded that although all the organizational factors analysed had an

influence on employee commitment, demand for perfection and the organization having a

strong management style had the strongest influence. While amongst all the individual

factors, it was concluded that; older employees and the positions the employees held

within the organization had a strong influence. Where as the parameters of organizational

performance that respondents felt affected their commitment most were organizational

emphasis on productivity and the organizations keenness on loyalty. The researcher

recommends that within the context of a service industry the organisational factors where

emphasis should be based are demand for perfection and the organization having a strong

management style, while the individual factors where much emphasis is recommended

include older employees and the positions the employees held within the organization and

lastly, on the effect of employee commitment on organizational performance, much

emphasis should be put on productivity and employee loyalty.

vii

ACKNOWLEDGEMENT

I would like to acknowledge my beloved stars, husband Michael and son Ethan

Emmanuel Paul for the unconditional love, patience, and financial support accorded to

me during this project. My family the Igellas‟ and friends for the motivation, and insights

rendered in making this studies a success. Furthermore, I wish to extend my sincere

gratitude to my supervisor, Dr. Teresia Kavoo-Linge, without whose input this project

would not have been a success. Above all, thanks to God Almighty for directing my

footsteps all the way, He will forever be praised in my life.

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TABLE OF CONTENTS

STUDENT’S DECLARATION ........................................................................................... iii

COPYRIGHT ........................................................................................................................... iv

ABSTRACT ............................................................................................................................... v

ACKNOWLEDGEMENT .................................................................................................... vii

LIST OF ABBREVIATION .................................................................................................. x

LIST OF TABLES .................................................................................................................. xi

CHAPTER 1

1.0 INTRODUCTION ............................................................................................................. 1

1.1 Background of the Problem..................................................................................... 1

1.2 Statement of the Problem ........................................................................................ 5

1.3 Purpose of the Study ............................................................................................... 7

1.4 Research Questions ................................................................................................. 7

1.5 Significance of the Study ........................................................................................ 7

1.6 Scope of the Study................................................................................................. 8

1.7 Definition of Terms ............................................................................................... 8

1.8 Chapter Summary ................................................................................................ 10

CHAPTER 2

2.0 LITERATURE REVIEW ............................................................................................. 11

2.1 Introduction .......................................................................................................... 11

2.2 Organisational Factors That Influence Employee Commitment .......................... 11

2.3 Individual Factors That Influence Employee Commitment ................................. 17

2.4 Impact of Employee Commitment on Organizational Performance ..................... 23

2.5 Chapter summary .................................................................................................. 28

CHAPTER 3

3.0 RESEARCH METHODOLGY .................................................................................... 29

3.1 Introduction ........................................................................................................... 29

3.2 Research Design .................................................................................................... 29

3.3 Population and Sampling Design .......................................................................... 29

3.4 Data Collection Methods ....................................................................................... 32

3.5 Research Procedures ............................................................................................. 33

3.6 Data Analysis Methods ......................................................................................... 33

3.7 Chapter Summary .................................................................................................. 34

CHAPTER 4

4.0 RESULTS AND FINDINGS ......................................................................................... 35

ix

4.1 Introduction ..................................................................................................................... 35

4.2 General Information ....................................................................................................... 35

4.3 Organisational Factors That Influence Employee Commitment ........................... 38

4.4 Individual Factors That Influence Employee Commitment .................................. 43

4.5 The Impact of Employee Commitment on Organizational Performance ............. 48

4.6 Chapter Summary .................................................................................................. 53

CHAPTER 5

5.0 DISCUSSIONS, CONCLUSION AND RECOMMENDATIONS ....................... 54

5.1 Introduction ..................................................................................................................... 54

5.2 Summary ............................................................................................................... 54

5.3 Discussion ............................................................................................................. 55

5.4 Conclusions ........................................................................................................... 61

5.5 Recommendation ................................................................................................... 62

5.5. 4 Recommendation for Further Studies ............................................................. 62

REFERENCES ....................................................................................................................... 64

APPENDICES

APPENDIX 1: Cover Letter ........................................................................................ 69

APPENDIX 2: Questionaire ........................................................................................ 70

APPENDIX 3: Project Schedule ................................................................................. 74

APPENDIX 4: Project Budget .................................................................................... 75

x

LIST OF ABBREVIATION

HRM - Human Resource Management

HR - Human Resource Management

SPSS - Statistical Package for Social Science

KCAA - Kenya Civil Aviation Authority

ANS – Air Navigation Services

EASA - East African School of Aviation

xi

LIST OF TABLES

Table 3.2: Sample selection……………………………………………………………...30

Table 3.1: Population Distribution……………………………………………………….32

Table 4.1: Organization Demand for Perfection…………………………………………39

Table 4.2: Organization has Strong Work Ethic…………………………………………39

Table 4.3: Organization Highly Reliable ………………………………………………..40

Table 4.4: Organization Top Down Social Interactions………………………………....41

Table 4.5: Organization Encourages Self-Managed Teams……………………………...41

Table 4.6: Interaction with Organization Influences Commitment……………………...42

Table 4.7: Organization Strong Management Style ……………………………………..42

Table 4.8: Organization Promotes Team Work ………………………………………...43

Table 4.9: Organization Encourages Retention ………………………………………...43

Table 4.10: Age and Commitment ……………………………………………………..44

Table 4.11: Position in the Organization Influences My Commitment…………………44

Table 4.12: Job Security…………………………………………………………………45

Table 4.13: Stress Free Work Environment……………………………………………..45

Table 4.14: Married People as more Committed than Unmarried Ones ……………….46

Table 4.15: Job Competence…………………………………………………………….46

Table 4.16: Marital Obligations Influence Employee Commitment…………………….47

Table 4.17 : Correlation of Age and Individual Factors ………………………………..48

Table 4.18: Organization is Keen on Employee Loyalty………………………………..49

Table 4.19: Organization Emphasizes on Productivity………………………………….49

Table 4.20: Absenteeism as a sign of Exiting the Organization………………………....50

Table 4.21: Physical Environment around My Organization…………………………....50

Table 4.22: Organization Values the Safety of the Employees …………………………51

Table 4.23: Organization Promotes the Use of Technology……………………………..51

Table 4.24: Organization Promoting Socially Acceptable Behavior…………………….52

Table 4.25: Organization and Community Development Programs …………………...52

Table 4.26: Organization as Promoting Environmental Awareness …………………….53

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LIST OF FIGURES

Figure 4.1 Age of Respondent……………………………………………………………36

Figure 4.2 Gender of Respondent………………………………………………………..36

Figure 4.3 Years of Service………………………………………………………………37

Figure 4.4 Education Level………………………………………………………………38

1

CHAPTER 1

1.0 INTRODUCTION

1.1 Background of the Problem

Committed employees are increasingly becoming a valued asset in organizations. For the

purpose of this study employee commitment is viewed as commitment to the organization

as well as employees „commitment to their occupations (Robinson, 2009). Over the last

ten years, the study of commitment has advanced in many different directions. A variety

of disciplines have adopted the topic as a theme in their research and these have offered

fresh and significant insights (Brown, McHardy, McNabb, and Taylor, 2011). These

recent advances include new approaches to the conceptualization of employee

commitment. No organization in today‟s competitive world can perform at peak levels

unless each employee is committed to the organization‟s objectives and works as an

effective team member (University of Pretoria etd-Coetzee, 2005). It is no longer good

enough to have employees who come to work faithfully every day and do their jobs

independently. Employees now have to think like entrepreneurs while working in teams,

and have to prove their worth. However, they also want to be part of a successful

organization which provides a good income and the opportunity for development and

secure employment (John and Elyse, 2010). John and Elyse 2010, state that a committed

employee is one that will remain with the organization. Through the years, numerous

research studies have been conducted to determine the accuracy of this statement. In the

end many have concluded that committed employees remain with the organization for

longer periods of time than those who are less committed (Scott, 2007)

Commitment according to (Jaw and Liu, 2004) is not only a human relation concept but

involves generating human energy and activating the human mind. Without commitment,

the implementation of new ideas and initiatives will be compromised. (John and Elyse,

2010) Commitment has also been defined as a psychological state that binds the

individual to the organization (John ,Meyer and Elyse , 2010). This binding force can be

experienced in different ways that can be accompanied by different mindsets including:

an affective attachment and involvement with the target, a felt obligation to the target, and

an awareness of the costs associated with discontinuing involvement with the target

(Boxall and Macky, 2009).

2

Other authors stated that while studying employee commitment there is need to recognise

the complexity with which researchers have attempted to construct and view

commitment as multi-faceted (Boxall and Macky, 2009). Researchers such as (Conway,

Edel, Kathy and Monks, 2010), and (Owoyemi, Oyelere, Elegbede, and Gbajumo-Sheriff,

2011), propose one such conceptualization of commitment comprising three separable

components which include Affective Commitment, Continuance Commitment and

Normative Commitment. The researchers gave a brief description of the three, each of

which reflects a unique underlying psychological state.

Affective commitment refers to the employee‟s emotional attachment to, identification

with, and involvement in the organization. In traditional, ongoing employment

relationships, a high level of affective commitment has been found to be related to low

employee turnover, low absenteeism and improved job performance hence employees

with a strong affective commitment continue employment with the organization because

they want to do so (Wang, 2010).

On the other hand, Continuance commitment describes an individual‟s need to remain

with the organization resulting from her/his recognition of the costs such as tenure, pay,

benefits, vesting of pensions and family commitment associated with leaving the

organization. It may also refer to an awareness of the costs associated with leaving the

organization. Employees whose primary link to the organization is based on continuance

commitment remain because they need to do so (Loi and Foley, 2008).

Normative commitment reflects an individual‟s feeling of obligation to maintain

organizational membership because he/she believes it is morally right to be loyal to, and

stay in, the organization. Although Normative commitment is widely recognized as a

salient dimension of employee commitment, it has been found to be substantially inter-

related with affective commitment (Coyle-Shapiro, 2008). Different authors suggest that

individuals may display each of these three forms of commitment to varying degrees.

Committed employees are one of the greatest assets any company can have and play a

major role in overall business efficiency and profitability. (Hurter, 2008) argues that

greater levels of employee commitment lead to organisational benefits such as a

continuous flow of improvements, cost and efficiency improvements and active employee

participation. Committed employees are believed to enhance an organisation as they feel

3

secure in their jobs, are well trained, feel part of a team and are proud thus enjoying doing

their jobs (Hsein Ho, 2009). Employee commitment also has important implications for

recruitment. By examining the key drivers of employee commitment, organizations can

come up with a list of attributes to guide them when they are recruiting and developing a

committed work force other than each year organisations investing substantial amounts

of money in training and developing their work force only to see talented and productive

employees applying for other jobs, potentially to join the competition (Scott, 2007)

Employee commitment will result into benefits which include: increased job satisfaction

increased job performance, increased total return to shareholders, increased sales,

decreased employee turnover, decreased intention to leave, decreased intention to search

for alternative, decreased absenteeism (Brown, McHardy, McNabb, and Taylor, 2011).

With this in mind, employee commitment should be viewed as a business necessity.

Organisations who have difficulty in retaining and replacing competent employees will

find it hard to optimise performance. There are not only the immediate expenses of the

recruitment process, but other hidden costs such as management time and lost

productivity as new employees take time to become effective in their roles (Robinson,

2006).

Evidences derived from social science researches have shown that there is now a broad

agreement amongst commentators that high commitment work practices do improve

performance, labour productivity and the quality of service (Owoyemi, Oyelere,

Elegbede, and Gbajumo-Sheriff, 2011). Although researchers such as (Boxall and Macky,

2009) have argued that the majority of previous studies have looked at high commitment

work practices from the employers‟ perspective, and the over dependence on such

perspectives can sometimes be misleading and will not present the real impact of

employee commitment which results in positive outcomes in organizational performance.

Nevertheless, when employees positively interpret high commitment work practices, it

will sequentially increase their commitment to the organization, thereby increasing their

individual performances and hence organizational performance will also increase

(Owoyemi, Oyelere, Elegbede, and Gbajumo-Sheriff, 2011).

Although a commitment strategy can be tied to all company human resource practices;

recruitment, selection, performance, evaluation, it can also be used to develop

psychological connections according to (Owoyemi, Oyelere, Elegbede, and Gbajumo-

4

Sheriff, 2011). Thus, the widely held definitions which emphasize commitment to

organizational goals are problematic because according to this definition, people can be

committed to an organization for reasons other than a commitment to its goals. Due to its

predominately firm level focus, research investigating „high commitment‟ management

has not adequately addressed this possibility. The concept of commitment depicts an

individual attitude and high commitment can only be assumed to exist if the actual

commitment levels among a workforce are assessed (Robinson, 2006). Therefore, this

study will focus on the factors influencing employee commitment in the Kenya Civil

Aviation Authority.

Kenya Civil Aviation Authority (KCAA) is a nonprofit state corporation that was

established on the 24th

of October 2002 by the Civil Aviation (Amendment) Act, 2002

with the following stated primary functions: Regulation and oversight of Aviation safety

and Security, Economic regulation of Air services, Provision of Air Navigation Services

and also Training of Aviation personnel. The organization consists of three technical

directorates that are headed by Directors reporting to the Director General who is the

accounting officer. The directorates are responsible for regulatory, air navigation services

and also aviation training. The fourth directorate is responsible for providing the support

and administrative functions. The regulatory services are provided at the headquarters in

Nairobi, while the Air Navigation Services (ANS) are provided at Jomo Kenyatta, Moi

and Eldoret International Airports. ANS services are also provided in Kisumu,

Lokichoggio, Malindi, Wajir and Wilson airports. Aviation training is offered at the East

African School of Aviation (EASA) and mainly covers aviation related courses (Kiboi,

2006).

KCAA‟s overall strategy as shown in its strategic plan is based on its commitment to

provide a safe and efficient civil aviation environment that acts as a contributor to the

achievement of Kenya‟s developmental objectives, as is articulated in the Vision 2030.

Since it was establishment in 2002, KCAA has always continued to implement the

existing Government performance management system until the introduction of the

Performance Contracts in 2005/06. Performance contracting was introduced in the

Authority following Government directive that all public institutions adopt the concept of

performance contracting (Korir, 2005).

5

1.2 Statement of the Problem

Researchers have given different literature on what can increase an employee‟s

commitment to the organization. Most behavioral learning theorists agreed on this point

(Hurter, 2008). Most of the conceptualization of commitment used in most studies reflects

more of a managerialist and unitarist outlook. Organisational structure plays a very

important role in organisational commitment (Bin, Ahmed, Shafi, and Shaheen, 2011).

For instance, Bureaucratic structures always tend to have a negative effect on

organisational commitment(Hurter, 2008). (Padmakumar and Gantasal ,2011) suggests

that the removal of bureaucratic barriers from the organisation and the creation of more

flexible structure in the organisation are more likely to contribute to the enhancement of

employee commitment both in terms of their loyalty and also attachment to the

organisation. The management can increase the level of commitment of the employees by

providing the employees with better and less bureaucratic structures, greater direction and

influence (Gantasala, 2011).

Commitment-based service organizations believe that staff‟s organizational commitment

contributes to workforce stability and better customer service hence increases business

performance (Nguyen, 2014). Organizational factors that influence employee

commitment such as dependability, social processes and the organizational climate

strengthen employee commitment and are known to enhance personal/individual factors

to employees‟ commitment (Mcgrawhil, 2010). According to research evidence on

employee commitment gathered more than two decades ago, the organizational factors

that have been strongly identified include organizational dependability, the effectiveness

of the organizations social processes and the organizational climate (Adenike, 2011).

Current changes in employment practices affect organizational commitment which is on

the unwritten loyalty contract between employees and employers (Robinson, 2006).

Employment practices such as layoffs, downsizing and mergers are stimulated by the

need to be competitive but cause employees to have low levels of commitment, as a result

employees may view their organizational commitment differently (Robinson, 2006)

When organizations seek to foster a philosophy of commitment, then the likelihood of an

employee searching for employment elsewhere is lowered. According to (Bin, Ahmed,

Shafi and Shaheen, 2011), the individual factors that influence the level of employee

commitment to an organization are age, job security in the organization and the marital

status of the employee. Bin and Ahmed (2011), further state that other Individual factors

6

may include material benefits and psychological rewards such as bonuses, including

status, loyalty and approval but none the less age, job security and marital status emerge

stronger. For example, in the workplace, the supervisor provides a subordinate with

support and monetary rewards while in exchange, the subordinate contributes personal

devotions and expertise (Gantasala, 2011)

Wang (2010), states that it is interesting to note that, of the studies that have reported

positive correlations between commitment and performance in organizations, most have

used measures of affective commitment. It is possible that an obligation to remain will

carry (Wang, 2010). Employees who want to belong to the organization (affective

commitment) might be more likely than those who need to belong (continuance

commitment) or feel obliged to belong (normative commitment) to make an effort on

behalf of the organization (Wang,2010). Tumwesigye (2010), states that the most widely

studied organizational factor that influences performance and organizational commitment

has been turnover in the organization. However, this focus on turnover may be

shortsighted as there other factors that have emerged strongly such as employee

productivity and the famous social corporate responsibility ( Tumwesigye, 2010).

Other researchers have indicated the several factors which affect employee commitment

as job security, compensation, and rewards. (Hossein, Mohammad, Bita, Fariba, and

Hosseinali, 2012).Other labels such as high commitment, lean production, and security

employee involvement have been given, even though most of them are focused on

effective work management (Wang, 2010). However eemployee‟ commitment in an

organization is of great importance because it reflects upon performance in terms of

maintaining the profit made by the company. Therefore, the factors of workplace

environment majority in a service oriented industry could affect the employees‟ health,

performance and commitment and thus gives a great impact towards organizational

performance (Zheng and Sharan, 2010). Additional aspects such as productivity and

corporate social responsibility have emerged to enhance employee commitment and

performance of the organization (Bin, Ahmed, Shafi, and Shaheen, 2011).

However researchers have also mentioned other factors which foster employee

commitment to include: job-related factors; employment opportunities; personal

characteristics; positive relationships; organizational structure; employee motivation;

performance appraisals; and management style (Scott, 2007). Although researchers have

focused on the several factors that influence employee commitment, they have not done

7

studies on a combination of organizational factors, individual factors which influence

employee commitment and they as well have not considered whether employee

commitment affects organizational performance.

Many have tried to study commitment in other angels and provided recommendations by

trying to use methods that were successful in other areas around the world and have met

with failure, simply because employee commitment in the 21st century is unique and

greatly depends on the organizations policy. This therefore has created a knowledge gap

that needs to be filled hence the reason for conducting this research.

1.3 Purpose of the Study

The purpose of this study is to determine the factors which influence employee

commitment in Kenya Civil Aviation Authority.

1.4 Research Questions

The study was guided by the following;

1.4.1 What are the organizational factors that influence employee commitment in

KCAA?

1.4.2 What are the individual factors that influence employee commitment in KCAA?

1.4.3 What is the effect of employee commitment on organizational performance in

KCAA?

1.5 Significance of the Study

This section provides a brief description on the importance of carrying out this study.

How research obtained by studying the topic in question will benefit different sections

like the organization and its employees, the service industry as a whole and finally the

future researchers who may want to study the problem further to enhance knowledge.

1.5.1 To the Organization and Employees

This study will help the above category of people to understand the broad elements that

lead to employee commitment and help them to come up with powerful systems that will

ensure they promote the same.

8

1.5.2 To the Industry

It will enhance proactiveness by creating systematic measures which ensure that

employees are committed with in the service industry.

1.5.3 To Future Researchers

This study will benefit and help future researchers as their guide and reference as well as

open more forum of study in the topic and broaden ideas on the problem in the question.

1.6 Scope of the Study

The study will be carried out in Kenya Civil Aviation Authority (KCAA). Kenya is a

country in East Africa where not a lot of research on employee commitment has been

carried out. The population target was 168 employees of the organization. The sample

from the study comprised of 92 respondents from various departments of the organization

which included, human resources, planning, finance, research and development and the

technical department. The researcher will take one week to collect data. The most

significant limitation that was encountered by the researcher was limited access to

existing material in the organization, missing data, errors in the questionnaires and

employees being reluctant to release information.

1.7 Definition of Terms

1.7.1 Employee Commitment

Employee Commitment is generating human energy and activating the human mind (Jaw

and Liu, 2004). Meyer and Allen, 2001, defined commitment as a stabilizing force that

acts to maintain behavioral direction when expectancy/equity conditions are not met and

do not function. Commitment is an obliging force which requires that the person honor

the commitment even in the face of fluctuating attitudes and whims (Brown, 1996). The

relative strength of an individual‟s identification with and involvement in a particular

organization (Mowday, 1979). It is the psychological bond of an employee to an

organization, the strength of which depends on the degree of employee involvement,

employee loyalty and belief in the values of the organization. It consists of three factors

(Meyer and Allen, 2008).

1.7.2 Affective Commitment

Affective Commitment refers to the employee‟s emotional attachment to, identification

with, and involvement in the organization. (Meyer and Elyse, 2010). Affective

9

commitment refers to the employee‟s emotional attachment to, identification with, and

involvement in the organization. In traditional, ongoing employment relationships, a high

level of affective commitment has been found to be related to low employee turnover,

low absenteeism and improved job performance hence employees with a strong affective

commitment continue employment with the organization because they want to do so

(Wang, 2010).

1.7.3 Continuance Commitment

Continuance commitment describes an individual‟s need to remain with the organization

resulting from her/his recognition of the costs (tenure, pay, benefits, vesting of pensions

and family commitment associated with leaving the organization (Loi, 2006).

Continuance commitment describes an individual‟s need to remain with the organization

resulting from her/his recognition of the costs such as tenure, pay, benefits, vesting of

pensions and family commitment associated with leaving the organization. It may also

refer to an awareness of the costs associated with leaving the organization. Employees

whose primary link to the organization is based on continuance commitment remain

because they need to do so (Loi and Foley, 2008).

1.7.4 Normative Commitment

Normative commitment reflects an individual‟s feeling of obligation to maintain

organizational membership because he/she believes it is morally right to be loyal to, and

stay in, the organization (Coyle-Shapiro, 2006). Normative commitment reflects an

individual‟s feeling of obligation to maintain organizational membership because he/she

believes it is morally right to be loyal to, and stay in, the organization. Although

Normative commitment is widely recognized as a salient dimension of employee

commitment, it has been found to be substantially inter-related with affective

commitment (Coyle-Shapiro, 2008).

1.7.5 Corporate Social Responsibility

Corporate social responsibility is an initiative to assess and take responsibility for the

company's effects on the environment and impact on social welfare. Corporate social

responsibility may also be referred to as corporate citizenship and can involve incurring

short-term costs that do not provide an immediate financial benefit to the company, but

instead promote positive social and environmental change (Sarah. Stawiski, 2010).

10

1.8 Chapter Summary

This chapter has provided an insight into the background of the problem, statement of the

problem, purpose of the study, the research questions, and significance of the study, scope

of the study and definition of terms. In the next chapter, the researcher will go ahead to

review the literature based on the factors that influence employee commitment as studied

by other researchers. In chapter three, the researcher will discuss the methodology they

intend to use, and further provide an analysis of chapter four after going to the field to

collect data and presenting the findings obtained from the questionnaire, and finally

provide a conclusion as well as recommendations of the study in chapter five.

11

CHAPTER 2

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter seeks to present a review of literature in relation to the research questions

being analysed. Literature is presented on the organizational factors that influence

employee commitment, the individual factors that influence employee commitment and

what effect employee commitment has on organizational performance. At the end a

chapter summary will be provided.

2.2 Organisational Factors that Influence Employee Commitment

Ramayah and Min (2009), state that a great deal of research has been conducted in

examining the relationship between organizational factors and employee commitment.

These include organizational dependability, the effectiveness of the organization‟s social

processes and the organizational climate (Ramayah and Min, 2009). The literature below

explores the organizational factors mentioned above and how they influence employee

commitment.

2.2.1 Organizational Dependability

Organizational dependability was described by (Buchanan, 2009) as those experiences

which confirmed the important expectations of senior managers. However these

expectations are more than likely to twinkle down to other employees in the organization

and hence will bring out the levels of commitment amongst the employees (Buchanan,

2009). Steers (2011), also stated that organizational dependability was also found to be

positively related to organizational commitment, thus the research scan collates empirical

evidence about the characteristics of highly dependable organizations such as a strong

work ethic, highly reliable and how these organizations develop within and outside hence

influencing employee commitment . Case studies and qualitative research suggests that

the key characteristics of highly dependable organizations include: strong work ethic,

highly reliable, collective mindfulness across the organization, positive safety culture,

continuous improvement, learning culture, highly trained and well-rewarded staff,

creative ways to cope with errors, regular checks, redundancy of processes, flexibility to

deal with change (Jyotsna, 2007).

12

Highly dependable or reliable organizations demand perfection although they know they

have to have a committed team of employee to achieve that (Jyotna, 2007). They also

understand that these can only be attained if the organization can highly depend on its

employees and in return the employees are committed to the success of the operations in

the organization (Nadeem, Aysha and Hussain, 2011). Dependability in an organization is

viewed by some researchers as a commitment by employees because of the reliability of

the organization they are working for which results into commitment to their career, and

hence results in the development of a strong work ethic (Origo and Pagani, 2009). Some

researchers view Reliability and dependability as one and the same and thus could be in

form of team work, a positive management style, and top down social interactions that

assurance, which results into employees being dependent in the organization (Bin,

Ahmed, Shafi, and Shaheen, 2011).

Organizational dependability can also be looked at using the psychological approach,

which conceptualizes commitment as an attitude or an orientation towards the

organization that links or attaches the identity of the person to the organization because of

its positive attitude towards retaining their employees (Khyzer,2011). The three

components of this orientation consist of identification with the goals and values of the

organization, high involvement in its work activities and a strong desire to maintain

membership in the organization (Khyzer, 2011).

Research shows that highly dependable organizations pursue two competing approaches

to achieve reliable performance which include the prevention or anticipation approach

and the resilience or containment approach. We consider each of the two approaches in

the following paragraphs (Ochlin and Roberts, 2011). Prevention or anticipation requires

that organizational members try to anticipate and identify the events and occurrences that

must not happen, identify all possible causal precursor events or conditions that may lead

to them and then create a set of procedures for avoiding them (Kathleen, 2011). From this

perspective, reliability depends on a lack of unwanted variance in performance, and is

thought to be achieved through the development of highly standardized operating

procedures and routines. Studies show how high dependable organizations are obsessed

with detailed operating procedures, contingency plans, rules, protocols and guidelines as

well as using the tools of science and technology to better control the behavior of

organizational members to avoid errors and mistakes which requires highly committed

employees (Ochlin and Roberts, 2011).

13

Research also shows that these organizations build capabilities for resilience. The essence

of resilience is the intrinsic ability of an organization team, unit, and system to maintain

or regain a dynamically stable state, which allows it to continue operations in the

presence of a continuous stress and after a major mishap (Robinson, 2009). Resilience

involves three abilities the ability to absorb strain and preserve functioning in spite of the

presence of adversity rapid change, ineffective leadership, performance and production

pressures, and increasing demands from stakeholders, an ability to recover or bounce

back from an event and an ability to learn and grow from previous episodes (Hsein Ho,

2009). Highly dependable organizations are unique in that they understand that reliability

or dependability is not the outcome of organizational invariance, but rather, results from a

continuous management of fluctuations in job performance and human interactions which

enhance employee commitment (Bin, Ahmed, Shafi, and Shaheen, 2011).

To be able to become alert and aware of these inevitable fluctuations, to cope with,

circumstances that occur from these events, such as mistakes or errors, „as they occur‟

and before their effects escalate and ramify organizations greatly rely on the commitment

o the employees. Nevertheless, research also shows that adherence to rules and

procedures alone will not prevent incidents thus there are limits to the logic of prevention.

(Khyzer Bin, 2011).

2.2.2 Effectiveness of the Organization’s Social Processes

Organizations consist of people. How well the organization works depends on how these

people interact and work together generally along either hierarchical or process lines

(McDonald, 2011). How well people work together is a crucial factor in the success of

any organization or group. Employers have traditionally seen employees as collections of

individuals held together through self-interest, rules, exercise of authority (McDonald,

2011). In today‟s world, there are many firms that support the formation of quality

circles, self-managing teams, liaisons. When observing any group of people who work

together, one can notice many social processes going on such as communicating,

influencing each other, cooperating with one another, competing (Hausknecht, 2012).

Social processes in an organization bring availability of opportunities to play and how

challenges and issues are tackled. The presence and effectiveness of these processes

14

enhances employee commitment (McDonald, 2011). Studies of the best highly

dependable organizations show that a social relational infrastructure of trust and heed is

necessary for employees to be committed (Conway, Edel,Kathy and Monks, 2010). In

addition, their nearly error-free performance results from attitudes and practices those

enable their members to pick up on problems earlier and to act on them before they grow

bigger (Gupta, 2004).

Some researchers view social processes in an organization as communication, influence

and power, competition and prosocial behavior. How well these processes effectively

play in the organization is highly responsible for the level of commitment among the

employees (Conway, Edel, Kathy and Monks, 2010). High levels of commitment are

experienced in organizations where communication channels are open and transparency is

highly encouraged, positive competition is observed (Gantasala, 2011). For social

processes to be viewed effective in an organizations setting, the organization must have a

procedure that emphasizes work through top down social interactions structured around

the organization chart, or hierarchy which work end to end structured around their

business processes which enfold into social (Mark and McDonald, 2011).

The dimensions of hierarchy and process shape the way organizations see the world, its

challenges and, more importantly, the portfolio of potential solutions to those challenges.

There is nothing wrong with hierarchy or process. They are effective organizational

approaches to managing complex operations. But there is a crucial third dimension to

organizational effectiveness. We see this when people get things done by working in the

so-called “white space” in the organizational structure, or by working across the “seams”

of a business process. In their ways of working and connecting with each other, they do

more than just what they are told top-down and more than what is defined as their job.

This is the social dimension (Mark and McDonald, 2011). When interacting individuals

or groups influence the behaviour of each other it is called social interaction. People in

action with one another means interaction of some kind. These interactions are about their

attitudes being involved and thus the process becomes social. Most organizations are

concerned with positive interactions because these create an environment which promotes

employee committment (Nguyen John and Nguyen, 2014).

15

There are hundreds of social processes. But we find some fundamental social processes

that are found to appear repeatedly in society. These fundamental processes are

socialization, cooperation, conflict, competition, accommodation, acculturation and

assimilation (John and Elyse, 2010). Some researchers classified social processes into

two categories; the elemental and the comprehensive or master processes. He describes

elemental processes are those by which the separate elements of the social system are

articulated and comprehensive processes are those by which several or all of the elements

are articulated or involved (Wang, 2010). These elements are beliefs (knowledge),

sentiment, end or goal, norm, status-role (position), rank, power, sanction, and facility

(Staples, 2009).

2.2.3 Organizational Climate

Organizational climate plays a very important role in organizational commitment.

According to Fauziah and Nordin (2010), Organizational climate serves as a measure of

individual perceptions or feelings about an organization. Organizational climate has been

described as a combination of shared history, expectations, unwritten rules and social

moves that affects the behaviors of everyone in an organization (Fauziah and Nordin,

2010). It can also refer to those aspects of the environment that are consciously perceived

by organizational members. In short, it refers to how the members of an organization

perceive it as it goes about its daily business. There is a general agreement that

organizational climate is a multi-dimensional concept, the dimensions of organizational

climate can be listed as organizational design, communication, leadership, teamwork,

decision-making, culture, job satisfaction, and motivation (Omar, 2010).

Organizational climate serves as a measure of individual perceptions or feelings about an

organization. Organizational climate includes management or leadership styles,

participation in decision making, provision of challenging jobs to employees, reduction of

boredom and frustration, provision of benefits, personnel policies, provision of good

working conditions and creation of suitable career ladder for academics (Adenike, 2011).

If employees within a unit or organization agree on their perceptions of the work context,

unit-level or organizational climate is said to exist (Aube, 2007). A large number of

studies have consistently demonstrated relationships between unit or organizational

climate and individual outcomes such as performance, satisfaction, commitment,

involvement and accidents (Brown, McHardy, McNabb and Taylor, 2011). Many workers

16

have experienced the effect of organizational climate at some point on their performance

and commitment (Padmakumar and Gantasal, 2011).

Organizational climate dimensions are significantly associated with attitudinal

commitment of employees. The past studies showed that statistically there is a significant

correlation between organization climate and employee commitment. Organizational

climate comprises of cognate sets of attitudes, values and practices that characterize the

members of a particular organization (Nordin, 2010). Other studies suggest that

employees, who work in an environment where team work and cooperation are valued, as

well as promoted, do establish a strong attachment to the organization which enhances

their level of commitment to the organization (Jaw, 2004). Further researchers suggest

that organizational climate variables can be observed as Human Relations, Internal

Process, Open System, and Rational Goal (Boxall and Macky, 2009). Others suggest that

organizational climate can be in different types such as climates that are people-oriented,

rule-oriented, innovation-oriented and goal-oriented. And this orientations in one way or

another influences the levels of employee commitment to the organization (Scott, 2007).

Organizational climate has manifested in a variety of human resource practices such as

organizational success which is mostly reflected in the levels of employee commitment.

Numerous studies have found positive relationships between organizational climates and

various measures of organizational success, most notably for metrics such as sales, staff

retention, productivity, customer satisfaction, and profitability which enhance employee

commitment (Loi and Foley, 2008). Organizational climate clearly influences employee

commitment. Many organizations, however, struggle to cultivate the climate they need to

succeed and retain their most highly effective employees. Organizations can take steps to

build a more positive and employee centered climate through communication, values,

expectations, norms, policies and rules, programs, leadership. These steps have been

known to be carried out in organizations that have employees who are committed to their

jobs. (Zheng and Sharan, 2010). Making a climate change in your organization is one of

the core fundamental steps to beginning to create a great place to work and enhance

employee commitment (Mcgrawhil, 2010).

17

2.3 Individual Factors that Influence Employee Commitment

According to Ramayah and Min (2009) Individual factors consist of demographic

variables such as age, job security, and marital status. Individual factors have played a

major role in research aimed at predicting organizational commitment. These factors are

analyzed in the literature presented below.

2.3.1 Age

A range of demographic variables have been found to be related to employee

commitment, but age has proved to be the most outstanding and studied variable (Jafr,

2011). For a variety of reasons, age has been found to be a positive predictor of employee

commitment. Studies suggest, the older employees become, then the less alternative

employment options are available. As a result, older employees may view their current

employment more favorably (Jafr, 2011). Other researchers suggest that older employees

may be more committed because they have a stronger investment and greater history with

their organization hence age has been found to be positively related to organizational

commitment (Zheng and Sharan, 2010). One possible explanation for this relationship is

that there are fewer employment options available to older employees and older

employees realize that leaving may cost them more than staying (Jafr, 2011).

A basic finding of much research on work attitudes is that older workers are, generally,

more committed to their employing organizations and more satisfied with their jobs

(Linz, 2006). Moreover, a positive relationship between age and commitment has been

found in different cultures. (Lincoln and Kalleberg, 2009) report that, in their samples of

manufacturing employees in the US and Japan, older people are both more committed and

more satisfied than younger employees. Allen and Meyer (1993) found that both affective

and normative organizational commitment were significantly higher in older than younger

employees. Further research found that older Korean employees reported higher

commitment than younger respondents (Lincoln and Kalleberg, 2009). Older employees

are also attitudinally committed to an organization for a variety of reasons, including

greater satisfaction with their jobs, gaining advancement, and having cognitively justified

their remaining in an organization (Noordin, 2011).

More research suggests that the positive relationship between age and commitment could

be due to self-justification processes such as I have been here for 20 years, I must like it.

It should also be noted that over time, less committed employees are more likely to leave

18

their organizations. (Noordin, 2011). Other researchers have suggested that age should be

more highly related to calculative organizational commitment. This relationship is

typically attributed to limited alternative opportunities and greater sunk costs in later

years (Brown, McHardy, McNabb, and Taylor, 2011). Furthermore, age might also be

associated with continuance organizational commitment because it serves as a proxy for

the investments one makes in one‟s organization (Meyer and Allen, 1984). However

Owoyemi, Oyelere, Elegbede, and Gbajumo-Sheriff (2011), in their review and meta-

analysis of antecedents, correlates and consequences of organizational commitment,

reported that age is significantly more related to attitudinal than to calculative

organizational commitment. Studies have also found that commitment increases with

organizational and positional tenure (Hsein, 2009).

Research also found that positional tenure was significantly and positively related to

attitudinal organizational commitment, suggesting that years spent in a particular position

may build an employee‟s psychological attachment to the organization (Coyle-Shapiro,

2008). They also found that organizational tenure tended to be more related to

organizational commitment than did positional tenure, but both effects were reported to

be small. Zheng and Sharan( 2010), found that employees with longer tenure in

organizations had significantly higher affective organizational commitment. Many studies

have indicated an inverse relationship between age and employee commitment. Reasons

for this inverse relationship result from age affecting the turnover (Staples, 2009). Persons

under the age of 30 tend to commit to organizations which value work/life balance, while

persons over 30 tend to be committed to firms emphasizing job security (Mcdonald,

2011). This does appear to reflect generational differences in core values. Younger

workers tend to have a different work ethic than persons over 50. Older workers appear to

find value in the work itself, and usually will stay to complete a project. Workers under

30 reflect less of a traditional work ethic, and often find motive value in work and social

relationships as well as obligations (Mcdonald, 2011).

2.3.2 Job Security

Job insecurity is said to be an individual‟s expectations about continuity in a job situation,

perception of a potential threat to continuity in his or her current job and powerlessness

to maintain desired continuity in a threatened job situation (Bosman, Buttendach and

Laba, 2008). Other authors report that eemployment security is very desirable for

employees, who rank it as one of the most important factors for their commitment to an

19

organization. Job security also plays a very crucial role in reducing employee turnover, as

well as maintaining stable employment relationships in organizations (Bosman,

Buttendach and Laba, 2008). In addition, job security is essential for retaining human

capital investment as well as reducing workforce screening and also selection costs

(Origo and Pagani, 2009).

Employees these days no longer believe they can depend on businesses for job security,

and this belief change has caused a shift in the psychological contract between businesses

and their employees (Origo and Pagani 2009). According to Chan (2011), there is a

positive relationship between job security and employee commitment. Job insecurity can

be said only to occur in the cases of involuntary job. Some authors conceptualize job

insecurity as the perception of a potential threat to continuity (Conway, Edel, Kathy and

Monks, 2010). Since we know that the basic characteristic of mergers, acquisitions and

downsizing is threat to continuity and also involuntary job loss, these changes therefore

lead to job insecurity (Conway, Edel, Kathy and Monks, 2010) .

There is however no doubt that job insecurity affects the work performances of

employees. But many authors have come up with different evidences. Some of them have

discovered that a moderate amount of job insecurity leads to increased work

performances, but some of them have found that job insecurity leads to decreased work

performances (Boxall and Macky, 2007). The underlying theme behind the various

definitions is that job insecurity is a subjective phenomenon, that it is based on the

individual‟s perceptions and interpretations of the immediate work environment. Job

insecurity refers to the anticipation of this stressful event in such a way that the nature and

continued existence of one‟s job are perceived to be at risk, thereby implying that the

feeling of job insecurity only occurs in the case of involuntary job loss (Linz, 2006).

Other researchers state that job insecurity reflects a fundamental and involuntary change

concerning the continuity and security within the employing organization (University of

Pretoria etd-Coetzee, 2005).

Job insecurity has the potential of being more distressing to the individual than job loss.

Job loss is already known and the individual has to come to terms with the loss and cope

with its outcomes. In the case of job insecurity, on the other hand, coping may be

inhibited by the uncertainty of the event (Robinson, 2009). Some researchers are of the

opinion that the impact of the changing world of work is perhaps most evident in changes

20

in the psychological contract. Employees are expected to give more in terms of time,

effort, skills, and flexibility, whereas they receive less in terms of career opportunities,

lifetime employment, and job security (Aube, 2007). The violation of the psychological

contract between an employee and an organization is likely to produce burnout, because it

erodes the notion of reciprocity, which is crucial in maintaining well-being and

commitment (Conway, Edel, Kathy and Monks, 2010).

Researchers also found that position tenure, organizational tenure and age were positively

related to organizational commitment (Bosman, Buttendach and Laba, 2008). Employees

with perceptions of low job security are more likely to engage in work withdrawal

behaviors and report reduced organizational commitment (Bin, Ahmed, Shafi, and

Shaheen, 2011). Studies also found that the higher levels of job insecurity are, the lower

the employees‟ organizational commitment and the greater the tendency to leave the

organization. (Bin, Ahmed, Shafi,and Shaheen, 2011). A South African University which

carried out a similar study, obtained similar results in a petroleum/oil company

(University of Pretoria etd-Coetzee, 2005).

In general however, we may come to a conclusion that in the case of high job insecurity

employees commitment will decrease, especially its affective component. But we also

assume that continuance component could have an increasing tendency to some level,

before it starts decreasing as job insecurity becomes more and more threatening (Conway,

Edel, Kathy and Monks, 2010).

2.3.3 Marital Status

Marital status has also been shown to relate to commitment, with married employees

usually showing more commitment (Hodges, 2010). However, it is suggested that the

reason for this is because married employees will typically have greater financial and

family responsibilities, which increases their need to remain with the organization

(Hodges, 2010). Note that this refers to structural commitment (or continuance

commitment) in that the cost associated with leaving the organization increases

commitment to the organization (Hoobler.J.M, Wayne.S.J, and Lemmon.G., 2009).

Although more people than in the past are delaying marriage or choosing not to marry at

all, marriage is still seen as a normative developmental milestone in American culture

(DePaulo and Morris, 2007). Single people, especially those who are not in a romantic

relationship, are perceived as less responsible, less mature, and less well-adjusted than

married people ( DePaulo, Hertel, and Taylor, 2008). Based on these stereotypes, single

21

people might be expected to be seen as less committed to their jobs and less likely to

succeed as employees compared to married people, and might thus be discriminated

against in employment decisions. On the other hand, some anecdotal evidence suggests

that people expect single individuals to be able and willing to work longer hours than

married people, because the single people may have fewer obligations outside of work,

and this might lead people to favor singles in employment decisions (Western,Hewitt and

Baxter, 2005).

DePaulo, Hertel and Taylor (2008), suggested that people are generally biased in favor of,

or against, single individuals vs. married individuals in perceptions related to employment

decisions. Due to societal conventions concerning the wearing of a wedding ring, marital

status is a personal characteristic about which women and men in the American cultural

context cannot avoid conveying information whether accurate or inaccurate in face-to-

face meetings, such as job interviews(Hodges, 2010). The question of marital status

biases in person perception, visa-a-vie employment decisions, thus has strong practical

relevance, beyond any historical and theoretical interest it may also carry for scholars.

Females may be viewed as less suitable for employment when married than when single,

whereas the reverse may be true for men (Hoobler, Wayne, and Lemmon, 2009).

Traditional conceptions of marriage as entailing greater social responsibilities outside the

workplace for women (Hobbler, Wayne, and Lemmon, 2009) may promote perceptions of

married women as less suitable for employment compared to single women. In particular,

expectations of motherhood may create bias against married women in perceptions of

employability hence strongly affecting employee commitment (Hodges, 2010).

Qualitative research suggests that employers discriminate against mothers and surveys

have found lower wages among mothers than comparable women without children even

in nations with generally high levels of gender equality such as Norway (Hardy and

Schone, 2008). Indeed, in a laboratory experiment, participants rated women with

children as less competent and committed to their jobs than women without children, and

in a second study, real employers were less likely to respond to applications from women

with children than women without (Western,Hewitt and Baxter, 2005). In the same

study, parental status did not affect responses to men and their levels of commitment to

the organization. Recent research has found that even when mothers show definitive

evidence that they are highly competent and committed to their jobs, evaluators in an

employment context still discriminate against them (Benard and Correll, 2010). The mere

22

expectation of future childrearing responsibilities may also bias people against women;

studies have found that people rate pregnant women as less competent than others

(Benard and Correll, 2010).

Research carried out by the bureau of labour statistics, states that the extent that a

woman‟s choice to be married is perceived as an indication of an intention to have

children, some of the employment penalty applied to mothers may also attach to married

women due merely to their marital status hence greatly affecting employee commitment

(Bureau of Labor Statistics, 2010). These assumptions about employees‟ motivations to

earn money may also engender bias against married women. Traditionally, married men

have been assigned a social role of earning money at work, whereas married women have

been assigned a social role of fulfilling responsibilities at home. Although gender roles

within heterosexual marriage are rapidly evolving, with more than one third of married

American women now out earning their husbands (Bureau of Labor Statistics, 2010).

Hodges (2010), stated that these traditional conceptions of social roles may still influence

people‟s expectations and perceptions as well as employee commitment. Due to the

assumption that women are less likely to be relied upon as the primary breadwinner for a

married couple, people might expect married female employees to be less dedicated to

their jobs compared to their single counterparts who must provide their own income.

Whereas people might expect male employees to be more motivated in their jobs if

married, a further reason to expect that people may discriminate against married women

in employment decisions, in addition to expectations of greater family responsibility

childrearing and less financial responsibility, involves the activation of gender stereotypes

(Benard and Correll, 2010). Because traditional social roles in marriage cast women as

care givers more than breadwinners, married women may be seen as more prototypically

feminine than other women, and prototypical examples within a category are likely to

elicit stronger stereotypes (Alexande, 2012).

Therefore, being perceived through feminine stereotypes might lead married women to be

seen less positively in ways that affect employment decisions. Research advancing the

lack-of-fit model has shown that women tend to be evaluated poorly on professional

dimensions to the degree that gender stereotypes are activated and this has seen the levels

of employee commitment dwindle (Alexande, 2012).

23

2.4 Effects of Employee Commitment on Organizational Performance

Organizational performance comprises the actual output or results of an organization as

measured against its intended outputs or goals and objectives (Richard, 2009).

Organizational performance involves the recurring activities to establish organizational

goals, monitor progress toward the goals, and make adjustments to achieve those goals

more effectively and efficiently (Richard, 2009). The impact of employee commitment on

organizational performance can be manifest through employee turnover, employee

productivity, and corporate social responsibility. These factors are discussed in depth

below.

2.4.1 Employee Commitment and Employee Turnover

Turnover can be defined as the process in which employees leave the organization and

have to be replaced by others, turnover is related to employee commitment(Warsi, 2009).

Turnover occurs when employees leave an organization and have to be replaced.

Excessive turnover can be a very costly problem to the company, one with a major impact

on productivity(Scott, 2007). But cost is not the only reason turnover is an important

issue. Lengthy training times, interrupted schedules, additional overtime, mistakes and

not having knowledgeable employees in place are some of the frustrations associated with

excessive turnover which may be caused by lack of employee commitment (Tumwesigye,

2010).

High employee turnover is of considerable concern for employers because it disrupts

normal operations of the company, causes morale problems for that stick on, and

increases the cost involved in selecting and training the replacements(Bosman,

Buttendach,and Laba, 2008). The employer does whatever possible to minimize turnover,

making employees feel motivated on their jobs which encourages them to be more

commited to stay . The withdrawal behavior of the employees is modified by certain

factors. Loyalty to the organization is one such factor(Scott, 2007). According to Van

and Adonisi (2008) Some employees cannot imagine themselves working elsewhere,

however uncommited they are in their present job. Availability of other places of

employment also reduces employee commitment to their current job.

24

Turnover intentions are the thoughts of the employees regarding voluntary leaving the

organization (Warsi, 2009). The intention to quit is probably the most important

immediate antecedent of turnover decisions. Turnover intention is used instead of actual

turnover because in general the theory of planned behavior. In fact, researchers have

found intent to leave or stay as the strongest predictor of actual turnover (Lee, 2007).

Review on the antecedent of turnover intentions has highlighted intent to leave rather than

actual turnover as the outcome variable. Also results on the study of the relationship

between turnover intentions and actual turnover have given support and evidence on the

significant relationship between these variables (Scott, 2007). Literature has identified

that work related factors, personal characteristics and external factors are good predictors

of employee turnover tendency (Scott, 2007).

Further empirical studies have shown that turnover intentions are functions of several

variables such as satisfaction, motivation, organizational support, financial reward,

communication promotion prospect and leadership styles (Brown, McHardy, McNabb

and Taylor, 2011). In a review of turnover research, including 20 studies also considering

turnover, Scott (2007) stated the results of previous studies indicated that there is a

progression of behavioral withdrawal from absenteeism to turnover. The evidence behind

this claim embraces a wide range of subject groups studied (Scott, 2007). Jordan(2012)

suggests that most of the theoretical literature contends that before individuals leave an

organization, they progress through a series of stages of psychological and behavioral

withdrawal. (Scott, 2007) for example, asserted that absence is a miniature form of

turnover. He states that the position of leaving a job is the outcome of a chain of

experiences building up to the final break events on a smaller scale. Signs such high

absenteeism tend to manifest earlier as turnover becomes the dying state of a lively

process of leaving. However, with the changing nature of jobs, more study has to be done

focusing on the effect or impact of turnover intentions on employees‟ commitment (Bin,

2011).

2.4.2 Employee Commitment and Productivity

According Akintayo, (2010) the relationship between employee commitment and

productivity is not definitely established. The consensus on this, however, is that in the

long-run commitment leads to increased productivity. The strongest implication of most

of the research is that the two variables, commitment and performance, are relatively

25

independent of one another. It seems there are two possible reasons for this. The first

reason is that in many jobs variations, commitment cannot lead to variations in

productivity (Bin and Khyzer, 2011). Secondly, even when correlations of this sort do

appear, the associations may still be spurious, since both may be associated with other

factors as well (Bin and Khyzer, 2011). In other words, commitment and productivity

may very well have largely separate casual paths, one set of factors investment in

technology determines productivity, another set perceived equity of rewards produces

employee commitment (Akintayo, 2010). Productivity increases as an organization goes

ahead to find new ways to use fewer resources in order to produce its output. In a

business environment however, productivity improvement is essential for long-run

success of the company (Bin, Ahmed, Shafi and Shaheen, 2011).

A widely accepted assumption is that better workplace environment motivates employees

and produces better results (Brown, McHardy, McNabb, and Taylor, 2011). Office

environment can be described in terms of physical and behavioral components. These

components can further be divided in the form of different independent variables

(Gantasala, 2011). An organization‟s physical environment and its design and layout can

affect employee behavior in the workplace. Researchers estimate that improvements in

the physical design of the workplace may result in a 5-10 percent increase in employee

productivity (Conway, Edel, Kathy and Monks, 2010).

Other researchers argue that increasingly an organization‟s physical layout is designed

around employee needs in order to maximize productivity and satisfaction. They argue

that innovative workplaces can be developed to encourage the sharing of information and

networking regardless to job boundaries by allowing communication freely across

departmental groups (Sekar, 2011). Furthermore studies carried out argue that the modern

work physical environment is characterized by technology; computers and machines as

well as general furniture and furnishings. To achieve high levels of employee

productivity, organizations must ensure that the physical environment is conducive to

organizational needs facilitating interaction and privacy, formality and informality,

functionality and cross-disciplinarily (Leblebici, 2012).

Furthermore, the physical environment is a tool that can be leveraged both to improve

business results and employee well-being (Leblebici, 2012). Ensuring adequate facilities

are provided to employees is critical to generating greater employee commitment and

26

productivity (Sekar, 2011). The provision of inadequate equipment and adverse working

conditions has been shown to affect employee commitment and intention to stay with the

organization. From a safety perspective, it indicates that environmental conditions affect

employee safety perceptions which impact upon employee commitment (Omar, 2010).

Extensive scientific research has also yielded indications suggesting that improving

working environment results in a reduction in a number of complaints and absenteeism

and an increase in productivity (Shapiro, 2008). As such in the twenty-first century,

businesses are taking a more strategic approach to environmental management to enhance

their productivity through improving the performance level of the employees. It is evident

in the research findings of (Sekar, 2011) that the more satisfied workers are with their

jobs the better the company is likely to perform in terms of subsequent profitability and

particularly productivity. The author further, argues that in the relationship between work,

the workplace and the tools of work, workplace becomes an integral part of work itself

(Sekar, 2011).

The management that dictates how, exactly, will maximize employee productivity as it‟s

centered around two major areas of focus: personal motivation and the infrastructure of

the work environment (Sekar, 2011). There are various literatures that define different

factors that influence the performance of the employees but researchers explain the

components of the office environment such as interaction as having been perceived to be

the component to have the most positive effect on productivity and employee

commitment, and distraction was perceived to have the most negative(Haynes, 2008).

Through gains in productivity managers can reduce costs, save scarce resources, and

enhance profits. In turn, improved profits allow an organization to provide better pay,

benefits, and working conditions which result to employee commitment. The result can be

a higher quality of work employees, who are more likely to be motivated and commited

toward further improvements in productivity (Zheng, 2010)

2.4.3. Employee Commitment and Corporate Social Responsibility

Corporate social responsibility is an initiative to assess and take responsibility for the

company's effects on the environment and impact on social welfare. Corporate social

responsibility may also be referred to as corporate citizenship and can involve incurring

short-term costs that do not provide an immediate financial benefit to the company, but

instead promote positive social and environmental change (Stawiski, 2010).

27

Corporate Social Responsibility (CSR) is both a high profile notion which the business

world perceives as strategic (Economist, 2008). The diffusion of corporate CSR practices

is driven by emerging markets for virtues such as Socially Responsible Investment that

create effective, if limited, commercial pressure to adopt CSR policies and constitute a

growing CSR industry (Waldman, 2008).

A recent global survey of 1,122 corporate executives suggests CEOs perceived that

businesses benefit from CSR because it increases attractiveness to potential and existing

employees (Economist, 2008). A French poll on CSR indicated that employees were seen

as the most important stakeholder group toward whom corporations have to exercise their

social responsibility (Gond, 2010). Most organizatiosn have launched a corporate social

responsibility competency framework supervised by the human resource department „to

promote the adoption of CSR by corporations (Gond, 2010). This framework supports

human resource manager‟s efforts to enhance employee‟s adoption of socially responsible

behavior. This evidence suggests that employees are centrally important in deploying

CSR strategies in an organization.

However, in tough economic times, ensuring a company‟s survival seems difficult

enough, without adding corporate citizenship priorities into the mix. With everything

going on, beginning or maintaining strong corporate social responsibility initiatives may

not be at the top of a company‟s priority list but it enhances the company‟s image

(Stawiski, 2010). What are the benefits of investing in CSR does CSR impact employee

attitudes, might CSR actually help the corporate bottom line. There is evidence that CSR

is beneficial because as with customers CSR improves employees‟ perceptions of the

company and may decide to affirm their commitment (Gond., 2010). When a company

has CSR initiatives, employees are more proud of and committed to the organization.

This is because our personal identities are partly tied up in the companies that we work

for. If my company is saving the world, I am too, so my association with the company

reflects positively on me and makes me feel good about the work I do for the company

(Gond., 2010). Data from World Leadership Study also support this finding: employees‟

perceptions of their organizations „concern for community and environment are linked to

their level of organizational commitment (Waldman, 2008).

28

Studies carried out have shown that corporate social responsibility makes a unique and

positive contribution to overall commitment. That is, the higher an employee rates their

organization‟s corporate citizenship, the more committed they are to the organization

(Waldman.D., 2008). Research shows that the scale, corporate social responsibility has

promoted organizational commitment and has been linked to favorable outcomes for

companies including increased job satisfaction, reduced intentions to turnover, and

increased job involvement. It was acknowledged that organizational performance can be

enhanced by involving employees in decision making that will ultimately increase their

commitment in the organization (Brammer,Millington and Rayton, 2007).

Though some studies of corporate social responsibility adopted an organizational

behavior perspective, they mainly focused on how CSR impacted prospective employees,

and increased corporate attractiveness (Economist, 2008). This research supports the idea

that CSR positively affects corporate attractiveness but says little about how CSR actually

influences employees. The few empirical studies investigating the internal impact of CSR

on employees tend to focus on specific dimensions of organizational commitment (Carrol,

2008) Because of its multidimensional nature; CSR can influence a wide range of

organizational attitudes and behaviors beyond organizational commitment.

2.5 Chapter summary

This chapter has presented a review of pertinent literature of employee commitment

focusing on the organizational factors, individual factors and the effect of employee

commitment on organizational performance . The next chapter will discuss the

methodology that was used in this research. The procedures and methods which were

used in carrying out this study. It will provide a description of the research design,

ampling design, methods of data collection, research procedures, and data analysis

methods.

29

CHAPTER 3

3.0 RESEARCH METHODOLGY

3.1 Introduction

In this chapter we discuss the research methodology that was used to conduct this study.

The chapter focused on the following: research design, population and sampling

techniques, data collection methods, research procedures, data analysis methods and

chapter summary.

3.2 Research Design

The research design that was used in this study was descriptive in nature. Research design

can be classified in a number of ways which could integrate the degree to which the

research question has been crystallized, the method of data collection used, the ability of

the researcher to produce effects in the variables which are being studied, the purpose of

the study, the time dimension, the scope of the study and also the research environment.

A descriptive study is generally based on making findings concerning questions of; who,

what, where, when, or how much and is very effective in giving the actual scenario in the

organization. Descriptive studies are always handled with hypothesis which is clearly

defined or investigative questions and they serve a number of objectives in the study

(Cooper and Schindler, 2011). The researcher found it appropriate to use a descriptive

research design for this study because this study was concerned with finding out what

factors influence employee commitment and these are more qualitative in nature. Factors

under study are the independent variables whereas the dependent variable is employee

commitment.

3.3 Population and Sampling Design

3.3.1 Population

The study of population refers to the total collection of elements which one would like to

study or make inferences (Cooper and Schindler, 2001). This case study was based on

KCCA and the population of interest was its employees. The target population was 168

employees ranging from top management personnel, middle managers, supervisors and

the lower level employees as shown in Table 3.1.

30

Table 3.1: Population Distribution

No

Department Population

Characteristics

Population

No.

Percentage of

the entire

Population

1 Human Resources Managers 6 10

Non-Managers 20 10

2 Finance Managers 8 10

Non-Managers 26 10

3 Planning Managers 10 10

Non-Managers 28 10

4 Technical Department Managers 6 10

Non-Managers 29 10

5 Research and Design Managers 8 10

Non-Managers 27 10

TOTAL 168 100

Source: KCAA HR (2014)

3.3.2 Sampling Design

3.3.2.1 Sampling frame

This refers to the list of elements from which the sample is actually drawn, and is closely

related to the population (Cooper & Schindler, 2001). The sampling frame for this study

consisted of 168 employees. These employees included managers and non-managers from

the Human Resources, Finance, Planning, Technical, Research and Design. The list from

which the sample was drawn was obtained from the Human Resource Department in

Kenya Civil Aviation Authority.

3.3.2.2 Sampling Technique

Stratified random sampling technique was used in the selection of sample elements (top

management personnel) from the sampling frame. The population was segregated into

several mutually exclusive sub populations, or strata, the process by which the sample is

constrained to include elements from each of the segments is referred to as stratified

random sampling (Saunders, Lewis and Thornhill, 2009). Stratified random sampling has

three main benefits, it: increases a sample‟s statistical efficiency, provides adequate data

for analyzing the various subpopulations, and enables different research methods and

procedures to be used in different strata (Cooper & Schindler, 2001). The study

population was segmented on the basis of various functions or divisions within KCAA

which included finance, planning, human resource, research and development, technical

31

department. These ensured representation across the various functions or divisions of the

top management personnel.

3.3.2.3 Sample Size

This refers to the number of elements selected from a given population (Cooper and

Schindler, 2001). How large a sample should be is always a function of the variation in

the population parameters under study and also the estimating precision needed by the

researcher. Some of the principles which influence sample size include the following: the

larger the sample, then it must be able to provide estimation precision, the greater the

desired precision of the estimate, the larger the sample must be, the narrower the interval

range, the larger the sample must be, the higher the confidence level in the estimate, the

larger the sample must be, the greater the number of subgroups of interest within a sample

and also the greater the sample size must be, as each sub group must meet minimum

sample size requirements (Cooper and Schindler, 2001).

According to Saunders, Lewis and Thornhill (2009), sample size can be calculated by the

following formula;

n= p% * q% * (z/ e %) 2

Considering a worst case scenario where p is 50% at a 95% level of confidence, and

within an error of ± 10.

n= 50 * 50 *(1.96 / 10)2 = 97 employees.

Saunders, Lewis and Thornhill (2009), went further to suggest that if the population is

less than 1000, then the sample size can be adjusted without affecting accuracy using this

formula;

n= n / (1) + (n / N)

The adjusted minimum sample size was 92 respondents. This is the total sample that was

considered while collecting data as shown in Table 3.2.

32

Table 3.2: Sample selection

No Department Population

Characteristics

Population

No.

Population

%

Sample

Size

1 Human Resources Managers 6 10 3

Non-

Managers

20 10 10

2 Finance Managers 8 10 4

Non-

Managers

26 10 15

3 Planning Managers 10 10 5

Non-

Managers

28 10 16

4 Technical

Department

Managers 6 10 3

Non-

Managers

29 10 17

5 Research and Design Managers 8 10 4

Non-

Managers

27 10 15

TOTAL 168 100 92

3.4 Data Collection Methods

Cooper and Schindler (2011), state that data collection methods refer to the process of

gathering data after the researcher has identified the types of information needed which is,

the investigative questions the researcher must answer, and has also identified the desired

data type such as nominal, ordinal, interval, or ratio for each of these questions and also

ascertained the characteristics of the sample unit that is, whether a participant can

articulate his or her ideas, thoughts, and experiences. This study particularly focused on

use of primary data which was collected from the target sample using Questionnaires.

This is because they had a low cost, were perceived to be more anonymous and

confidential; which allowed the respondents to think carefully before giving an answer to

the questions asked. The questionnaire was divided into four sections: the first part of the

questionnaire was designed to analyze demographic data, gender, years of service and the

qualifications of the respondents. The second part was to look at organizational factors

that influence the level of employee commitment, and the third part was to identify the

Individual factors that influence the level of employee commitment and the fourth part of

the questionnaire was to assess the effect of employee commitment on organizational

performance. There were five multiple choice options for each question which

33

represented five levels of preference; strongly disagree, disagree, neutral, agree, and

strongly agree.

3.5 Research Procedures

A tailor-made self-administered structured questionnaire was developed by the

researcher, for the purpose of collecting data for this study. The data collection instrument

(structured questionnaire) was pilot tested with 10 respondents representing the various

functions or divisions in KCAA. The problems that were encountered during pilot testing

of the data collection instrument were addressed by making necessary adjustments to the

questionnaire before administering it to the whole study sample. After revision of the data

collection instrument, the whole study sample was subjected to the data collection

instrument. A number of methods were used to improve returns like response rate such as

drop and pick later method and following up through reminders via telephone and email.

To ensure cooperation and a high response rate, a cover letter was provided, which stated

the purpose of the study and of what importance it would be to the respondents.

3.6 Data Analysis Methods

It has been determined that managers need information to perform their duties and not

simply raw data. Researchers usually generate information by analysing data after its

collection. According to Cooper & Schindler (2011), the purpose of data analysis is to

reduce accumulated data to a manageable size, developing summaries, looking for

patterns, and applying statistical techniques. Once data was collected, it was edited,

coded, transcribed, and then cleaned. Data was edited to check for missing sections, what

was not necessary was deleted as deemed appropriate. The data was then coded by

attaching numerical value to every qualitative data. Data was cleaned and errors corrected

whenever possible.

Statistical Package for Social Science (SPSS) was used to analyse data using descriptive

statistics. Pearson correlation was used to analyse the significance of the relationship

between age and individual factors that influence employee commitment which emerged

stronger in the study. Data was also analyzed using scales such as ordinal or nominal.

This analyzed data was then presented by way of figures and tables.

34

3.7 Chapter Summary

This chapter has presented the Research Methodology that will be used in analyzing the

research questions. It has discussed the research design, population and sampling design

used. The chapter has also discussed the data collection method, the research procedure

and the data analysis method that was used in the study. For this study a descriptive

research design was used. The population under study was 168, out of which 92 were

taken as a sample using a list obtained from the Human Resource Department. The

questionnaire method was used to collect data. This data was edited, cleaned and coded

using. SPSS was the main tool used for analyzing this data.

The next chapter will present the results and findings of this study in tables, figures and

chart form. Chapter five will finally discuss the findings, conclusions and

recommendations of this study.

35

CHAPTER 4

4.0 RESULTS AND FINDINGS

4.1 Introduction

This chapter presents the results and findings as obtained in this study. It will present the

general information (Age group of respondent, Gender of respondent, Years of service in

the organization, and Level of education), the organisational factors that influence

employee commitment, the individual factors that influence employee commitment and

the impact of employee commitment on organisational performance. The study targeted

92 respondents who were proportionally distributed according to the various departments

in KCAA. After discussing all the factors, there will be a chapter summary at the end of

the chapter.

4.2 General Information

There were 92 respondents sampled for this study, and a response rate of 100% was

realized in this research since all the questionnaires were returned. The general

information in this study was made up of age, gender, years of service in the organization,

and the level of education of the respondent. This information was sought in order to

ascertain the respondents‟ demographic characteristics.

4.2.1 Age of Respondents

This question was useful in order for the researcher to determine if there was any level of

inconsistency in data stated by the respondents. Out of 92 people involved in the study,

the finding show that 6.5% of the respondents were below the 25 years of age, 25.0%

were between 25-34 years, 41.3% were between 35-44 years, 16.3% were between 45-54

years, 8.2% were between 55-64 years and 2.2% were above 65 years of age. The results

of the findings are presented in the Figure 4.1.

36

Figure 4.1 Age of Respondents

4.2.2 Gender of Respondents

This research question sought to find out the gender distribution of the various

respondents in the organization. The results showed that 68.5% of the respondents were

male and 31.5% of the respondents were female. Male respondents were higher than

female respondents by 37.0%. The findings to the question are presented in Figure 4.2.

Figure 4.2 Gender of Respondents

37

4.2.3 Years of Service

This question sought to find out the number of years the various respondents had served

in the organization. The results obtained showed that 37.0% of the employees had served

in the organization between 0-4years, 39.1% had served between 5-9 years, 14.1% had

served between 10-14 years, 7.6% had served between 15-19 years and 2.2% had served

in the organization for more than 20 years. The Findings are presented in Figure 4.3

Figure 4.3 Years of Service

4.2.4 Level of Education

This question sought to find out the level of education attained by the respondents in the

organization. The findings showed that 47.8% of the respondents were undergraduates,

23.9% were graduates (MBA degree), 12.0% were graduates (Other degree), 9.8% were

post graduates and 6.5% had professional qualifications. The findings are presented in

Figure 4.4.

38

Figure 4.4 Education Level

4.3 Organizational Factors That Influence Employee Commitment

4.3.1 Organization Demand for Perfection

This question sought to find out whether the organization demands perfection from

employees. According to Table 4.1, the findings show that 2.2% of the respondents

disagree that their organization demands perfection, 8.7% neither agree nor disagree,

23.9% agree to this question and 64.1% of the respondents strongly agree to this question.

The total cumulative percentage of all the respondents in agreement showed that less than

half agreed to this question as shown in Table 4.1

39

Table 4.1: Organization Demand for Perfection

Frequency Percent

Valid Disagree 2 2.2

Neither

Agree nor

Disagree

8 8.7

Agree 22 23.9

Strongly

Agree

59 64.1

Total 91 98.9

Missing System 1 1.1

Total 92 100.0

4.3.2 Organization has Strong Work Ethic

This question sought to find out whether the organization has a strong work ethic. The

findings obtained show that 1.1% of the respondents strongly disagree their organization

has a strong work ethic, 2.2% of the respondents disagree, 9.8% of the people interviewed

neither agree nor disagree on the question, 42.4% of the respondents agree where as

44.6% of them strongly agree. The total cumulative percentage of all the respondents in

agreement with the statement is 87.0% as shown in Table 4.2 below.

Table 4.2: Organization has Strong Work Ethic

Frequency Percent

Strongly Disagree 1 1.1

Disagree 2 2.2

Neither Agree nor Disagree 9 9.8

Agree 39 42.4

Strongly Agree 41 44.6

Total 92 100.0

40

4.3.3 Organization Highly Reliable

The findings obtained show that 1.1% of the respondents strongly disagreed to the

question on whether their organization is highly reliable. 1.1% disagreed, 9.8% neither

agreed nor disagreed, 40.2% agreed to the question, while 47.8% strongly agreed. The

total cumulative percentage of all the respondents in agreement is 88.0%, showing that

most of the respondents were in agreement as indicated in Table 4.3 below.

Table 4.3: Organization Highly Reliable

Frequency Percent

Strongly Disagree 1 1.1

Disagree 1 1.1

Neither Agree nor Disagree 9 9.8

Agree 37 40.2

Strongly Agree 44 47.8

Total 92 100.0

4.3.4 Organization Top Down Social Interactions

This question sought to find out whether the organization promotes top down social

interactions. The findings shown on Table 4.3 indicate that 1.1% of the respondents

disagreed to the statement that their organization promotes top down social interactions,

34.8% of the respondents neither agree nor disagreed, 26.1% agreed while 34.8% of the

respondents strongly agreed. As illustrated, most of the respondents agreed to this

question as shown in Table 4.4 below.

41

Table 4.4: Organization Top Down Social Interactions

Frequency Percent

Disagree 4 1.1

Neither Agree nor

Disagree

32 34.8

Agree 24 26.1

Strongly Agree 32 34.8

Total 92 100.0

4.3.5: Organization Encourages Self-Managed Teams

The findings obtained show that 5.4% of the respondents disagree that their organization

encourages formation of self-managing teams, 26.1% neither agree nor disagree, 44.6%

agree while 23.9% of the respondents strongly agree with the statement. Most of the

respondents agreed to this question as indicated in Table 4.5 below.

Table 4.5: Organization Encourages Self-Managed Teams

Frequency Percent

Disagree 5 5.4

Neither Agree Nor

Disagree

24 26.1

Agree 41 44.6

Strongly Agree 22 23.9

Total 92 100.0

4.3.6 Interaction with Organization Influences Commitment

The findings shown on Table 4.6 indicate that 1.1% of the respondents strongly disagreed

that their interaction with the organization influences their commitment, 1.1% disagreed,

12.0% neither agreed nor disagreed, 42.4% agreed to the question, while 43.5% of the

respondents strongly agreed with the statement. Most of the respondents strongly agreed

to this question as shown in Table 4.6 below.

42

Table 4.6: Interaction with Organization Influences Commitment

Frequency Percent

Strongly Disagree 1 1.1

Disagree 1 1.1

Neither Agree Nor Disagree 11 12.0

Agree 39 42.4

Strongly Agree 40 43.5

Total 92 100.0

4.3.7 Organization Strong Management Style

Table 4.7 indicates that 1.1% of the respondents disagreed to their organization having a

strong management style, 13.0% neither agreed nor disagreed, 42.4% agreed to the

question, while 43.5% of the respondents strongly agreed with the statement. As shown

on the table most of the respondents strongly agreed to the statement as shown in Table

4.7 below.

Table 4.7: Organization Strong Management Style

Frequency Percent

Disagree 1 1.1

Neither Agree Nor

Disagree

12 13.0

Agree 39 42.4

Strongly Agree 40 43.5

Total 92 100.0

4.3.8 Organization Promotes Team Work

According to Table 4.8, 23.9% neither agreed nor disagreed with their organization

promoting team work, 46.7% agreed to the question, and 29.3% of the respondents

strongly agreed with the statement. Most of the respondents agreed to the question as

indicated in Table 4.8 below.

43

Table 4.8: Organization Promotes Team Work

Frequency Percent

Neither Agree Nor

Disagree

22 23.9

Agree 43 46.7

Strongly Agree 27 29.3

Total 92 100.0

4.3.9 Organization Encourages Retention

Results presented in Table 4.9 indicate, 2.2% of the respondents strongly disagreed with

the question, 1.1% disagreed, 33.7% neither agreed nor disagreed, 35.9% agreed to the

question, where as 27.2% of the respondents strongly agreed with the statement. The

cumulative percentage indicates that most of the respondents agreed to the statement as

shown in Table 4.9 below.

Table 4.9: Organization Encourages Retention

Frequency Percent

Strongly Disagree 2 2.2

Disagree 1 1.1

Neither Agree Nor

Disagree

31 33.7

Agree 33 35.9

Strongly Agree 25 27.2

Total 92 100.0

4.4 Individual Factors That Influence Employee Commitment

4.4.10 Age and Commitment

Table 4.10, shows that 2.2% of the respondents disagreed that older employees are more

committed, 6.5% neither agreed nor disagreed, 19.6% of the respondents agreed, while

44

71.7% strongly agreed to the question. None of the respondents strongly disagreed to this

question as shown in Table 4.10 below.

Table 4.10: Age and Commitment

Frequency Percent

Disagree 2 2.2

Neither Agree Nor

Disagree

6 6.5

Agree 18 19.6

Strongly Agree 66 71.7

Total 92 100.0

4.4.11 Position in the Organization Influences My Commitment

According to Table 4.11, 2.2% of the respondents disagreed that the position they hold in

the organization influences their commitment. A further 10.9% neither agreed nor

disagreed, 31.5% of the respondents agreed, while 55.4% strongly agreed to the question.

None of the respondents strongly disagreed to this question as shown in Table 4.11

below.

Table 4.11: Position in the Organization Influences My Commitment

Frequency Percent

Disagree 2 2.2

Neither Agree Nor

Disagree

10 10.9

Agree 29 31.5

Strongly Agree 51 55.4

Total 92 100.0

4.4.12 Job Security

Table 4.12, shows that when respondents were asked whether they feel secure in their

jobs, 3.3% disagreed, 15.2% neither agreed nor disagreed, 37.0% of the respondents

45

agreed, where as 44.6% strongly agreed to the question. Thus a majority of the

respondents felt secure in their jobs as shown in Table 4.12 below.

Table 4.12: Job Security

Frequency Percent

Disagree 3 3.3

Neither Agree Nor

Disagree

14 15.2

Agree 34 37.0

Strongly Agree 41 44.6

Total 92 100.0

4.4.13 Stress Free Work Environment

Table 4.13, indicates that 3.3% of the respondents disagreed when asked if they are

assured of a stress free work environment, 33.7% neither agreed nor disagreed, 22.8% of

the respondents agreed, while 40.2% strongly agreed to the question as shown in Table

4.13 below.

Table 4.13: Stress Free Work Environment

Frequency Percent

Disagree 3 3.3

Neither Agree Nor

Disagree

31 33.7

Agree 21 22.8

Strongly Agree 37 40.2

Total 92 100.0

4.4.14 Married People as more Committed than Unmarried Ones

Table 4:14, shows that when respondents were asked whether they view married people

as more committed to their jobs than unmarried ones, 1.1% strongly disagreed, 8.7% of

46

the respondents disagreed, 20.7% neither agreed nor disagreed, 25.0% of the respondents

agreed, while 44.6% strongly agreed to the question as shown in Table 4.14 below.

Table 4.14: Married People as more Committed than Unmarried Ones

Frequency Percent

Strongly Disagree 1 1.1

Disagree 8 8.7

Neither Agree Nor

Disagree

19 20.7

Agree 23 25.0

Strongly Agree 41 44.6

Total 92 100.0

4.4.15 Job Competence

According to results obtained in table 4.15, 33.7% of the respondents strongly disagreed

with the statement that married people are more committed to their jobs than unmarried, a

further 12.0% disagreed, 29.3 % neither agreed nor disagreed, 8.7% of the respondents

agreed, where as 16.3% strongly agreed to the question. Hence a majority of the

respondents strongly disagreed with the question. These findings are reflected in Table

4.15 below.

Table 4.15: Job Competence

Frequency Percent

Strongly Disagree 31 33.7

Disagree 11 12.0

Neither Agree Nor

Disagree

27 29.3

Agree 8 8.7

Strongly Agree 15 16.3

Total 92 100.0

47

4.4.16 Marital Obligations Influence Employee Commitment

Table 4.16, shows that 1.1% of the respondents strongly disagreed with the statement that

marital obligations influence employee commitment, a further 5.4% disagreed, 18.5 %

neither agreed nor disagreed, 20.7% of the respondents agreed, while 54.3% strongly

agreed to the question. Thus most of the respondents were in strong agreement with the

question as shown in Table 4.16 below.

Table 4.16: Marital Obligations Influence Employee Commitment

Frequency Percent

Strongly Disagree 1 1.1

Disagree 5 5.4

Neither Agree Nor

Disagree

17 18.5

Agree 19 20.7

Strongly Agree 50 54.3

Total 92 100.0

4.4.17 Correlation Between Age and Individual Factors

Table 4.17 indicates the correlation of the strongest individual factors influencing

employee commitment against age. The correlation significance between age and older

employees being more committed was 1.0, age and the position held in the organization

was 0.434, age and the feeling of job security was 0.267, whereas age and marital

obligations was 0.178. By looking at the table the researcher concluded that there was a

positive relationship between age and the individual factors that influence employee

commitment as shown in Table 4.17 below.

48

Table 4.17: Correlation between Age and Individual Factors

Older

employees

are more

committed

The position I

hold in the

organization

influences

my

commitment

I feel secure

in my job

Marital obligations

influence employee

commitment

Age

Older employees

are more committed

Correlation 1.000 .438 .267 .178

Significance

(2-tailed) . .000 .011 .092

df 0 89 89 89

The position i hold

in the organization

influences my

commitment

Correlation .438 1.000 .458 .074

Significance

(2-tailed) .000 . .000 .484

df 89 0 89 89

I feel secure in my

job

Correlation .267 .458 1.000 .227

Significance

(2-tailed) .011 .000 . .031

df 89 89 0 89

Marital obligations

influence employee

commitment

Correlation .178 .074 .227 1.000

Significance

(2-tailed) .092 .484 .031 .

df 89 89 89 0

4.5 The Effect of Employee Commitment on Organizational Performance

4.5.18 Organization is Keen on Employee Loyalty

The question sought to find out whether the respondents organization is keen on employee

loyalty. The findings in table 4.18 show that 1.1% of the respondents strongly disagreed with the

question, 1.1% disagreed, 3.3% neither agreed nor disagreed, 18.5% agreed and 76.1% strongly

agreed to the statement. Most respondents strongly agreed to the question as indicated in Table

4.18 below.

49

Table 4.18: Organization is Keen on Employee Loyalty

Frequency Percent

Strongly Disagree 1 1.1

Disagree 1 1.1

Neither Agree Nor

Disagree

3 3.3

Agree 17 18.5

Strongly Agree 70 76.1

Total 92 100.0

4.5.19 Organization Emphasizes on Productivity

The question sought to find out whether the respondents organization is keen on

employee loyalty. The findings show that 1.1% of the respondents strongly disagreed

with the question, 1.1% disagreed, 3.3% neither agreed nor disagreed, 18.5% agreed and

76.1% strongly agreed to the statement. Most respondents strongly agreed to the question

as shown in Table 4.19 below.

Table 4.19: Organization Emphasizes on Productivity

Frequency Percent

Disagree 1 1.1

Neither Agree Nor Disagree 1 1.1

Agree 30 32.6

Strongly Agree 60 65.2

Total 92 100.0

4.5.20 Absenteeism as a sign of Exiting the Organization

According to Table 4.20, 1.1% strongly disagreed with the question, 3.3% disagreed,

7.6% neither agreed nor disagreed, 37.0% agreed and 51.1% strongly agreed to the

statement. Most respondents strongly agreed to the question as indicated in Table 4.20

below.

50

Table 4.20: Absenteeism as a sign of Exiting the Organization

Frequency Percent

Strongly Disagree 1 1.1

Disagree 3 3.3

Neither Agree Nor Disagree 7 7.6

Agree 34 37.0

Strongly Agree 47 51.1

Total 92 100.0

4.5.21 Physical Environment around My Organization

When the respondents were asked whether they are concerned about the physical

environment around their organization 1.1% disagreed with the question, 7.6% neither

agreed nor disagreed, 32.6% agreed and 58.7% strongly agreed to the statement. For this

question too, respondents strongly agreed to the question as shown in Table 4.21 below.

Table 4.21: Physical Environment around My Organization

Frequency Percent

Disagree 1 1.1

Neither Agree Nor

Disagree

3 7.6

Agree 30 32.6

Strongly Agree 54 58.7

Total 92 100.0

4.5.22 Organization Values the Safety of the Employees

Table 4.22, illustrates that 1.1% of the respondents disagreed with the question that their

organization values the safety of the employees, 27.2% neither agreed nor disagreed,

30.4% agreed where as 41.3% strongly agreed to the statement. Giving an indication that

most of the respondents strongly agreed to the question as indicated in Table 4.22 below.

51

Table 4.22: Organization Values the Safety of the Employees

Frequency Percent

Disagree 1 1.1

Neither Agree Nor

Disagree

25 27.2

Agree 28 30.4

Strongly Agree 38 41.3

Total 92 100.0

4.5.23: Organization Promotes the Use of Technology

Results obtained indicate that 1.1% of the respondents strongly disagreed with the

question that their organization promotes the use of technology, 7.6% disagreed, 34.8%

neither agreed nor disagreed, 55.4% agreed where as 98.9% strongly agreed to the

statement. These results in table 4.23 indicate that most of the respondents strongly

agreed to the question as shown in Table 4.23 below

Table 4.23: Organization Promotes the Use of Technology

Frequency Percent

Strongly

Disagree

1 1.1

Disagree 7 7.6

Neither Agree

Nor Disagree

32 34.8

Agree 51 55.4

Strongly Agree 51 98.9

Total 91 41.3

Missing

System 1 1.1

Total 92 100.0

52

Table 4.5.24: Organization Promoting Socially Acceptable Behavior

Table 4.24, indicates that 15.2% of the respondents neither agreed nor disagreed to the

question whether their organization is involved in promoting socially acceptable

behavior, 30.4% agreed, while 54.3% strongly agreed to the statement. For this question

most of the respondents strongly agreed as indicated in Table 4.24 below.

Table 4.24: Organization Promoting Socially Acceptable Behavior

Frequency Percent

Neither Agree Nor

Disagree

14 15.2

Agree 28 30.4

Strongly Agree 50 54.3

Total 92 100.0

4.5.25 Organization and Community Development Programs

This question sought to find out whether the respondents viewed their organization as

involved in community development programs. 1.1% of the respondents disagreed with

the question, 22.8% neither agreed nor disagreed, 38.0% agreed while 38.0% strongly

agreed to the statement as shown in Table 4.25 below.

Table 4.25: Organization and Community Development Programs

Frequency Percent

Disagree 1 1.1

Neither Agree Nor

Disagree

21 22.8

Agree 35 38.0

Strongly Agree 35 38.0

Total 92 100.0

53

Table 4.5.26: Organization as Promoting Environmental Awareness

This question sought to find out whether the respondents viewed their organization as

promoting environmental awareness. 1.1% of the respondents disagreed with the

question, 12.0% neither agreed nor disagreed, 41.3% agreed while 45.7% strongly agreed

to the statement. Hence the highest percentage of respondents strongly agreed with the

question as shown in Table 4.26.

Table 4.26: Organization as Promoting Environmental Awareness

Frequency Percent

Disagree 1 1.1

Neither Agree Nor

Disagree

11 12.0

Agree 38 41.3

Strongly Agree 42 45.7

Total 92 100.0

4.6 Chapter Summary

This chapter was about results and findings of the research. It has presented responses on

the factors influencing employee commitment in tables and diagrams. The next chapter

will discuss the results and findings of this study. Based on these a brief conclusion and

recommendation on each research objective will be discussed.

54

CHAPTER 5

5.0 DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter provides a discussion based on the results and findings of the study. The

factors that influence employee commitment were discussed. Based on the literature

review, it will also provide a conclusion on the research objectives. The chapter will also

provide recommendations for further research.

5.2 Summary

This chapter presents the results and findings as obtained in this study. It will present the

study on the question which is the factors that influence employee commitment. To attain

this study determined the organizational factors that influence employee commitment, the

individual factors and the effect of employee commitment on organizational performance.

This study used a descriptive design to build a profile of factors that influence employee

commitment. It used stratified random sampling to study 92 respondents out of the 168

employees of Kenya Civil Aviation Authority (KCCA). Data was then collected using a

questionnaire. This data was then edited, coded, cleaned and analysed using SPSS.

The first objective of this study was to determine the organizational factors that influence

employee commitment. The findings obtained from the study show that organizational

factors have a strong influence on employee commitment. These factors include;

organizational dependability, effectiveness of the organizations social processes, and the

organizational climate. The findings also indicated that organizational factors such as

demand for perfection, strong work ethic, organization being highly reliable, organization

promoting top down social interactions, organization encouraging formation of self-

managing teams, employee interaction with the organization, the organization having a

strong management style, the organization promoting team work and the organization

encouraging retention of its employees all strongly influenced the commitment of

employees, though the scale of influence varied depending on a particular respondent.

The second objective was to determine the individual factors that influence employee

commitment. The findings showed a strong influence. The individual factors identified

included age, job security and marital status. Further study of the individual factors

narrowed to aspects such as older employees being more committed, the position held in

an organization influencing employee commitment, job security, assurance of a stress free

55

work environment, married people being more committed to their jobs than unmarried

ones, marital obligations influencing employee commitment which showed that there was

a strong influence in the level of employee commitment, with a stronger agreement on the

question of older employees being more committed.

The third objective was to determine the factors that affect the level of employee

commitment on organizational performance were found to strongly influence

commitment as well. These factors include employee turnover, employee productivity

and corporate social responsibility. On narrowing these factors further, the researcher

posed questions such as organizations keenness to loyalty, organization emphasizing

productivity, organization viewing absenteeism as a sign of exiting the organization,

employee being concerned about the physical environment around them, organization

valuing safety of employees, organization promoting technology, organization being

involved in promoting socially acceptable behavior, organization being involved in

community development programs, employees viewing their organization as promoting

socially acceptable behavior. The findings show that the varied response from the

sampled population indicated a strong agreement to organizational performance having a

strong effect on employee commitment.

5.3 Discussion

This section will present the results and findings obtained in regard with the research

questions used to determine which factors influence organizational commitment in

KCCA. Furthermore the findings will be interpreted.

5.3.1 Organizational Factors that Influence Employee Commitment

The findings show that many of the respondents were in agreement with the question that

their organization demands for perfection from employees. This is in agreement with

Bhavn and Swati (2012), argument that employees who feel that their organization values

their input are likely to be a lot more committed to the organization because they do not

want to lose that trust from the organization. The employees, who strongly lack the ability

to cope with their new tasks are more likely to have a negative response to such demands

from their organization. Consequently, they are likely to express lower levels of

commitment to their organizations. The findings indicate that many of the respondents

strongly agreed that their organization has a strong work ethic, which shows more than

half of the 92 people sampled. past success of the company has an influence on their

56

commitment. This agrees with Janet (2008) statement that, the work ethics of an

organization can be identified as a factor that has a very serious influence on

organisational commitment.

The findings on the question of the respondents viewing their organization as highly

reliable, indicated majority of the respondents were in strong agreement. Thus out of the

92 sampled population, 44 respondents agreed to the statement. This is in line with

Hausknecht et al (2012), argument that the organization‟s values to a large extent have an

impact on employee's commitment to the company. If a company is not highly reliable, or

is performing below the expectations established by the board or the executives, it can

highly affect employee commitment. Employees start to hunt for work elsewhere if they

feel the company is not succeeding as it should be and might not survive in a competitive

market.

On whether their organization promotes top down social interactions, the response rate

was above average since the respondents who neither agreed to the question nor disagreed

to the question were many, whereas the same percentage was achieved with the

respondents who strongly agreed. This agrees with an observation put forward by Abdulla

and Djebayni (2011),that said employees tend to be committed when they feel the

organization recognizes that there should be clear communication channels amongst its

workers. Rigid organizations tend to breed employees who are not trustworthy and

committed because they feel their organization has not trusted them as well.

On whether they perceived their organization as encouraging formation of self-managing

teams, many of the respondents strong agreed to this question hence affirming Yahui and

Hung (2010), argument that smooth teamwork is one of the most important conditions

necessary to guarantee a harmonious working atmosphere. It is also an important factor

that influences employee commitment in an organization

On the question of the organization promoting team work, many of the respondents

strongly agreed to the question thus confirming Yahui and Hung (2010), argument that

smooth teamwork is one of the most important conditions necessary to guarantee a

harmonious working atmosphere. Teamwork has been found out to be an important factor

that influences employee commitment in an organization since many of the respondents

agreed to this question.

57

Furthermore Yahui and Hung (2010), argument that smooth teamwork is one of the most

important conditions necessary to guarantee a harmonious working atmosphere. It is also

an important factor that influences employee commitment in an organization since a

majority of the respondents sampled strongly agreed.

On the organizations management style and the encouragement of employee retention, the

findings show that many of the respondents strongly agreed to the question. This is in line

with Iqbal (2010), argument that having committed leadership that is willing to model

desired changes and also drives fear out of the organization is very critical for business

success, encourages employee commitment and promotes retention of employees.

5.3.2 Individual Factors and their Influence on Employee Commitment.

Many scholars who have studied individual factors that influence employee commitment

have identified the most crucial factors as age, job security and marital status. The

findings obtained on older employees being more commited show that majority of the

respondents were in strong agreement. This is in agreement with Agarwal and Swati

(2012), who state that employees as individuals will always be more committed to a

company they have been employed in for a long period of time as they believe there are

opportunities for them to advance in the future through promotions and more

responsibilities.

Ans et al (2006), argument that employees often perceive the positions they hold as a

sign that the organization depends on you,and hence this influences their level of

commitment. To find out these employees were asked wheteher the positions they hold

influence their level of commitment, a few of the respondents were not sure but many

strongly agreed to the question.

On the question of feeling secure of their jobs, many of the respondents agreed that they

feel secure with their jobs hence agreeing with Ans et al (2006), argument that employees

may also be more committed because of the years of service given to a particular

organization, since most of the employee perceive the many years of service as a sign of

guaranteed security from the organization hence replacing that personnel may not be a

unonimous decision of management.

58

Lewig et al.(2000) discussed that a stressful environment may be more threatening

rather than one filled with opportunities. The employees, who strongly lack the ability to

cope with their new tasks are more likely to have a negative response to. Consequently,

they are likely to express less levels of commitment to their organizations. The findings

on being assured of a stress free environment indicated that many of the respondents were

in strong agreement with the statement. Further more, this is in agreement with Prateek et

al (2011), who states that It is true to say that stress caused by radical organizational

changes mostly leads to decreased morale, motivation and commitment to the

organization.

On whether married people are more committed to their jobs than unmarried ones, the

findings showed that many of the respondents are in agreement that married people are

more committed to their jobs than unmarried ones. This is in agreement with Waleed

(2011), observation that a number of various personal and demographic factors affect the

level of employee commitment to a company, since married employees view their jobs as

their immediate.

Furthermore another question was posed which asked whether women with children are

less competent in their jobs, many of the respondents strongly disagreed with this

statement. Hence these findings are in agreement with Waleed (2011), observation that a

number of various personal and demographic factors affect the level of employee

commitment to a company, for example, he stated that employees who are married and

have kids are usually more likely to be committed to a company; this is because their

spouses and children rely on their wages.

On whether marital obligations influence employee commitment, the findings show that a

majority of the respondents were in agreement with the question hence affirming Waleed

(2011), observation that a number of various personal and demographic factors affect the

level of employee commitment to a company and the way they perceive their family

obligations is will have a strong influence on their commitment to the organization.

5.3.3 Effect of Employee Commitment on Organizational Performance

The findings on the effect of employee commitment on organisational performance show

that a majority of respondents were in agreement that their organization is keen on

59

employee loyalty. This is in line with Hunjira et al (2010), who states that the

organization views an employee who spends more years of service as loyal and views

their input as impacting the performance of the organization. Tumwesigye (2010), cited

that employee commitment has an impact on the performance of an organisation in away

that loyal employees will tend to withhold critical and sensitive information as a sign of

promoting confidentiality and loyalty to their organization. Others will tend to extend

their working hours, interrupt schedules, as a sign of loyalty to the organization.

The findings on the effect of employee commitment on organisational performance also

indicate that a majority of the respondents were in agreement that their organization

emphasises productivity. This finding is in line with a statement made by Akintayo,

(2010) that the relationship between employee commitment and productivity is not

definitely established but that the consensus on this, however, is that in the long-run

commitment leads to increased productivity and most organizations view productivity as

a strong force that impacts their performance.

The findings show that many of the respondents were in strong agreement that their

organization views absenteeism as a sign of exiting the organizatoin. This is in line with

an argument by Hunjra et al (2010) that research has generally revealed a consistent

inverse relationship between employee commitment and absenteeism, thus when

employee commitment is high, absenteeism tends to be low and when commitment is

low, absenteeism tends to be high, hence the two variables display an inverse relationship.

On the effect of employee commitment on organizational performance, a majority of

employees were in strong agreement that they are concerned about the physical

environment around their organization. These findings there fore support a statement by

Rehman et al (2010), who suggests that poor safety practices are a negative consequence

of low commitment level of employees in an organization. When people lack

commitment towards their job and organization because of safety, they are discouraged

from being proactive, thus they view themselves as more vulnerable and hence tend to

potray low levels of commitment because they are operating in an environment of

uncertainity.

Where as the findings obtained from respondents inregard to the question of whether they

viewed their organization as valuing employee safety,many of the respondents were in

60

strong agreement. These findings there fore support a statement by Rehman et al (2010),

who suggests that poor safety practices are a negative consequence of low commitment

level of employees in an organisation. When people lack commitment towards their job

and organization because of safety, they are discouraged from being proactive, thus they

view themselves as more vulnerable and hence tend to potray low levels of commitment

because they are operating in an environment of uncertainity.

The findings obtained from the effect of employee commitment on organizational

performance indicate that a majority of the respondents strongly agreed that their

organization promotes use of technology. This is in line with an observation made by

Ochlin and Roberts (2011), that studies have found value alignment in use of technology

and thus most highly performing organizations have invested in heavy use of technology

and training staff to suite the demands of the technology driven world.

On the effect of employee commitment on organizational performance, many of the

respondents strongly agreed that their organization is involved in promoting socially

acceptable behavior. None of the respondents disagreed with this question. These findings

there fore support a statement by Robinson (2009), who suggests that business oriented

organizations tend to experience commitment from their employees because of promoting

good prcatices that are with in the acceptable helms of society. Employees will tend to

seek identity with such an organization and the same response will be felt from the

general public.

The findings on the organization being involved in community development programmes

showed that many of the respondents were in strong agreement with the question put

forward. These findings there fore support a statement by Robinson (2009), who suggests

that business oriented organizations tend to experience commitment from their employees

because of promoting good prcatices that are with in the acceptable helms of society.

Employees will tend to seek identity with such an organization and the same response

will be felt from the general public.

Further still the findings on whether the respondents viewed their organization as

promoting environmental awareness indicated that many of them were in strong

agreement. This supports Jean-Pascal (2010) statement that the way to go in the

competitive business world is for an organization to be involved in community outreach

61

programmes and in environmental awareness campaigns. For organizations that want to

have an edge on others these aspects have turned the business arena as employees tend to

be more loyal to organizations that are viewed as promoting community development and

encouraging use of eco-friendly practices.

5.4 Conclusion

5.4.1 Organizational Factors that Influence Employee Commitment

The first major research question focused on finding out if organizational factors had an

influence on employee commitment. A conclusion on this research question can be made

by stating that it was discovered that organizational factors had a very strong influence on

the levels of commitment exhibited by employees to the organization. These factors

reviewed included; organizational dependability, effectiveness of the organizations social

processes and the organizational climate. The discussion indicated that the above three

factors had a greater influence thus making them strong organization factors that

influence employee commitment.

5.4.2 Individual Factors that Influence Employee Commitment

The second major research question had its focus on determining whether individual

factors had an influence on employee commitment. Conclusion can be made towards this

particular research question by stating that it was discovered that individual factors had a

very strong influence on the level of employee commitment. The individual factors

discussed in the literature reviewed that influence employee commitment include; age,

job security and marital status. This literature showed that in terms of age older

employees were viewed to be more committed, most employees felt that the their jobs

were secure and the most viewed marital status as one of the major factors that strongly

influences the levels of employee commitment.

5.4.3 Effect of Employee Commitment on Organizational Performance

The third research Question had its focus on investigating the effect of employee

commitment on organizational performance. Conclusion can be made towards this

research question by stating that respondents highly agreed that employee commitment

has a large impact on the performance of an organization. These factors that have an

impact on employees‟ commitment on organizational performance include; Employee

turnover, employee productivity and corporate social responsibility. There was a strong

influence because the employees generally felt that their organization encourages

62

retention of staff. Furthermore the employees also strongly agreed that their organization

was concerned about their productivity hence influencing their commitment and finally

the response to corporate social responsibility had a strong agreement hence employees

felt that the fact that their organization is involved in promoting CSR, increases their level

of commitment.

5.5 Recommendations

5.5.1 Organizational Factors that Influence Employee Commitment

This study has shown that the respondents are of the say that the organizational factors

have a very huge influence on their commitment to the organization as this was confirmed

by the results obtained from the analysis done through SPSS. However some of the

organizational factors ranked higher than the others. It is therefore recommended that

managers prioritize and have their concentration more on those factors that will increase

the employees‟ commitment levels so as to maintain a competitive standard in the market

and service industry.

This study also showed that organizational factors if not closely monitored are the

greatest contributors of loss of morale amongst employees and hence start hatching an

exit strategy thus these factors must be carefully addressed constantly to allow a

minimum level of comfort and commitment from the employees.

5.5.2 Individual Factors that Influence Employee Commitment

The study has indicated that employees believe that the individual factors highly

influence their degree of commitment towards the organization and this has been

confirmed by the results obtained after analyzing the collected data through SPSS. It was

also analyzed in the study that not all of individual factors had the same level of ranking,

they all had varied ranks. The organization should therefore emphasize on the individual

factors such as age, job security and marital status. Emphasize retention and encourage

employees to retire in the organization because we have seen that older employees ranked

highest amongst all the individual factors in terms of commitment.

The organization ought to provide an environment where employees view that the

organization protects their jobs and hence they feel generally secure. This is good for

increased productivity at work. And lastly, encourage employees to embrace family life

so that they can increase their levels of commitment to the organization.

63

5.5.3 Effect of Employee Commitment on Organizational Performance

The study has manifested that employee commitment has a great effect on organizational

performance. A large number of employees believe that finding more adequate ways to

foster employee commitment has a positive effect on the performance of the organization.

However it was discovered that employee commitment influences organizational

performance in different scales but over all the employees felt that when their

organizations are involved in corporate social responsibility they are proud to associate

with the organization and this also promotes their level of commitment.

The organization should maintain employee productivity and encourage retention so as to

minimize employee turnover since the study has shown that these factors greatly

influence the level of commitment amongst the employees.

5.5.2 Recommendations for Further Research

Since this was the first study that comprised the factors that influence employee

commitment in a service industry, the researcher recommends that similar studies should

be carried out in another sector so such as production so as to broaden the understanding

of the term commitment in relation to that sector. The reason for carrying out further

research in that direction is that the factors that may strongly influence employee

commitment in the service industry could very much differ in the production industry.

Being able to understand these factors in the production industry as well would be very

helpful in shedding light on other organizational, individual factors that employees

believe influence their commitment as well as organizational performance.

This study should take both a local and global dimension so as to encourage diversity in

the study of the problems presented.

64

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69

APPENDICES

APPENDIX 1: Cover Letter

Questionnaire Number………

Racheal Igella

Chandaria School of Business

United States International University

Dear Respondent,

RE: SELF ADMINISTERED SURVEY

This structured questionnaire is for collecting data on factors that influence employee

commitment (A case study of KCAA). You are kindly requested to provide the required

data in the questionnaire. The process will take you only about 7 minutes to complete.

The information that you provide will remain confidential and is sought exclusively for

the completion of an MBA research project.

Thank you very much for taking the time to complete this survey. Your input into this

questionnaire will go a long way in enhancing human resource decision making and

ultimately help Kenyan organisations to not only gain competitiveness internationally but

also optimize their performance potential (growth and profitability prospects). If you

would like to attain a copy of this report, please indicate so by writing your email address

on the back of the questionnaire.

Yours Sincerely,

Racheal Igella,

MBA Student (USIU)

70

APPENDIX 2: Questionaire

SECTION I: GENERAL INFORMATION

The following four questions are concerned with demographic data of the respondents.

Please, indicate your selection by checking the box which describes your demographic

characteristics.

1. Age group?

AGE GROUP

Below 25 25-34 35-44 45-54 55-64 Above 65

2. Gender?

GENDER

Male Female

3. How long have you worked for this organization?

YEARS OF SERVICE

0 – 4 Years 5 – 9 Years 10-14 Years 15- 19 years Over 20 years

4. Education Background?

LEVEL OF EDUCATION

Undergraduate Graduate

(MBA degree)

Graduate

(Other degree)

Post Graduate Professional

Qualifications

71

WITH RESPECT TO SECTION II, III AND IV, PLEASE INDICATE THE LEVEL OF

AGREEMENT WITH EACH STATEMENT:

LEVELS OF AGREEMENT

STRONGLY

DISAGREE

DISAGREE NEITHER AGREE

NOR DISAGREE

AGREE STRONGLY

AGREE

(1) (2) (3) (4) (5)

SECTION II: ORGANISATIONAL FACTORS THAT INFLUENCE EMPLOYEE

COMMITMENT

Organisational factors that influence employee commitment are those that are entirely

determined by the organisation and the employee as an individual has very little or totally

no control over.

LEVELS OF AGREEMENT

1

2

3

4

5

a. My organization demands perfection from employees

b. My organization has a strong work ethic

c. My organization is highly reliable

d My organization promotes top down social interactions

e My organization encourages formation of self managing

teams

f My interaction with the organization influences my

commitment

g My organization has a strong management style

h My organization promotes team work

i My organization encourages retention of its employees

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SECTION III: INDIVIDUAL FACTORS THAT INFLUENCE EMPLOYEE

COMMITMENT

Individual factors that influence an employee‟s commitment can be said to be those

factors that are unique to each employee as a person that influence his or her

commitment.

The following best describe the major individual factors that influence employee

commitment in your organisation:

LEVELS OF AGREEMENT

1

2

3

4

5

a. Older employees are more committed

b. The position I hold in the organization influences my

commitment

c. My tenure in the organization influences my commitment

d. Iam assured of job security in my organization

e. I am assured of a stress free work environment

f. I view married people as more committed to their jobs

g Women with children are less competent in their jobs

h Marital obligations influence employee commitment

73

SECTION IV: THE IMPACT OF EMPLOYEE COMMITMENT ON

ORGANISATIONAL PERFORMANCE

The following best describe the impact of employee commitment on the performance of

your organisation

LEVELS OF AGREEMENT

1

2

3

4

5

a. My organization is keen on loyalty

b. My organization emphasises on productivity

c My organization views absenteeism as a sign of exiting

the organization

d Iam concerned about the physical environment around my

organization

e My organization values the safety of the employees

f My organization promotes use of technology

g My organization is involved in promoting socially

acceptable behaviour

h My organization is involved in community development

programmes

i I view my organization as promoting environmental

awareness

Thank you very much for taking the time to complete this survey

74

APPENDIX 3: Project Schedule

A

B

C

D

E

F

6 12 14 16 18 19

DURATION IN WEEKS

ACTIVITY DESCRIPTION

A CLARIFYING THE RESEARCH QUESTIONS

B PROPOSING RESEARCH

C DESIGNING THE RESEARCH PROJECT

D DATA COLLECTION AND PREPARATION

E DATA ANALYSIS AND INTERPRETATION

F REPORTING THE RESULTS

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APPENDIX 4: Project Budget

ACTIVITY DESCRIPTION COST (KES)

A CLARIFYING THE RESEARCH QUESTION 3, 000

Discover the Management Dilemma

Define Management Question

Define Research Question(s)

Refine the Research Question(s)

B PROPOSING RESEARCH 3,000

Resource Allocation and Budget

Valuing Research Information

Evaluation Methods

The Research Proposal

C DESIGNING THE RESEARCH PROJECT 5,000

Research Design

Sampling Design

Instrument Development & Pilot Testing

D DATA COLLECTION AND PREPARATION 10,000

Editing, coding and data entry

E DATA ANALYSIS AND INTERPRETATION 2,000

F REPORTING THE RESULTS 5,000

CONTINGENCY 5,000

TOTAL 33,000