ORGANISATIONAL DIFFERENCES IN EMPLOYEES’ JOB COMMITMENT AND ITS RELATIONSHIP WITH LEADERSHIP STYLES AND JOB SATISFACTION IN NIGERIA
Abstract
This study examined the differences in the relationship between leadership styles, employees’ job-related factors and organizational commitment in some selected public and private organisations in Nigeria. A survey of four hundred and fifty-seven (457) employees of private and public sector organisations offering financial services was undertaken using a structured self-report questionnaire. One hundred and eighty-four 184(40.3%) of the respondents were from private organizations and two hundred and seventy-three 273 (59.7%) were from public organizations. The age of the respondents ranged from 22 to 54years with a mean age of 35.77years and standard deviation of 12.76 years. There were 259 (56.7%) males and females 198(43.3%). Data was analysed using Pearson Product Moment Correlation analysis (PPMC) and t-test for independence measure. The result demonstrated that there were significant positive relationships between transformational leadership style [r = .14], transactional leadership style [r = .10], job satisfaction [r = .42], and organizational commitment. Employees in private organization significantly reported more organizational commitment than employees in public organization t [455] = 4.08, P<.05. Pattern of Leadership styles-job satisfaction and organisational commitment relationship was similar for both affective and continuance dimensions organisationational commitment, however only job satisfaction was associated normative commitment in public organisations (r = .18, p<.05). In contrast transformational (r = .18, p<.05), transformational (r = .16, p<.05) leadership styles and job satisfaction (r = .45, p<.05) were significant correlates of normative commitment in private organisations. The findings in the study were discussed in the light of emerging literature on leadership, job-related factors, commitment and organizational research.References
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