Akanni Full Project-2

CHAPTER ONE
INTRODUCTION
1.1 Background to the study
Organizations generally want their employees to adopt a pro-active stance, demonstrate
resourcefulness, thrive in the face of difficulties, and be committed in their work. Such traits,
which reflect work engagement, are likely to result in higher job performance and commitment,
which in the aggregate, will lead to greater organizational commitment. Hence, the need for
engaged workers becomes salient particularly in today's dynamic environment where the quest
for organizational survival and success becomes acute. In every organization, having a cadre of
spirited, dedicated, and committed staff is fundamental in delivering superior service. In fact,
committed employees are more energetic, motivated, have an effective relationship with their
jobs, and are able to cope effectively with their work demands. Since job characteristics have
been reported to act as important predictors of work engagement and commitment, Job resources
relate to the five core job characteristics, which include job autonomy, job feedback, skill
variety, task identity, and task significance.
Job characteristics have positive and significant effects on employee performance Anwar (2019);
Bukit (2020); Anwar (2019). It means that better job characteristics will lead to improved
employee performance and commitment. Job characteristics are defined individual or group
activities of the employees in an organization manner which aim to regulate work assignments
meeting organizational, technological and behavioral needs. So, job characteristics are
description of work as the guidance in working and its implementation can reach satisfaction.
One of the job characteristic indicators is provision of opportunity to use skills and abilities,
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freedom and feedback for the employees to more prefer with their works. Based on these issues,
one of the factors which can be used to encourage employee work satisfaction is by its work
which contains job characteristics having a number of elements.
Andrade & Westover, (2018) stated that people in organizations that have a high work ethic and
are willing to contribute positively will enable the organization to improve efficiency,
effectiveness, and creativity by contributing to the transformation of resources, innovation, and
adaptability in an ever-changing environment.
Employee loyalty affirms that employees are emotionally bound physically, mentally, and
emotionally towards achieving organizational goals. Employee loyalty is an attitude manifested
by active or passive behavior aimed at supporting the organization is understood as a group of
people through performance that goes beyond the call of duty Lewicka, Glinska-Newes,
Morrow, & Gorka, (2018).
It is important for organizations to ensure that the employees are motivated to perform at their
highest potential. Kerdasi, Azam (2020) stated that every individual employee is motivated by a
different incentive be it internal or external, monetary or non-monetary by its nature.
Ewing, Men, O’Neil (2019) stated that employee empowerment is such a process, as defined by
management theorists, which not only encourages employees but also the management to
maximize the utilization of their skills and expertise explained that employees of any
organization that feel empowered work with better efficiency and help the organization to
achieve its ultimate goals
Al-Hawary, Mohammad, AlSyasneh, Qandah, Alhajri (2020) stated that organizations cannot
achieve high performance of their employee just by simply focuses on wages and salaries that
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can be the alternative of their efforts but not promote innovation, utmost efficiency and creativity
at workplace.
In the findings of this study, it is expected to find some more evidence that contributed to the
causal relationships among job characteristics and organizational commitment. As the majority
of the empirical studies examining job characteristics' effects on organizational commitment
evaluations are in the field of organization workforce, to make contributions to the job
performance and commitment evaluation problems among their employees.
1.2 Statement of the Problem
The present study sought to find out the effect of Job characteristics on how employees are
committed to the organization, managers in various organizations should be concerned about the
characteristics of jobs in terms of the Skill variety, task significance, autonomy and feedback on
how employees tend to perform their duties in an organization.
It shows that workers in both public and private organizations are not committed to their
organizations whereas what they are committed to is the monetary value which they would
derive from the work done in the organization, while some workers are committed to
organizational goals but that at times it is the organizations that do not show commitment to the
plight of the workers. This is based on the belief that organizational Commitment reflects one
side of the reciprocal relationship between the employer and the employees; hence it requires the
consideration of job design factors such as job characteristics in work behaviour.
And if managers do not put into consideration the characteristics of Job that will be given to an
employee most employees will leave the company in order to seek for a better and higher pay
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and better environment. These might cause higher turnover of employees in the company which
might hinder the attainment of organizational goals and objective.
1.3 Objective of the Study
This study sought to investigate the effect of job characteristics on organizational commitment in
Rite food limited, Ososa, Ijebu ode, Nigeria.
1. To analyze the influence of Skill variety on organizational commitment in Rite food limited.
2. To ascertain effects of Autonomy on organizational commitment in Rite food limited.
3. To investigate the impact of Task Significance on organizational commitment in Rite food
limited.
4. To test the joint effects of Skill variety, Autonomy and Task significance on organizational
commitment in Rite food limited.
1.4 Research Questions
1. What is the influence of Skill variety on organizational commitment in Rite food limited?
2. What is the effect of Autonomy on organizational commitment in Rite food limited?
3. What is the impact of Task significance on organizational commitment in Rite food limited?
4. What is the joint effects of Skill variety, Autonomy and Task significance influence on
organizational commitment in Rite food limited?
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1.5 Hypotheses Formulation
1. Ho: Task Significance has no significant impact on organizational commitment in Rite
food limited.
2. Ho: Feedback does not significantly affect organizational commitment positively in Rite
food limited.
3. Ho: There is no significant impact of Skill variety on organizational commitment in Rite
food limited.
4. Ho: Autonomy does not significantly affect organizational commitment in Rite food
limited.
1.6 Significance of the Study
This study provides a better understanding of individual perceptions of job characteristics as they
relate to organizational commitment. Studies have suggested that organizational commitment
affect behavioral outcomes such as job performance, absenteeism, and turnover. A better
understanding of these variables may help management design jobs to improve these outcomes.
This study provide ways in which managers will put into consideration how employees will be
more committed to the organization so as to work effectively and efficiently in other to achieve
organizational goals and objectives.
It is also hoped that the findings from the research will help managers in formulating policies
especially as it concerns the characteristics of job in the area of skill variety, autonomy, feedback
and task significance.
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1.7 Scope of the Study
In this study, the researcher solely sought to find out how job characteristics affect employees
commitment in Rite food Limited, Ososa, Ijebu ode, Nigeria. Meanwhile, a lot of factors may be
responsible for employee’s commitment to the organization, In this study however, the
researcher focused on the job characteristics in terms of Skill Variety, Task Significance,
Autonomy and Feedback.
1.8 Definition of Terms
Job characteristics: Job design studies explored a new field when behavioral scientists focused
on identifying various job dimensions that would improve simultaneously the efficiency of
organizations and the job satisfaction of employees.
Organizational commitment: is a view of an organization’s member’s psychology towards
his/her attachment to the organization that he/she is working for
Employee turnover: the measurement of the number of employees who leave an organization
during a specified time period, typically one year.
Employee retention: refers to the ability of an organization to retain its employees.
Skill variety: It is the degree to which variety of different activities are required to perform a
particular job. This involves use of variety of skills of the individuals in their job.
Autonomy: It is the degree to which there is freedom, independence and discretion to individual
in scheduling their work and in determining the ways to perform it.
Task significance: This refers to the degree to which the job has a substantial effect on the lives
or work of other people whether those people are from within or outside the organization.
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Task identity: This refers to the degree to which a job requires completion of the “whole” and
identifiable piece of work. In other words, completing a job from beginning to end with visible
outcomes.
Feedback: It is the degree to which the job results in the individual obtaining clear information
about their performances
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CHAPTER TWO
LITERATURE REVIEW
2.1 Conceptual Review
2.1.1 The Concept of Organizational Commitment
According to Arijanto, Permana, Mighty, and Soelton (2018) organizational commitment is a
condition where an employee in a particular organization, have intention and desire to maintain
their membership and engagement in the organization. Organizational commitment is defined
as a view of an employee to their organization. Organizational commitment is the nature
of employee’s connection to their workplace (Nawaz, Hussain, Kamran, Ehsanullah, Maheen &
Shair, 2021).
Organizational commitment is a very significant aspect of organizational environment and has
direct effects on the organizational workings. Due to this, employees with high organizational
commitment can recognize organizational goals better and demonstrate clear motives in
achieving organizational goals (Nguyen & Tu, 2020).
Organizational commitment is the degree to which an employee identifies with and participates
in a particular organization (Al-Sada, Al-Esmael and Faisal 2017). The psychological attachment
to an organization is referred to as Organizational Commitment. In other words, Organizational
Commitment has been defined as the psychological bond between employees and the company
(Karem, Jameel & Ahmad, 2019). Commitment is a motivator that encourages individuals to do
their best for what they are responsible for in the workplace. However, commitment in the
workplace should not happen by accident; the organization and its individuals must work
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together to establish conditions that allow the intended commitment to be fulfilled.
Organizational commitment is a state in which individuals are physically linked to the workplace
and able to offer their best ideas, attention, and dedication to its success (Gani, Muh & Arifin
2018). The individual believes in the product or service of the company, promotes the company
as an excellent place to work, is ready to sacrifice personal interests for the sake of the
company's objectives, and remains with the company for several years despite being offered
greater money elsewhere (Al-Sada, Al-Esmael & Faisal 2017). Staff sacrifice that quitting an
organization would entail and a lack of alternatives open to the staff are considered in
Continuance Commitment (Massoudi, Jameel, & Ahmad 2020). Whereas, when staff continues
to work for an organization, they feel a sense of obligation and responsibility to their employer
for any reason; this is known as normative commitment (Karem, Jameel, & Ahmad 2019)
Colquitt, Lepine, and Wesson (2017) explain that organizational commitment can be interpreted
as the desire of employees to remain member of an organization. Organizational commitment
can influence whether an employee will remain as a member of the organization (maintained) or
go to pursue another job (employee exchange). Employees who are not committed to their
organization are involved in withdrawal behavior, defined as a series of actions taken by the
employee to avoid situations work behavior that may eventually lead to resignation from the
organization. Colquitt, Lepine, and Wesson (2017) express that organizational commitment has
three basic dimension that are closely related as follows:
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I. Affective Commitment – a desire to remain a member of an organization because of its
emotional attachment and involvement with the organization.
II. Normative Commitment – a desire to remain a member of an organization because of
awareness of the costs associated with leaving the organization.
III. Continuance Commitment – a desire to remain a member of an organization because of
the feeling of having an obligation to remain with the organization.
2.1.1.1 The Concept of Affective Commitment
Affective commitment allows people to work with dedication, accept the goals and
objectives of their employers, and contribute to the organization's success (Hashmi, Ahmad, &
Nawaz, 2021; Ullah, Kamran, Akram, Nawaz, & Rehman, 2021). An affective commitment
should result in a higher level of happiness at work, a higher level of commitment and less
turnover (Javeria, 2013; Khan & Iqbal, 2020). When an individual considers the perceived cost
of time, money, and effort invested in the organization before leaving, it develops into a
continuous commitment.
Affective commitment refers to a strong psychological engagement that makes employees to be
loyal to the organizational goals, values and coworkers. Affective commitment allows people to
work with dedication, accept the goals and objectives of their employers, and contribute to the
organization's success (Hashmi, Ahmad, & Nawaz, 2021; Ullah, Kamran, Akram, Nawaz, &
Rehman, 2021). An affective commitment should result in a higher level of happiness at work, a
higher level of commitment and less turnover (Khan & Iqbal, 2020). When an individual
considers the perceived cost of time, money, and effort invested in the organization before
leaving, it develops into a continuous commitment. Affective commitment refers to employees’
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emotional connection to their employer, which generates a sense of belonging to, identification
with and loyalty toward the organization. Employees who identify with their employer have a
greater desire to remain in the organization (Brown & Barker, 2019).
Affective and normative commitment antecedents include the exchange between leader and
member (leader-member exchange), the appraisal process in favor of employees, which satisfies
their needs and provides the basis for self-esteem, emotional support, and the need for affiliation
(Oh & Sawang, 2021; Shafiq, Hua, Bhatti, & Gillani, 2021). While the affective attachment an
employee has to the organization is determined by the choice to remain committed to the
organization due to some emotional identification (Singh & Gupta, 2015);
Affective commitment has been identified as the core essence of organizational commitment
based on these three significant findings: (a) affective commitment seems to serve as a historical
and theoretical base for organizational commitment theories, (b) affective commitment may
more strongly influence work behaviors than other components or proposed forms of
commitment, and (c) affective commitment may be reasonably considered a core essence of
organizational commitment (Mercurio, 2015). Affective commitment is built because there is
a match between values and goals of individuals with organizational interests.
Affective commitment occurs when individuals are identified with organizational values and
objectives, where individuals feel that they are members and parts of the organization,
and organizations care about their circumstances (Casimir, Ng, Wang, & Ooi, 2014)
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2.1.1.2 The Concept of Normative Commitment
Normative commitment is the feeling of obligation that workers feel towards a business
regardless of the degree of the company’s reputation enhancement or fulfillment over time
(Mallat 2020). Normative commitment is a sense of obligation to remain in an organization. If a
worker believes that remaining a member of the organization is morally and legally correct, they
are more likely to stay with the organization (Muhammad, Afridi, Ali, Shah, & Alasan, 2021). A
normative commitment is the feelings of obligation of the individual based on perceived
attachment to the organization goals (Singh & Gupta, 2015). Whereas, when staff continues to
work for an organization, they feel a sense of obligation and responsibility to their employer for
any reason; this is known as normative commitment (Karem, Mahmood, Jameel, & Ahmad,
2019).
Normative commitment is referred to as obligatory commitment to the organization (Setti, 2014).
Normative commitment focuses on the individual’s sense of obligation to stay with the
organization. This commitment stems from an individual’s moral obligation to stay with the
organization regardless of the benefit he or she might receive by leaving (Radosavljevic,
Cilerdzic & Dragic, 2017). Normative commitment reflects employees’ perceived moral
obligation to stay with an organization, a willingness generated by a sense of duty and
compulsion (Brown & Barker, 2019). the determinants of normative commitment include the
employee induction process into the organization, socialization that arises from family
background, society, and through employee social contacts (Bhatti, Farhan, Ahmad, &
Sharif, 2019). Normative commitment is a feeling of normal obligation to an organization.
Employees with high levels of normative commitment feel that they are obliged to remain in the
organization (Radosavljevic, Cilerdzic & Dragic, 2017)

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2.1.1.3 The Concept of Continuance Commitment
Continuance commitment relates to the degree employee’s sense if they need to stay at their
organization based on their reflection of costs and benefits of staying or moving to another
organization. Continuance commitment is the desire to continue working in an organisation
because of the awareness of the overheads related to quitting it (Thrassou, Santoro, Leonidou,
Vrontis & Christofi, 2020). Staff sacrifice that quitting an organization would entail and a lack of
alternatives open to the staff are considered in Continuance Commitment (Massoudi, Jameel, &
Ahmad, 2020).
Continuance commitment emerges from employees’ assessment of opportunities associated with
remaining with an organization compared to the cost of leaving the employment (Brown &
Barker, 2019). Continuance commitment refers to the awareness of the costs associated with
leaving the organization. The potential costs of leaving the organization involve the threat of
wasting time and effort spent on the acquisition of non-communicable skills, loss of attractive
benefits, waiver of privilege that brings long years of service, and the collapse of family and
personal partnerships (Radosavljevic, Cilerdzic & Dragic, 2017)
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2.1.2 The Concept of Job Characteristics
According to Hackman & Oldham (1974) job characteristics are closely related to the job and
contain several components or elements that may lead to the formation of a comprehensive
understanding of the job, a sense of the impact of work, and responsibility for the results to
create a climate for a positive courtesy of employees and impact on employee participation. Job
characteristics are considered as one of the most important parts or approaches of job design
(Matilu & K’Obonyo, 2018), the origin of the development of the job characteristics model goes
back to researchers turner and Lawrence in 1965 which has been reviewed by Hackman and
Lawler in 1971 an then the final version revised and done by Hackman and Oldham in1976.
Accordingly, the firm must be able to provide a suitable work environment that assists to match
employee’s needs during job design (Adiarani, 2019). Therefore, the job should be design very
well to provide the benefits and might increase the organization and employee’s commitment
(Tamhir, Sujanto & Karnati, 2019).
Job characteristics are affective factors that influence employees’ intrinsic work motivation by
the achievement of critical psychological states (Fernet, Trépanier, Austin, Gagné, & Forest,
2015). Besides, the model of job characteristics developed by Hackman and Oldham in 1976
mentioned a group of essential job characteristics that affects the actions and behaviors of the
employees that clues to numerous positive outputs such as reduced rate of job turnover, enhance
the motivation of employees and performance quality (Abuzaid, 2020).
Previous studies have demonstrated the link between job characteristics and organizational
commitment. Recently, Ujoatuonu, Apex-Apeh & Onu, (2016) found that human factors in the
organization such as spirit at work positively predicted organizational commitment.
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Lussier & Hendon (2016) stated that job characteristic is to provide a conceptual framework for
designing or enriching jobs enriching jobs based on core job characteristics. The model can be
used by individual managers or by members of a team. Use of the job characteristics model
improves employees’ motivation and job commitment, and it can increase performance. The use
of job characteristics is to improve employees’ motivation, performance, commitment and job
satisfaction and reduces their absenteeism and turnover.
According to Robbins and Judge (2015) that increasingly, research on motivation focuses on
approaches that link motivational concepts to changes in the way work is structured. Research in
job design suggests the way the elements in a job are organized can increase or decrease effort
and also suggests what those elements are. First, will review the job characteristics model and
then discuss some ways of jobs can be redesigned.
The job characteristics model was formulated to identify the motivational properties of jobs prior
to job design and also acknowledges and measures the growth need strength of employees
(Hackman &Oldham, 1974). Hackman and Oldham (1976) explained the five job characteristics
that lead to the desired psychological states and the presence or absence of these characteristics
have an effect on the motivation and job satisfaction of employees. The five core job
characteristics are described below:
I. Skill variety: It is the degree to which variety of different activities are required to
perform a particular job. This involves use of variety of skills of the individuals in their
job.
II. Task identity: This refers to the degree to which a job requires completion of the “whole”
and identifiable piece of work. In other words, completing a job from beginning to end
with visible outcomes.
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III. Task significance: This refers to the degree to which the job has a substantial effect on
the lives or work of other people whether those people are from within or outside the
organization.
IV. Autonomy: It is the degree to which there is freedom, independence and discretion to
individual in scheduling their work and in determining the ways to perform it.
V. Feedback: It is the degree to which the job results in the individual obtaining clear
information about their performances.
Source: Hackman & Oldham (1980)
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2.1.2.1 Skill variety and Organizational commitment
Skill variety entails the degree to which employees employ different skills to complete their
work. According to Ngari, Muathe and Kilika (2018), skill variety is de range of skills required
to complete a particular piece of work that leads to the desired individual and job results”. Johari,
Shamsudin, Yean, Yahya and Adnan (2018), pointed out that this particular dimension in job
characteristics is seen as the main catalyst to boost the intrinsic motivation of the employee. Skill
variety also positively influences organizational commitment and job satisfaction of employees
(Sadono, 2016; Umukoro & Egwakhe, 2019; Thirunavukarasu & Sritharan, 2016). Another study
conducted by Johari & Yahya (2016) shows that the dimensions of skill variation have a direct
and significant effect on performance. Indeed Editorial Team (2021) pointed out that skill variety
is another core job characteristic in the Job characteristics model. Skill variety is exactly what it
sounds like an employee can use a variety of different skills as they complete the tasks of their
job. When a job has skill variety, an employee has the opportunity to develop a range of skills
and talents, which can keep their work interesting and fulfilling.
Therefore, the skills variety dimension is very useful for the employees because it will lead the
employees to a feeling of great capability and the organizations will keep the employees by
abolishing the boredom which resulted from the repetitive work tasks and activities (Adiarani,
2019).
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2.1.2.2 Task identity and Organizational Commitment
Task Identity can be defined as the ability to identify the current work in which it will be more
complete and holistic, and thus will lead to more pride in the job outcomes performed by a
particular person (Johari & Yahya, 2016). Task identity is one of the ways in which the
employee’s motivational level can be enhanced and found to satisfy employees; increase
commitment level; experience less stress; enhances organization learning (Umukoro & Egwakhe,
2019; Nyabundi & Kagiri, 2016). Accordingly, when the employees implement the whole job as
well as planned from the point start to the endpoint, this means that the task is very clear and
each employee within the organization knows their role very well (Abuzaid, 2020). Moreover,
Task identity refers to an employee completing a whole, identifiable task. Essentially, task
identity occurs when an employee is able to complete an entire task from start to finish, instead
of working on only a small chunk of it (Indeed Editorial Team, 2021). Task identity defined as
extent employees’ orientation to complete an entire piece of a job with tangible outcomes
(Sulistyo & Suhartini, 2019), Task identity is important because jobs can feel more meaningful
when employees can see the outcomes of their work. When employees complete only small
chunks of work, it's harder to see outcomes than when they complete a task from start to finish,
making task identity important in the Job Characteristics Model (Indeed Editorial Team 2021). A
well-designed job with adequate task identity creates a working environment by which
employees understand the whole work process or whole groups of interconnected tasks so that
employees can identify their role in that broader context (Černe, Hernaus, Dysvik, & Škerlavaj,
2017). Černe, Hernaus, Dysvik, & Škerlavaj (2017) added that among core job characteristics
dimension task identity is one of the less explored areas of study. If employees do not provided
with sufficient identity, they might not have a complete picture of the job associate themselves to
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the unit of production this diminishes their sense of accomplishment and meaningfulness at the
workplace (Černe, Hernaus, Dysvik, & Škerlavaj, 2017). The lack of accomplishment and
meaningfulness at the workplace impede the employee's internal work motivation which in turn
negatively affects employee creativity and commitment. Task identity as an entire and
identifiable piece of work (Suseno, Standing, Gengatharen, & Nguyen, 2019) tends the job
holders to identify themselves with that job and take it as their identity which makes such
employees work towards continuous improvement of the job they identified with so this, in turn,
will promote positive and significant effects on organizational commitment (Khayat & Gheitani,
2015).
2.1.2.3 Task significance and Organizational Commitment
The positive effect of task significance on organizational commitment; job performance; quality
of work life, job satisfaction has been identified (Sadono, 2016; Allan, Duffy & Collisson, 2016;
Umukoro & Egwakhe, 2019). The task significance is a very important dimension because it
creates team tasks meaningful and valuable and thus will motivate them to increase their
performance (Zawawi & Nasurdin, 2017). Consequently, the job is considered meaningful and
valuable if it is significant to other people (Teryima & Abubakar, 2018). Task significance refers
to the degree to which the job has an important impact on other people whether inside or outside
of the organization (Abuzaid, 2020). Furthermore, task significance defines the degree of effect
the job and its elements or components on the lifestyle of the employees whether directly or
indirectly (Ababneh & Hackett, 2019), while, Lee & Jeon (2020) highlighted that the effect of
task significance on creative behavior. If the job has high task significance, employees recognize
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that the task has a greater impact on them as well as other people this can more motivate
employees to perform the task with passion (Suseno, Standing, Gengatharen, & Nguyen, 2019).
Indeed Editorial Team (2021) task significance refers to the sense of meaning associated with the
task. Typically, employees draw meaning from tasks when they have a tangible effect on the
well-being of other people, including people, both inside and outside of the organization.
Therefore, employees are more motivated when they work jobs that have task significance
(Indeed Editorial Team, 2021). Additionally, Yang and Cho (2015) revealed a direct effect of
task significance on organizational commitment and Cangialosi (2020) found that task
significance increased the effects of organizational commitment on job characteristics in
presence of high levels of autonomy. Another research conducted by Grobelna (2019) revealed
that job characteristics, especially task significance, have a significant effect on performance
through the influence of motivation. The results of these studies are also in line with research
conducted by Ramdhani dan Sridadi (2019) that job significance have a positive and significant
effect on employee performance through work motivation.
2.1.2.4 Autonomy and Organizational Commitment
Organizational commitment can be viewed from the perspective of job autonomy. Autonomy is
related to the degree of freedom on job. It depends and results from trust of the supervisor and
this can be linked to leadership. Autonomy has been defined as “the ability to choose how to do
one’s work; having influence over one’s work; and flexibility in workload decisions. (Christeen
2015). Autonomy is found to significantly and positively influence organizational commitment
(Miedaner, Kuntz, Enke, Roth & Nitzsche 2018). Leadership empowerment in the form of
autonomy on the job has a favorable effect on affective organizational commitment and turnover
intentions (Kim & Beehr 2018). A study of the relationship between autonomy and
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organizational commitment revealed that the degree of autonomy given on the job is a strong
predictor of organizational commitment (Miedaner, Kuntz, Enke, Roth & Nitzsche 2018). The
provision of training and development to employees may result in a supervisor having more trust
in the subordinate and granting him or her autonomy on the job. Job autonomy also increases job
satisfaction of employees, increases employee commitment; vitality of employees Nevicka &
Heerema, 2018; Umukoro & Egwakhe, 2019).
According to Abuziad (2020); Matilu & Obonyo (2018); the concept of autonomy is described as
a degree that the job that provides essential autonomy or freedom, independence and freedom of
action in defining procedures and scheduling work. Autonomy is the level of freedom,
independence, and policies that employees have in planning a job and finding ways to use it to
carry out the job. This is also confirmed by Robbins (2017) who states that work autonomy is the
degree of freedom of the work holder, the independence and the breadth needed to schedule
work and decide what procedures to use to complete the work. Autonomous decision-making
leads to higher levels of IWB, by intrinsically motivating and exerting more determination which
translates into propensity and capacity to innovate (Zhang, 2020). From an opposite perspective,
Job autonomy not only affects intrinsic motivation, but it also influences creative self-efficacy
which is strongly correlated to individual innovation (Gupta, 2020)
However, with recent developments in research, such as flexible working hours and changing
workplaces, job autonomy has been extended to a wider range of work levels (Kubicek, Paškvan,
& Bunner, 2017). In combination with the new work form of the current Internet of
everything, Kubicek, Paškvan, & Bunner, (2017) combined these different aspects and believed
that job autonomy refers to the discretion of employees to complete tasks when, where, in what
order and in what way. It is worth mentioning that job autonomy is the organization’s autonomy
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to give employees the freedom to work. It is different from individual autonomy. Individual
autonomy emphasizes that individuals are free to choose to engage in an action based on their
own interests or personal beliefs. Malinowska, Tokarz & Wardzichowska, (2018) believe that
giving autonomy to work promotes internal motivation for employees to work, which in turn will
increase employees’ work commitment.
2.1.2.5 Feedback and Organizational Commitment
Feedback is one of the mechanisms by which employees obtain knowledge and learn about the
result of their output. Employees obtain feedback from different sources such as supervisors or
managers, coworkers, clients or customers, self generated, and experts (Bak, 2020). Performance
feedback remains a relative topic in the management literature and it is important for managers
to know how to give effective feedback (Chappelow & McCauley, 2019). It represents an
important mechanism for adapting behaviour towards attaining the performance goals of the
individual and organization (Greve & Gaba, 2017), Feedback is easy and inexpensive to deliver
(Buckingham & Goodall, 2019; Wigert & Harter, 2017), feedback can be classified as positive or
negative. Positive feedback refers to feedback that is intended to increase the behaviour to which
it is directed. Conversely, the intent of delivering negative feedback is to communicate to the
receiver what they did wrong; thus, decreasing the target behaviour (Choi, Johnson, Moon &
Oah, 2018).
Kuvaas, Buch, & Dysvik (2017) found that high performance feedback improves the job
performance and organizational commitment. Conversely, Casas-Arce, Lourenco, and Martienz-
Jerez (2017) stated that because managers cannot digest too much information, an excessively
high feedback frequency may be detrimental to their decision making or result in managerial
myopia, thus cannot help improve later performance, Performance feedback is a form of
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communication in which the firm's management provides past performance information to
employees to help them with learning, growth, and development plans (Kuvaas, Buch,
& Dysvik, 2017). Feedback related to how the work providing clear indicators about employees’
performance, and the quality of their outcomes (Hans and Gupta, 2018; Traymbak and Kumar,
2018). From the motivation perspective, more feedback can increase employee’s sense of
competence, leading him or her to believe that his or her actions can influence organizational
performance (Casas-Arce, Lourenco, & Martienz-Jerez, 2017). The feedback dimension is
important for the employees to continuously improve their job performance and many studies
have identified the positive effect of feedback on organizational commitment; (Umukoro &
Egwakhe, 2019; Amakiri & Luke, 2016)
2.1.3 Career Development
According to Zarqan (2017) that career development as an effort or steps which was
implemented by the company or the manager of human resources in order to frame the
development of employees’ potential to be able to handle certain task in a higher positions in the
effort of achieving the company’s objective.
Lussier and Hendon (2017) stated that career development becomes a significant issue to
companies, and what problems does career planning need to be designed to solve. Today’s
organizations need to provide employees with reasonable career paths and career counseling so
that they achieve their personal goals over the course of their career. These services can create
significant motivation in the workforce that can lead to a major improvement in productivity and
job satisfaction as well as lower absenteeism and turnover.
23
The process of increasing individual’s working skills can be achieved by a desired career. There
are several issues in the career development process in a company, as one of them is the object of
research, such as lacking of promotion career paths, the employees remain in the same position
for a certain period of time.
Most of the employees will want to have a higher position and facility in a company, especially
for those employees who have been working for a long period of time in the company.
According to Handoko (2018) that the dimensions and indicators of career development are
explained below:
 Education – Educational background and knowledge insights.
 Training – Frequency of training and certain working skills.
 Work Experience – Length of work, mastery of knowledge and skills.
2.1.4 The Concept of Job Characteristics and Organizational Commitment
Previous studies have demonstrated the link between job characteristics and organizational
commitment. Recently Saud (2020) found out that job characteristics had a significant positive
effect on organizational commitment, other studies (Okonkwo, Obodo, & Aboh 2019; Putra,
Sudja, Martini 2018) have shown significant relationships between job characteristics and
organizational commitment, Employees who are proficient on the tasks demanded by the job,
will perceive the job meaningfully and would be committed performing the job. Kaya & Demirer
(2021) found out that skill variety and friendship have a positive causal effect on compliance and
task performance. Friendship, skill variety, and autonomy have a positive causal effect on job
24
satisfaction. Skill variety also positively Influences organizational commitment and job
satisfaction of employees (Umukoro & Egwakhe, 2019).
Earlier, Senen, Masharyono, Edisa (2018) found out that there is a positive influence between
job characteristics on employee performance. Gunawan, Umar, Al Musadieq and Hamidah
(2020) found that Employee performance is the key to the success of an organization whereby
the effect of job characteristics on person-job fit is positive and significant, the effect of job
characteristics on organizational commitment is positive and significant, the effect of job
characteristics on employee performance is positive and significant and the effect of
organizational commitment on employee performance is positive and significant.
One study reported positive relationships between job characteristics and organizational
commitment, such as among university teachers in China (Kang & Liu, 2018), In Nigeria,
Umukoro and Egwakhe (2019) found that job-characteristics dimensions had a significant effect
on employee continuance commitment. Also, task identity, task significance, and feedback
had a significant positive effect on continuance commitment on university non-academic staff,
Okonkwo, Obodo, & Aboh (2019) found out that there is need for policy makers in Nigeria such
as the Police Service Commission to consider job characteristics especially task significance and
feedback from agents in order to enhance organizational commitment of police officers. Raihan
(2020) found out that skill variety, task identity, task significance, autonomy and feedback
positively influence the employee job satisfaction in Bangladeshi RMG companies. The
hypothesis for this study is that job characteristics will positively predict organizational
commitment.
25
2.2 Theoretical Review
2.2.1 Job Characteristics Theory
Theoretically, commitment and job characteristics variables in this study were anchored on the
Three-Component Theory of Commitment proposed by Meyer and Allen (1997) and the Job
Characteristics Model (JCM) proposed by Hackman and Oldhan (1976). The job characteristics
theory is founded on the assumption that jobs can be designed in manners that will make
employees to derive satisfaction from the job they perform, as well as help them to feel that they
are doing meaningful and valuable work. Specifically theory identifies the task's condition under
which individuals will be internally motivated to perform their jobs effectively. The relevance of
this theory is based on the fact that it captures the five dimensions used to describe job
characteristics in this study which are skill variety, task identity, task significance, autonomy and
feedback. Meyer and Allen's model of commitment explicate the psychological bond between an
employee and his or her employing organization. The theory explains that individuals in the
organization are affectively attached an organization because they want to. Where these factors
effect on the ability of an organization to achieve its goals by considering the human
resource as the significant factor that leads the organization to create new competitive
ideas and attain success(Al-Hawary and Al-Namlan, 2018). The organizational
literature has provided a job characteristics model (JCM) as one of the
perspectives that help the organizations to achieve their goals in efficient and effective
methods by accurately determine the work tangible and intangible components(Ababneh
and Hackett, 2019; Hans and Gupta, 2018). The job characteristics referred to a sequence
that identifying the properties of the job candidates to work in the organization (Ababneh
and Hackett, 2019). Therefore, the job characteristics model (JCM) that indicated by
26
(Hans and Gupta, 2018; Traymbak and Kumar, 2018) consisted of five dimensions
to measure job components of an organization. Job autonomy referred to the scale of
freedom that provided to the organizations’ employees and power to implement the
tasks which seeking to achieve organizations’ goals by providing flexibility to identify task
scheduling and needed methods related to employee situation (Hackman and Oldham,
1975). Skill Variety indicated to a set of various skills that the job needed to perform work
activities that distinguish between functions. Task identity defined as extent employees’
orientation to complete an entire piece of a job with tangible outcomes (Sulistyo and
Suhartini, 2019), while task significance determine the degree of influence that the job
and its components of employees lifestyle directly or indirectly(Ababneh and Hackett,
2019). Feedback related to how the work providing clear indicators about employees’
performance, and the quality of their outcomes (Hans and Gupta, 2018; Traymbak and
Kumar, 2018).
2.3 Empirical Review
Okonkwo, Obodo, & Aboh (2019) investigated the contributions of job characteristics on
organizational commitment among police personnel in Enugu urban area of Enugu state, Nigeria.
There has been much research on organizational commitment, but little effort has been made to
study this issue in the Nigerian police. The sample used in this study was multi-stage sampling
techniques whereby data was collected from One hundred and ninety (190) police officers,
comprising 125 men and 65 women between the ages of 20 to 59 years (M = 36.83, SD = 6.07).
The 21-item Job Characteristics Scale and 23-item Organizational Commitment Scale were used
to measure the data collected. The results of the study using multiple regressions revealed that all
the dimensions of job characteristics did not equally predict organizational commitment.
27
Specifically, task significance and feedback from agents, independently predicted organizational
commitment while the other facets did not significantly predict organizational commitment. Job
characteristics accounted for 13.4% of the variance in organizational commitment among
officers of the Nigerian police. Additionally there is need for policy makers in Nigeria such as
the Police Service Commission to consider job characteristics especially task significance and
feedback from agents in order to enhance organizational commitment of police officers.
Saud (2020) examined the effect of job characteristics on organizational commitment in Nepali
IT companies along with the moderating effect of growth need strength.
Regression analysis and multiple moderated regression analysis were used to examine the
hypothesized relationship. Data was collected from 167 employees using survey questionnaire.
The study found out that job characteristics had a significant positive effect on organizational
commitment and among the five dimensions of job characteristic only skill variable had a non-
significant effect on organizational commitment. However, the moderating effect of growth
needs strength on job characteristics and organizational commitment relationship could not be
established.
Putra, Sudja and Martini (2018) investigated the effect of job characteristics and compensation
on job satisfaction and organizational commitment on LPD staffs of the Kerambitan, Tabanan.
Proportional random sampling technique was used. The research sample consists of 86
employees in all LPD Kerambitan Tabanan. The data analyst method used was SEM analysis
(Structural Equation Modeling) based on component or variance that is PLS (Partial Least
Square). The result of research indicates that job characteristic and compensation variable have
positive effect to job satisfaction. Job characteristics do not affect organizational commitment,
28
while compensation has a positive effect on organizational commitment either partially or
through job satisfaction. Job satisfaction has a positive effect on organizational commitment.
Gunawan, Umar, Al Musadieq and Hamidah (2020) investigate the Effect of Job Characteristic,
Person-Job Fit, Organizational Commitment on the Performance of East Java BPJS Employees.
The research population consists of employees in East Java Province BPJS Employment with a
total of 238 employees as a research sample. Survey research was used in distributing
questionnaires to respondents. While Warp-PLS was used to analyze the research data. The
results showed that The effect of job characteristics on person-job fit is positive and significant,
The effect of job characteristics on organizational commitment is positive and significant, The
effect of job characteristics on employee performance is positive and significant, The influence
of person-job fit on employee performance is positive and significant and The effect of
organizational commitment on employee performance is positive and significant.
Kaya & Demirer (2021) conducted a research aimed to explain the effect of Job Characteristics
on Individual Job Performance, Perceptions and Mediating Role of Job Satisfaction on
employees of private and public hospitals in Turkey.
Primary research data was gathered by using a structured questionnaire that included valid and
reliable scales, namely Job Characteristics Inventory, Minnesota Job Satisfaction Questionnaire,
and The Job performance quality scale. The sample of the study consists of 472 employees
randomly chosen from five private and public hospitals in Turkey. Exploratory and confirmatory
factor analysis was used for factor validation. Path analysis and bootstrap analyses was used to
detect direct and mediating effects on a path model using the structural equation modeling
technique. Findings revealed that skill variety and friendship have a positive causal effect on
compliance and task performance. Friendship, skill variety, and autonomy have a positive causal
29
effect on job satisfaction. Internal job satisfaction has a positive causal influence on compliance,
contextual, and task performance. Friendship, skill variety, and autonomy's causal effects on
compliance, contextual, and task performance are mediated by intrinsic and extrinsic job
satisfaction.
Ramli, Mochamad, Soelton, Paijan & Khotimah (2020) analyze the impact of the employee
turnover intention within the organization. The research data was collected through the
distribution of questionnaire, and the population of the research study consisted of the employees
in a local IT provider company in Jakarta, Indonesia. Descriptive and verification method was
adopted in this research study, the descriptive method was based on observation analysis and the
verification method was based on quantitative analysis. The sample determination was done
through Non-Probability (Random Sampling) and the tool of analysis was Partial Least Square
(PLS). The population of the research was based on 350 employees of an IT provider company
in Jakarta, Indonesia. The result indicated that job characteristic has higher significant influence
on organizational commitment compared to career development that affects the turnover
intention of employees and also organizational commitment has a significant effect on employee
turnover intention. This means that in order to counter the turnover intention of the millennial
employees, the organization must develop proper job characteristics to suit the millennial
workforce which might be useful to help overcome the research phenomenon.
Raihan (2020) investigates the impact of job characteristics model on employees’ job satisfaction
in the field of organizational behavior. The Sample of the study was taken from 15 different
Bangladeshi RMG companies and evaluated duly using regressions analysis. A structured
questionnaire with 5-points Likert scale was used to collect the primary data by conducting a
survey. The research sample size was 100 and the respondents were selected on a convenient
30
basis. Data was analyzed using SPSS software. The result of the study shows that skill variety,
task identity, task significance, autonomy and feedback positively influence the employee job
satisfaction.
Al haraisa (2021) examines the effect of Job Characteristics on organizational ambidexterity.
The study population was drawn from the Food and beverages companies listed on the Amman
Stock Exchange 2020 which numbered 8 companies. The research study sample was 120
employees. The questionnaire was gathered from 100 respondents and shaped 83% as a response
rate. The obtained data was analyzed using the partial Least Squares (PLS) technique. The result
of the study showed that all the dimensions of the Job Characteristics namely (Skills variety, task
identity, task significance, autonomy, and feedback) have a positive impact on organizational
ambidexterity. The study recommends increasing the job characteristics levels and the
organizational ambidexterity levels in the researched companies. In addition, it recommends the
future researchers to complete this study on the other sectors.
Senen, Masharyono, Edisa (2018) analyzed the Effect of Job Characteristics on Employee’s
Performance in Interior Industry. The research study used descriptive analysis technique. Cross-
sectional design was used, while for the method explanatory survey was used. The study used 75
respondents who were selected using non-probability sampling. Questionnaire was used as a
research instrument to collect data from respondents. The analytical technique used is a simple
linear analysis technique. Based on the results of the study using a simple linear regression
analysis, there is a positive influence between job characteristics on employee performance. The
study provides a basis for understanding the issues of job characteristics on employee
performance.
31
Umukoro and Egwakhe (2019) examined the effect of job-characteristics dimensions on
employee continuance commitment. The study adopted a cross-sectional survey research
design and data was collected from 377 regular non-academic staff using validated and
reliable copies of a questionnaire. Multiple regression analysis was applied as the inferential
statistics. Results from multiple regression analysis conducted found that job-
characteristics dimensions had a significant effect on employee continuance commitment [R =
0.726, F(5, 371) = 78.081, p< 0.05]. Also, task identity, task significance, and feedback had
a significant positive effect on continuance commitment. On the strength of the statistical
findings, it was recommended for management emphasize on task identify, significance and,
feedback to enable continuance commitment of non-academic staff.
Sabra (2020) examined and analyzed the impact of job characteristics on job performance in the
Greater Amman Municipality. The population of the research consisted of all employees
working in the Greater Amman Municipality. A random sample was selected to collect data from
the research population, which consisted of (400) questionnaires distributed to employees, while
the returned questionnaires are valid to statistical analysis were (375) questionnaires, with
the responding rate (94%). Structural Equation Modelling (SEM) was used as a statistical
analysis method to achieve the research objectives and testing hypothesis. The result of
the research indicated that there is a significant impact of job characteristics and all of
its dimensions, which were (job autonomy, skill variety, task identity, task
significance, and feedback) on job performance. Hence, the main research
recommendation has oriented the managers to emphasizing on employees'
empowerment by sharing them in job design to achieve the best organizational results.
32
Ahakwa, Yang, Tackie, Odai, Dartey, (2021) examines and found out a linkage between Job
Autonomy, Organizational Learning, and Work Environment towards Organizational
Commitment of public sector employees in Ghana. Data were obtained from three hundred and
thirty (330) employees of five (5) Metropolitan, Municipal and Districts Assemblies (MMDAs)
in the Ashanti Region of Ghana through the use of simple random probability sampling.
However, three hundred and fifteen (315) accurate responses were used in the analysis due to
incomplete and missing figures. Data were analyzed using partial least squared based on
Structural Equation Modeling (SEM). The findings revealed that organizational learning has the
greatest outcome on organizational commitment and were statistically significant at p< 0.05.
This finding provides useful suggestions for institutions, employers, and policymakers to
promote organizational learning among employees through in-service trainings, knowledge
distribution, and group behavior. The result can serve as a practical tool to boost organizational
commitment towards achieving organizational goals.
Mukhtaruddin, Adam, Kesuma (2021) examines the role of organizational commitment to
mediate the effect of job characteristics and organizational support on employee loyalty at the
University of Muhammadiyah Aceh (Unmuha). The study population comprised all 193 Unmuha
employees. Unmuha employees are structural lecturers and educational staffs who are scattered
in each work unit. Data were analyzed by Structural Equation Modeling (SEM). The direct test
results found that job characteristics and organizational support significantly affect
organizational commitment; job characteristics, organizational support and organizational
commitment significantly affect employee loyalty; and the indirect test result found that
organizational commitment mediates the effect of job characteristics and organizational support
on employee loyalty. These findings reinforce the notion that the model of increasing employee
33
loyalty, especially in Unmuha, is strongly influenced by job characteristics and organizational
support, supported by an organizational commitment that acts as a partial mediator. Further
researchers can develop this proven model by adding new variables such as organizational
culture and talent management to further complement the employee loyalty model.
34
CHAPTER THREE
METHODOLOGY
3.0 Preamble
This chapter discusses the research design that was used in the study, the variables, and
population and what constituted the sample size, it will further look at the construction of the
research instrument that was used, validity and reliability of this instrument and the methods of
data collection and data analysis that was used.
3.1 Research Design
Survey research design was adopted, it is the type which commonly involves the researcher in
collecting data from a representative group of people called sample, that is selected from and to
represent at heterogeneous or large group of people called population. The researcher adopted
survey research design because it helps the researcher to verify the opinion of large number of
people using sample. This approach has also been used by many past researchers with similar
studies.
3.2 Area of the Study
This research was carried out at Rite foods limited, Ososa, Ijebu Ode, Ogun state, Rite foods
limited is a Nigerian Foods and Beverages Manufacturing company which began food
production in March 2006, Rite foods limited is a major player in the sausage segment of the
food industry and is gradually gaining market share in the soft drinks and energy drinks segment
of the beverage industry in Nigeria.
35
3.3 Population of the Study
The population of this study comprises of the workers of Rite foods limited, ososa, Ijebu ode,
Ogun state. The company did not disclose the total number of staffs in their organization as it
was tagged as it being classified. A staff from the organization however estimated the total
number of staffs in the organization to be 350.
3.4 Sample and Sampling Techniques
In determining the sample size Taro Yamani formulae was adopted to determine the sample size
for the study as 187, irrespective of the financial and educational status, age, gender etc. the
sample was selected through convenience sampling technique.
It was adopted in order to give room for each and every members of the population of being
chosen to provide an answer to the objective of this study.
The sample size was calculated using the formulae below:
n= N
1+Ne2
Where
n= Sample size
N= Population size
E= Significance level
36
3.5 Instrument for Data Collection
Structured Questionnaire was the instrument used for collecting data. The questionnaire was self
constructed by the researcher to answer questions on objectives of this study, research questions
and hypothesis, it contained structured items divided into section A and B. Section A sought
information about the Bio-Data of the respondents while Section b contained items that provide
information to answers to the research questions. Section B consist of a list of opinions,
statement follow by a set of five (5) options, Strongly Agree (SA), Agree (A), Undecided (U),
Disagree (D) and Strongly Disagree (SD).
These options are assigned numerical weight of 5, 4, 3, 2, 1 respectively. These respondents
would tick sections as they apply to them and which respond to their respective answers
3.6 Method of Data Collection
Certain copies of the questionnaire was administered by the researcher with the assistance from
some of officers on the respondents. Data was collected from two sources namely: Primary and
Secondary sources. Questionnaire was used as the Primary source of data collection.
Internet, journals, textbooks etc was used as the secondary source of data collection.
A lot of repeated administration was done in order to get the required number of result. In the
long run, analysis was carried out on the data that are collected.
3.7 Validity and Reliability of Instrument
Validity and reliability increase transparency, and decrease opportunities to insert researcher bias
in qualitative research [Singh, 2014]. To establish the validity of the research instrument, the
37
researcher also used the opinion of experts in the field of study. The
questionnaire was face validated by my project supervisor.
3.8 Model Specification
Below is the model specification that depicts the degree of relationship existing among the
variables of the research study
Y= a 0+ β1 X 1 + β 2 X 2+ β 3 X 3 + β 4 X 4 ε
Where:
Y= Organizational Commitment
X 1 = Task Significance
X 2 = Feedback
X 3 = Skill variety
X 4= Autonomy
a 0= Autonomous Variable
β 123= Coefficient of Determinant
ε = Error term
3.9 Method of Data Analysis
The findings were presented using descriptive statistics as frequency, percentage, mean and
standard deviation using SPSS. The findings were presented using frequency tables. The study
also used regressions analysis to analyze the collected data to measure the effect between job
characteristics and organizational commitment.

38
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
This chapter discusses the interpretation of the data collected on impact of job characteristics on
organizational commitment. In addition, it presents the data analysis, findings and interpretation.
The analyzed data was arranged under themes that reflect the research objectives.
4.1.1 Section A: Respondents Characteristics
Characteristics Classification Frequency Percentage
Male 99 66.4
Gender
Female 50 33.6
Total 149 100.0
20-40 114 76.5

Age 41-60 31 20.8
60 above 4 2.7
Total 149 100.0
O level 74 49.6
A Level and equivalent 32 21.5
Educational
First Degree 29 19.5
Qualification Second Degree and above 6.7
10
Nill 4 2.7
Total 149 100.0
0-5 years 86 57.7
Working 6-10 years 44 29.5
Experience 10-15years 7 4.8
15-20years 12 8.0
20 years above 0 0
Total 149 100.0
Low Level 84 56.3
Middle Level 57 38.3
Rant at Work 39
Top Level 8 5.4
Total 149 100.0
Below 100,000 110 73.8
100,000 -500,000 35 23.5
600,000 – 1,000,000 4 2.7
Salary
1,000,000 above 0 0
Total 149 100.0
Source: Field survey 2022
The table above shows that the Male respondents were 99(66.4%) out of 149, and the female
respondents were 50(33.6%). The table also disclosed that 114(76.5%) of the respondents were
between the age bracket of 20-40 years, 31(20.8%) were between 41-60, and 4(2.7%) were
above 60years, Also, 74(49.6%) of the respondents has O-level education qualification, 32
(21.5%) had A level and equivalent, 29(19.5%) had a First degree, 10(6.7%) had Second degree
while 4(2.7%) had no education qualification. The table again, revealed the working experience
of the respondents that 86(57.7%) were between the working experience of 1 – 5 years,
44(29.5%) were between 6 - 10years, 7(4.8%) were between 10 – 15years, 12(8%) were between
15-20years while none were between 20 years above, it was also shown in the table that
84(56.3%) of the respondents falls in the low level rank,, 57(38.3%) middle level rank while
8(5.4%) falls in the Top level rank. The table again, revealed the salary of the respondents
110(73.8%) earn below 100,000, 35(23.5%) earn between 100,000 – 500,000, 4(2.7%) earn
between 600,000 – 1,000,000, while 0(0%) earn 1,000,000 above. This shows that most of the
respondents were competent enough to encode and interpret the statements on the questionnaire
appropriately, and make available, answers that best represent their views on the topic of the
study
40
4.1.2 SECTION B: Descriptive Analysis of the Variables in the Study
4.1.2.1 Descriptive Statistics - Skill Variety
Statement SA A U D SD Mean STD
Our organization does not 9 62 10 51 17 2.9664 2.699

43 739
allow employees to make use
(6.0%) (41.6%) (6.7%) (34.2%) (11.5%)
of different skills on their job
Most of the jobs in this 32 97 11 9 0 4.0201 3.559

34 655
organization allows Employees
(21.5%) (65.1%) (7.4%) (6.0%) (0%)
to have more than one skill
Employees have the 35 90 15 8 1 4.0335 3.569

57 069
opportunity to take on skills of
(23.5%) (60.3%) (10.1%) (5.4%) (0.7%)
greater complexity in their
current roles
Our organization allow the 12 36 18 68 15 2.7449 2.479

66 446
employees to structure the
(8.1%) (24.1%) (12.1%) (45.6%) (10.1%)
tasks according to his own
work patterns
My job involves doing a 37 78 11 22 1 3.8590 3.462

6 164
number of different things
(24.7%) (52.4%) (7.4%) (14.8%) (0.7%)
Source: Field Survey, 2022
41
The results revealed that 9(6.0%) and 62(41.6%) of the respondents strongly agreed and agreed
respectively that their organization does not allow employees to make use of different skills on
their job. Most of the employees confirmed that most jobs in the organization allows them to
have more than a skill as indicated by 32(21.5%) and 97(65.1%) who strongly agreed and agreed
respectively. More than half of the respondents confirmed that they have the opportunity to take
on skills of greater complexity in their current roles as shown by 35(23.5%) and (60.3%)
strongly agreeing and agreeing respectively. Similarly, 68 (45.6%) and 15 (10.1%) of the
employees disagreed and strongly disagree that the organization does allow them to structure the
tasks according to their own work patterns. 37(24.7%) and 78 (52.4%) respondents strongly
agreed and agreed that their job involves doing a number of different things in the organization.
4.1.2.2 Descriptive Statistics - Autonomy
On my job I can decide 24 49 11 56 9 3.1543 2.89178

62 4
the best way to perform a
(16.1%) (32.9%) (7.4%) (37.5%) (6.1%)
task
Employees in our 20 82 12 29 6 3.5436 3.18764

24 4
organization have to wait
(13.4%) (55.0%) (8.1%) (19.5%) (4.0%)
for their superior to
perform task
I feel more valued and 26 98 12 10 3 3.8993 3.46410

29 2
trusted in the Organization
42
(17.5%) (65.7%) (8.1%) (6.7%) (2.0%)
I am able to plan out work 11 47 15 71 5 2.9194 2.61128

63 2
and determine the process
(7.4%) (31.5%) (10.1%) (47.6%) (3.4%)
of our work
The job gives me a chance 20 84 14 28 3 3.6040 3.22323

27 8
to use my personal
(13.4%) (56.4%) (9.4%) (18.8%) (2.0%)
initiative in carrying out
the work
The job gives me 18 88 10 30 3 3.5906 3.21072

04
opportunity for
(12.1%) (59.1%) (6.7%) (20.1%) (2.0%)
independence and freedom
on how I do the work
From the table above it was revealed that 56(37.5%) and 9 (6.1%) Disagree and strongly
disagree that they can decide the best way to perform a task. While 82(55.0%) and 20 (13.4%)
respectively Agreed and strongly agreed that they have to wait for their superior to perform a
task. More than half of the respondents confirmed that they feel more valued and trusted in the
organization as shown by 26(17.5%) and 98(65.7%) who strongly agreed and agreed
respectively. The result also revealed that 5(3.4%) strongly disagreed and 71(47.6%) disagreed
that they are able to plan out work and determine the process of work. Similarly, 20(13.4%) and
84(56.4%) strongly agreed and agreed respectively that their job gives a chance to make use of
personal initiative in carrying out the work. The results further revealed that 18(12.1%) strongly
43
agreed and 88(59.1%) of the respondents agreed that the job gives them the opportunity for
independence and freedom on how they do the work.
4.1.2.3 Descriptive Statistics - Task Significance
My work is very 28 106 7 6 2 4.02013 3.5577

4 69
significant to the
(18.8%) (71.2%) (4.7%) (4.0%) (1.3%)
organization
Our superiors can't make 10 16 20 78 25 2.38255 2.1173

62
decision without my work
(6.7%) (10.7%) (13.5%) (52.3%) (16.8%)
My Job contributes to the 26 93 20 9 1 3.89932 3.4505

9 13
overall efforts of the
(17.5%) (62.3%) (13.5%) (6.0%) (0.7%)
Organization
My work is meaningful 30 100 13 6 0 4.03355 3.5615

7 4
and valuable to other
(20.1%) (67.2%) (8.7%) (4.0%) (0%)
People in the organization
The results of my work 11 35 19 61 23 2.66443 2.4247

05
affects other
(7.4%) (23.4%) (12.8%) (41.0%) (15.4%)
Employees
Source: Field survey, 2022
44
The findings revealed that 28(18.8%) and 106(71.2%) of the respondents strongly agreed and
agreed that their work is significant to the organization. 78(52.3%) disagreed and 25(16.8%)
strongly disagreed that their superiors can’t make decision without their work. The study further
revealed that 26(17.5%) and 93(62.3%) strongly agreed and agreed respectively that their job
contributes to the overall efforts of the organization. Further, 30(20.1%) and 100 (67.2%)
strongly agreed and agreed that their work is meaningful and valuable to other people in the
organization. As concerns whether the results of the respondent work affects other employees
61(41.0%) and 23 (15.4%) disagree and strongly disagree that the results of their work affects
other employees in the organization.
4.1.2.4 Descriptive Statistics - Feedback
There is a mechanism for getting 28 100 17 4 0 4.020 3.542

134 645
feedback on how I perform
(18.8%) (67.1%) (11.4%) (2.7%) (0%)
The management of our 24 101 18 6 0 3.959 3.487

732 273
organization gives Constructive
(16.1%) (67.8%) (12.1%) (4.0%) (0%)
suggestions to employee
Management reward us in our 40 67 11 26 5 3.744 3.399

966 566
performance
(26.9%) (45.0%) (7.4%) (17.5%) (3.4%)
The management of our 10 22 24 78 15 2.557 2.264

047 402
organization does not
(6.7%) (14.8%) (16.1%) (52.3%) (10.1%)
45
Provide enough feedback to
employees
After I finish the job I know 20 95 25 8 1 3.838 3.383

926 735
whether I have
(13.4%) (63.8%) (16.8%) (5.4%) (0.7%)
Performed well
Our superior always 24 102 15 8 0 3.953 3.485

02 348
communicate on the level
(16.1%) (68.5%) (10.1%) (5.4%) (0%)
Of our activity
The table above point out that 28(18.8%) and 100(67.1%) of the respondents strongly agreed and
agreed respectively that there is a mechanism for getting feedback on how they perform.
Similarly, 24(16.1%) and (67.8%) of the respondents strongly agreed and agreed that the
management gives constructive suggestions to them. More than half of the respondents indicated
that management reward them in their performance as revealed in the table 40(26.9) and
67(45.0%) strongly agreed and agreed respectively. 78(52.3%) and 15(10.1%) disagreed and
strongly disagreed that the management does not provide enough feedback to employees. The
study further revealed that 20(13.4%) and 95 (63.8%) strongly agreed and agreed that after they
finish the job they know whether they have performed well. Lastly, regarding how the superior
communicate on the level of the respondents activity it was indicated that 24(16.1%) strongly
agreed, while 102(68.5%) agreed that their superior always communicate on the level of their
activity
4.1.2.5 Descriptive Statistics - Job Satisfaction

46
I like working in this 40 97 8 2 2 4.1476 3.6783

51 42
organization
(26.9%) (65.1%) (5.4%) (1.3%) (1.3%)
I am passionate about my job 34 96 12 5 2 4.0402 3.5840

68 81
(22.8%) (64.4%) (8.1%) (3.4%) (1.3%)
If I have my way I'll absent 10 26 25 61 27 2.5369 2.2938

13 49
myself from work
(6.7%) (17.5%) (16.8%) (40.9%) (18.1%)
I am satisfied with my pay 13 62 16 51 7 3.1543 2.8402

62 67
(8.7%) (41.7%) (10.7%) (34.2%) (4.7%)
I am satisfied with my 5 44 8 84 8 2.6912 2.3800

75 06
workload
(3.4%) (29.5%) (5.4%) (56.3%) (5.4%)
I am satisfied with my 15 91 13 27 3 3.5906 3.1981

04 54
working hour
(10.1%) (61.1%) (8.7%) (18.1%) (2.0%)
I am satisfied with the rules 23 102 10 12 2 3.8859 3.4446

06 73
and procedures of my
(15.4%) (68.5%) (6.7%) (8.1%) (1.3%)
Organization
47
From the table above it was shown that 40(26.9%) and 97(65.1%) of the respondents strongly
agreed and agreed that they like working in the organization. While 34(22.8%) and 96(64.4%) of
the respondents strongly agreed and agreed to the fact of being passionate about their job.
Furthermore, the respondents 61(40.9%) disagreed and 27(18.1%) strongly disagreed that they’ll
absent themselves from work if they had their way. However most of the respondents indicated
that they are satisfied with their pay as show in the table 13(8.7%) and 62(41.7%) strongly
agreed and agreed respectively. 84(56.3%) and 8(5.4%) of the respondents disagreed and
strongly disagreed that they are satisfied with their workload. It was further revealed in the table
that 15(10.1%) and 91(61.1%) of the respondents strongly agreed and agreed that they are
satisfied with their working hour. Lastly, 23(15.4%) and 102(68.5%) of the respondents strongly
agreed and agreed to being satisfied with the rules and procedures of the organization
respectively.
4.2 Hypothesis Testing
Ho1: Task Significance has no significant impact on organizational commitment in Rite food
limited.
Ho2: Feedback does not significantly affect organizational commitment positively in Rite food
limited.
Ho3: There is no significant impact of Skill variety on organizational commitment in Rite food
limited.
Ho4: Autonomy does not significantly affect organizational commitment in Rite food limited.
Table 1: Regression Analysis of Task significance on Commitment
48
SUMMARY OUTPUT
Regression Statistics
0.99894
Multiple R 2
0.99788
R Square 5
Adjusted R 0.99682
Square 7
Standard 2.62401
Error 4
Observations 4
ANOVA
Significanc
Df SS MS F eF
6496.97 6496.97 943.58
Regression 1 9 9 1 0.001058
Residual 2 13.7709 6.88545
Total 3 6510.75
Source: SPSS output, 2022
Table 1 shows the result of the regression analysis of task significance as a predictor variable on
organizational commitment. The result of the analysis shows significant outcome of F test value
of 943.581 and a significance value of 0.001058, since the f test value of the parameter variable
49
task significance is greater than its significance level that is 943.581>0.001058. This implies that
task significance as a predictor variable contribute significantly to the effectiveness of
organizational commitment
The result further shows a multiple correlation coefficient of 0.99, R2 value 0.99 and adjusted R2
value of 0.99, since the R square value (0.99) of the regression analysis is greater than 50% this
indicate that task significance explained the total variation in organizational commitment also
accounted for 99% of the variance in organizational commitment.
Table 2: Regression Analysis of Feedback on Commitment
SUMMARY OUTPUT
Multiple R 0.985339
R Square 0.970699
Adjusted R
Square 0.966049
Standard Error 5.502483
Observations 4
ANOVA
Significance
Df SS MS F F
Regression 1 6450.15 6450.15 213.032 0.004661
Residual 2 60.5545 30.2772
Total 3 6510.75
50
Table 2 shows the result of the regression analysis of feedback as a predictor variable on
feedback is greater than its significance level that is 213.032>0.004661. This implies that
feedback as a predictor variable contribute significantly to the effectiveness of organizational
commitment
indicate that feedback explained the total variation in organizational commitment also accounted
for 97% of the variance in organizational commitment.
Table 3: Regression Analysis of Skill variety on Commitment
SUMMARY OUTPUT
0.98483
Multiple R 9
0.96990
R Square 8
Adjusted R 0.95486
Square 3
Standard 9.89743
Error 2
51
Observations 4
ANOVA
Significan
Df SS MS F ce F
6314.83 6314.83 64.4639
Regression 1 2 2 2 0.015161
195.918 97.9591
Residual 2 3 7
Total 3 6510.75
Table 3 shows the result of the regression analysis of skill variety as a predictor variable on
skill variety is greater than its significance level that is 64.46392>0.015161. This implies that
skill variety as a predictor variable contribute significantly to the effectiveness of organizational
commitment
indicate that skill variety explained the total variation in organizational commitment also
Table 4: Regression Analysis of Autonomy on Commitment
52
SUMMARY OUTPUT
Multiple R 0.948408
R Square 0.899478
Adjusted R
Square 0.849217
Standard
Error 18.08968
Observation
s 4
ANOVA
Df SS MS F Significance F
5856.27 5856.27 17.8961
Regression 1 7 7 6 0.051592
327.236
Residual 2 654.473 5
Total 3 6510.75
Table 4 shows the result of the regression analysis of autonomy as a predictor variable on
autonomy is greater than its significance level that is 17.89616>0.051592. This implies that
53
autonomy as a predictor variable contribute significantly to the effectiveness of organizational
commitment
indicate that autonomy explained the total variation in organizational commitment also
4.3 Discussion of findings
The results from task significance indicated an increase in task significance resulted to an
improvement in organizational commitment. Regression further showed that task significance
has a positive and significant relationship with organizational commitment. The results also
agree with those of Zawawi & Nasurdin, (2017) who found out that task significance is a very
important dimension because it creates team tasks meaningful and valuable and thus will
motivate them to increase their performance.
The results from feedback indicated an increase in feedback resulted to an improvement in
organizational commitment. Regression further showed that feedback has a positive and
significant relationship with organizational commitment. The results also agree with those of
Umukoro & Egwakhe, (2019) who stated that feedback dimension is important for the
54
employees to continuously improve their job performance and many studies have identified the
positive effect of feedback on organizational commitment.
The results from skill variety indicated an increase in skill variety resulted to an improvement in
organizational commitment. Regression further showed that skill variety has a positive and
significant relationship with organizational commitment. The results was in agreement with
those of Sadono, 2016; Umukoro & Egwakhe, 2019; Thirunavukarasu & Sritharan, (2016) who
concurred that skill variety also positively influences organizational commitment and job
satisfaction of employees.
The results from autonomy indicated an increase in autonomy resulted to an improvement in
organizational commitment. Regression further showed that autonomy has a positive and
significant relationship with organizational commitment. The results was in agreement with
those of Kim & Beehr (2018) who found out that leadership empowerment in the form of
autonomy on the job has a favorable effect on affective organizational commitment and turnover
intentions.
55
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter deals with the summary of the findings, the conclusion and recommendations.
5.1 Summary of Findings
This research study was designed to evaluate the effect of job characteristics on organizational
commitment in a manufacturing firm in Nigeria using Rite foods limited, Ososa, Ijebu Ode,
Ogun state as a case study. To investigate this relationship, a sample size of 187 respondents was
chosen from the target population but a total of 149 questionnaires were returned for analysis.
For clear analysis, the study centers on four predictor variables of the independent variable (Task
significance, Feedback, Autonomy and Skill variety). The dependent variable is taken as
56
organizational commitment and the independent variable was job characteristics. Data was
analyzed using descriptive statistics and regression analysis.
Findings reveal that the four predictor variables of the independent variable had a significant
effect on the dependent variable. In order to be competitive over the competition, firms are
therefore need to swiftly align their operations with their job characteristics if they are to
maintain their competitive position. Job characteristics particularly the Skill variety, Task
significance, Autonomy and Feedback influence the kind of strategic response taken by the
management teams and enhance organizational commitment. From the analysis it was indicated
that an increase in each of this four predictor variables resulted in an improvement in firm’s
performance which enhances its competitiveness.
Again, it has been observed that characteristics of a job can help to increase an employee’s
performance, attitude and responsibility to the organization which might lead to commitment. It
follows that job structure tends to determine to a large extent the commitment of workers hence
the imperativeness of structuring jobs in a way that it will become motivating, achievable and
enjoyable to the workers. When jobs are meaningful and have good feedback, they tend to
maximize internal motivation. Thus jobs that are difficult or over tasking can decrease an
employee’s sense of attachment to the organization.
5. 2 Conclusion
Based on the survey, the study concluded that job characteristics had a significant effect on
organizational commitment in a manufacturing firm in Nigeria, a study of Rite foods limited,
Ososa, Ijebu ode, Ogun state. The study also concluded that the organization is able to lead and
maintain job characteristics in the industry and is able to use its job characteristics to efficiently
57
produce products than its competitors and at the lowest cost and hence outshine its competitors.
This means that manufacturing organizations should pay greater attention to the characteristics of
job so as to differentiate itself from others. Job Characteristics is one of the best ways to compete
effectively given the change in the external environment as a result of globalization, competition,
technological advancements, economic recession and regulatory framework.
5.3 Recommendations
Based on the study findings, the study recommended that companies in the manufacturing
industries should;
i. Pay employee’s salary and other allowances regularly
ii. Have a well conceived strategic vision that must be communicated to all employees,
because this amount to strengthening employees commitment
iii. Reward employees with outstanding performance in their various work with enough
incentives
iv. Know it is important to reduce the workload of the employees so they can perform
efficiently in their various tasks
v. Gear their organizational structure and culture towards an effective identification and
management of job characteristics.

58
vi. Lay more emphasis on specifying and describing jobs in organizations and encourage
employees to work closely with others as a team because this tends to enhance
productivity, reduce stress and make workers feel relaxed and committed
vii. Reduce the hours spent on supervision, allowing their employees to work more
independently because it is seen to enhance commitment.
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CHAPTER ONE

1.1 Background to the study

Organizations generally want their employees to adopt a pro-active stance, demonstrate

variety, task identity, and task significance.

which contains job characteristics having a number of elements.

effectiveness, and creativity by contributing to the transformation of resources, innovation, and

adaptability in an ever-changing environment.

emotionally towards achieving organizational goals. Employee loyalty is an attitude manifested

by active or passive behavior aimed at supporting the organization is understood as a group of

Morrow, & Gorka, (2018).

different incentive be it internal or external, monetary or non-monetary by its nature.

achieve its ultimate goals

of the empirical studies examining job characteristics' effects on organizational commitment

performance and commitment evaluation problems among their employees.

1.2 Statement of the Problem

how employees tend to perform their duties in an organization.

consideration of job design factors such as job characteristics in work behaviour.

might hinder the attainment of organizational goals and objective.

1.3 Objective of the Study

Rite food limited, Ososa, Ijebu ode, Nigeria.

2. To ascertain effects of Autonomy on organizational commitment in Rite food limited.

3. To investigate the impact of Task Significance on organizational commitment in Rite food

commitment in Rite food limited.

1.4 Research Questions

2. What is the effect of Autonomy on organizational commitment in Rite food limited?

organizational commitment in Rite food limited?

1. Ho: Task Significance has no significant impact on organizational commitment in Rite

3. Ho: There is no significant impact of Skill variety on organizational commitment in Rite

1.6 Significance of the Study

relate to organizational commitment. Studies have suggested that organizational commitment

organizational goals and objectives.

and task significance.

Autonomy and Feedback.

1.8 Definition of Terms

organizations and the job satisfaction of employees.

Organizational commitment: is a view of an organization’s member’s psychology towards

his/her attachment to the organization that he/she is working for

during a specified time period, typically one year.

Employee retention: refers to the ability of an organization to retain its employees.

in scheduling their work and in determining the ways to perform it.

about their performances

2.1 Conceptual Review

2.1.1 The Concept of Organizational Commitment

According to Arijanto, Permana, Mighty, and Soelton (2018) organizational commitment is a

their membership and engagement in the organization. Organizational commitment is defined

as a view of an employee to their organization. Organizational commitment is the nature

Organizational commitment is a very significant aspect of organizational environment and has

achieving organizational goals (Nguyen & Tu, 2020).

to an organization is referred to as Organizational Commitment. In other words, Organizational

as the desire of employees to remain member of an organization. Organizational commitment

three basic dimension that are closely related as follows:

emotional attachment and involvement with the organization.

II. Normative Commitment – a desire to remain a member of an organization because of

awareness of the costs associated with leaving the organization.

III. Continuance Commitment – a desire to remain a member of an organization because of

the feeling of having an obligation to remain with the organization.

2.1.1.1 The Concept of Affective Commitment

Affective commitment refers to a strong psychological engagement that makes employees to be

leaving, it develops into a continuous commitment. Affective commitment refers to employees’