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PERCEIVED FACTORS INFLUENCING EMPLOYEE
COMMITMENT AT THE NATION MEDIA GROUP
ANNE KERUBO MAUGO
A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT
OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE
OF MASTER OF BUSINESS ADMINISTRATION (MBA), SCHOOL
OF BUSINESS, UNIVERSITY OF NAIROBI
NOVEMBER, 2013
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DECLARATION
This research project is my original work and has not been presented for the award of
degree in any other university or institution for any other purpose.
Signature …………………………………….. Date ……………………….
Anne Kerubo Maugo
D61/8379/2006
This research project has been submitted for examination with my approval as University
supervisor.
Signature …………………………………….. Date ……………………….
Prof. Peter K‟Obonyo
School of Business
University of Nairobi
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DEDICATION
To my family for being there for me with their tremendous support through prayer and
belief in me even during my financial struggles.
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ACKNOWLEDGEMENT
My foremost gratitude goes to God Almighty who renewed my strength at every single
stage of doing this proposal.
A lot of thanks go to my supervisor Professor K‟Obonyo for his indispensible assistance
given without complaint, many hours of positive criticism, comments and suggestions
that have enabled me to come up with a refined project.
I also take this opportunity to thank the University of Nairobi for introducing a flexible
Master of Business Administration Degree and all my lecturers for their contributions in
my entire pursuit of my MBA study.
I also thank the management Nation Media Group for their support and understanding
during the entire time that I pursued my MBA study. I appreciate and sincerely thank my
family, sisters, brothers, friends, colleagues and in-laws, for moral and financial support.
Last but not least special gratitude goes to my son Jayden Amani for his patience during
the late nights and early mornings that I have worked and compiled this project. May this
inspire you to excel.
Despite all the ups and downs, working on this research project has been a great learning
experience.
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TABLE OF CONTENTS
DECLARATION ................................................................................................................ ii
DEDICATION ................................................................................................................... iii
ACKNOWLEDGEMENT ................................................................................................. iv
LIST OF TABLES ........................................................................................................... viii
LIST OF FIGURES ........................................................................................................... ix
LIST OF ABBREVIATIONS ............................................................................................. x
ABSTRACT ....................................................................................................................... xi
CHAPTER ONE: INTRODUCTION ............................................................................. 1
1.1 Background of the Study .............................................................................................. 1
1.1.1 Concept of Perception ............................................................................................ 2
1.1.2 Employee Commitment.......................................................................................... 3
1.1.3 Factors Influencing Employee Commitment ......................................................... 4
1.1.4 Nation Media Group............................................................................................... 5
1.2 Research Problem ......................................................................................................... 7
1.3 Objective of the Study .................................................................................................. 8
1.4 Value of the Study ........................................................................................................ 8
CHAPTER TWO: LITERATURE REVIEW .............................................................. 10
2.1 Introduction ................................................................................................................. 10
2.2 Theoretical Foundation of the Study........................................................................... 10
2.3 Employee Commitment .............................................................................................. 11
2.4 Factors Affecting Employee Commitment ................................................................. 13
2.4.1 Rewards and Benefits ........................................................................................... 13
2.4.2 Demographic Factors ........................................................................................... 14
2.4.3 Career Development ............................................................................................. 15
2.4.4 Training and Development Opportunities ............................................................ 16
2.4.5 Management Styles .............................................................................................. 17
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CHAPTER THREE: RESEARCH METHODOLOGY ............................................. 19
3.1 Introduction ................................................................................................................. 19
3.2 Research Design.......................................................................................................... 19
3.2 Target Population ........................................................................................................ 19
3.3 Sampling Design ......................................................................................................... 20
3.4 Data Collection ........................................................................................................... 20
3.5 Data Analysis .............................................................................................................. 21
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION ................ 22
4.1 Introduction ................................................................................................................. 22
4.2 Demographic Profile ................................................................................................... 22
4.2.1 Respondents Gender ............................................................................................. 22
4.2.2 Respondents Age Bracket .................................................................................... 23
4.2.3 Highest Level of Education .................................................................................. 23
4.2.4 Length of Service With the Organization ............................................................ 24
4.2.5 Current Position in the Company ......................................................................... 25
4.3 Employee Commitment .............................................................................................. 25
4.3.1 Employee Commitment to the Company ............................................................. 26
4.4 Factors Influencing Employee Commitment .............................................................. 27
4.4.1 Influence of Rewards and Benefits on Employee Commitment .......................... 28
4.4.2 Influence of Career Development on Employee Commitment ............................ 29
4.4.3 Influence of Training and Development Opportunities on Employee Commitment
....................................................................................................................................... 30
4.4.4 Influence of Management Styles on Employee Commitment ............................. 31
4.5 Discussion ................................................................................................................... 32
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS .. 34
5.1 Introduction ................................................................................................................. 34
5.2 Summary of Findings .................................................................................................. 34
5.3 Conclusion .................................................................................................................. 36
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5.4 Recommendations ....................................................................................................... 36
5.5 Limitations to the Study .............................................................................................. 38
5.6 Suggestions for Further Research ............................................................................... 38
REFERENCES ................................................................................................................ 39
Appendix I: Questionnaire ................................................................................................ 45
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LIST OF TABLES
Table 3.1 Population Size ................................................................................................. 19
Table 3.2: Sample Size ..................................................................................................... 20
Table 4.1: Respondents Age Bracket ................................................................................ 23
Table 4.2: Length of Service with the Organization ......................................................... 24
Table 4.3: Current Position in the Company .................................................................... 25
Table 4.4: Employee Commitment to the Company ........................................................ 26
Table 4.5: Influence of Rewards and Benefits on Employee Commitment ..................... 28
Table 4.6: Influence of Career Development on Employee Commitment ....................... 29
Table 4.7: Influence of Training and Development Opportunities on Employee
Commitment ..................................................................................................................... 30
Table 4.8: Influence of Management Styles on Employee Commitment ......................... 31
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LIST OF FIGURES
Figure 4.1: Respondents Gender ....................................................................................... 22
Figure 4.2: Highest Level of Education ............................................................................ 24
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LIST OF ABBREVIATIONS
MCL - Mwananchi Communications Limited
NMG - Nation Media Group
NTV - Nation Television
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ABSTRACT
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. 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. People are the most
important drivers of a company competitive advantage. This means, organizations are
reliant upon their human assets to survive and thrive. The ever-changing technology,
increased competition and globalization have created a new workplace that bears little
resemblance to the businesses of the past. In the workplace of today, many employers are
realizing that the only constant advantage that they have is their people, their intellectual
capital. Organizations with highly skilled and knowledgeable employees are more likely
to create knowledge and make correct decisions, hence resulting in better organizational
performance. The objective of the study was to determine the perceived factors
influencing employee commitment at the Nation Media Group. The study adopted
descriptive survey research design. The population of the study was made up of all (860
employees) based at the company‟s headquarters. The population of the study was
categorized into job category and stratified sampling was used in which a sample
comprised of 10% from each strata of the target population and this resulted in a sample
of 86 employees. The data was collected using self-administered questionnaires. Data
was analyzed using statistical package for social sciences and the findings presented in
tables, pie charts, percentages, mean and standard deviations. The study found out that
the company employees were committed to the company as they are proud to tell others
that they are part of this company, are glad that they choose this company to work for and
that they enjoy working with this company. The study found that the employees do not
work for this company because they do not want to lose their benefits (eg retirement
benefit), work in this company because they cannot find a better one and that employees
would do any job as long as they work here. The factors influencing employee
commitment in the company were found to be rewards, career development, training and
development opportunities and the management style.
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CHAPTER ONE
INTRODUCTION
1.1 Background of the study
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. 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. People are the most
important drivers of a company competitive advantage. This means, organizations are
reliant upon their human assets to survive and thrive (Mello, 2006). The ever-changing
technology, increased competition and globalization have created a new workplace that
bears little resemblance to the businesses of the past. In the workplace of today, many
employers are realizing that the only constant advantage that they have is their people,
their intellectual capital. Organizations with highly skilled and knowledgeable employees
are more likely to create knowledge and make correct decisions, hence resulting in better
organizational performance (Hittet al., 2001).
The workplace is changing dramatically and demands for the highest quality of product
and service are increasing. To remain competitive in the face of these pressures,
employee commitment is crucial. Without employee commitment, there can be no
improvement in any area of business activity. Employees will simply treat their work as a
"9-to-5" job without any burning desire to accomplish any more than is necessary to
remain employed (Maicibi, 2003). It does not take many uncommitted employees to
prevent a business from prospering and thereby ceding a huge advantage to its
competitors. The business environment has undergone remarkable changes. Most
organizations viewed the presence of a long serving group of employees as an indication
of internal efficiency. However, with economic liberalization opening up new career
horizons for professionals in most industries, and thereby tremendously enhancing their
prospects for mobility from one organization to another, turnover has come to be
understood as a negative „spill over‟ effect of industrial growth (Templer et al., 2006).
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The success of any organization depends on its human resources, its technology and the
type of materials it has (Wong, 2010).Technology and materials cannot operate in
isolation; they need the human touch and hands to make an organization perform
effectively and efficiently. It is against this background that workers are very critical to
the success or failure of any organization. The current state of the economy characterized
by information explosion, liberalization, globalization and intense competition from
within and outside the country has led many organizations both in the private and public
sector become pre-occupied on how to increase the “added value” of their employees.
There is need to encourage employees to remain in the organization and to increase
productivity beyond that which is at a minimum accepted standard using scarce resources
(Maicibi, 2003).
1.1.1 Concept of Perception
Perception is the attitude employees have towards policies concerned with pay,
recognition, promotion and quality of working life, and the influence of the group with
whom they identify (Armstrong, 2006). As Arnold et al., (1991) comment, research
evidence has shown that people‟s avowed feelings and beliefs about someone or
something seemed only loosely related to how they behaved towards it and thus the study
of employees‟ perception is critical toward formulation and management of policies in an
organization. Dash et al., (2008) report that the factors of recognition for performing
well, chances of promotion, professional growth, compensation and incentive schemes,
are perceived as motivating factors by many employees who will in turn feel satisfied.
They point out that the development of systems of rewards, recognition and career
opportunities as one of several critical tasks of management in the information-based
companies and in their research, employees named respectful treatment and recognition
as one of the six less costly and perhaps more effective „management levers‟ to be
exercised by management in their efforts to attract, motivate and retain workers since
employees consider such factors to be important.
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Ramakrishna (2002) posit that recognizing contributions will result in a world class
working environment that motivates and propels people to work better and stay on. He
contends that the lack of recognition is one of the serious demotivators for the employees
of and as a result most organization has introduced better reward and recognition
schemes. Strategies like building a high degree of recognition value into every reward
offered, reducing entitlements and linking as many rewards as possible to performance,
troubleshooting the reward system to make sure that what it is rewarding is what you
really want to happen, rewarding promptly, giving employees a choice of rewards,
increasing the longevity of rewards will motivate the employees.
1.1.2 Employee Commitment
Employee commitment is the degree to which an employee identifies with the
organization and wants to continue actively participating in it (Newstrom and Davies,
2002). Like a strong magnetic force attracting one metallic object to another, it is a
measure of the employees‟ willingness to remain with a firm in the future. It often
reflects the employees‟ belief in the mission and goals of the firm, willingness to expend
effort in their accomplishment, and intentions to continue working there. Commitment is
usually stronger among longer-term employees, those who have experienced personal
success in the organization, and those working with a committed employee group.
According to Allen and Meyer (1990), employee commitment refers to the psychological
attachment of workers to their workplace.
Mullins (2009) view employee commitment as encapsulating by giving all of one-self
while at work. They also state that employee commitment entails things such as using
time constructively, attention to detail, making that extra effort, accepting change, co-
operation with others, self-development, respecting trust, pride in abilities, seeking
improvements and giving loyal support. Employees today are increasingly self-assured of
their value to employers, and would consciously choose to work for those organizations
that meet the above workplace expectations. Organizations that demonstrate commitment
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to employees will attract and retain the desired workforce and will ultimately win the
battle for the workforce share (Madigan et al., 2009).
Employee commitment is important because high levels of commitment lead to several
favorable organizational outcomes. It reflects the extent to which employee‟s identify
with and organization and is committed to its goals. Dordevic (2004) stated that the
commitment of employees is an important issue because it may be used to predict
employee‟s performance, absenteeism and other behaviors. According to Tolentino
(2004) Sustained productivity improvement depends on the enterprise‟s human capital
(the skills, knowledge, competencies and attitudes that reside in the individual employee
of the enterprise) and its social capital (trust and confidence, communication, cooperative
working dynamics and interaction, partnership, shared values, teamwork, etc. among
these individuals.
1.1.3 Factors Influencing Employee Commitment
Committed employees are more productive and work with a focus on quality to increase
customer satisfaction and the profitability of their organization. High employee
commitment also leads to superior performance. Committed employees take pride in
organizational membership, believe in the goals and values of the organization, and
therefore display higher levels of performance and productivity (Steinhaus and Perry,
2006). In many organizations there is a growing gap between the expectations of
employers and what they are prepared to do. To succeed in the face of increasing
competition, organizations need improved productivity at all levels. This requires
commitment on the part of all employees which can only be achieved through better
management practices. Poor supervision and failure on the part of managers and
supervisors to create a committed workforce can lead to the loss of valued employees.
According to Madigan and Dorrell (2000), 41 percent of employees feel that their
organization is not developing effective managers and supervisors.
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Ahmad and Schroeder (2003) were of the view that in situations where employees are not
stable in terms of the jobs they do, they tend to quit and look for jobs that are secured
because with secured jobs employees can easily predict their career advancement. It is
expected that any changes in the organization, for instance, plans for redundancies, unfair
promotional procedures or poor pay may in the long run affect the employee's
commitment to the organization. Perceived organizational support is directly linked with
three categories of favorable treatment received by employees, such as, organizational
rewards and favorable job conditions, fairness and supervisor support, in return favorable
outcomes are achieved such as job satisfaction and organizational commitment(Rhoades
and Eisenberger, 2002).
According to Clark and Oswald (2006), some job satisfaction research demonstrates that
employees generally want stable employment, opportunities for promotion and
satisfactory compensation. Other research shows that social satisfaction and the
characteristics of superiors have an effect on employees‟ satisfaction levels (Martensen
and Gronholdt, 2001). To sum up, these studies support the idea that job satisfaction is
influenced by various factors, which in turns have an effect on employee commitment. It
is suggested that job satisfaction mediates the relation between working conditions on the
one hand and individual outcomes on the other hand. Mathieu and Zajac (2000) opined
that commitment has been positively related to personal characteristics such as age,
length of service in a particular organization, and marital status and have inverse relation
to the employee‟s level of education. In addition, commitment has been found to be
related to such job characteristics as task autonomy, feedback and job challenge and
certain work experiences such as job security, promotion opportunities, training and
mentoring opportunities, and supportive and considerate leadership (Scandura, 2007).
1.1.4 Nation Media Group
The Nation Media Group (NMG) is the largest independent media house in East and
Central Africa with operations in print, broadcast and digital media. It attracts and serves
unparalleled audiences in Kenya, Uganda, Tanzania and Rwanda. Nation Media Group
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(NMG) was founded in Kenya by His Highness the Aga Khan in 1959 as a private
Company. Since 1960, NMG has been the first with news for Kenyans of all walks of
life. The group has endeavored to educate, inform and entertain using different platforms
to deliver the truth. In print Nation Media Group has four newspapers Daily Nation, Taifa
Leo, Business Daily and the East African. The broadcasting division, comprises of NTV,
QTV, Easy FM and QFM and the digital platform.
Nation Media Group was quoted in the Nairobi Stock Exchange in 1970, and currently
has over 10,000 shareholders with over 600 full time employees in the Newspapers
division .The Aga Khan Fund for Economic Development, an agency of Khan
Development Networks owns the majority shares (60%) while the rest is owned by the
public. In the regional spread NMG has Monitor Publications Ltd in Uganda in which
The Monitor was started in 1992 and has grown from a basement operation to a multi-
media consortium with offices spread across Kampala city. Besides the daily and Sunday
Monitor papers, Monitor Publications Ltd. runs an FM radio station, 93.3 KFM. Daily
Monitor and Sunday Monitor are now the leading independent national newspapers in
Uganda while KFM attained market leadership in Uganda‟s crowded FM market.
In Tanzania, NMG has controlling shareholding in Mwananchi Communications Limited
(MCL), which publishes Kiswahili papers Mwananchi Daily and MwanaSpoti a weekly
all-sports newspaper. In September 2004, MCL launched an English daily, The Citizen,
which has taken competition by storm. The MCL has managed in its short history to
develop into a major player in the media scene in Tanzania committed to editorial
independence and journalistic excellence. In Rwanda, NMG has a radio station. The
Nation Group runs its own transport company, the Nation Carriers Limited that has a
well-maintained fleet to distribute its products all over Kenya. The facility provides all
transport needs for the other divisions of the company. Nation Courier, a subsidiary of
Nation Carriers. Nation Marketing and Publishing Ltd. (NM&P) distributes various
international titles for magazines such as the Economist, Times, Newsweek and Fortune
magazines. NMG works towards becoming Media of Africa for Africa.
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1.2 Research Problem
The primary dilemma that is facing organizations is how to encourage employees to
contribute their knowledge for organizational gains. Most employers realize that the road
to success lies in motivated and commitment workforce who are highly efficient,
productive, motivated and dedicated to the organization. Employers doubting thoughts on
employee commitment in terms of loyalty to an organization seems unfair at times. In
order to gain employee commitment, employers have to be pro-active in supporting
initiatives energizing employees to move towards employee‟s commitment (Ahmad and
Schroeder, 2003). Apart from monetary rewards, employers must create a win-win
situation via envisage of new approaches such as career development, recognition, work
life balance, rewards and training and development. Employees do face ups and downs in
their commitment to their organization. At times, employees do question their loyalty and
what factors would actually drive them to be committed to their job and organization.
The media industry has undergone tremendous growth and this growth has presented both
opportunities and threats for media houses. In their very competitive industry and
environment, Nation Media Group (NMG) is facing competition from other companies
thus bringing innovation, efficiency and high customer satisfaction at the heart of their
strategy. The market pressure drives Nation Media Group (NMG) in a way to build and
apply better efficient production and delivery processes, while better responding to
customer specific needs. This will reinforce NMG position as a leader in the media
market. The company seeks to gain more market share by producing and delivering
better, faster and cheaper solutions while staying compliant with strong local and global
market regulations. The company however faces major challenges in preventing the loss
of employees to its competitors, as well as changing technology in the media industry.
These challenges have, therefore, created the need to change the organizations employee
commitment challenges, while, at the same time, finding innovative ways of retaining
talent.
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Studies that have been done on the factors that influence employee commitment includes:
Wambugu (2010) who studied on the relationship between employee commitment and
job performance at the Kenya Institute of Surveying and Mapping (K.I.S.M) and
established that most of the employees are highly committed and value their career, their
job, organization and supervisor. There was a high correlation between employees'
commitment and job performance which indicates a positive correlation between
employees' job performance and organization, career, job and commitment to the
supervisor. Atieno (2010) studied the influence of work-life balance on job satisfaction
and commitment of women employees at the Commercial banks in Kisumu City, Kenya
and established that there was a significant correlation between work-life balance and job
satisfaction and also between work-life balance and commitment. Iro (2010) did a study
on the components of commitment and their influence on employee turnover at Teachers
Service Commission of Kenya. The findings were that work environment (inadequate
space, congestion in some offices, and noisy open offices) affects the respondent‟s duty
performance. From the studies above no study has been done on employee commitment
in the media industry and therefore this study will seek to identify the factors influencing
employee commitment at Nation Media Group. This study will be guided by the
question; what factors influence employee commitment at Nation Media Group?
1.3 Objective of the Study
To determine the factors influencing employee commitment at the Nation Media Group.
1.4 Value of the Study
This study generated valuable information on the current employee commitment of the
organization. It would also provide management with the present level of employee
commitment that is prevalent within the company. Necessary interventions can be put in
place to redress any shortcomings to create a more sustainable climate for its workforce.
Strategic interventions can be put in place to ensure that skilled staff is employed for the
longest possible period of time with the minimum amount of cost and effort.
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This study will help the management of the organizations to have the opportunity to be
more aware about job satisfaction and employees commitment towards the institution.
Besides that, by determining this matter, the organization might be able to recognize the
factors that may affect organizational commitment and directly to the job satisfaction. It
is important to retain the valuable employees and minimize the turnover. In order to face
the decreasing in economy, the employers should be more alert and concerned with
satisfaction of employee.
The findings of the research would, first of all, enlighten the public and private sectors
management on the level of work commitment among the media staffs. On top of that, it
would provide valuable information to the management in understanding the factors that
affect employee commitment. As job satisfaction has often been perceived as an
important contributor toward job performance and work commitment level, it is of utmost
important that the management knows and understands these factors. This would assist
the management in creating conducive working environment so as to increase job
satisfaction, hence employee commitment.
For academicians, this study will form the foundation upon which other related and
replicated studies can be based on. Investors can also gain an insight on the business and
its strategic position within the environment, which can assist them in determining their
investment viability. Lastly, researcher hopes that this knowledge would further
contribute to the body of knowledge and be a useful source of information including for
future research regarding this subject matter.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter covers literature review relating to the study. It includes a review of the
various studies conducted by researchers on theoretical foundation, employee
commitment and the factors influencing employee commitment.
2.2 Theoretical Foundation of the Study
Curry (2006) postulates that the concept employee commitment is best defined through
the deployment of the social exchange theory. The social exchange theory is grounded in
an economic model of human behaviour whereby interactional processes between
individuals are persuaded by a desire to increase rewards and decrease losses (Curry,
2006). The social exchange theory‟s point of departure is that the relationships that
provide more rewards and diminish costs earn enduring reciprocal trust and attraction.
For instance, if employees are more efficient and effective in executing assigned duties
they cut costs of not being productive and employers that are generous in rewarding and
supporting their employees eliminate poor performance as a result of dissatisfaction of
employees. Thus, the social exchange process entails both material benefits and
psychological benefits that include status, loyalty and approval.
In organization researchers, the social exchange theory, and the concept of perceived
organizational support have been applied to explain the psychological process underlying
the employee attitudes and behaviors. Review of perceived organizational support
literature uses social exchange theory interpretation of organizational commitment to
explain how an employee‟s commitment to an organization is influenced by the
organization‟s commitment to employee (Jackson et al., 2004). According to Curry
(2006), there is a behavioural correlation between commitment and turnover in the
organization. For organizations to be effective they depend on the employees‟
productivity which is a variable that is also affected by the willingness and degree of
engagement in the task assigned to them and beyond the required role.
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From the perspective of the employee-employer relationship, social exchange theory
suggests that employees respond to perceived favourable working conditions by behaving
in ways that benefit the organization and/or other employees. Equally, employees
retaliate against dissatisfying conditions by engaging in negative work attitudes, such as
absenteeism, lateness, tardiness or preparing to quit the organization (Crede et al., 2007).
It is therefore, expected that employees who perceive their working conditions to be
negative and distressing, would reciprocate with negative work attitudes such job
dissatisfaction, low morale and reduced organizational commitment, while those who
perceive the workplace conditions as positive and challenging would reciprocate with
positive work attitudes, such as high commitment, job satisfaction and low turnover
(Crede et al., 2007).
2.3 Employee Commitment
A committed employee is perceived to be one who stays with the organization even in
turbulent times, attends work regularly, protects company‟s assets and shares company‟s
goal (Meyer and Allen, 1997). Therefore it is evident that for sustained productivity,
employee commitment is an important factor. According to Madigan, Norton and Testa
(2009), committed employees would work diligently, conscientiously, provide value,
promote the organization's services or products and seek continuous improvement. In
exchange, they expect a work environment that fosters growth and empowerment, allows
for a better balance of personal and work life, provides the necessary resources to satisfy
the needs of customers and provides for their education and training. Employee
commitment is argued to be critical to contemporary organizational success (Pfeffer,
1998). Affective commitment, in particular, has been associated with positive
organizational outcomes such as improved retention, attendance, and citizen behaviors,
self reports of performance, and objective measures of supervisor ratings of employees‟
performance as well as indicators of improved operational costs and sales (Meyer and
Allen, 1997).
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Pfeffer, 1998 states that committed employees who are highly motivated to contribute
their time and energy to the pursuit of organizational goals are increasingly
acknowledged to be the primary asset available to an organization. They provide the
intellectual capital that, for many organizations, has become their most critical asset.
Furthermore, employees who share a commitment to the organization and their collective
well-being are more apt to generate the social capital - found in relationships
characterized by high levels of trust and shared values - that facilitate organizational
learning. According to Iverson and Buttigieg (2008) committed employees accept
organizational values easily while taking responsibility for their actions. High levels of
commitment to the organization are likely to reduce absenteeism, staff turnover and
increase levels of job satisfaction and performance. These positive benefits of committed
employees are recognized as important determinants of organizational effectiveness.
An organization that has a committed workforce has the highest possibility to prosper
because committed employees are more productive and save costs through effective and
efficient delivery of service. There are less than fifty percent of committed workforces in
organizations today and it is upon employers to establish the core source of the disparity
(Grote and Raeder, 2009). Peeters and Meijer (2005) postulates that employees are of the
opinion that employers are not regarding loyalty as valuable and that they perceive it as
expendable when faced with pressure. This perception of employers exhibits no sense of
compassion for the employees and shows that employers are willing to sacrifice the
employees to maintain a financial bottom line. A couple of incidents that advocate the
perception of employers devaluing their employees can be seen in the continuous
downsizing, right-sizing and re-engineering of an organization. For employees to be
committed, employers need to meet their needs both as workers and individuals (Iverson
and Buttigieg, 2008).
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2.4 Factors Affecting Employee Commitment
Today's employees are better educated, increasingly mobile and are constantly seeking
empowerment. The ever-changing technology, increased competition and globalization
have created a new workplace that bears little resemblance to the businesses of the past.
In the workplace of the future, many employers are realizing that the only constant
advantage that they will have is their people is their intellectual capital. However, the
employee commitment to an organization is affected by rewards, benefits, supervision,
co-workers, work, not recognizing employee job performance, fewer opportunities for
growth/promotion, low salaries, and employees not receiving praise from their superiors
for good performance (Robbins et al, 2009).
2.4.1 Rewards and Benefits
Organizational commitment can be categorized into normative, continuance and affective
commitment. Normative commitment refers to employees‟ perceived obligation to stay
with an organization whilst employees with continuance commitment choose to stay with
an organization because they have no choice (Malhotra et al., 2007). In contrast, affective
commitment is conceptualized as an emotional attachment and loyalty displayed towards
the organization as a result of rewards obtained. Affective commitment is the
commitment dimension which has been found to be most strongly related to positive
occupational and organizational outcomes such as job satisfaction, motivation and
employee retention (Buitendach and De Witte, 2005).
In many organizations, there‟s growing commitment gap – a widening split between the
expectations of employers and what workers are prepared to do. The most common
reason for this is a failure of management in some way or another. Properly managed
employees can be motivated to achieve excellence in any area of business. Pickard (2003)
observes that increasing business competitiveness demands that organizations have to
offer the best quality products or services for the best price. This requires that
organizations develop and harness the talents and commitment of all their employees.
Getting the best out of people and attempting to improve job satisfaction demand a spirit
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of teamwork and cooperation, and allowing people a greater say in decisions that affect
them at work.
Generally, positive relationships have been found between affective commitment and
rewards (Malhotra et al., 2007). Malhotra et al. (2007) explain this relationship in terms
of an act of reciprocity, according to which employees enter organizations with the
expectation of being given the right platform to use their skills and to satisfy their needs
and desires. The study further shows that when an organization fulfils employees‟
monetary and non-monetary expectations, their affective commitment increases.
Malhotra et al. (2007) established that intrinsic non-monetary rewards are more powerful
predictors of affective commitment than monetary rewards. Coetsee (2004) underscores
the significance of linking rewards, which are terms the outcomes to good performance
and explains that this giving of compensation to deserving employees will encourage the
employee to work harder and therefore affect their behaviour by motivating them. Levine
(1993) suggests that where inequity exists, employees may attempt to reduce the distress
by changing the perceptions of either their own or reference group‟s inputs and outcomes,
altering their inputs such as their effort or their outcomes (getting a pay raise or quitting
the organization).
2.4.2 Demographic Factors
Demographic factors that have been found to have stable relationship with turnover in
past research include age, tenure, level of education, level of income, and job category
(managerial or non-managerial). Maertz and Campion (2001) in their study found out that
amount of education was positively associated with turnover suggesting that the more
educated employees quit more often and that non-managerial employees are more likely
to quit than managerial employees. Voluntary labour turnover decreases with increasing
age (Young, 2000). This is because changing occupations becomes more difficult and
threatening with age. The typical worker, who is thirty five (35) years of age or above has
become involved in an occupation that will engage him or her until retirement and despite
occasional signs of discontent, few of such workers entertain serious thoughts of
changing occupation.
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Employee age has been regarded as a positive predictor of commitment for a variety of
reasons. Kaldneberg et al., (2005) argue that as workers get old, alternative employment
options generally decrease, making their current job more attractive. They pointed out
that older individuals may have more affective commitment to the organization because
they have greater history with the organization than younger workers. Mungumi (2002)
found out that, employees who are not married have a higher propensity to leave work
than the married employees. All researchers agree that labour turnover is higher among
females that males especially in married women. These findings can be explained by the
fact that women may leave jobs due to family commitments such as resigning to take
raise their young family.
Poon (2004) posit that older workers are more satisfied with their job, receiving better
positions and having „cognitively satisfied‟ their remaining in the organization.
Cognitively satisfy means satisfied to all what they get and they felt comfortable in the
organization. The researcher also found that the number of year in position significantly
positive related to attitudinal commitment, and length of service is significantly positively
to behavioral commitment. Meyer and Allen (1997) suggest that the latitude that
employees have to express their attitude to the organization will vary considerably across
the performance indicators and between jobs. Salami (2008) investigated the
relationships of demographic factors (age, marital status, gender, job tenure, and
educational level), emotional intelligence, work-role salience, achievement motivation
and job satisfaction to organizational commitment of industrial workers and found that
emotional intelligence, work-role salience, achievement motivation, job satisfaction and
all demographic factors except gender significantly predicted organizational commitment
of the workers.
2.4.3 Career Development
Employee‟s career advancement is a phenomenon which is formalized, organized and it
is planned effort to accomplish the balance between requirement of organization
workforce and individual career needs. The rapidly rising awareness makes it evidence
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that employees can give leading edge to the organization in market place. It is challenge
for today human resource managers to identify the organization developmental strategies
which enthusiasts the employee commitment to the organization vision and values to
motivate the employees and help the organization to gain and sustain the competitive
advantage (Graddick, 2008). Greller (2006) states that people always work for a reason
and the cause should be provided by work, organization, co-workers or from within. In
order to strengthen the bond with employees, organization must spend on the
development of employees. It creates promotion opportunities within organization and
provides training opportunities and skill development to improve their employee‟s
employability on the internal and / or external labour market.
Growth and development are the integral part of every individual‟s career. If employees
cannot foresee their path of career development in their current organization, there are
chances that they will leave the organization as soon as they get an opportunity (Bratton
and Gold, 2003). The important factors in employee growth that an employee looks for
himself are work profile, personal growth and dreams, and training and development.
Career development is vital for both the employees and employers. Career development
is mutual beneficial process because it gives imperative outcomes to employer and
employees. To gain and maintain competitive advantage organizations required talented
& productive employees and these employees need career development to enhance and
cultivate their competencies (Prince, 2005).
2.4.4 Training and Development Opportunities
McElroy (2001) observes that organizations that extensively train their employees create
a reputation for valuing and developing employees and are able to attract a cadre of
highly skilled employees. Such organizations send a clear message to their employees
that they are committed to the development of their people leading to high affective and
normative commitment. However, organizations that provide company specific training
are likely to induce continuance commitment because the training makes employees more
valuable to their existing employers than to potential employers. Such skills constitute
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sunk costs in terms of time and effort that an employee stands to lose if he/she leaves the
organization. Such employees are „betting‟ that the time and energy invested will pay off
with continued employment in that organization. Several career-related factors including
internal training have been recognized as influencing the level of organizational
commitment of employees. When employees perceive that an organization adheres to
career-oriented employment practices, their psychological attachment to the organization
increases, which results in decreased turnover intentions (Chang, 2009).
Although well-thought-out strategies and human resource planning, recruitment and
selection initially provide an organization with the required workforce, additional training
is normally necessary to provide employees with job-specific skills which enable the
employees to survive over time (Swanepoel et al., 2003). Current labour economic
thinking on training assumes a negative relationship between turnover and training. It
supposes that the investment in training is the result of optimizing decisions made by
both workers and employees. Firm-specific training, on the other hand, cannot generate
an increased wage with anyone other than the current employer. Therefore organizations
can recoup their investment in specific training and they will be willing to share some or
all of the costs of specific training rather than of general training (Forrier and Sels, 2003).
2.4.5 Management Styles
The role of the leader has become vital, especially in an environment that is constantly
changing (Cope and Waddell, 2001). The effect of leaders‟ influence on workers‟
work‐related experience cannot be under estimated. In many cases, the caliber of the
relationship between the worker and his or her immediate director is the most powerful
indicator of job satisfaction. This connection between management performance,
leadership, and satisfied workers is easiest seen in new workers, who generally equate
their feelings about their work with the quality of their leaders. An inaccessible or
insensitive management style costs an organisation both directly and indirectly. Low
productivity, frustrated workers, loss of time, and money spent to enhance the confidence
of the staff are reflections of workers‟ attitudes.
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Borstorff and Marker (2007) state that the relationship between managers and employees
influences employees‟ decision to stay in a job as the supervisors and managers have an
important impact on employee turnover. The length of time that employees stay in an
organisation is largely determined by the relationship between employees and their
managers. Employees value certain factors about managers. Taylor (2002) notes that
employees desire managers who know and understand them, and who treat them justly.
Employees also prefer managers who can be trusted. If employees feel that their
managers are fair, reasonable and supportive, levels of job satisfaction increase.
Secondly, if the manager shows interest in the well-being of employees and is supportive
and sensitive towards employees emotionally, employee job satisfaction increases (Egan,
Yang and Bartlett, 2004). Furthermore, autonomy is valued by employees and decreases
turnover.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
The chapter describes the proposed research design, the target population, data collection
instruments and the techniques for data analysis.
3.2 Research Design
The research design adopted was a descriptive survey research design. According to
Cooper and Schindler (2000), a descriptive research design is concerned with finding out
the; who, what, where, when and how much. Furthermore, a research design is structured,
has investigative questions and part of formal studies. The design is deemed appropriate
because the main interest was to explore the viable relationship and describe how the
factors support matters under investigation. This kind of research design was used for the
study as it enabled the researcher to establish the factors influencing employee
commitment at the Nation Media Group. Descriptive design method provides quantitative
data from cross section of the chosen population. This design provided further insight
into research problem by describing the variables of interest.
3.2 Target Population
This consisted of all employees of Nation Media Group based at the company‟s‟
headquarters. The staff structure of the organization is made up of senior managerial
level and the lower level employees and all the cadres of employees formed the
population of the study. As at 30th
June, 2013, the total number of staff at the Nation
Media Group stood at 860.
Table 3.1 Population Size
Employee category Population frequency Percentage
Senior Managers 67 7.8
Lower level employees 793 92.2
Total 860 100.00%
Source: Nation Media Group Human Resource Records (2013)
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3.3 Sampling Design
The researcher used stratified sampling because of ease of classifying the population into
strata. The sample comprised of 10% from each strata of the target population. According
to (Mugenda and Mugenda, 1999) a sample of 10% is considered representative.
Respondents were selected randomly based on the category. This approach is considered
appropriate since ensured a representative sample. In order to find the best possible
sample, stratified sampling was the best method to use as provided reach and in-depth
information. The sample size is appropriate for the study as it ensured that all the cadres
in the organization are represented thus reducing sampling bias and achieving a high
level of representation.
Table 3.2: Sample Size
CATEGORY POPULATION FREQUENCY SAMPLE 10%
Senior Managers 67 7
Lower level employees 793 79
Total 860 86
Source: Researcher, 2013
3.4 Data Collection
The study used primary data. The primary data was collected through self-
administered questionnaires. A questionnaire is a useful tool for collecting data from
respondents because of the need to provide a means of expressing their views more
openly and clearly. The semi structured questionnaire consisted of open ended and
closed ended questions designed to elicit specific responses for qualitative and
quantitative analysis respectively. The questionnaires were administered purposeful to
the sampled staff. The questionnaire was made up of three sections. Section A covered
demographic characteristics of respondents; Section B dealt with employee
commitment while Section C covered the factors influencing employee commitment.
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3.5 Data Analysis
Before analysis, data was cleaned to eliminate discrepancies and thereafter, data coded
and keyed in to the computer. The data was classified, tabulated and summarized using
descriptive measures such as percentages, frequency distribution, means and standard
deviations and inferential statistics, that is, factor analysis test. Factor analysis reduced
independent variables at the same time indicated the direction and strength of the
relationship for each variable. Tables and graphs were used for presentation of findings.
Statistical Package for Social Sciences (SPSS) software was used to facilitate the
analysis.
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CHAPTER FOUR
DATA ANALYSIS, RESULTS AND DISCUSSION
4.1 Introduction
The research objective was to the perceived factors influencing employee commitment at
the Nation Media Group. This chapter presents the analysis, findings and discussion. The
findings are presented in percentages and frequency distributions, mean and standard
deviations. A total of 86 questionnaires were issued out and only 68 were returned. This
represented a response rate of 79%.
4.2 Demographic Profile
The demographic information considered in the study was respondents‟ gender, age
bracket, highest level of education, length of service and the respondents‟ current position
in the company.
4.2.1 Respondents Gender
The respondents were asked to indicate their gender and the results are presented in
figure 4.1.
Figure 4.1: Respondents Gender
The results indicate that 54.2% of the respondents were female while 45.8% of the
respondents were male. The respondents were made up of more female than male.
Although the employment levels from which participants were drawn significantly favour
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female Randeree (2006) noted that the study had almost equal ratios of males and
females, in order to avoid gender bias.
4.2.2 Respondents Age Bracket
The respondents were asked to indicate their age bracket and the results are presented in
table 4.1.
Table 4.1: Respondents Age Bracket
Years Frequency Percent Cumulative Percent
Under 30 10 14.7 14.7
31-40 33 48.5 63.2
41-50 21 30.9 94.1
Over 50 4 5.9 100.0
Total 68 100.0
The results on the respondents age bracket indicate that 48.5% of the respondents age
bracket was between 31 and 40 years, 30.9% of the respondents indicated that their age
bracket was 41 to 50 years, 14.7% of the respondents said that their age was less than 30
years while 5.9% of the respondents were over 50 years. The results indicate that
majority of the respondents were over 30 years and therefore they still have many years
to retirement thus they need to work in institutions that would ensure that their interest is
taken care off in order to be committed to the organization. Kaldneberg, Becker and
Zvonkovic (1995) argue that as workers get old, alternative employment options
generally decrease, making their current job more attractive. They pointed out that older
individuals may have more affective commitment to the organization because they have
greater history with the organization than younger workers.
4.2.3 Highest Level of Education
The respondents were requested to indicate the highest level of education and the results
are presented in figure 4.2.
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Figure 4.2: Highest Level of Education
The results indicate that 62.1% of the respondents had attained university level, 28.1% of
the respondents said that their highest level of education was post graduate level while
9.8% of the respondents had attained tertiary college level. The results indicate that
majority of the respondents were university graduate and above an indication that in
order for the employees to remain in the company their welfare need to be satisfied.
4.2.4 Length of Service With the Organization
The respondents were requested to indicate the length of service with the company and
the results are presented in table 4.2.
Table 4.2: Length of Service with the Organization
Years Frequency Percent Cumulative Percent
Less than 5 15 22.1 22.1
5-10 25 36.8 58.9
Over 10 28 41.1 100.0
Total 68 100.0
The results indicate that 41.1% of the respondents have worked in the company for over
10 years, 36.8% of the respondents indicated that they have worked in the company for 5
to 10 years while 22.1% of employees indicated that they have worked in the
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organization for a period of less than 5 years. The results indicate that the respondents
have worked in the organization for over 5 years and therefore they understand the extent
to factors that influence employee commitment in the company.
4.2.5 Current Position in the Company
The respondents were asked to indicate the current position which they hold in the
company and the results are presented in table 4.3.
Table 4.3: Current Position in the Company
Position Frequency Percent Cumulative Percent
Top level 22 32.4 32.4
Lower level 46 67.6 100.0
Total 68 100.0
The results indicate that 67.6% of the respondents were from the lower level while 32.4%
of the respondents‟ current position was top level. The results indicate that the results
would give a clear picture of the factors that influence commitment in the company as the
respondents are from different categories.
4.3 Employee Commitment
Employee commitment is the degree to which an employee identifies with the
organization and wants to continue actively participating in it. Employees today are
increasingly self-assured of their value to employers, and would consciously choose to
work for those organizations that meet the above workplace expectations. Organizations
that demonstrate commitment to employees will attract and retain the desired workforce
and will ultimately win the battle for the workforce share
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4.3.1 Employee Commitment to the Company
The respondents were requested to indicate the extent of agreement on factors regarding
employee commitment in a five point Likert scale. The range was „strongly disagree (1)‟
to „strongly agree‟ (5). The scores of strongly disagree and disagree have been taken to
represent a variable which had a mean score of 0 to 2.5 on the continuous Likert scale;
(0≤ S.E <2.4). The scores of „moderate agree‟ have been taken to represent a variable
with a mean score of 2.5 to 3.4 on the continuous Likert scale: (2.5≤M.E. <3.4) and the
score of both agree and strongly agree have been taken to represent a variable which had
a mean score of 3.5 to 5.0 on a continuous Likert scale; (3.5≤ L.E. <5.0). A standard
deviation of >0.9 implies a significant difference on the impact of the variable among
respondents. The results are shown in Table 4.4.
Table 4.4: Employee Commitment to the Company
Employee Commitment to the company Mean Std. Deviation
Enjoy working with this company 4.0517 .9628
Employee is proud to tell others that they are part of this
company
4.3103 1.0630
Employees are glad that they choose this company to work
for
4.0862 1.0308
Employees work in the company because there are many
opportunities for advancement
3.2069 1.3734
Employees work in this company because they cannot find a
better one
1.7931 .9869
Employees work for this company because they do not want
to lose my benefits (eg retirement benefit)
1.5172 1.0129
Employees cannot quit this job because they have to support
their family
2.5428 1.3011
Employees consider it their commitment to work for the
same company until retirement
2.1792 1.2704
Employees would like lifetime employment with this
company
2.5157 1.3011
Employees would do any job as long as they work here 1.8276 1.0944
Employees have never thought to leave this organization
even when the condition of this company is not stable for
this moment
2.1207 1.2715
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The results on employee commitment in the company indicate that the employees are
proud to tell others that they are part of this company (mean 4.3103), are glad that they
choose this company to work for (mean 4.0862) and that they enjoy working with this
company (mean 4.0517). The results at the same time indicate that the employees
disagreed that they work for this company because they do not want to lose my benefits
(eg retirement benefit) (mean 1.5172), work in this company because they cannot find a
better one (mean 1.7931) and that employees would do any job as long as they work here
(mean 1.8276). The results show that the employees are committed to working in the
company and this will enable the company to achieve its objectives as they do not have to
replace employees quite often. The results are consistent with Steinhaus and Perry (2006)
findings that committed employees take pride in organizational membership, believe in
the goals and values of the organization, and therefore display higher levels of
performance and productivity.
4.4 Factors Influencing Employee Commitment
Committed employees are more productive and work with a focus on quality to increase
customer satisfaction and the profitability of their organization. In many organizations
there is a growing gap between the expectations of employers and what they are prepared
to do. To succeed in the face of increasing competition, organizations need improved
productivity at all levels. This requires commitment on the part of all employees which
can only be achieved through better management practices.
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4.4.1 Influence of Rewards and Benefits on Employee Commitment
Table 4.5: Influence of Rewards and Benefits on Employee Commitment
Influence of rewards and benefits on employee commitment
Mean
Std.
Deviation
Wages and salary paid encourages employees to stay in the
company
4.0690 1.07380
There is job security which encourages employees to remain
in the company
3.6552 1.41175
Employees are satisfied with the number of annual leave days
given by the company
3.5517 1.33012
The rewards offered to employees commensurate work done
hence job satisfaction
3.1379 1.26280
Employees are satisfied with the group personal accident
insurance plan
3.5862 1.42699
The rewards offered to employees are comparable with what
the market offers
2.7414 1.23630
Employees are satisfied with the educational subsidies given
by the company
2.6897 1.36635
The company has satisfactory performance appraisals 2.9310 1.15260
Employees are satisfied with the number of sick leave days
given by the company
2.8966 1.41036
Employees are satisfied with the number of maternity
leave/paternity leave days given by the company
3.4310 1.41560
Employees are satisfied with the hospitalization and surgical
insurance plan
2.7759 1.38973
The results indicate that the employees were satisfied with the wages and salary paid
encourages employees to stay in the company (mean 4.0690), the rewards offered to
employees are comparable with what the market offers (mean 3.7414), job security which
encourages employees to remain in the company (mean 3.6552), the number of maternity
leave/paternity leave days given by the company (mean 3.6310), the group personal
accident insurance plan (mean 3.5862) and that employees are satisfied with the number
of annual leave days given by the company (mean 3.5517). The respondents were
satisfied with the other factors to a moderate extent an indication that rewards influence
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employee commitment in the company. The results are consistent with Malhotra et al.
(2007) explanation that there is a positive relationship between affective commitment and
rewards in terms of an act of reciprocity, according to which employees enter
organizations with the expectation of being given the right platform to use their skills and
to satisfy their needs and desires. The study further shows that when an organization
fulfills employees‟ monetary and non-monetary expectations, their affective commitment
increases.
4.4.2 Influence of Career Development on Employee Commitment
The respondents were asked to indicate the influence of career development on employee
commitment and the results are presented in table 4.6.
Table 4.6: Influence of Career Development on Employee Commitment
Influence of career development on employee commitment Mean Std. Deviation
Career development benefits the employer 3.2069 1.4235
Career development benefits the employee 3.7931 1.2391
Career Development will improve employee personal growth 4.1897 1.1153
Career development will improve employee job performance 4.0345 1.0754
Career development will improve employee job 3.9310 1.2405
Career development will further motivate the employee 4.1034 1.1190
Career development is important because of the beneficial
outcomes
3.7759 1.2145
Career development will improve employee career prospects 4.1207 1.1257
Career development is important because of the changing
nature of employee work
3.7681 1.2710
The company rewards employee for professional development 2.9655 1.3372
The findings presented in table 4.6 indicate the influence of career development on
employee commitment at the company. The findings indicate that a majority of the
respondents expressed high levels of satisfaction in regard to the employee personal
growth (mean 4.1897), career prospects (mean 4.1207), motivate the employee (mean
4.1034), improve employee job performance (mean 4.0345), improve employee job
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(mean 3.9310), benefits the employee (mean 3.7931), because of the beneficial outcomes
(mean 3.7759) and that career development is important because of the changing nature
of employee work (mean 3.7681). The respondents expressed low levels on career
development benefits the employer and company rewards employee for professional
development. The results indicate that career development influence employee
commitment to the company.
4.4.3 Influence of Training and Development Opportunities on Employee
Commitment
The respondents were requested to indicate the influence of training and developments
opportunities on employee commitment.
Table 4.7: Influence of Training and Development Opportunities on Employee
Commitment
Influence of training and development opportunities on employee
commitment Mean
Std.
Deviation
The company employees receive training and development in
workplace skills in regular on a regular basis
4.0690 1.1372
This company is providing employees with job specific training 3.7381 1.0596
Sufficient time is allocated for product and solution training 2.8793 1.0773
Sufficient money is allocated for product and solution training 2.9428 1.1406
Employees have the opportunity to be involved in activities that
promote employees professional development
3.6862 1.1437
Training and development plans are developed and monitored for
all employees
3.8793 1.2294
Training and development programs are consistently evaluated 3.9138 1.1590
The company releases employees from regular work to attend
training and even sponsor them where possible
3.5739 1.3377
There is a well-organized training program in the company 2.8966 1.2238
The findings indicate that majority of the respondents were in agreement that the
company employees receive training and development in workplace skills in regular on a
regular basis (mean 4.0690), training and development programs are consistently
evaluated (mean 3.9138), training and development plans are developed and monitored
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for all employees (mean 3.8793), the company providing the employees with job specific
training (mean 3.7381), employees having the opportunity to be involved in activities that
promote employees professional development (mean 3.6862) and that the company
releases employees from regular work to attend training and even sponsor them where
possible (mean 3.5739). The respondents were in agreement to a moderate extent that
there is a well-organized training program in the company (mean 2.8966), sufficient
money is allocated for product and solution training (mean 2.9428) and that sufficient
time is allocated for product and solution training (mean 2.8783). The results indicate that
training and development in the company influences employee commitment.
4.4.4 Influence of Management Styles on Employee Commitment
The respondents were asked to indicate the effect of management styles on employee
commitment and the results are presented in table 4.8.
Table 4.8: Influence of Management Styles on Employee Commitment
Influence of management styles on employee commitment Mean Std. Deviation
The top management team in this organization are friendly and
approachable
3.6207 1.1821
The top management members in this organization try to make
employees‟ job more pleasant
3.7483 1.1872
The management treats all employees as equals 3.0345 1.2560
Members of the management team are always available when their
help and support is needed by the employees
3.5966 1.1229
The management looks out for the welfare of employees 3.2414 1.0972
The management of the company believes that continual training
and upgrading of employees‟ skills is important
3.6913 1.1853
The management stimulates the development of skills among
employees
2.9828 1.3044
The supervisor looks for opportunities to praise positive employee
performance, both privately and in front of others
3.3793 1.2541
The management of the company ensures that there is effective
communications, teambuilding, conflict resolution, coaching, and
mentoring
3.5169 1.2671
Managers show appreciation for employees‟ hard work 3.5828 1.1583
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The findings indicate that the respondents were in agreement that the top management
members in this organization try to make employees‟ job more pleasant (mean 3.7483),
management of the company believes that continual training and upgrading of
employees‟ skills is important (mean 3.6913), top management team in this organization
are friendly and approachable (mean 3.6207), members of the management team are
always available when their help and support is needed by the employees (mean 3.5966),
managers show appreciation for employees‟ hard work (mean 3.5828) and that the
management of the company ensures that there is effective communications,
teambuilding, conflict resolution, coaching, and mentoring (mean 3.5169). The
respondents moderately agreed that the supervisor looks for opportunities to praise
positive employee performance, both privately and in front of others, management looks
out for the welfare of employees, management treats all employees as equals and that the
management stimulates the development of skills among employees. The results indicate
that the management style in the company was the heart of the success of the company
and strongly influence the firm‟s overall performance.
4.5 Discussion
All organizations, private or public connect employees to execute certain activities in
order to attain goals and objectives. No matter what these goals are, organizations must
have competent employees to perform the tasks and to accomplish them. Companies can
seek to achieve organizational goals through a variety of human resource strategies and
approaches and the importance of ensuring employees‟ commitment and retention
following training and development may lie in the strategic approach that is utilized. The
study established that training and development opportunities was granted to the
employees in the company and will enable the company to withstand competition in the
media industry. the results are consistent with Owen (2006) findings that training and
development will increase employees‟ commitment, which can further counter the
numerous direct and indirect costs associated with employees‟ turnover. In an attempt to
ensure that the employees remain with the company following training, the company may
implement a strategy to training that fosters commitment. The analysis has shown that the
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more training and development opportunities given to employees‟, the stronger
employees‟ commitment to the organization. When an organization provides training and
development opportunities to employees, the chances of better performance is enhanced.
The research supports the existing literature that training is likely not only to increase and
improve employees‟ knowledge and skill, rather, it is also a means of achieving higher
organizational commitment and performance. Bartlett (2001) argues that organizations
that are able to create an environment where training is supported and valued by
employees will be able to achieve greater commitment outcomes such as low employees‟
turnover.
The results show that rewards and benefits influence employee commitment. The factors
indicate that nation media group employees are satisfied with the rewards received, the
structure, or administration of their compensation and the level or competitiveness of
their rewards. The findings confirm that the employees of the company want competitive
salary. The findings are supported by the equity theory posits that people evaluate
fairness by comparing the inputs they contribute (i.e. skills and efforts) and the outcomes
they receive (i.e. pay) to the corresponding inputs and outcomes of referent groups within
the organization and in the external market (Greenberg, 1990). Meyer and Smith (2000)
found that the provision of benefits is likely to be perceived by employees as part of the
psychological contract, thus creating an obligation on the part of the employee to
reciprocate, resulting in high normative commitment. The results found out that the
company employees were taking the existence of career development opportunities in the
company as they seek to commit themselves to the company. Commitment towards the
organization is degraded if there is a perception of under handed methods in promotion
activities (Mosadeghrad, Ferlie and Rosenberg, 2008). Al‐Ahmadi (2002) established that
employees demonstrate greater levels of satisfaction and commitment if they are given
ample opportunity for personal as well as professional growth in their organization.
According to Friday and Friday (2003), satisfaction with promotion determines
employees‟ attitudes toward the organization‟s promotion policies and practices as it
employees with opportunities for personal growth, more responsibilities and increased
social status.
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CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This chapter presents discussion, conclusion and recommendations of the study basing on
the objective of the study which was to establish the perceived factors influencing
employee commitment at the Nation Media Group. Recommendation for further study
was also presented.
5.2 Summary of Findings
The study shows that majority of the respondents were over thirty years and therefore
they still have many years to retirement thus they need to work in institutions that would
ensure that their interest is well taken care off thus being committed to the organizations.
The respondents‟ level of education was mostly university and postgraduate an indication
that in order to increase the commitment of the employees the company has to ensure that
the employees‟ welfare need is satisfied. Majority of the respondents were found to have
been working in the company for more than five years and therefore they understand the
company and the factor that influence the commitment of employees. The position held
by the respondents cut across the whole organization and this will ensure that the views
of all cadres in the company are taken into consideration.
The study established that employees were committed to the company as they are proud
to tell others that they are part of this company, are glad that they choose this company to
work for and that they enjoy working with this company. Understanding the design
implications of incentive systems is important to understanding of employee motivation
and whether these incentive systems are related to satisfaction. The rewards and benefits
being offered to employees in the company influenced commitment as it resulted in
satisfaction with the wages and salary paid encourages employees to stay in the company,
the rewards offered to employees are comparable with what the market offers, job
security which encourages employees to remain in the company, the number of maternity
leave/paternity leave days given by the company, the group personal accident insurance
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plan and that employees are satisfied with the number of annual leave days given by the
company.
Commitment towards the organization is degraded if there is a perception of under
handed methods in promotion activities. The findings of the study was that career
development influences the company‟s‟ employees to be committed as it improves their
personal growth, career prospects, motivate the employee, improve employee job
performance, improve employee job, benefits the employee, because of the beneficial
outcomes and that career development is important because of the changing nature of
employee work. By investing in their human resources, organizations are not necessarily
motivated by the humanitarian objective of maximizing employee welfare or happiness,
but rather they do so as a means to increase their productivity, to become more adaptable
to emerging opportunities in the market place or to enhance their reputation with key
stakeholders. The study established that the company invests in its employees training
them in workplace skills on a regular basis, consistently evaluating training and
development programs, developing and monitoring development plans are for all
employees, providing the employees with job specific training, employees having the
opportunity to be involved in activities that promote employees professional development
(mean and that the company releases employees from regular work to attend training and
even sponsor them where possible.
The role of the leader has become vital, especially in the media industry that is constantly
changing. The effect of leaders‟ influence on workers‟ work‐related experience cannot be
under estimated. The findings was that the top management members in this organization
try to make employees‟ job more pleasant, management of the company believes that
continual training and upgrading of employees‟ skills is important, top management team
in this organization are friendly and approachable, members of the management team are
always available when their help and support is needed by the employees, managers show
appreciation for employees‟ hard work and that the management of the company ensures
that there is effective communications, teambuilding, conflict resolution, coaching, and
mentoring.
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5.3 Conclusion
Today it becomes necessary for every organization to have full level of its employee
commitment in order to have outstanding performance on long term basis. Currently
employees act like entrepreneurs when they work in a team and every member of the
team tries his level best to prove the best amongst all others. Those things increase their
commitment level in the organization that ultimately increases the performance of the
organization. Highly committed employees are the destiny of an organization. Therefore
it is the need of the time to be watchful of their perceptions regarding their satisfaction,
organizational citizenship behavior and physical environment of the organization. The
study revealed that employee commitment depended on several factors that the
organization needs to consider in order to ensure higher company performance. Many of
respondents consider rewards and benefits, career development,, training and
development opportunities and the management style to be very important for the
organizational commitment. These factors were leading in their commitment.
The results show a positive signal of the employees revealing the commitment and
attachment of employees to the organization. The study also found that the company
employees are enthusiastic in reflecting their commitment in their work environment to
render maximum productivity to their organization. The commitment of the employees is
also emphasized through their affective commitment to their organizational goals. The
company has to ensure that the commitment level of employees based on the above
discussed, should be analyzed to the extent of its attachment in the organization and
necessary continuous action to increase and maintain the commitment of the employees
should be ensured.
5.4 Recommendations
The study established that employee commitment to the company was influenced by
existence of training and development opportunities and it is therefore recommended that
the company should increase employee training in order to not only support the growth
and development of their employees, but conversely, creating and facilitating increased
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organisational output. In the main, this is likely to lead to the actualization of
organizational objectives and ensure competitive advantage over its competitors. At the
same time employees will interpret training as an indicative of commitment from the
organization to them, and which they may reciprocate through their committed to the
organization
Opportunities for career growth and development were found in this study to be a strong
driving force of the employees‟ commitment to the company. It is thus essential that the
managers in the company provide all the employees with equal opportunity to grow and
develop as equal opportunities will give the employees stimulated and ensure that they
have something to strive for. It is also recommended that the company invest in their
human capital through constant training and development, since this will empower
employees and enhance their sense of attachment to the business.
The study established that leadership skills influence employee commitment in the
company and it is recommended that the company leadership should have strong
leadership skills through continuance learning of new methods and to keep up with the
changes in the environment in order to ensure commitment of the employees. The leaders
should display a consultative and participative leadership style which entails treating all
employees with respect, trusting them to do their work, listening to the opinions of the
employees, and encouraging employees to learn from their mistakes through training and
by guiding them in the right direction. For one to be committed, it is essential that one‟s
values are aligned with those of the company as employees who identify with the
business they work for will experience a greater sense of attachment to the business. It is
therefore recommended that the company leadership explicitly communicate the goals,
vision and future direction of the company to the employees.
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5.5 Limitations to the Study
Despite the research having met its objectives, there were challenges that were
experienced by the researcher. Since this researcher was a case study carried out within
the working culture and environment of Nation Media Group, perhaps a survey of other
media houses should be undertaken to get a much representative results. Other media
houses may therefore have different cultures, structures, competencies and resource
capabilities and hence display different reactions to employee commitment.
5.6 Suggestions for Further Research
The overall findings of this research can be used to give hints and suggestions on the
directions for future research. Future researchers should undertake a similar study on all
the media companies in Kenya to allow the results to be generalized. Future researchers
should also consider investigating impacts of labor turnover on the performance of the
media companies.
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APPENDIX I: QUESTIONNAIRE
Please give answers in the spaces provided and tick ( ) in the box that matches your
response to the questions where applicable.
Section A: Demographic Characteristics of Respondents
1. Gender: Male ( ) Female ( )
2. What is your age bracket? (Tick as applicable)
a) Under 30 years ( )
b) 31 – 40 years ( )
c) 41 – 50 years ( )
d) Over 50 years ( )
3. What is your highest level of education qualification?
a) Post graduate level ( )
b) University ( )
c) Tertiary College ( )
d) Secondary ( )
4. Length of working service with the company?
a) Less than five years ( )
b) 5-10 years ( )
c) Over 10 years ( )
5. Which of the following describes your current position in the bank?
a) Top level management ( )
b) Lower level ( )
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Section B: Employee Commitment
6. To what extent do you agree with the following regarding your commitment to the
company? Use 1- Strongly disagree, 2-Disagree, 3-Moderately agree, 4- Agree, 5-
Strongly agree
Employee Commitment 1 2 3 4 5
I enjoy working with this company
I am proud to tell others that I am part of this company
I am glad that I choose this company to work for
I work for this company because there are many opportunities for
advancement
I work for this company because I cannot find a better one
I work for this company because I do not want to lose my benefits
(eg retirement benefit)
I cannot quit this job because I have to support my family
I consider it my commitment to work for the same company until I
retire.
I would like lifetime employment with this company.
I would do any job as long as I work here.
I never thought to leave this organization even the condition of this
company is not stable for this moment
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Section C: Factors Influencing Employee Commitment
7. To what extent do rewards and benefits influence your commitment to the company?
Use 1-Very low extent, 2-Low extent, 3-Moderate extent, 4- Great extent, 5- Very
great extent
Rewards and Benefits 1 2 3 4 5
Wages and salary paid encourages employees stay in the company
There is job security which encourages employees to remain in the
company
I am satisfied with the number of Annual Leave days given by my
company.
The rewards offered to employees commensurate work done hence job
satisfaction
I am satisfied with the Group Personal Accident insurance plan.
The rewards offered to me are comparable with what the market offers
I am satisfied with the educational subsidies given by my company.
In the company there is satisfactory performance appraisals
I am satisfied with the number of Sick Leave days given by my
company.
I am satisfied with the number of Maternity Leave/Paternity Leave
days given by my company
I am satisfied with the Hospitalization and Surgical Insurance plan.
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8. To what extent do career developments influence your commitment to the company?
Use 1- Very low extent, 2-Low extent, 3-Moderate extent, 4- Great extent, 5- Very
great extent
Career Developments 1 2 3 4 5
Career development benefits my employer
Career development benefits me
Career Development will improve my personal growth
Career development will improve my job performance
Career development will improve my job
Career development will further motivate me
Career development is important because of the beneficial outcomes
Career development will improve my career prospects
Career development is important because of the changing nature of
my work
My company rewards me for professional development
9. To what extent do training and development opportunities influence your commitment
to the company? Use 1-Very low extent, 2-Low extent, 3-Moderate extent, 4- Great
extent, 5- Very great extent
Training and Development Opportunities 1 2 3 4 5
The company employees receive training and development in
workplace skills in regular on a regular basis
This company is providing me with job specific training
Sufficient time is allocated for product and solution training
Sufficient money is allocated for product and solution training
I have the opportunity to be involved in activities that promote my
professional development
Training and development plans are developed and monitored for all
employees
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Training and development programs are consistently evaluated
The company releases employees from regular work to attend
training and even sponsor them where possible
There is a well-organized training program in the company
10. To what extent do management styles influence your commitment to the company?
Use 1-Very low extent, 2-Low extent, 3-Moderate extent, 4- Great extent, 5- Very
great extent
Management Styles 1 2 3 4 5
The top management team in this organization are friendly and
approachable
The top management members in this organization try to make
employees‟ job more pleasant
The management treats all employees as equals
Members of the management team are always available when their
help
and support is needed by the employees
The management looks out for the welfare of employees
The management of the company believes that continual training and
upgrading of employees‟ skills is important
The management stimulates the development of skills among
employees
My supervisor looks for opportunities to praise positive employee
performance, both privately and in front of others
The management of the company ensures that there is effective
communications, teambuilding, conflict resolution, coaching, and
mentoring
Managers show appreciation for employees‟ hard work