Senior Management is ably augmented by a dedicated workforce carefully selected

Senior management is ably augmented by a dedicated

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Senior Management is ably augmented by a dedicated workforce carefully selected from the growing pool of indigenous broadcasting talent. The staff strength of AIT is 70. 1.11 Summary of the Chapter Chapter one gives the background study and highlights the focus of this research work specifying the design and methodology. Five questions were raised to guide the researcher, accompanied by 5 null and alternative hypotheses. Among the relevant issues in this chapter, is an observation that many workers move from one job after another on a yearly, if not monthly bases. This frequent changing from job to job indeed affects the organizational growth because skills developed over time of practices; just when the employees are gaining experiences in a particular job, they leave such job for 18
another. What actually brings about this job mobility is the bastion for this study. Thus, the questions here are: Could this job mobility be as a result of lack of job satisfaction? Would there be any significant relationship between job satisfaction and commitment? What factors trigger job satisfactions vis-à-vis commitment? The answers to these questions prompted this research study with particular reference to the impact of job satisfaction on employees’ commitment in Africa Independent Television (AIT) – Lagos State. REFERENCES Africa Independent Television (2013). About AIT. Retrieved 29 th October from Allen, N. and Meyer, J. (1990). ‘The measurement and antecedents of affective, continuance and normative commitment to the organization’, Journal of Occupational Psychology , 63: 1–18. Angle, L. and Perry, J. (1981). ‘An empirical assessment of organizational commitment and organizational effectiveness’, Administrative Science Quarterly , 26: 1–14 . Beck, N. and Wilson, J. (2000). ‘Development of affective organizational commitment: A crosssequental examination of change with tenure’, Journal of Vocational Behaviour , 56: 114– 136. Fincham Robin and Peter S. Rhodes, (1999) Organizational Behavior, Third Edition, Oxford University Press, New York USA, Pp.147-150. Gbadamosi, G. (2003). ‘HRM and the commitment rhetoric: Challenges for Africa’, 19
Management Decision, 41(3): 274–280. Glen, C. (2006). ‘Key skills retention and motivation: The war for talent still rages and retention is the high ground’, Industrial and Commercial Training, 38(1): 37–45. Hunt, S.D., Chonko, L.B. & Wood, V.R. 1985. ‘Organizational commitment and marketing’, Journal of Marketing, 49: 112–126. John M. Ivancevich & James H. Donnelly, Jr.& James L.Gibson (1990) Management, Principles and Functions . Forth Edition, Richard D. Irwin, INC, USA, Pp. 238-9. Judge, T., Bono, J. and Locke, A. (2000). ‘Personality and job satisfaction: The mediating role of job characteristics’, Journal of Applied Psychology , 85(2): 237–249. June H. Larrahee and et al.( 2003) Predicting Registered Nurse Job Satisfaction and Intent to Leave, Journal of Nursing Administration (JONA), Vol. 33, No. 5, May, p. 271.

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