Perceived Organisational Support and Employees’ Job Commitment

ABSTRACT

The study examined the relationship between perceived organisational support and employees’ job commitment in the University of Benin. Specifically, the study sought to determine the effect of human resource policy, organisational justice, leadership style, working conditions on employees’ job commitment. It also sought to determine whether differences exist in the way in which teaching and non-teaching staff perceived organisational support and their level of job commitment. The study adopted a survey research design, which was the University of Benin. The population of the study comprised teaching and non-teaching staff. Primary source of data was utilized, and questionnaire was the main research instrument. Collected data were analysed by using descriptive and inferential statistics through SPSS 22.0. It was found that human resource policy, organisational justice, leadership style, working conditions had significant effect on employees’ job commitment in the University of Benin. It was also found that a significant difference occurred between teaching staff and non-teaching staff with respect to their perceived human resource policy, working conditions and employees’ job commitment. There was no significant difference in their perception of organisational justice and leadership style. It was concluded that the differences were signals of areas that require attention by the university management. Human resource policy, organisational justice, leadership style, and working conditions affect employees’s job commitment in the university.