Moderating Role of Organizational Commitment on the Relationship between Employee Empowerment and SQD

MODERATING ROLE OF ORGANIZATIONAL COMMITMENT ON THE

RELATIONSHIP BETWEEN EMPLOYEE EMPOWERMENT AND SERVICE
QUALITY DELIVERY: A PILOT STUDY

Kaltume Mohammed Kamselem1, Ahmed Audu Maiyaki, PhD2 &

3
Professor Murtala Sabo Sagagi3
1, 2 & 3
Department of Business Administration and Entrepreneurship, Bayero University, Kano
Cal2mekam@yahoo.com

ABSTRACT
This paper aims to examine the moderating role of organizational commitment on the
relationship between employee empowerment and service quality delivery among nurses of
public hospitals in Northwest Nigeria. The pilot study was conducted to establish the validity and
reliability of the research instrument. Subsequently, the instrument will be utilized in conducting
research. Accordingly, the researcher sought the view of academicians and health professionals
on the subject matter under consideration to ensure clarity, understanding, and the ability of the
questionnaire items to represent the context of the study. The paper utilized the sample of seventy
(70) respondents, while a valid response of 100 per cent was obtained. The study instrument was
scrutinized by some research experts, and the face validity of the instruments was found to be
appropriate for this study. The result of the reliability shows that all the constructs have attained
average and high-reliability coefficients ranging from (0.841 to 0.715) as such they are suitable
and appropriate to be used in the full-scale study to be conducted for the attainment of the
objectives of the study.

Keywords: Employee Empowerment, Organizational Commitment, Service Quality Delivery

INTRODUCTION
Managing people at work is a fundamental measure in the management process towards ensuring
quality service. To understand the significance of people at work, the human component and the
organization must be identified as the main factor of production and services to provide a high
quality of services (Majid & Mohammad, 2018; Promkaew & Tempo, 2017). Empowered
workers feel more comfortable and seek to give their employers their best, thereby enhancing
service quality. The key aim of Employee empowerment is to build a workforce that is energized
by an increased desire to deliver goods or services that meet the needs of the internal and external
customers. (Kara, 2015; Shedid & Russell, 2017).
Employee empowerment comes from business efforts to improve productivity and to empower
public service employees can benefit public organisations and the general public as well
(Abdullatif, Johari & Adam, 2016; Al-Ababneh, 2016). The idea is that empowered workers feel
competent and confident to influence their job and work environment in a meaningful way. The
public institutions are under pressure to deliver better services to the public as they are faced with
greater competition from the private sector (Chobdar, Naseri, Bazmi & Masuminejad, 2016).
Overcoming these issues requires a committed workforce (Wanjiku, 2016; Jindal & Gupta,
2016). Committed employees are productive, innovative, satisfied with their jobs and the service
quality delivered to the client (Asrar-ul-Haq, Kuchinke & Iqbal, 2017). Additionally, a
committed employee is psychologically attached to his job and the possibility to leave the
organization is minimal (Ugwu, Onyishi & Rodríguez-Sánchez, 2014; Adil, 2016; Wanjiku,

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 Ilorin Journal of Human Resource Management (IJHRM) Vol.4, No.1, 2020

2016; Hadian, 2017; Salisu & Abu Bakar, 2018; Oluseye, 2016; Majid & Mohammad, 2018;
Kim & Fernandez, 2017).
Employee retention is key to an organisation's long-term performance and success. This is more
true for the health care industry, where the retention of caregivers is increasingly becoming
famous in the light of a worldwide shortage of public health workers (Seyedin, Zaboli &
Malmoon, 2013; Sepahvand, Atashzadeh-Shoorideh & Tafreshi, 2017. It has been shown that
2500 public hospitals in Nigeria are poorly funded and understaffed (Ojewale, Obokoh, Ani &
Ikwuetoghu, 2018). There are approximately 7920 Nigerians to every hospital, and the ratio of
Medical Doctor to the patient is 1:3000 respectively, while nurse to the patient is 1:2000. This
calls for urgent attention of the government and other stakeholders in addressing the problems in
the health sector (Oyibocha, Irinoye & Sagua, 2014; Ojewale et al., 2018). Improving the quality
and safety of healthcare service is a global priority (Buttigieg & DeyGauci, 2016). As healthcare
organizations and systems across the globe face, unprecedented financial constraints growing
demands for services and the challenge of keeping pace with the required service quality
delivery, the case for a deeper understanding of these issues are particularly pressing
(TeohDediu, Saade & Hassard, 2016). This is critical because one in every 300 people worldwide
experiences dissatisfaction due to inadequate delivery of health services (World Health
Organization, 2019).

The provision of health care services is indispensable, yet healthcare services in Nigeria are
marked by endemic inefficiency (Ogunnowo, Olufunlayo & Sule 2015; Amole, Oyatoye &
Kuye, 2015). Despite a considerable budget allocation to improve the delivery of healthcare
services, particularly at the interface between health workers and patients, the sector's objectives
remain largely unfulfilled (Amole, et al., 2015). In the 2018 budget in Nigeria, there is ₦1800
($5) per head in health spending. The Nigerian government has allocated 340 billion naira for
health which is based on per capita. This suggests that Nigeria cannot compare itself to other
African countries health sector. Example South Africa in 2018 has $299 per head concerning its
population of 57 million, although Nigeria has a higher economy when compared to South Africa
(Ojewale et al., 2018). World Health Statistics (2017) indicates that expenditures on Nigerian
health are segmented into public and private spending. Public health spending in Nigeria
accounts for just 20 to 30% of total health spending, while private health spending accounts for
70% to 80% of total health expenditure. The main private spending on health is out-of-pocket
spending, and this reflects for more than 90% of private health expenditures. This asserts the fact
that households in Nigeria bear the highest burden of health expenditure. Nigeria's $5 per capita
health spending is well below the $14 recommended by the World Bank for Africa and far below
the $34 per capita recommended for low-income countries by the WHO to provide primary
health care facilities (Omar, 2014).
Despite the deplorable state of health services in Nigeria, there is very little research specifically
conducted to investigate the effects of health service delivery in Nigerian public hospitals
(Omotosho, 2017; Kaoje, Yahaya & Raji, 2019). Given these, this paper is conceived to examine
the effect of employee empowerment, OC on SQD among nurses of public Hospitals in North-
western Nigeria. The paper is organised into five sections. Section 1 is the introduction. Section
2, review related literature, on the subject matter of the study. Section 3 discussed the
methodological issue of the paper and measurement of the study variables. Finally, section 4 and
section five gave the results of the reliability test and conclusions of the paper, respectively.

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LITERATURE REVIEW
Currently, there is no universally agreed definition of service quality. During the past few
decades, service quality has become a significant concern for executives, analysts, and
practitioners due to its tremendous effect on the performance of firms. Srivastava and Rai (2014)
define service quality as a judgement or attitude that is related directly to a particular service and
the client’s impression on the quality of the organizational services. Dabholkar (2015) defines
service quality as the consumer’s judgement about a product or services overall excellence or
superiority. Prakash and Mohanty (2013) define service quality as ‘the degree and direction of a
discrepancy between clients’ perceptions and expectations’. Puri and Kumar (2015) define
service quality as the service organization’s ability to fulfil client expectations. Kassim, Asiah
and Abdullah, (2010) defined service quality as clients’ perceptions of about service delivery to
satisfy their expectations. Service quality is also defined as an attitude towards the organisation
developed by clients after successful and unsuccessful service experiences (Zeglat, Aljaber &
Alrawabdeh, 2014; Hennayake, 2017). Thus, service quality refers to an attitude or an overall
judgement resulting from the comparisons between the client’s expectations and perceptions of
actual service that was performed and delivered (Jindal & Gupta, 2016).

The research in this area continues to refer to Parasuraman et al. (1991) definition of service
quality where it is seen as an external perceived attribution on the customer’s experience about
the service that the customer perceived through the service encounter (Kiran & Diljit, 2017;
Hermawan, Basalamah, Djamereng & Plyriad, 2017). Service quality is a crucial competitive
element for businesses to distinguish their goods and services from other rivals by using quality
of service as a mechanism that consumers assess (Al-Azzam, 2015; Ibrahim, Mohtar & Dutse,
2015; Ardeshiri, Rashidi & Bavarsad, 2015). Employee empowerment is one of the principles
suggested for the growth of the human resources (Abdulrab, Zumrah, Almaamari & Altahitah,
2017). Gohar, Bashir & Asghar (2015), View empowerment as a process of instilling trust in
employees by management to allow them to use their expertise and experience, thus enabling
them to exercise their work with judgment and discretion. Empowerment is definable in different
ways. Employee empowerment is described as a set of practices consisting of knowledge sharing,
employee self-reliance and authority delegation (Hartcourt & Ateke, 2018; Chobdar, Naseri,
Bazmi & Masuminejad, 2016).

Organizational commitment relates fundamentally to the attitude and actions of a person towards
the goals of an organization (Lumley, Coetzee, Tladinyane & Ferreira, 2011). The first view is
primarily about affective commitment and the second view is a more objective commitment
mostly based on a logical consideration of certain choices. Meyer and Allen (1991) found that
researchers interpreted loyalty as representing an affective attitude towards the organization,
acknowledging the costs of leaving the organization ando moral duty to stay with the
organization. Although the relationship between EE and service quality is intuitively plausible.
The potential linkages between these concepts have received very little research attention. A
review of the service marketing literature has so far revealed only a handful of studies, with
mixed results (Kim, 2017; Ölçer, 2015). The result of the studies revealed a significant positive
relationship between employee empowerment and service quality delivery. Some result of the
study shows that competence, impact and self-determination had positive effects on service
quality while meaning did not support the proposed relationship. Previous studies have also
established that employees who are committed to the organization will remain loyal and are

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inversely related to turnover (Majid & Mohammed, 2018; Ku Daud, Holian & Zhang, 2014;
Ibrahim & Perez, 2014). In such conditions, employees were expected to put self-interest aside
and spend more time and energy in assisting the organization to achieve its goals (Bazvand,
Kashef & Esmaeili 2014; Dehghanian, Sabour & Hojjati, 2014; Utami, Bangun & Lantu., 2014).
Employees who are in direct contact with the customers are liable to providing satisfactory
services and customer attaining satisfaction (Esmaeilpour, et al., 2016; Ganjawala, 2018; Majid
& Mohammed, 2018). It is evident from the literature review that commitment to service quality
(CSQ) is indispensable to ensuring delivery of exceptional service quality (Ardeshiri, et al.,
2015; Alharbi, 2014; Asgari, 2014; Godarzvand, et al., 2016; Stephen, et al., 2015). Furthermore,
dedicated workers take on the extra duty and work harder to provide a high standard of service
(Dhar, 2015; Pahi & Hamid, 2015). Employees with a high organizational commitment are more
affectionately connected to their organisations and have a stronger willingness to make a positive
contribution to them. Committed workers would deliver high-quality jobs. They are always able
to devote extra time to solving challenging issues and giving their customers better support
(Ardeshiri, et al., 2015).

Many studies have investigated the relationship between empowerment aspects and OC and the
association between organizational justice and OC (Wanjiku, 2016; Tourani, et al., 2016;
Alsharari et al., 2017; Hadian, 2017; Karanja et al., 2014; Sepahvand et al., 2017). However, the
concept of EE is not clearly understood within public hospitals. Consequently, to address this
gap, this study attempts to investigate the association between EE and SQD in the Nigerian
public hospitals' context. Thus, there exists a strong motive to explore the moderating effect of
OC in the relationship between EE (meaningfulness of task, employee competence employee
self-determination and employee impact) and SQD.
Theoretical Framework
This study is motivated by several postulations. Today, Scholars are mainly involved in
unravelling burning problems relating to workplace productivity and the quality of service
delivery in organizations. This led to the proposition of many theories and models. Social
exchange theory (SET) and Resource-Based theory (RBV) were used as bases for this study.
Social exchange theory is widely used to explain most of the studies on organizational
commitment, organizational citizenship behaviour and employee empowerment, as it is an
economic model of human behaviour (Adil, 2016). Horsmans (1958) proposed a social exchange
theory to develop an understanding of social human behaviour in an economic undertaking. The
theory proponents keep that the use of rational cost-benefit analysis and the contrast of
alternatives shape all human relationships. Abdullatif, Johari and Adam (2016) states that an
empowered employee is committed to an organization because the organization has given them a
job, empowered them and treat them fairly. It is based on the principle that humans in social
situation choose behaviour that maximizes their likelihood of meeting their self-interest in those
situations.
The SET was used in this study, as the theory examines reciprocity. The employee of an
organization strives to work hard to be productive toward achieving the overall aims of their
organization. The employees are intelligent and committed, as they try to measure their gain and
loss in carrying out those activities. The theory is applicable for this study because it addresses
the conceptualization that EE leads to OC and SQD. The employer that creates a chance of
empowerment will improve the employees existing skills, knowledge, exposure and abilities of
the employee to perform their duties diligently toward the success of the organization. The

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employee’s hard work and social work are fairly rewarded. The organization also benefit when
the employee engages in OC, which will lead to service quality. When a person perceived the
cost of a relationship as outweighing the perceived benefits, the theory then predicts that the
individual chooses to leave the relationship (Gazzoli, Hancer & Park, 2016). Thus, this study is
like that of many previous studies that adopted social exchange theory to elaborate the
association between the EE and SQD (Al-Ababneh, 2016; Hadian, 2017; Majid & Mohammed,
2018; Salisu & Abu Bakar, 2018; Commey, et al., 2016).

The Resource-Based View theory (RBV) resources that are internal to the organization where the
contribution of employees is to provide superior delivery of value that will enable the
organization to achieve its key objectives (Dzia-Uddin, 2016). RBV explains the concept of
superior value proposition through employees. The theory explains by emphasizing on people
(nurses) as a source of advantage (drivers of service quality delivery) to the organization. More
specifically, RBV in this framework is used to explain the relationship between the EE and SQD.
This implies that for healthcare delivery to be effective and efficient, there is a need for
organizations to capitalize on employees by psychologically empowering them to unleash their
greatest potentials (Budu, 2016). Therefore, based on the above theories, the framework below
depicts the interrelationships among the study variables.

Employee Empowerment

Meaningfulness

Competence

Service Quality
Delivery
Self-
determination

Impact

Organizational
Commitment

Figure 2.1: Research Framework

Source: Researcher (2019)

The research framework depicted in Figure 2.1 showed the proposed relationships that exist
among the constructs employed in the study. The independent constructs of the study are EE
which has four dimensions, namely: meaningfulness, impact, self-determination and competence

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and while the dependent constructs in the study are SQD. Further, OC is used as a moderating
construct in the relationship between EE and SQD.
METHODOLOGY
The study is a pilot study. It employed a descriptive cross-sectional survey to assess the influence
of EE on service quality delivery in Nigerian public Hospitals. These studies examined EE, OC
and SQD. The research instrument used for data collection is the questionnaire. The
questionnaire was adapted in such a way as to measure the constructs of the research. A
structured questionnaire was used, using a five-point Likert scale. The sample size for the pilot
study consisted of 70 nurses drawn randomly from two general hospitals from Kaduna State. The
Barau Dikko General hospital and the Haj. Gambo Sawaba General hospital. The ethical
clearance was received from the Kaduna State Operational Research Advisory Committee at the
Ministry of Health (MOH). In each of these selected hospitals, 35 questionnaires were
administered with the help of research assistants to 35 nurses. However, all 70 questionnaires
were duly completed and returned.

3.1 Measurement of the Study Variables

In this study, service quality is operationalized as the competency displayed by employees in
discharging their responsibility towards their clients which is in line with their organizational
goals. The study measured nurses’ SQD from the perspective of self-appraisal by adapting the
eight-item scale developed by (Ekinci, 2001). All reliabilities for the items reported have the
coefficient above 0.70.
Measures of Service Quality Delivery
Dimension No Item Source
1 I’m competent and display natural expertise in doing my job Ekinci (2001)
2 I’m always helpful and friendly
3 I always listen to and provide necessary services to the
patients
4 I always anticipate what the patient needs
5 I’m always in control when the hospital is busy
6 I always provide prompt and timely service
7 I’m always there to solve patients problems on the spot
8 I often go the extra mile to satisfy the patient needs
Source: Ekinci (2001).
Employee empowerment was measured using items scale adapted from Spreitzer (1995). The
scale has been used by several researchers (Dzia-Uddin, 2016; Gazzoli et al., 2016; Ölçer, 2015;
Wanjiku, 2016; Hashmi & Naqvi, 2012). The scale comprises the dimensions of EE (e.g.
meaning, self-determination, competence and impact) which facilitate the measurement based on
the EE dimensions. This instrument consisted of 20 items, five items for each dimension of EE,
measured on a Likert-like scale (5= strongly agree, 1=strongly disagree). All reliabilities for the
items reported have the coefficient above 0.70

Employee Empowerment Measures

No Item Source
Meaningfulness Spreitzer (1995).
1. For me, the work which I do is very significant.
2. Personally, my work tasks are important to me.

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3. I always listen to and provide necessary services to the patients.

4. My task is not crucial to the hospital
5. I contribute significantly to the success of the hospital
Competence Spreitzer (1995).
1. I trust in my ability to do my job.
2. I am self-confident that I can perform my work.
3. I learned the skills my work needs.
4. I do not have the requisite qualification to perform my job
5. My knowledge about the job I do is above hospital standard
Self-Determination Spreitzer (1995).
1. I have significant autonomy in determining how I do my job.
2. I can decide on my own how to go about doing my work.
3. In the way I do my work, I have a tremendous opportunity for
independence and equality.
4. I cannot do my job without supervision
5. I have a good reason to do my task as assigned
Impact Spreitzer (1995).
1. My impact on what happens in my hospital is large.
2. I am very much in control of what is happening in my hospital..
3. I have significant influence over what happens in my hospital.
4. My hospital does not affect me in positive ways
5. What I do on my job affect my hospital significantly
Source: Spreitzer (1995).
The instrument used by Allen and Meyer (1996) in measuring OC was adapted to get information
on the employee commitment of the respondents. The items here were meant to tap information
regarding the degree to which respondents agree or disagree with statements about commitment
to their organizations. Each component is measured by items on a 5-point Likert scale (1 =
strongly disagree, 5= strongly agree). Four items are negatively worded. The scales of these
items were reversed before analysis of this pilot study. The original Cronbach coefficient alpha
values range for the instrument was 0.85 for AC, 0.73 for NC and 0.79 CC.
Measures of Organizational Commitment
Dimension No Item Source
1 I would be delighted to spend the rest of my career with Meyer and Allen
this Hospital. (1996)
2 I feel as if this hospital problems are my own.
3 I don't have a good sense of my Hospital being'
belonging.’
4 I do not feel ‘emotionally attached’ to this Hospital.
5 This Hospital has a lot of personal meaning for me.
6 I do not feel any obligation to remain with my current
Hospital.
7 Even if it were my advantage, I do not feel it would be
right to leave this hospital now.
8. I would feel guilty if I left this hospital now.
9. This hospital deserves my loyalty
10. I wouldn't be leaving my hospital right now because I

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feel indebted to the staff there.

11. I owe a great deal to this hospital
12. It would be tough for me to leave this hospital right
now, even if I wanted to
13. Too much in my life would be disrupted if I decided I
wanted to leave this Hospital now.
14. Staying with this Hospital right now is as much a matter
of obligation as desire
15. I feel that I too few options to consider leaving this
Hospital
16. One of the few severe consequences of leaving this
Hospital would be a scarcity of available alternative
17. One of the key reasons I keep working for this hospital
is that leaving would entail tremendous personal
sacrifice— another hospital might equal the overall
benefits I have here.
Source: Meyer and Allen (1996)

Content and Face Validity

Scholars have advocated the need for face and content validity before conducting a pre-test of the
instruments. Accordingly, the researcher sought the view of 1 academician in organizational
behaviour and service quality and two professional in nursing on the subject matter under
consideration to ensure clarity, understanding and the ability of the questionnaire items to
represent the domain of the study. Furthermore, they also examine the strength of the survey
instrument in terms of simplicity, format wording, clarity, as well as the ambiguity of the
questionnaire items. The researcher identified three experts that include professor, a medical
doctor and senior nurse to examine and provide a suggestion that will enhance the goodness of
the questionnaire. Also, some samples were given to 2 senior PhD colleagues that have some
significant understanding of the field and context of the study. These steps yielded positive
results as several observations and suggestions were made, which no doubt enhanced the quality
of the instruments. Based on these appraisal criteria, improvement and corrections suggested
were effected in the instrument before it was finally administered to the selected respondents for
the pilot study.

Result of Reliability Test

The reliability of the items needs to be established to ensure the acceptability of the findings. The
measures of the study were adapted from the previous studies, hence the need to confirm that
they measure the actual constructs as conceptualized. The value of internal consistency is the
most widely used by researchers. The most accepted method of measuring the inter-item
consistency and reliability is the Cronbach’s alpha coefficient (Sekaran & Bougie, 2013).
Cronbach Alpha verifies the suitability of the instruments tailored to the study situation and
population. The sample respondents in the study were the nurses of the Barau Dikko General
Hospital and the Haj. Gambo Sawaba Hospital Kaduna State, Nigeria. Thus, Cronbach’s alpha
was used in determining the internal consistency of the items of the study using SPSS version 23.
Table 4.1 presents the summary of the reliability result.

Table 4.1: Summary of the Pilot Test Reliability Result

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 Moderating Role of Organizational Commitment on the Relationship between Employee Empowerment and SQD

Construct Proxy No. of Items Cronbach's Cronbach's Alpha Based

in construct Alpha on Standardized Items

Employee Four (4)

Empowerment
Meaning 5 0.782 0.784

Competence 5 0.715 0.717

Self- 5 0.735 0.730

determination

Impact 5 0.815 0.810

Organizational One 17 0.824 0.818

Commitment

Service Quality One 8 0.822 0.826

Delivery

Source: Survey Data (2019)

The pilot study result reveals a good reliability for all the variables having 0.782, 0.715, 0.730,
0.815, 0.777, 0.734, 0.841 and 0.822 respectively. These values are in line with the acceptable
yardstick coefficient. An instrument with 0.60 coefficients is considered average, while 0.70 and
above indicates high reliability and coefficient of 0.50 as supportive (Sekaran & Bougie, 2013).
Even though most researchers only regard 0.70 as the minimum acceptable coefficient (Hair et
al., 2010).

CONCLUSION
The pilot study conducted to establish the reliability and validity of the instruments, which was
used in conducting this study. The paper utilized the sample of seventy (70) respondents, while a
valid response of 100 per cent was obtained. The study instrument scrutinized by some expert,
and the face and content validity of the instruments were found to be appropriate for this study.
The result of the reliability test also confirmed that all the constructs had attained average and
high-reliability coefficient as such they are suitable to be used in the full-scale study.

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