International Information & Library Review

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Gender Difference in Organizational Commitment,

Job Satisfaction and Job Involvement: Evidence
from University Library Staff

Joseph Chukwusa

To cite this article: Joseph Chukwusa (2020): Gender Difference in Organizational Commitment,
Job Satisfaction and Job Involvement: Evidence from University Library Staff, International
Information & Library Review, DOI: 10.1080/10572317.2019.1675444

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Published online: 28 May 2020.

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INTERNATIONAL INFORMATION & LIBRARY REVIEW
https://doi.org/10.1080/10572317.2019.1675444

Gender Difference in Organizational Commitment, Job Satisfaction and Job

Involvement: Evidence from University Library Staff
Joseph Chukwusa
Delta State University Library, Abraka, Nigeria

ABSTRACT KEYWORDS
The study determined gender difference in Organizational Commitment (OC), Job Gender difference; job
Satisfaction (JS) and Job Involvement (JI) of library staff in federal university libraries in satisfaction; job
South-East, Nigeria. Descriptive survey design was used for the study. Out of the 274 copies involvement;
South-East; Nigeria
of questionnaires administered to respondents, 243 representing (172 females and 71 males)
were retrieved and found usable. Three hypotheses were stated and tested. The significance
difference between the variables was tested using Z score. The study revealed that both
gender were positive in their organizational commitment, job Satisfaction and job involve-
ment. The study concluded that there is no significant mean scores difference between
male and female library staff in organizational commitment and job involvement, but differ
significantly in job satisfaction.

Introduction staff in five federal university libraries in South-

Studies have correlated individual reports of
organizational characteristics as predictors of
organizational commitment, job satisfaction and
job involvement. For instance, Susanty,
Miradipta, and Jie (2013) found that the favor-
ableness of organizational changes, the level and
importance of the change put together predict
staff commitment. Another study revealed that
favorable reports concerning staff performance
leads to staff job satisfaction and organizational
commitment (Judge & Kammeyer-Mueller, 2012).
Furthermore, a study involving cross level medi-
ation according to Mayer, Nishii, Schneider, and
Goldstein (2007) found that the relationship
between individual perceptions of organizational
justice with organizational commitment and job
satisfaction was moderated by group-level justice
climate. These studies, taken together, suggest
that collective perception of situations could be
used to predict individuals’ organizational com-
mitment, job satisfaction and job involvement.
Therefore, this study seeks to determine if there
is gender difference in organizational commit-
ment, job satisfaction and job involvement of
East, Nigeria.
Literature review
A highly committed staff could be one who
accepts and believes in the library’s values, is
willing to put out effort to meet the library’s
goals, and has a strong desire to remain with the
library. Staff who are highly committed see them-
selves as genuine and indisputable part of the
institution. This is because they often do not take
serious, offenses and are always defending the
institution no matter what (Ahmad et al., 2012).
They show strong attachment and identification
with the university library. Organizational com-
mitment is another arm of work attitude.
Organizational commitment has been defined by
researchers as the level of involvement and iden-
tification with a given organization. A staff with
a high level of commitment is likely to see herself
as a true member of the institution. The reverse
seems to be the case when the staff is less com-
mitted. Also, in institutions that show more con-
cern to staff, the staff sometimes responds
positively. Therefore, organizational commitment

CONTACT Joseph Chukwusa chukwusajoseph@yahoo.com Obi-Ugbe Quaters, Obiaruku, Dellta State.

ß 2020 The Author(s). Published with license by Taylor & Francis Group, LLC
2 J. CHUKWUSA
includes the acceptance of organizational goals
and a strong belief in these goals, willingness to
perform substantial efforts on behalf of the
organization, and having a definite desire to
maintain organizational membership (Uygur &
Kilic, 2009). Job involvement and organizational
commitment is somewhat similar in that they are
both concerned with an employee’s identification
with the work experience (Chungtai, 2008).
According to Olatunde (2010) and Riketta
(2008), the elements that make up job satisfaction
are salary (increments inclusive), other benefits
and coworker relationships. Job satisfaction is an
important arm of work attitude. Even when
somebody is a renowned professional such as
accountant, lawyer, nurse or doctor, his satisfac-
tion at work is a matter to be taken serious. A
satisfied staff tends to be absent less often, to
make positive contributions and to stay with the
institution. In contrast, a staff that is not satisfied
in his workplace may be absent more often, may
experience stress that disrupts coworkers, and
may be continually looking for another job.
Contrary to what a lot of leaders believed, high
levels of job satisfaction do not necessarily lead
to higher levels of performance (Chiyem &
Bojeghre, 2016). Job satisfaction, a positive assess-
ment of feeling seems to occur when the work an
individual is doing ties with his needs and aspira-
tions. Often, some scholars have noted that job
satisfaction is a lone idea whereas it is a collec-
tion of related work attitudes with various job
characteristics Younes (2012). For instance,
Stanton et al. (2002) citing Smith, Kendall, and
Hulin (1969) noted that the Job Descriptive
Index (JDI) is usually employed to gauge job sat-
isfaction with respect to five characteristics of a
person’s job.
Job involvement has to do with staff immers-
ing themselves and doing more than is expected
in a work situation. This according to Olusegun
(2017) is because they do not work only to earn
a living. These categories of staff are intrinsically
motivated and have interest in getting the work
done. A person with a lot of job involvement will
derive natural satisfaction from the job itself and
will want to learn more and more about how to
perform the job effectively. As a result, they are
very punctual to work and willing to work for
hours without complaining. They are high per-
formers and their being job involved is followed
by more specific attitudes such as job satisfaction
facets, specific dimensions of organizational com-
mitment, and so on. A phrase that brings the
idea of work life into focus is “work to live, don’t
live to work” (Changing Attitude towards Work,
2017). In fact, staff that is job involved work
to live.
A library staff may become involved in their
jobs in response to specific attributes of the work
situation and high level of job involvement would
be noticed when the work situation is meaningful
(New Charter University, 2018). Also, greater
intensity of job attachment would be noticed
when schedules are defined on how work is to be
done and behavioral standard identified, gives
feedback, and provides backing for coworkers
and supervisors. Many researchers have argued
that improved efforts towards organizational suc-
cess are a characteristic of job involved staff.
Most times, job involved staff hardly move out to
find jobs elsewhere. There is no clear demarca-
tion between job satisfaction and organizational
commitment because most times, those elements
that makes us job satisfied also makes us job
committed (Chungtai, 2008).
A number of industry observers and practi-
tioners agreed that frontline staff who are satis-
fied with and committed to their jobs share the
institution’s customer-oriented values, exhibit low
levels of role stress, and deliver the highest level
of service quality (Younes, 2012). Longitudinal
research also shows that declines in supervisor
support during the period of organizational entry
were associated with declines in job satisfaction.
Job satisfaction is the amount of overall positive
feeling that individuals have toward their job
(Jokisaari & Nurmi, 2009). One study demon-
strated that pay satisfaction following a merit
raise was much greater for those who had incre-
ment in salary (Schaubroeck, Shaw, Duffy, &
Mitra, 2008). It follows therefore, that those who
are expecting increase in salary may be more sat-
isfied when raises are disbursed. Hence, Harris,
Anseel, and Lievens (2008) showed that pay satis-
faction is often based on whom one compares
oneself to – those who compare their pay to
those who make much more than themselves are

less satisfied than those who compare their pay
to those who make only slightly more than them-
selves. Besides the main effect of organizational
practices related to compensation argued
Edwards and Cable (2009) researches utilizing a
polynomial regression approach to assess congru-
ence suggests that the correspondence between
staff values and organizational values is associated
with improved organizational commitment, job
satisfaction and job involvement
Gender difference in the workplace
The study of gender differences has been done in
the workplace extensively and a lot of stereotypes
regarding both genders have emerged. From the
time when the workforce was integrated, the usu-
ally established traditions are being questioned in
the work situation. Even though a somewhat
young field, the concept, gender difference in the
workplace is fast gaining attention. According to
Powell (2018) lots of factors led to the recogni-
tion this field of study have gained. The first
obvious reason seems to be the inadequate devel-
opment of solid generalizations concerning both
genders in a place of work and in the work force.
Secondly, the various work conditions that can
be found across is another factor. The key factor
is basically the noticeable increase in the number
of females in the work force.
Although women have been in the work force
ever since early colonial years, they were denied
some jobs. The distinctive line between males
and females work was drawn. Women have grad-
ually worked their way into the work force only
to find “a no go area” in their work world. Near
to the ground positions were assigned them in
the workplace believing that high level adminis-
trative ranks were only for the males.
Desta (2012) and Ekmekci (2011) asserted that
organizational commitment and job involvement
differs between males and females. According to
Ekmekci (2011) males are more committed to
their organizations and they are more involved in
their jobs. The reason, the researcher argued can
be explained with the role of male in society. The
males appear to be more responsible for the daily
bread of the family, while the females are often
INTERNATIONAL INFORMATION & LIBRARY REVIEW 3
dependent on their husbands and this makes
them, less jobs-involved or committed.
Uygur and Kilic (2009) posited that women
have relatively positive work attitude than men.
They argued two explanations for the above pos-
ition. Women may arrive at a higher level by
using different comparison groups; and men may
be more willing to verbalize dissatisfaction with
work because of difference socialization. The
most likely explanation could be that these proc-
esses operate in conjunction to produce greater
reported job satisfaction among women.
Women have been found to have closer super-
vision, and more limited promotional opportuni-
ties than men, yet women’s attitude towards their
jobs are often more favorable than men’s (Eagly,
2016). Men and women may have different char-
acteristics of work. Women may be more satisfied
because they focus on their roles as home-mak-
ers, rather than their roles as workers and seem
to derive additional satisfactions from this sphere.
According to Zou (2018) in the job satisfaction
literature, women, though argued to be short-
changed in the work world, are more satisfied
with their job than men. That, though effort has
been made to interpret these puzzling situations,
we have been, so far, unable to provide satisfac-
tory explanation to the paradox of the contented
women workers.
Rajadhyaksha and Ramadoss (2012) and
Scientific Journal International (2018) reported
that information on gender and organizational
commitment had mixed results. For example,
Scientific Journal International (2018) asserted
that there are some authors who suggested that
women are less committed to their work than
men. Much of these contentions may have as
their roots the idea that women, as a result of
their socialization, place a greater emphasis on
family roles than men (New Charter University,
2018). This may result in women placing less
importance on their work roles whereas men’s
socialization process leads them to identify them-
selves as independent, assertive and goal-directed.
Studies on gender difference in the workplace
Rast and Tourani (2012) did an evaluation of
employees: An empirical study of airline industry
4 J. CHUKWUSA
in Iran. The purpose of this study was to deter-
mine level of employees’ job satisfaction and
empirically test the relationship between employ-
ees’ job satisfaction and their gender. The result
of an independent-sample t test indicate that
overall job satisfaction is slightly related to the
gender of the employees but it is not statistically
significant at the 0.05 level (p¼.07). In addition,
the mean of job satisfaction facets was plotted
against the difference in gender. The result indi-
cates a weak relationship between respondents’
gender and facets of job satisfaction.
Ekmekci (2011) investigated job involvement
and commitment of employees in Turkey. The
research explored the relationship between
employees’ job involvement and their feeling of
organizational commitment and how some
demographic factors influence the two
work attitudes.
Findings revealed that male workers are more
involved and committed in their jobs than their
female counterpart. It was also found that the
level of organizational commitment and job
involvement differs with respect to marital status,
educational level and tenure variables. The study
further showed that only 16.66% of the organiza-
tional commitment of the employees can be
explained with the influence of factors other than
job involvement.
Ekere and Ugwu (2011) investigated the influ-
ence of age, gender and working experience on
librarians’ job satisfaction in university libraries
in Nigeria. The purpose was to determine the
influence of personal characteristics of librarians
on their job satisfaction. The findings revealed
that older librarians are more satisfied than the
younger ones and male librarians had higher job
satisfaction than the females. This means that
there were significant age and gender differences
in librarians’ job satisfaction, favoring older and
male librarians.
Method
The study determined gender difference in mean
scores of organizational commitment, job satis-
faction and job involvement of library staff in
five federal university libraries in South-East,
Nigeria. Descriptive survey design was used for
the study. The population consists of 274 univer-
sity library staff that are on Consolidated
Nigerian Universities Academic Salary Scale,
(CONNUSS) 6 and above. The entire population,
274 library staff was used for the study. The
whole population was used because it was small.
The questionnaire (Work Attitude of Library
Staff, Appendix 1) was used for data collection.
Out of the 274 copies of questionnaires adminis-
tered to respondents, 243 representing (172
females and 71 males) were retrieved and found
usable. Three null hypotheses were stated and
tested at 0.05 level of significance. The mean
score difference between the variables was tested
using Z score.
Hypotheses
The following hypotheses were stated and tested:
1. There is no significant mean scores difference
between male and female library staff in organ-
izational commitment.
2. There is no significant mean scores difference
between male and female library staff in job
satisfaction.
3. There is no significant mean scores difference
between male and female library staff in job
involvement.
Response rate
The entire population was studied without sam-
pling because the size was not too large.
However, Out of the two hundred and seventy
four (274) copies of the questionnaires adminis-
tered, two hundred and forty three (243) repre-
senting 88.6% were retrieved and found usable
(Table 1).
Table 2 revealed that generally, both gender
scored above the criterion mean (3.00) with
respect to the variables measured. The study
shows that the males are more involved with
their job than females, while the females are
more committed and satisfied with their job.
Hypothesis 1: There is no significant differ-
ence between the organizational commitment of
male and female library staff in federal university
libraries in South-East, Nigeria.
 INTERNATIONAL INFORMATION & LIBRARY REVIEW 5

Table 1. Population distribution by institutions.

S/N Institutions Population No. Retrieved Males Females
1. Nnamdi Azikiwe Library, University of Nigeria Nsukka 103 31 71 ¼ 96
2. Federal University of Technology Library, Owerri 98 21 60 ¼ 81
3. Prof. Festus Aghagbo Nwako Library, Nnamdi Azikiwe University, Awka 33 7 19 ¼ 30
4. Michael Okpara University of Agriculture Library, Umudike 29 11 16 ¼ 27
5. Dr. Alex Ekwueme Federal University Library, Ndufu- Alike, Ikwo 11 4 5¼9
Total population 274 243

Table 2. Means scores of male and female subjects in organ- Table 4. Z test analysis of gender difference in job
izational commitment, job satisfaction and job involvement. satisfaction of library staff in South-East, Nigeria.
Gender N Mean of OC Mean of JS Mean of JI Gender N Mean SD LC DF Zcal Zcrit Decision
Male 71 3.48 3.15 3.21 Male 71 3.15 1.38
Female 172 3.49 3.23 3.06 0.05 9 2.56 2.26 Rejected
Female 172 3.23 0.92

Table 3. Z test analysis of gender difference in organizational
commitment of library staff in South-East, Nigeria.
Gender N Mean SD LC DF Zcal Zcrit
Male 71 3.48 1.38
0.05 9 0.031 2.26
Female 172 3.49 0.92
Table 3 indicates that at 0.05 level of signifi-
cance and 9 degree of freedom, the hypothesis of
no significant mean score difference between
male and female library staff on organizational
commitment was accepted. This is because Zcal
(0.031) is lesser than Zcrit (2.26). This means
that male and female subjects do not differ sig-
nificantly in organizational commitment. It was
concluded that there was no significant difference
between male and female library staff with
respect to organizational commitment.
Hypothesis 2: There is no significant mean
scores difference between the Job Satisfaction of
male and female library staff in federal university
libraries in South-East, Nigeria.
Table 4 indicates that at 0.05 level of signifi-
cance and 9 degree of freedom, the hypothesis of
no significant mean score difference between
male and female library staff on job satisfaction
was rejected. This is because Zcal (2.56) is greater
than the Zcrit (2.26). Consequently, the null
hypothesis, that there is no significant difference
between the mean job satisfaction scores of males
and females is rejected. This means that male
and female subjects differ significantly in job
satisfaction.
Hypothesis 3: There is no significant differ-
ence between the organizational commitment of
male and female library staff in federal university
libraries in South-East, Nigeria.
Table 5 indicates that at 0.05 level of signifi-
Decision
cance and 9 degree of freedom, the hypothesis of
no significant mean score difference between
Accepted male and female library staff on job involvement
was accepted. This is because Zcal (1.49) is
lesser than Zcrit (2.26). It was concluded that
there was no significant difference in mean scores
between male and female library staff in job
involvement.
Discussion
Generally, organizational commitment, job satis-
faction and job involvement of the respondents
were positive as revealed in Table 2 (the three
variables had Mean scores above the Criterion
mean, 3.00). This could be as a result of the lead-
ership styles and meeting up with the needs of
employees in the university libraries. A leader is
required to have the ability to provide comfort to
his staff in order to work effectively. An effective
leader will run his function properly, not only
shown from the power and control but also by
his attention to the well-being and contentment
of staff.
Tables 3 and 4 revealed that there is no signifi-
cant mean scores difference between males and
females in organizational commitment and job
involvement. This findings could be as a result of
the assertion of Chungtai (2008) that sometimes
those things that make us job committed also
makes us job involved. The findings disagreed
with Judge and Kammeyer-Mueller (2012) who
reported that organizational commitment and job
involvement differs between males and females.
The disagreement between this study and Judge
6 J. CHUKWUSA
Table 5. Z test analysis of gender difference in job involve-
ment of library staff in South-East, Nigeria.
Gender N Mean SD LC DF Zcal Zcrit
Male 71 3.21 1.74
0.05 9 1.49 2.26
Female 172 3.06 2.02
and Kammeyer-Mueller (2012) could also be
attributed to the nature of job of the respondents
in both studies. The researchers asserted further
that males are more committed to their organiza-
tions and they are more involved in their jobs,
arguing that this could be explained with the
roles of males in society. The males appear to be
more responsible for the daily bread of the fam-
ily, while the females are often dependent on
their husbands and this makes them, less jobs-
involved or committed. Household and family
responsibilities faced by employed women gener-
ate conflict between domestic and work roles
which presumably further decreases their organ-
izational commitment and job involvement
(Chin-Wen, Chien-Yu, Chiang-Kuei, & roles more as home-makers, rather than their
Chiang, 2016).
The study also reported that males and females
differ significantly in job satisfaction. The find-
ings disagreed with Rast and Tourani (2012) who
did an evaluation of employees’ job satisfaction
in an Airline industry in Iran. In that study, the
mean of job satisfaction facets was plotted against
the difference in gender. The result of the study
revealed a no significant difference between
respondents’ gender and facets of job satisfaction.
Also, the disagreement of this study with Rast
and Tourani (2012) could be as a result of the
type of job the respondents are involved in.
Airline industries are known for taking the mat-
ter of staff welfare very serious. Job satisfaction
may be demonstrated when staff are positive
about their job role, enjoy coming to work, pro-
vide support for other coworkers, are willing to
take on new tasks, and their responsibilities at
work seriously. According to Judge and
Kammeyer-Mueller (2012) creating and maintain-
ing positive behavior among staff could be
important for morale, problem solving, skills
development and ultimately productivity in the
workplace. Employees who are satisfied with their
work are likely to exhibit positive work attitude
because how they behave in their workplace is
often linked to how they feel. Longitudinal
research has shown that declines in supervisor
Decision
support during the period of organizational entry
Accepted were associated with declines in job satisfaction
(Jokisaari & Nurmi, 2009). According to in Zou
(2018) the job satisfaction literatures, women,
though argued to be shortchanged in the work
world, are more satisfied with their job than
men. The scholar revealed further that although
effort has been made to interpret these puzzling
situations, we have been, so far, unable to pro-
vide satisfactory explanation to the paradox of
the contented women workers.
Recommendations
The study revealed that there was a significant
difference between male and female staff on job
satisfaction. In the real world, the difference in
job satisfaction is truly relevant because women
appear to be more satisfied as they focus on their
roles as workers and seem to derive additional
satisfactions from this sphere. The information
from this finding could be used by Library
Management to know that both genders are not
equally treated in terms of job satisfaction meas-
ures that have been put in place in the libraries.
It was suggested that all job satisfaction facets
should be taken seriously by Library
Management in other to improve staff
satisfaction.
The study further showed that the males and
the females have the same level of both organiza-
tional commitment and job involvement. This
confirm the fact put forward by some scholars
that those things that make us job committed
equally make us job involved. This information
could be used by Library Management and
Administrators by being more responsive to the
both genders’ needs. It was recommended that in
order to get the best out of the staff, their needs
must be addressed, in addition to assigning chal-
lenging jobs because less thought-provoking
careers could be a source of frustration and
dissatisfaction.
The information from this study could be used
to augment the structure for interpreting gender
difference in job satisfaction, organizational

commitment and job involvement. The informa-
tion could increase responsiveness and additional
knowledge of how the various facets of work atti-
tude examined could influence improvement in
libraries and other organizations.
The study’s result could not be generalized
because not all the library employees in the uni-
versities were surveyed. It was done using only
senior library staff on CONNUSS 6 and above. It
is here suggested that to allow for generalization
all staff in the libraries should be studied.
Conclusion
The study concluded that the two genders
exhibited good organizational commitment, job
satisfaction and job involvement. Also, there was
no significant difference between the genders in
organizational commitment and job involvement,
but differ significantly in job satisfaction. The
good news is that working females have started
to get closer to achieving equal opportunity with
working males. The once high level administra-
tive ranks that were denied them are now being
reached by females in the work world. The
Work-related integration was as a result of the
endorsement of laws before now that banned
gender bias, the improvement in the number of
females that attended specialized schools as well
as provision of advanced education. Other rea-
sons are the agitations of the women’s move-
ment, coupled with the lessening of gender
discrimination in both employments, in addition
to education. This growing number of working
women has opened up a varied and copious
field of learning concerning gender in
the workplace.
While research is ongoing in this field of
study, improvement will for sure be made.
Sooner or later, research possibly will be able to
draw a number of definite conclusions regarding
the genders in the workplace. Probably, in the
end of the investigations, we may actually find
that we are not different but there are a number
of real differences, because no two objects are
exactly identical. Also, the information at the end
of the investigations will assist both genders draw
closer together in their place of work and make
our work force stronger and a better place.
INTERNATIONAL INFORMATION & LIBRARY REVIEW 7
ORCID
Joseph Chukwusa http://orcid.org/0000-0002-2114-1174
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 INTERNATIONAL INFORMATION & LIBRARY REVIEW 9

Appendix: Work attitude of library staff

Instruction: Listed below are different aspects of attitudes
workers exhibit. Indicate by ticking the option that is most
appropriate to your work attitude.

5 4 3 2 1
S/N Items
SA A UD D SD
Job Satisfaction
1. I feel accomplished as a member of the library
2. I have the tools and resources to do my job well
3. I am committed to service quality
4 I am respected and appreciated by my university librarian
5. I always try to make library users/coworkers satisfied
6. I use my talents well in the library
7. My librarian keeps staff up-to-dated regarding issues affecting us
8. I am satisfied with my participation in decisions that have impact on my work
9. My university librarian encourages me to be my best
10. My efforts are rewarded timely
Organizational Commitment
11. Leaving my library for another is unthinkable
12. I feel fulfilled to remain employed in the library
13. I do not feel it would be right to leave my library even if it were to my advantage
14. I am indebted to my library
15. I cannot consider myself working elsewhere, except the library
16. I would be very happy to spend the rest of my career in this library
17. I am pleased to inform others that I am a part of this library
18. I can’t work elsewhere, I cherish this job
19. There is much to gain by being a part of this library
20. Leaving this library for another is unthinkable
Job involvement
21. I am truly engaged in the work of this library
22. I have gained a lot from working in this library
23. I am totally immersed in my job
24. I truly care about the fate of this library
25. I will put in my best to make this library successful
26. I spend most of my time working in the library
27. I think I would be less fulfilled if am not working in this library
28. Making the library a success is my priority
29. I think of my job even when with my family
30. I don’t feel comfortable if there are works left unattended in the my workplace