Self Efficacy Hopeand Optimismas Predictorsof Organisational Commitmentamong Nigerian Broadcasters

International Journal of Advance Study and Research Work (2581-5997)/ Volume 5/Issue 10/October 2022
Self-Efficacy, Hope, and Optimism as Predictors of

Organisational Commitment among Nigerian
Broadcasters
Ugochukwu Christian Ogbogu 1 & Doris Ngozi Morah, PhD 2
1,2
Madonna University, Nigeria, Anambra State
Email: onodugo101@gmail.com 1 & morahng@yahoo.com 2
ORCID id: https://orcid.org/0000 -0002-7854-3238 2
DOI: 10.5281/zenodo.7266909
Abstract
The study investigated self-efficacy, hope, and optimism as predictors of organisational commitment among Nigerian broadcast
professionals. A cross-sectional survey technique was used in the study, with a sample of 100 respondents drawn using accidental
sampling techniques from three Nigerian stations: Nigerian Television Authority (NTA), Anambra State Broadcasting Service
(ABS), and Imo State Broadcasting Corporation (IBC). Self-efficacy (r =.22), hope (r =.24), and optimism (r =.30) were found to
be significantly correlated with organisational commitment. The multiple linear regression analysis revealed that predictor
variables accounted for 25% of respondents' organisational commitment variance, with an adjusted R square of 251. In the
regression equation model, hope (=.17, P<.01) and optimism (=.20; P< .001) were significantly and positively correlated with
organisational commitment (=28.60.P<001). Using the Generalize Self-Efficacy Scale, State Hope Scale, and Optimism Scale,
the study recommends the adoption of self-efficacy, hope, and optimism as predictors of respondents' organisational
commitment.
Keywords: Self-efficacy, Hope, Optimism, Nigeria, Broadcast Media.
Introduction
It is impossible to overestimate the relevance and effect of media professionals' organisational commitments on productivity.
Numerous researchers have put forth a crucial amount of time and effort (Morah & Ekwenchi, 2018; Morah, 2021) at various times
and locations to identify which potential elements might best predict the organisational commitment of broadcast practitioners to
their media organisations. Siti, Digra, Eny, Dio Caisar & Heni Rahayu (2021) underscores the importance of employee performance
as the foundation and direction of every organization. They agree with Bandura (2006) that employees need self-efficacy to improve
their abilities according to the job desk given by their superiors so that the organisation runs optimally and employee job satisfaction
will increase”(p.7). The concept of self-efficacy is needed so that workers can work well and have high job satisfaction.
On the other hand, a sense of employment is created for broadcast professionals to compete in the global economy due to the severe
issues faced by many media organisations in Nigeria. Therefore, it is appropriate to find organisational commitment predictors since
it promotes a positive organisational climate in the media and increases morale, motivation, work satisfaction, and productivity.
However, it is understood that organisational commitment is an emotional bond with, identification with, and participation in duties
inside a specific organisation. McShane & Von Glinow (Siti et al., 2021, p.7) note that organisational commitment refers to
employees' feelings of commitment related to their involvement in the organisation. Organisational commitment has three different
motivator components (Adebayo, 2006). First, a worker's level of desire to stick with the company, care for it, and willingness to put
up effort on its behalf is known as their level of affective commitment. Second, the degree to which employees feel they must stay
with the company because of the time, money, and effort invested in it or the difficulty they would face in obtaining another job is
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known as the level of continuity commitment. Third, the degree to which a worker feels compelled to stay with the company due to
this obligation is known as normative commitment (Adebayo, 2006).
There are conflicting views among scholars about the organisational commitment of Nigerian workers. According to Olugbile
(1996), Nigerian employees are not loyal to their organisations. According to Alarape & Akinlabi (2000), workers are dedicated to
organisational objectives, but the organisation needs to demonstrate a feeling of dedication to the needs of the workers. The authors
agree that organisational commitment represents one aspect of the connection between the employer and the employee in which each
party is required to fulfill a specific function. More research must be done (Mowday et al., 1982; Salami & Omole, 2005) to link
environmental elements like the job and organisational features to organisational commitment rather than employees' personal and
psychological traits. Since organisational commitment significantly impacts an organisation's success, it is increasingly recognised in
literature and research.
The study aims to determine the personal factors of self-efficacy (a person's conviction in their capacity to exhibit behaviours that
would result in a given performance or achievement) in broadcast station workplaces. It also looks at hope (an attitude reflecting a
belief that the outcome of some specific endeavour or outcomes, generally, will be positive, favourable, and desirable). Additionally,
this study looked at optimism as a predictor of organisational commitment among a limited group of media broadcast practitioners in
southern Nigeria. Optimism is a state of mind based on an expectation of favourable results regarding circumstances or occurrences
in one's life or the world.
The Problem/ Objective/Research Questions

Researchers believe that psychological capital, like financial capital, is a construct that is crucial to understanding how to forecast
organisational commitment. Organisational management or owners of working firms must acknowledge the importance of
psychological capital and be willing to establish an enabling environment that strengthens self-efficacy, hope, and optimism to
address the issue of organisational shortcomings, low output, and zero employee commitment. The study aimed to determine the
type of self-efficacy, hope, and optimism in broadcast media practitioners' organisational commitment.
The main objective is to determine how positive psychology affects people's well-being and daily life, which is thought to be the
foundation of their existence. Based on the above objectives, the questions raised by the study include the following:
1. How does the self-efficacy variable affect broadcast media practitioners' behaviour significantly enough to be considered a
predictor of organisational commitment?
2. Has the variable hope, a noticeable and significant influence on broadcast media practitioners' behaviour, been considered a
3. How can the variable optimism significantly affect broadcast media practitioners' behaviour enough to be considered a
Significance of Study
Apart from strengthening belief about what variables are responsible for media broadcast practitioners' behaviour and commitment
at the organisation or workplace, the study’s result will aid both management of organisations and media broadcast practitioners in
determining what to do to thrive in today's competitive economic atmosphere. The result of this study will also contribute to existing
literature, strengthening earlier observations about what possible factors could predict organisational commitment. Furthermore, it
will help media organisations and broadcast practitioners focus on what matters most in building a solid and reliable brand that
provides a conducive environment for working and business activities. Moreso, it will help determine to what extent such variables
as self-efficacy, hope, and optimism affect media broadcast practitioners' attitudes to their job and how it explains their behaviour at
work.
Theoretical Position
According to Albert Bandura, one's self-efficacy is confidence in their capacity to succeed in particular circumstances or complete a
task. How someone tackles objectives, projects, and obstacles can be significantly influenced by their feeling of self-efficacy
(Luszczynska & Schwarzer, 2005). Bandura's social cognitive theory emphasises the importance of social experience and
observational learning in personality development and is built around self-efficacy (Bandura in Morah& Okunna, 2020). The central
concept in social cognitive theory is that an individual's actions and reactions, including social behaviour and cognitive processes,
are influenced by the actions of other individuals in almost every situation. Because self-efficacy evolves from external experiences
and self-perception and is influential in determining the outcome of many events, it is a critical factor in social cognitive theory. The

personal perception of external social factors is reflected by self-efficacy (Bandura, 1988; Mischel & Shoda, 1995). According to
Bandura's theory, individuals who believe they can perform well are often more likely to view complex tasks as something to master
rather than avoid.
The focus of attribution theory is the inquiry into how individuals attribute events and how those beliefs interact with self-
perception. (Morah and Okunna, 2020; McQuails, 2010) define three significant cause elements: The locus is the perceived cause's
location. If the locus is internal (dispositional), success increases, and failure decreases feelings of self-esteem and self-efficacy. The
term "stability" refers to whether a cause is perceived as static or dynamic over time. It is strongly related to expectations and goals
when people attribute failures to stable factors such as task difficulty. They expect to fail in that task in the future. Controllability
describes whether a person believes they have active control over the cause. Failing at a task one believes one cannot complete
causes humiliation, shame, and anger (Heider, 1958).
Self-efficacy is influenced by four aspects, according to Bandura (2006). Experience, or active attainment, is one component. The
most critical aspect in defining a person's self-efficacy is the mastery experience. Failure diminishes self-efficacy, whereas success
increases it (Bandura, 1925). Psychologist Erik Erikson believes youngsters cannot be duped by meaningless praise and patronising
encouragement. Instead of anything better, they might have to settle for artificially enhancing their self-esteem. Only when actual
achievement—a cultural significance—is recognised wholeheartedly and consistently can what is known as their accumulated ego
identity gain true power. Vicarious experience, or modelling, is another element identified by Bandura. If they can do it, I can do it;
this is how modelling is perceived. Our self-efficacy rises when we watch someone succeed; when we witness people failing, our
self-efficacy decreases. This process is most effective when we see ourselves as similar to the model. Although not as influential as a
direct experience, modelling benefits people who are particularly unsure of themselves. The author also identified social persuasion
as another factor. Direct encouragement or discouragement from another person is the most common form of social persuasion.
Discouragement is generally more effective than encouragement at decreasing a person's self-efficacy. Fitzgerald (1991), however,
emphasises that self-efficacy is a self-perception of how well one can function in certain situations. Self-efficacy is related to the
belief that the self can perform the expected actions.
However, physiological factors influence self-efficacy as well. Shakes, aches and pains, fatigue, fear, and nausea are common signs
of distress in stressful situations. Perceptions of these responses in oneself can significantly influence self-efficacy. For example,
having "butterflies in the stomach" before public speaking will be interpreted as a sign of inability by someone with low self-
efficacy, further decreasing self-efficacy. On the other hand, high self-efficacy would interpret such physiological signs as usual and
unrelated to ability. Rather than physiological responses, one believes that the implications of physiological responses affect self-
efficacy (Bandura, 1925). Bandura (2006) divides self-efficacy indicators, namely the feeling of being able to do a job, having better
abilities, being happy with a challenging job, and job satisfaction.
Optimism theories include dispositional models and explanatory style models. Dispositional optimism and pessimism (Scheier &
Carver, 1987) are typically evaluated by asking people whether they expect future results to be beneficial or unfavourable. The Life
Orientation Test (LOT) yields different optimism and pessimism scores for each individual. The two scores have an r = 0.5
correlation. Optimistic scores on this scale predict better relationship outcomes (House et al., 1988), higher social status (Lorant,
2007), and less loss of well-being in the face of adversity (Carver & Scheleier, 1998). Health-preserving behaviours are associated
with optimism, while health-damaging behaviours are associated with pessimism (Hooker et al., 1992). According to some (Jeste &
Palmer, 2015), optimism and pessimism represent the two extremes of a single dimension, with any distinction reflecting elements
like social desirability and confirmatory modelling. However, it backs a two-dimensional model, and the two dimensions foretell
various outcomes (Herzberg et al., 2006), (Robinson et al., 1997). According to genetic modelling, pessimism and optimism are
inherited as individual traits supporting this independence. A typical correlation between them emerges due to a general well-being
factor and influences from the family environment (Jeste & Palmer, 2015).
Dispositional theories of optimism are different from explanatory style. Though related to life-orientation measures of optimism,
attributional style theory suggests that dispositional optimism and pessimism reflect how people explain events. It implies that
attribution causes these dispositions (Hackfort et al., 2009). For example, an optimist would see defeat as temporary, not applicable
to other causes, and not their fault (Snyder & Lopez, 2009). Attributional style measures distinguish three dimensions of event
explanations: whether these explanations are based on internal or external causes, whether or not the causes are thought of as stable
or unstable, and whether or not the explanations are general or situation-specific. The measures also differentiate between positive
and negative events' attributions.

An optimistic person perceives good things as having internal and global explanations. Conversely, pessimistic explanations
attribute stability, globality, and internality traits to adverse events, such as relationship difficulty (Gilham et al., 2001). Models of
optimistic and pessimistic attributions also show that attribution is a cognitive style – individuals who tend to focus on global
explanations do so for all types of events, and the styles correlate with each other. In addition, individuals vary in how optimistic
their attributions are for sound events and how pessimistic their attributions are for bad events. However, these traits of optimism
and pessimism are uncorrelated (Liu & Bates, 2014).
Empirical Evidence
When self-efficacy is high, people take on projects, and when it is low, they avoid them. The capacity to execute tasks is overstated
when self-efficacy outweighs actual capacity. Growth and skill development are hampered when self-efficacy is significantly lower
than natural ability. According to research, people are most motivated to take on challenging tasks and gain experience when their
self-efficacy is somewhat above their ability (Wuepper & Travis, 2017; Lunenburg, 2011). When given assignments that stretch the
limits of their self-efficacy, employees are more motivated and pushed to prove their value, which further aligns them with the
organisational mission (Wuepper & Travis, 2017).
High self-efficacy can have both positive and harmful effects on motivation. High self-efficacy individuals are more likely than low
self-efficacy individuals to make an effort to finish a task and persist for longer. The more self-efficacy or mastery expectations, the
more active the attempts; moreover, individuals with low self-efficacy occasionally anticipate a reward for learning more about a
foreign subject and issues, whereas someone with high self-efficacy may need to prepare more for a task. A disadvantage of low
self-efficacy is that it may lead to learned helplessness.
Self-efficacy and the workplace are related, claims Lunenburg (2011). He thinks the self-efficacy theory's popularity among
management academics and practitioners results from its usefulness in the workplace. Overall, a favourable and robust correlation
exists between self-efficacy and work-related performance. Nevertheless, this connection depends on how complex the task is.
Compared to more manageable work-related tasks, the association between self-efficacy and work performance is weaker for more
complex tasks. According to this study, administrators should give precise task descriptions and clear and succinct directions. The
study's 100 informant units, which were gathered from a survey of workers at the tourism and culture office of the Indonesian
province of East Kalimantan on the subjects of self-efficacy, organisational commitment, and from public office, serve as the critical
enabling factors for employees to succeed (Siti et al., 2021). A saturated sample method with partial least squares modelling of
structural equations served as the sampling strategy (SEM-PLS). The results showed that employee performance and organisational
commitment are both highly influenced by self-efficacy. Self-efficacy is a conviction that results from self-assurance in one's
capacity to perform a task. This idea is connected to workers' need for more self-assurance in their skills. Self-efficacy is needed in
them by increasing their ability to do the tasks given so that the establishment organisation runs optimally and their performance can
be maximised (Siti et al., 2021).
As a positive psychology specialist, Snyder studied how hope and forgiveness affect various aspects of life, such as health, work,
education, and personal meaning. He proposed that three essential components of hopeful thinking are Goals—a goal-oriented
approach to life—and Pathways—finding different ways to achieve one's goal. In addition, people have agency when they believe
they can effect change and achieve these objectives (Fredrickson, 2009). Therefore, hope was depicted as the belief that one can
create a path to the desired goals and then motivate oneself to take that path through agency thinking. Snyder contends that people
capable of realising these three elements and believing in their abilities are upbeat people who can set specific goals and conceive
new ideas.
Boon, Hartog & Lepak (2019) separate the factors that influence a person's performance at work or productivity. The first is the
aspect of the individual, which includes attitudes, traits, personality, physical characteristics, interests and motivation, experience,
age, gender, education, and other aspects specific to the individual. The second category is situational factors, which include
organisational, social, and physical activities that involve performance management. This process, which involves collaboration
between superiors, managers, and supervisors, aims to align employee performance with organisational objectives.
Thakre and Mayeker (2016) used 120 men and women employees between the ages of 21 and 50 in their study on hope,
organisational commitment, and organisational citizenship behaviour among employees of private sector organisations in Mumbai.
They were evaluated using the adult state hope scale (Snyder et al., 1996), the organisational commitment questionnaire (Mowday,
Steers, & Porter, 1979), and the organisational citizenship behaviour checklist (Fox & Spector, 2011). An independent sample t-test

and correlation coefficients were used to analyse the data. The results revealed a significant difference in organisational commitment
between employees with high and low hope, t(118) = 5.07, P.05, and organisational citizenship behaviour, t(58) = 4.79, p.05. The
findings indicate a significant positive correlation between hope and organisational commitment (r =.40, P.05.). The researchers
suggest that employees with high hope exhibit higher organisational commitment and citizenship behaviour, allowing organisations
to recognise the value of hope in the workplace. Therefore, organisational commitment is a condition in which an employee side
with a particular organisation, its goals, and desires to maintain membership in that organisation (Robbins & Judge, 2013). it is also
supported by Salovey & Sluyter (as cited in Siti et al.,2021), which divides the three dimensions separately into organisational
commitment (affective commitment, emotional feelings for the organisation, and belief in its values).
In the workplace, optimism could have a favourable impact. For instance, optimists might be inspired to work harder; feel more
content and upbeat; have a degree of aspiration and set stretch goals; persevere in facing challenges and difficulties, and assign
blame for their shortcomings. Okafor (2020) argues that if people expect failure, they will put less effort into performing a task.
Thus, optimistic people expecting success in their endeavours are likelier to be high on self-efficacy, which significantly predicts
organisational commitment. This reasoning suggests optimism plays moderating role in the relationship between self-efficacy and
organisational commitment. Accordingly, the third hypothesis of the present study suggests that optimism will significantly predict
organisational commitment so that people who are high on optimism would be more committed to their organisational functions,
duties, or tasks.
In research aimed to study the relationship between optimism and organisational commitment in private organisations conducted by
Bhowmik & Sahai (2018) in India, the hypothesis was that there would be a positive relationship between optimism and the level of
organisational commitment. A sample of 100 participants, including both males and female, were taken. The Life Orientation Test
(LOT) by Scheier (1987) and the Organisational Commitment Scale (OCS) by Upinder et al. were used in the study as sampling
techniques (2002). The results indicated a significant relationship between optimism and organisational commitment. Optimism is
more than just faith; it is the ability to channel one's abilities toward creating a better future in the workplace. Optimists may be
motivated to work harder, be more satisfied, and have high morale. To have high levels of aspiration, set stretch goals, persevere in
the face of obstacles and difficulties, and view personal failures and setbacks as temporary rather than personal inadequacy. On the
other hand, organisational commitment is the unique bond that employees and staff have with the workplace and organisation.
Based on the literature reviewed on these variables, one can safely assume that self-efficacy, hope, and optimism influence
employee organisational commitment. Therefore, whether a media organisation should motivate its broadcast practitioners to
improve their overall performance or disregard their practitioners' self-belief, values, hope, and optimism is essential. With this in
mind, we proposed three hypotheses to provide answers to the research objectives.
Hypotheses
 H1 There will be a significant predicting value of self-efficacy on organisational commitment among broadcast media
practitioners.
 H2 There will be a significant predicting value of hope on organisational commitment among broadcast media practitioners.
 H3 There will be a significant predicting value of optimism on organisational commitment among broadcast media
practitioners.
Methodology
The participants for this study comprised one hundred (100) broadcast media practitioners drawn using the accidental sampling
technique from the Nigerian Television Authority (NTA) Enugu, Anambra State Broadcasting Service (ABS) Awka, and Imo State
Broadcasting Corporation (IBC) Owerri. The respondents’ ages ranged from 23-55 years, with an average mean age of 27.4 years
and a standard deviation of 5.21. They were 60 females and 40 males in all.
The select stations are all government-owned and domiciled in South East Nigeria. The three stations were considered representative
as they have been operating for more than five years, and their staff will be in a better position to provide answers to the objectives
of this study. The southeast region of Nigeria comprises only five states, and Anambra, Enugu, and Imo were selected as the main
area for this study. They are the Igbo-speaking people of Nigeria and are located in the Eastern thick forest portion of Nigeria
(Morah & Ekwenchi, 2018).

Four instruments were used. In general, the Generalised Self-Efficacy Scale developed by Schwarzer and Jerusalem was one of the
scales or instruments used (1995). This ten-item scale is a self-report measure of self-efficacy. The internal reliability for the scale –
Cronbach's alphas is between 0. 76 and 0.90. The scale's validity was linked to emotion, optimism, and job satisfaction. Depression,
stress, health, complaints, burnout, and anxiety all had negative coefficients. The sum of all items was used to calculate the total
score. The total score for the GSE ranges between 10 and 40, with a higher score indicating greater self-efficacy. In establishing the
internal consistency of the scale, the researchers found the internal consistency reliability of 0.073 and 0.81 in a pilot study
conducted with 20 students of Mass Communication within the Anambra and Enugu states.
The State Hope Scale was the second instrument Snyder et al. (1996) developed. The six-item State Hope scale is internally
consistent and reflects the theorised agency and pathways components. The Cronbach alpha for the overall State Hope Scale was .88
with item-reminder coefficients of 0.52 to 0.79. The alpha for the agency subscale was .86, with an item reminder coefficient of 0.73
to 0.76. The pathway subscale's alpha was 0.59 with an item-reminder coefficient of 0.31 to 0.49. The agency and pathways
subscales correlated at .82 in this sample. The scores on the State Hope Scale correlated positively, r(72) =.27, P<.02, with several
correct responses on the complex verbal learning task. The reliability established in our context by the researchers on the State Hope
Scale includes a Cronbach alpha of 0.79 to .095 for the overall State Hope Scale, 0.79 to 0.83 agency subscale, and 0.59 to .093 for
the pathway subscale, thus demonstrating strong support for internal reliability.
The third scale was the optimism scale developed by Holanda et al. (2018). McDonald's Omega, Cronbach's alpha, and composite
reliability were assessed. The first two parameters indicated good internal consistency in both countries (UK  and a = .93; Brazil, 
and a = .85). Also, the composite reliability wall was well above the .50 threshold (the UK, .89, BR, .80). Convergent validity was
assessed by correlating the optimism scale with the Big -5 personality traits, again separately for each country. The results showed a
positive and significant correlation of optimism with all traits, Agreeableness (UK, r = .21, P<.001, Brazil, r = .18, P<.001),
conscientiousness (UK, r = .37, P<.001; Brazil, r = .24, P<.001), emotional stability (UK, r = .54, P<.001, Brazil, r = .38, P<.001,
extroversion (UK, r = .47, P<.001), Brazil r = .19; P.<.001) and openness to expression (UK, r = .21, P<.001; Brazil, r = .32,
P<.001). The correlations between optimism for the big one (all personality traits averaged together) were also significant and high
(UK. R =.63; P<.001; Brazil, r = .49, P<.001). In establishing reliability in our context, the researchers established internal
consistency. Cronbach's alpha scores high from .70s to .80s and is relatively stable over time, while the internal reliability coefficient
obtained = .78.
Finally, the organisational commitment scale developed by Lin & Chang (2015) was the fourth one used. The scale is a 12 –item
measure initially developed as part of a questionnaire for a study that examines job satisfaction among nurses in Taiwan and its
moderating effects on the relationship between organisational commitment and organisational citizenship behaviours. Three factors
emerged after factor analysis; affective commitment, continual commitment, and normative commitment. Items are measured on a
5-point Likert scale from 1 to 5 for strongly disagree and strongly agree. The Cronbach's alpha values for the three factors were .87,
.93, and .82, respectively. In our context, the researchers established the internal reliability of items of the organisational
commitment scale using the Cronbach alpha technique. The scale produced a Cronbach alpha of 0.85, which was highly acceptable
for an attitude scale. Moreover, the corrected item-total correlation was well above 0.3, revealing that no items have low correlations
with the test or scale.
Procedure
Formal permission for data collection from the broadcast media practitioners at Enugu, Awka, and Owerri was sought from the
management. The instruments were administered to the volunteered and drawn participants during their leisure time. They were
given instructions on how to respond to the instruments, and after filling, the instruments were collected immediately. The
instruments were administered within two weeks, and the instruments duly filled were later scored and used for data analysis.
Design/Statistics
A cross-sectional survey design was adopted, while Pearson product-moment correlation and multiple regression analysis were used
for the statistical analysis.
Findings and Discussions

The value of the mean, standard deviation, and the correlations of demographic (control) variables, together with the independent
and dependent variables, was found in table 1. In the correlations, the relationships between the relevant demographic variables (age,
gender, marital status, and job tenure) and the predictor and criterion variables were examined to determine the control variables for

inclusion in further analysis. On the other hand, the results of hierarchical multiple linear regression analyses performed to test the
study's hypotheses are presented in Table 2.
Table 1: The study variables' means, standard deviation, and intercorrelations.

S/N Variables Mean SD 1 2 3 4 5 6 7 8 9
1. Age 45.22 5.25 -
2. Gender 1.55 .50 .10 -
3. Marital Status 1.72 .45 .04 -.06 -
4. Job Status 3.62 1.20 .25* -.03 -.04 -
5. Organisational 10.22 1.52 .27** -.05 -.07 .11 -
Tenure
6. Self-efficacy 15.70 2.80 .30** .10 .08 -.02 .21 -
7. Hope 16.50 3.62 .15* -.12 .10 .13 .05 .11 -
8. Optimism 17.42 4.20 .09 .03 .20** .10 .02 .14 .16 -
9. Organisational 25.85 5.69 .07* .01 .05** .04 .02 .22** .24** .30** -
Commitment
Note: ** = P<.01; ** P <.05.
Table 1 shows that age, gender, marital status, job tenure, and organisational tenure were not significantly correlated with
organisational commitment (r = .07, .01, .05, .04, and .02), respectively. However, the predictor variables, self-efficacy (r = .22),
hope (r = .24), and optimism (r = .30), were significantly correlated with organisational commitment.
Table 2: Results of the Hierarchical Regression Analysis

Variables Standard Deviation t – value P – value
Self-efficacy .37 6.552 .000
Hope .16 2.928 .004
Optimism .96 3.543 .000
R = .510
R Squared = .261
Adjusted R Squared = .251
F – Value = 28.64
N = 100
In testing the hypotheses, the predictor variables self-efficacy, hope, and optimism were regressed on the criterion variable-
organisational commitment. The outcome of the multiple linear regression analysis displayed in Table 2 shows that with an adjusted
R square of .251, the predictor variables accounted for 25% of the variance in the organisational commitment of the media broadcast
practitioners, and the regression model is significant at .000 level (=28.60, P<.001). Furthermore, in the regression equation model,
self-efficacy is significantly correlated with organisational commitment ( = .38; P <.001), hope ( = 17; P<.001) also optimism (
= .20; P<.001) significantly and positively correlated with organisational commitment.
The following, however, summarise the significant findings of this study:

1. First, self-efficacy significantly predicted organisational commitment among broadcast media practitioners.
2. Hope significantly predicted organisational commitment among broadcast media practitioners
3. Optimism significantly predicted organisational commitment among broadcast media practitioners.
The study aimed to determine the predicting nature of self-efficacy, hope, and optimism among broadcast media practitioners. The
outcome of the multiple linear regression analysis supported the anticipation that self-efficacy, hope, and optimism would predict the
organisational commitment of participants. Primarily, the hypothesis that self-efficacy would significantly predict organisational
commitment among media broadcast practitioners was accepted. The finding is compatible with previous studies, such as Wuepper
& Travis (2017), Lunenburg (2011), and Siti et al., (2021), which established similar findings. It is acceptable because organisations
or establishments demand and look for employees' skills, capabilities, and working experiences. If workers have good skills,
training, and capabilities relevant to their assigned job, it may spawn confidence in performing the job more efficiently than their
counterparts with low self-confidence.
7

Consequently, such employees are more likely to be promoted, enhancing their commitment to their organisation/establishment. An
employee with a positive belief about him/herself becomes confident about his/her assigned job. Showing good performance and
satisfying that the organisation/establishment realises the importance of the individual and his or her job may lead to a higher level
of commitment to the organisation/establishment. It explains why Siti et al. (2021) suggest that leaders and managers should
increase employees' self-efficacy to enhance organisational commitment.
The second hypothesis, stating there will be a significant predicting value of hope on organisational commitment among media
broadcast practitioners, was accepted too. This finding aligns with previous studies by Fredrickson (2009) and Thankre & Mayeker
(2016). It is in consonance because hopeful employees are high in conscientiousness, helping attitudes, and courteousness. They set
clear goals, find multiple paths to their goals, and can stay motivated even during trying circumstances (Bloem et al., 2018). In
addition, high-hope organisations have been shown to exhibit some positive characteristics, including high profitability, a respectful
and supportive working environment, open communication between employees and supervisors/managers, delegation of
responsibility to employees, inclusion of employees in setting organisational goals, and enduring relationships with the public
(Thankre & Mayeker, 2016).
The third hypothesis was also accepted: optimism will significantly predict organisational commitment among media broadcast
practitioners. The finding is consistent with other previous studies by Okafor (2020) and Bhowmik & Sahai (2018). Sequel to this
finding, employees who practice optimism at their workplace are more committed, satisfied, and high performing than those who
lack such traits. Therefore, optimism is contagious, with research showing that team members and leaders can diffuse positivity
across their teams. That is because teams are dynamic, and one person's actions can influence others' attitudes. When optimism
spreads within a team, everyone benefits. Research indicates that optimistic teams reap expected rewards, including better team
cohesion, coordination, and cooperation. As a result, these groups are more engaged with their job and more easily able to achieve
their shared goals.
The study's results revealed that self-efficacy, hope, and optimism are essential predictors of media broadcast practitioners’
organisational commitment. Self-efficacious, hopeful and optimistic media broadcast practitioners may constitute a competitive
advantage for their organisation under their strong commitment to their media broadcast organisation. Such broadcast media
practitioners may be more likely to continue their careers with their current media broadcast organisations despite the attractive
offers of the competitor firms. Thus, the human resource management practices of selection must assess applicants' self-efficacy,
hope, and optimism, which may predict their strong commitment to the broadcast organisation had they been hired.
Recommendations and Conclusion

The present study recommends the application of self-efficacy, hope, and optimism as predictors of media broadcast practitioners'
organisational commitment, using Generalise Self-Efficacy Scale, State Hope Scale, and Optimism Scale. Conversely, it
recommends applying these tests in various groups by including organisations and communities. It helps to determine the reliability
and validity of these tests among a specific population. In this study, the relationship between self-efficacy, hope and optimism (also
called psychological capital) and broadcast media practitioners' commitment was analysed through a data set obtained by
questionnaire method in the broadcast media sector. The results obtained from the study indicate that self-efficacy, hope, and
optimism positively and significantly predicted broadcast media practitioners' organisational commitment. The broadcast media
practitioners' high psychological capital and commitment level enable them to provide high motivation. In this way, they are willing
to exert considerable effort on behalf of the broadcast media organisations. Because of this effort, the select broadcast organisations
become inimitable and overtopped.
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International Journal of Advance Study and Research Work (2581-5997)/ Volume 5/Issue 10/October 2022

Self-Efficacy, Hope, and Optimism as Predictors of

Keywords: Self-efficacy, Hope, Optimism, Nigeria, Broadcast Media.

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The Problem/ Objective/Research Questions

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Findings and Discussions

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Table 1: The study variables' means, standard deviation, and intercorrelations.

Table 2: Results of the Hierarchical Regression Analysis

The following, however, summarise the significant findings of this study:

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Recommendations and Conclusion

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