INFLUENCE OF JOB SATISFACTION AND PERCEIVED ORGANIZATIONAL SUPPORT ON

ORGANIZATIONAL COMMITMENT AMONG LOCAL GOVERNMENT EMPLOYEES IN ODO OTIN

LOCAL GOVERNMENT COUNCIL
BY
Solomon Ojo Ph.D
Department of Human Resource Development
Faculty of Management Sciences
Osun State University

And
Uleke, Jennifer Nkechi
Department of Human Resource Development
Faculty of Management Sciences
Osun State University

ABSTRACT
This research study investigated the influence of job satisfaction and perceived organizational support on
organizational commitment among local government employees in Odo Otin Local Government Council. The study was a
survey was which employed ex-post factors design. A total of 80 respondents was selected for the study and this employees
comprised both employees in Odo Otin Local Government in which (52.5%) were male while (47.5%) were female.
Questionnaire was made up of four (4) sections namely: Section A (Socio Demographic variable scale), Section B (measure
job satisfactio Scale), Section C measured Perceived Organizational Support Scale while Section D measured
Organizational Commitment Scale. The collected data were subjected computerized data and analysis, using the Statistical
Package for Social Sciences (SPSS) version 21.0 was used.
The findings revealed that revealed that job satisfaction was significantly and positively related to between
organizational commitment among local government employees [r(78)=.86**, p<.01]; perceived organizational support
was significantly and positively related to between organizational commitment among local government employees [r (78)
=.77**, p<.01]; perceived organizational support was significantly and positively related to between affective commitment
among local government employees [r(78)=.91**, p<.01]; perceived organizational support was significantly and
positively related to between continuance commitment among local government employees [r(78)=.84**, p<.01];
perceived organizational support was significantly and positively related to between organizational commitment among
local government employees [r(78)=.75**, p<.01]; perceived organizational support was significantly and positively
related to affective commitment among local government employees [r(78)=.65**, p<.01]; perceived organizational
support was significantly and positively related to normative commitment among local government employees [r (78)
=.72**, p<.01] perceived organizational support was significantly and positively related to continuance commitment
among local government employees [r (78) =.65**, p<.01]
The study concluded that job satisfaction was significantly and positively related to organizational commitment
among local government employees, perceived organizational support was significantly and positively related to
organizational commitment among local government employees., perceived organizational support was significantly and
positively related to affective commitment among local government employees, perceived organizational support was
significantly and positively related to continuance commitment among local government employees., perceived
organizational support was significantly and positively related to normative commitment among local government
employees, perceived job satisfaction was significantly and positively related to affective commitment among local
government employees, perceived job satisfaction was significantly and positively related to normative commitment among
local government employees and perceived job satisfaction was significantly and positively related to continuance
commitment among local government employees. It is therefore recommended that Organizations should embark on
training and development to promote teamwork, organizational support, and relationships.
Keywords: Job Satisfaction, Perceived Organizational Support, Organizational Commitment

Introduction
Leininger (2008) state that organizations that have highly committed employees will provide greater benefits to the
organization. This is similar to what Robbins and Judge (2009) stated, that "committed employees will have little
possibility to engage in matters that could harm the company due to a high sense of loyalty." This is mainly because the
commitment of employees to the organization can be interpreted as an individual's psychological tie to the organization,

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which includes job involvement, loyalty and feelings of trust towards organizational values (Sopiah, 2008). Broadly
construed, organizational commitment may be synonymous with occupational involvement or the commitment to a
particular set off task where successful role performance is regarded as an end in itself and not as a means to an end
(Rabinwits & Hall 1997). Accordingly, Bratton and Goild (1999) define organizational commitment as a social-
psychological state of deep identification with a work organization and acceptance of its goals and values. Becker (1960)
asserted that the committed individual has acted in such a way as to involve other interest of his, originally extraneous to
the action he is engaged in, directly in that action (this entails total commitment). Muchinby (2000) defined organizational
commitment as the extent to which an employee feels a sense of allegiance to his or her employer. Wiener (1982)
organizational commitment is viewed as the totality of internalized normative pressures to ace in a way that meets
organizational goal and interest. Wiener (1982) opined that organizational commitment is conceived of as the psychological
attachment felt by the person for organization; it will reflect the degree to which the individual internalize or adopts
characteristics or perspectives of the organization.
Guest (1992) points out that workers can have multiple and perhaps competing commitment to a particular set of
skill, the greater the likelihood of resistance to multi-skilling and flexible job design. Thus, the goal of commitment might
contradict the goal of flexibility. As key scholars in the areas of commitment. Meyer and Allen (1997), Marrow (1983),
porter et al, (1974) have given definitions of organizational commitment, it can be said that organizational commitment is a
part of larger cluster of constructs describing the individuals or employees-organizational relationship, job loyalty, job
performance and employee’s job satisfaction as put forward by Scort, Corman and Meyer (1998). Therefore, the need to
build and maintain organizational commitment is recognized as being crucial to the effective performance of business today
(Meyer and Allen, 1997).
A number of factors can provide explanations for organizational commitment. This includes job satisfaction and
perceived organizational support, motivation and leadership style etc. But in this study emphasis shall be laid on job
satisfaction and perceived organizational support (George and Jones, 2008).
A number of factors can influence employees’ organizational commitment. In this study emphasis shall be on job
satisfaction and perceived organizational support. Job satisfaction is seen in terms of the degree of agreement or
discrepancy between what one expects and what one actually gets in the work environment (George and Jones2008).
Hewstone and Stroebe (2001) define job satisfaction as an affective reaction to a job that results from the incumbent’s
comparison of actual outcomes with those that are desired. In this regard, performance on the job requires that an
individual’s expectations and aspirations in terms of reward considerations and fulfillment needs be met. If these needs are
fulfilled, employees will be satisfied with the outcome of the job and greater satisfaction would generally motivate
employees in performing their tasks more efficiently, thus resulting in an increase in the organization’s productivity
(Simatwa, 2011).
Darboe (2003) defines job satisfaction as the extent to which a staff member has favorable or positive feelings
about work or the work environment while Faragher, Cass and Copper (2005) added another dimension; by defining it as
being the positive emotional reaction and attitudes individuals have towards their job. Job satisfaction means pleasurable
emotional state of feeling that results from performance of work (Simatwa, 2011). Employees operate at different levels of
job satisfaction. Employees who have high level of job satisfaction commit their time, energy and efforts to work which
result in high productivity (Scott, 2004).
Job satisfaction is a complex variable and is influenced by situational factors of the job as well as the dispositional
characteristics of the individual (Sharma & Ghosh: 2006). It is a complex and multifaceted concept which can mean

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different things to different people. Job satisfaction is usually linked with motivation. Satisfaction is not the same as
motivation (Mueller & Kim, 2008). Job satisfaction is more of an attitude, an internal state. It could, for example, be
associated with a personal feeling of achievement, either quantitative or qualitative (Mullins, 2005). There is still no general
agreement regarding what job satisfaction is. Job satisfaction is an important variable because satisfied employees represent
public relation between assets for the organization (George and Jones2008)
Further, another factor that can possibly influence organizational commitment is perceived organizational support.
According to Eisenberger (2002), perceived organizational support are defined as employees' perceptions of the extent to
which organizations value their contributions and care about their well-being. Furthermore, Rhoades and Eisenberger
(2002) define the perceived organizational support as an overall employee belief about the extent to which organizations
value their contribution and care about their well-being. According to Rhoades and Eisenberger (2002), there are three
pleasant treatments from organizations that could improve the perceived organizational support, namely rewards from the
organization and conditions of work, support from supervisors and fairness. The perceived organizational support has a
direct impact on employee behavior within the organization (Eisenberger, 2002). The ideology of exchange (exchange
theory) and reciprocity (norms) inherent in the concept of organizational support, make employees feel obliged to repay the
organization's treatment (Eisenberger, 2002).Numerous studies have found a positive impact on the perceived
organizational support towards employee satisfaction (Eisenberger, 2002), organizational citizenship behavior (Ali, 2009)
and work engagement (Rich, Lepine and Crawford, 2010).
Perceived Organizational Support (POS) refers to employees' perception concerning the extent to which the
organization values their contribution, and is concerned about their well being Eisenberger, Huntington, Hutchinson, &
Sowa, 1986; Rhoades, Eisenberger and Armeli, 2001). Research on perceived organizational support (POS) began with the
observation that if managers are concerned with their employees' commitment to the organization, employees are focused
on the organization's commitment to them (Eisenberger, Huntington, Hutchinson, & Sowa, 1986). Research on perceived
organizational support has been found to have important work related consequences that include employee performance,
reduced absenteeism and turnover (Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Rhoades & Eisenberger, 2002)
Eisenberger, Huntington, Hutchison & Sowa (1986) developed the organization support theory, in the framework of social
exchange theory to examine the commitment process of the employees towards their organizations Review of literature
indicates that perceived organizational support has a significant impact on the several work outcomes that include
commitment, turnover, job satisfaction and performance (Eisenberger, Rhoades & Cameron, 1999; Rhoades, Eisenberger &
Armeli, 2001; Settoon, Bennett & Liden, 1996; Shore & Wayne, 1993; Wayne, Shore & Liden, 1997). Meta-analytic
research study on perceived organizational support conducted by Rhoades & Eisenberger, (2002) indicated perceived
organizational support to have several antecedents that include:
(a) perceptions of procedural or distributive justice and organisational politics (Moorman, Blakely & Niehoff, 1998),
(b) job conditions such as autonomy and pay (Eisenberger et al., 1999),
(c) supervisor support (Settoon et al., 1996; Wayne et al., 1997) and
(d) human resource (HR) practices such as reward systems, decision making opportunities and growth opportunities
(Wayne et al., 1997).
Statement of the Problem
In general terms, organizational commitment is a strong belief in and acceptance of the organizational goals and values; a
willingness to exert considerable effort on behalf of the organization, and a definite desire to maintain organizational
membership (Chow, 1994). Also, it is seen as the identification with one’s employer that includes the willingness to work

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on behalf of the organization and the intention to remain on the organization for an extended period of time (Wager &
Hollenbeck, 1995). Organizational commitment also refers to a psychological link between the employee and the
organization that makes it less likely that the employee will voluntarily leave the organization (Allen & Meyer, 1996).

However, changes in the Nigerian Local Government have led to the high level of uncertainty, threat and job
insecurity among employees there by affecting their level of organisational commitment. This has led to the high level of
employees turn over, absenteeism, apathy, cynicism, intent to quit among others. Since these attitude and behaviour affect
the level of employees commitment to the organisation, it is thought that this will affect the effectiveness of local
government in Nigeria (Allen & Meyer, 1996). Thus, the main problem that called for this study is to ascertain whether
organizational commitment can affected by job satisfaction and perceived organizational support among employees in Odo
Otin Local Government council.
Objectives of the Study
The main objective of this study is to assess the influence of job satisfaction and perceived organizational support on
organizational commitment among local government employees in Odo Otin Local Government Council. The specific
objectives are to:
 examine the relationship between job satisfaction and organizational commitment among local government
employees in Odo Otin Local Government Council
 determine the relationship between perceived organizational support and organizational commitment among local
government employees in Odo Otin Local Government Council
 assess the relationship between perceived organizational support and affective commitment among local
government employees in Odo Otin Local Government Council
 investigate the relationship between perceived organizational support and normative commitment among local
government employees in Odo Otin Local Government Council
 assess the relationship between perceived organizational support and continuance among local government
employees in Odo Otin Local Government Council
 assess the relationship between job satisfaction and affective commitment among local government employees in
Odo Otin Local Government Council
 determine the relationship between job satisfaction and normative commitment among local government
employees in Odo Otin Local Government Council
 measure the relationship between job satisfaction and continuance commitment among local government
employees in Odo Otin Local Government Council
 to determine the predictive strength of job satisfaction and perceived organizational support on organization
commitment among local government employee in Odo Otin Local Government
Research Hypotheses
H11: Job satisfaction would be significantly and positively related to organizational commitment among local
government employees in Odo Otin Local Government Council
H12: Perceived organizational support would be significantly and positively related organizational commitment among
local government employees in Odo Otin Local Government Council
H13: Perceived organizational support would be significantly and positively related to affective commitment among
local government employees in Odo Otin Local Government Council

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H14: Perceived organizational support would be significantly and positively related to affective normative among local
government employees in Odo Otin Local Government Council
H15: Perceived organizational support would be significantly and positively related to continuance commitment among
local government employees in Odo Otin Local Government Council
H16: Job satisfaction would be significantly and positively related to affective commitment among local government
employees in Odo Otin Local Government Council
H17: Job satisfaction would be significantly and positively related to normative commitment among local government
employees in Odo Otin Local Government Council
H18: Job satisfaction would be significantly and positively related to continuance commitment among local government
employees in Odo Otin Local Government Council
Significance of the Study
The significance of the research would, first of all, enlighten the public and private sectors management on the level of job
satisfaction and perceived organizational, especially in among local government workers. On top of that, it would provide
valuable information to the management in understanding the factors that affect job satisfaction. As job satisfaction has
often been perceived as an important contributor toward work commitment level, it is of utmost important that the
management knows and understands these factors. This would assist the management in creating conducive working
environment so as to increase job satisfaction, hence organizational commitment. `
The result of this study is of tremendous importance to researchers and practitioners of management. It will
educate them on the influence of job satisfaction and perceived organizational support on organizational commitment. It
also contributes to the existing body of knowledge on personality traits and organizational citizenship behavior and it also a
basis for further research. Practically the study will be of benefit to managers, policy makers in the organization. It will
demonstrate to managers, the importance of creating an enabling structure that would facilities employee participation and
involvement in the decision making process and functioning of the organization.
The study will help the management of the organizations to have the opportunity to be more aware about job
satisfaction and employees commitment towards the institution. Besides that, by determining this matter, the organization
might be able to recognizes the factor that may affect organizational commitment and directly to the job satisfaction. This is
importance to retain the valuable and minimize the turnover. Lastly, researcher hopes that this knowledge would further
contribute to the body of knowledge and be a useful source of information including for future research regarding this
subject matter.

Theoretical Framework
Theories of Job-Satisfaction
Luthans (1995:13) notes that “there is nothing as practical as a good theory.’ Theory is a systematic grouping of
interdependent concepts and principles resulting into a framework that ties together a significant area of knowledge
(Weihrich & Koontz, 1999). More precisely, a theory identifies important variables and links them to form ‘tentative
propositions’ (or hypotheses) that can be tested through research (Newstrom, 2007). Although, most of the debates about
theories of job-satisfaction start with Maslow’s theory of ‘Hierarchy of Needs’ (1943) however, the story begins with the
idea of ‘scientific movement’ or Taylorism’ by (Taylor 2011), which treats the human being as ‘Economic-man’ where
‘Money’ is the biggest motivator for job-satisfaction. However, this view was criticized by Elton Mayo & Associates
(2004) during ‘Hawthorne Studies’ about the nature of human being. They found that multiple factors contribute to the

5
motivation and satisfaction of workers including, personal morale, positive interrelationships, management founded on the
understanding of individual and group behaviour through interpersonal skills like “motivating, counseling, leading and
communicating.
Two-Factor Theory (Motivator Hygiene Theory)
Frederick Herzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and
motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors –
motivation and hygiene factors, respectively. An employee’s motivation to work is continually related to job satisfaction of
a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals
(Hoskinson, Porter, & Wrench, 2008). Motivating factors are those aspects of the job that make people want to perform,
and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities (Hoskinson,
Porter, & Wrench, 2008). These motivating factors are considered to be intrinsic to the job, or the work carried out.
Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and
other working conditions (Hoskinson, Porter, & Wrench, 2008). While Hertzberg's model has stimulated much research,
researchers have been unable to reliably empirically prove the model, with Hickman & Oldham (2006) suggesting that
Hertzberg's original formulation of the model may have been a methodological artifact Furthermore, the theory does not
consider individual differences, conversely predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticized in that it does not specify how motivating/hygiene factors
are to be measured (Newstrom, 2007).
Theories of Perceived Organizational Support Theory
Organisational Support Theory
This theory was propounded by Rhode and Eisenberger in 2002,with an assumption that perceived organizational
support would be valued by employees for meeting socio-economic needs, providing an indication of the organizations
readiness to reward increased work effort, and indicating the organizations inclination to provide aid when needed to carry
out ones job effectively (Eisenberger, 2002). A menta-analysis study by Eisenberger (2002) suggested three major work
antecedents of perceived organizational support: organizational rewards and working conditions support received from
supervisors, and procedural justice. Researchers have found favourable working conditions and rewards are related to
perceived organizational support, such as developmental skills allowing employees to expand their skills, (Wayne, Shore
and Linden, 1997). Perceived supervisor support (PSS) is another antecedent of perceived organizational support. Kotlke
and Karafinski (1988) refers to as employee beliefs that that their supervisors care about them and value their contribution;
because supervisors act as agents/representatives of the organization and are frequently charged with employee valuations
and communication of organization’s overall goals to employees. Another major antecedent of perceived organizational
support and organizational support theory is that of procedural justice (Eisenberger, 2002). Greenberg (1990) states that
procedural justice involves the fairness of formal organizational policies and procedures for allocating resources. There
should be no favouritism when organization’s resources are allocated.
Social Exchange Theory
This theory was propounded by Cropanzano & Mitchell, (2005), it invokes social exchange theory wherein employment is
viewed as the trade of effort and loyalty by the employee for tangible benefits and social resources from the organization
(Cropanzano & Mitchell, 2005). POS should elicit the norm of reciprocity, leading to a felt obligation to help the
organization, as well as the expectation that increased performance on behalf of the organization will be noticed and
rewarded (Eisenberger, 2002). As a result, employees with high POS should engage in greater job-related efforts, resulting

6
in enhanced in-role job performance and extrarole performance helpful to the organization (Eisenberger, 2002). With
regard to affective organizational commitment, employees seek balance in their relationship with the organization by
developing favorable attitudes and behaviors consistent with POS (Adams, 1965).
Theories of Organizational Commitment
According to Adams (1965), individuals compare the effort they spent and the result they obtained with the effort others in
the same workplace spent and the result they obtained. This situation is important for the organizational justice perception
of a person who is a member of an organization. According to Guerrero, Andersen and Afifi (2007) Equity theory
acknowledges that subtle and variable individual factors affect each person’s assessment and perception of their
relationship with their relational partners.
This theory proposes that a person's motivation is based on what he or she considers being fair when compared to others
(Redmond, 2010). As noted by Gogia (2010) when applied to the workplace, Equity theory focuses on an employee's work-
compensation relationship or exchange relationship as well as employee’s attempt to minimize any sense of unfairness that
might result. Equity theory as developed by Adams (1965), considers motivation as the result of a comparison of a worker's
perceived outcomes and inputs to the outcomes and inputs of a referent other (Vinchur & Koppes, 2011). In an
organizational context, outcomes may refer to monetary compensation, benefits, flexible work arrangements, salary, career
opportunities, psychological rewards like feedback and support from colleagues or supervisor (Pepermans, & Jegers, 2012).
Inputs may include the employee’s time, expertise, qualifications, experience, intangible personal qualities such as drive
and ambition, interpersonal skills, effort and commitment (Pepermans, & Jegers, 2012). Because Equity Theory deals with
social relationships and fairness/unfairness, it is also known as The Social Comparisons Theory or Inequity Theory (Gogia,
2010).

METHODOLOGY
Research Design
This study will be a survey which employed Ex Post Facto Design. The independent variables shall be Job satisfaction and
perceived organizational support. The dependent variable is Organizational Commitment.
Population of the study
The population comprises of all employees of Odo Otin Local Government Council in Osun State . Preliminary survey
conducted showed that the population of the employees who were staff and casual workers in Odo Otin Local Government
Osun State was put at 218
Sampling and Sampling Techniques
Due to the large population size, the simple random technique shall be used to select the sample for the study. This sample
size derived mathematically using Yaro-Yeme’s formula as stated below:

n=

Where; n = Sample size sought

P = Population size of the study
I = Constant figure
S = Level of significance (5% or 0.05)

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Solving for the sample size for employees in Odo Otin Local Government of Osun State, n: where 218 is the population
size of the study therefore:

n= 141

Therefore the sample size for (n) of the study is 141

N = 141
Research Instrument
The instrument that was used for this study was questionnaire format. The questionnaire comprised of four sections, namely
Section A, Section B, Section C and Section D.
Section A
The section shall measure socio demographic characteristics of the respondents which include the name of the organization,
age, gender, marital status, highest educational qualification, working experience (in years), current position in the
organization etc.
Section B was used to measure Job Satisfaction. The job satisfaction scale developed by Spector (1997) shall be used. The
scale consists of 12 items, examples of which are: “I feel I am being paid a fair amount for the work I do”; “I feel
unappreciated by the organization when I think about what they pay me”; “I feel satisfied with my chances for salary
increases”, “There is really too little chance for promotion on my job”, “I am satisfied with my chances for promotion, “My
supervisor is quite competent in doing his/her job, I like my supervisor”, “I am not satisfied with the benefits I receive”,
“The benefits we receive are as good as most other organizations offer”, I like the people I work with, I feel a sense of pride
in doing my job, My job is enjoyable, Communications seem good within this organization and Work assignments are not
fully explained. The respondents will be asked to rate the statements on Likert-type scale ranging from “Strongly Agree”
(SA) = 5, “Agree” (A) = 4, “Undecided” (U) = 3, “Disagree” (D) = 2 to “Strongly Disagree” (SD) = 1. The internal
consistency reliability of this scale was α=0.50 as reported by Spector (1997)
Section C was used to measure Perceived Organizational Support Scale. This scale was developed by Kelaniya (2016). The
scale consists of 8 items. The scale items include: My organization really cares about my well-being; My organization
strongly considers my goals and values; My organization shows little concern for me (do not concern); If given the
opportunity, my organization would take advantage of me . The measure was assessed on a five-point scale, ranging from
(5= Strongly Agree, Agree 4= Undecided 3= Disagree 2= Strongly Disagree 1). In this study, a cronbach’s alha was α=0.85
(Kelaniya 2016).

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Section D was used to assess Organizational Commitment. This scale was developed by Natalie Allien & John Meryer
(1990). The scale consists of 18 items. Examples of which are; Affective Commitment of which the items in the sub scale
includes: I would be very happy to spend the rest of my career with this organization; I enjoy discussing my organization
with people outside it; I really feel as if this organization’s problems are my own; I think that I could easily become as
attached to another organization as I am to this one; I do not feel like ‘part of the family’ at my organization; I do not feel
‘emotionally attached’ to this organization; This organization has a great deal of personal meaning for me; I do not feel a
strong sense of belonging to my organization. Secondly, Continuous Commitment is another sub scale. The subscale
includes the following items: I am not afraid of what might happen if I quit my job without having another one lined up; It
would be very hard for me to leave my organization right now, even if I wanted to; Too much in my life would be disrupted
if I decided I wanted to leave my organization now; It wouldn’t be too costly for me to leave my organization now; Right
now, staying with my organization is a matter of necessity as much as desire and I feel that I have too few options to
consider leaving this organization; One of the few serious consequences of leaving this organization would be the scarcity
of available alternatives and one of the major reasons I continue to work for this organization is that leaving would require
considerable personal sacrifice another organization may not match the overall benefits I have. Lastly Normative
Commitment. The subscale includes the following items: I think that people these days move from company to company
too often; I do not believe that a person must always be loyal to his or her organization; Jumping from organization to
organization does not seem at all unethical to me; One of the major reasons I continue to work for this organization is that I
believe that loyalty is important and therefore feel a sense of moral obligation to remain; If I got another offer for a better
job elsewhere I would not feel it was right to leave my organization; I was taught to believe in the value of remaining loyal
to one organization; Things were better in the days when people stayed with one organization for most of their careers and I
do not think that wanting to be a “company man” or “company woman” is sensible anymore. The scale shall be responded
to using the likert type response format on a Seven-point scale, ranging from 1= “Strongly Disagree”.2= “Moderately
disagree” 3= “Slightly disagree ” 4= “Neither disagreement nor agree” 5= “Slightly agree ” 6= “moderate agree ” 7=
“strongly agree ”. The internal consistency reliability of this scale range from 0.87 to 0.92 as reported by Natalie Allien &
John Meryer (1990).
Administration of Research Instrument
The copies of questionnaire were administered by the researcher with the help of Departmental Heads of Odo-Otin Local
Government Council. The researcher will explained all aspects of the questionnaire to the respondents. The researcher will
also interpret all the aspects of the questionnaire to the respondents. And also, the respondents will be assured of the
confidentiality of the information supplied. The copies of questionnaire were administered by the authors to the
respondents. The authors explained all aspects of the questionnaire to the respondents. Data were collected within two days
in the field. And also, the respondents were assured of confidentiality of the information supplied. 141 copies of
questionnaires were distributed to the respondents in the study area in which 80 questionnaires were fully filled and retuned
while 61 questionnaires were not returned. These copies of questionnaire that were not return were due largely to not been
filled up by the respondents and some even lost in transit.
Method of Data Analysis
The collected data in the study was subjected to computerized statistical data analysis. The statistical package for social
sciences (SPSS) version 21.0 was utilized in analyzing the collected data. Both the descriptive and inferential statistics will
be used. Specifically, Pearson, r correlation was employed in testing the stated hypotheses.

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 RESULTS
Introduction
The results of the study are shown in this chapter. The study utilized both the descriptive and inferential statistics to analyze
the collected data in the study.
The results are clearly presented in different tables in different two sections as shown below
Frequency Distribution of Respondents Socio-Demographic Characteristics
The frequency distribution of the socio-demographic characteristics of respondents’ socio-demographic characteristics are
presented in this section below
Table 1: Distribution of Respondents by Gender
Gender N %
Male 42 52.5
Female 38 47.5
Total 80 100
Source: Author’s Fieldwork, 2020
The result in table 1 above revealed that 42 (52.5%) of the respondents were male while 38 (47.5%) were female.
Table 2: Distribution of Respondents by Age Group
Age Group N %
20yrs 12 15
31-40yrs 24 30
41-50yrs 31 38.8
51 yrs and above 13 16.3
Total 150 100
Source: Author’s Fieldwork, 2020
The result in table 2 above revealed that 12 (15%) of the respondents were within age range 20-30yrs; 24 (30%) were
within age bracket 31-40yrs; 31(38.8%) of the respondents were within age bracket 41-50yrs. while 13(16.3%) of the
respondents were within age bracket 51yrs and above.
Table 3: Distribution of Respondents by Marital Status
Marital Status N %
Single 260 32.5
Married 54 67. 5
Total 80 100
Source: Author’s Fieldwork, 2020
The result in table 3 above revealed that 26 (32.5%) of the respondents were single; 54(67.5%) were married.
Table 4: Distribution of Respondents by Educational Qualification
Educational Background N %
SSCE/NECO 18 22.5
NCE/OND/A’Level 29 36.3
BSc/HND 20 25
POSTGRADUATE DIPLOMA 7 8.8
MASTER DEGREE 5 6.3
OTHERS 1 1.3
TOTAL 80 100
Source: Author’s Fieldwork, 2020
The result in table 4 above revealed that 18(22.5%) of the respondents were holders of SSCE/NECO; 29(36.3%) were
holders of NCE/OND/A level; 20(25%) were holders of First Degree/HND; 7(8.8%) were holders of Postgraduate

10
Diploma; 5 (6.3%) of the respondents were holders of Master’s Degree while 1 (1.3%) were holders of other educational
qualifications not mentioned in the study.
Table 5: Distribution of Respondents by Working Experience
Working Experience N %
0-5 yrs 8 10
6-10 yrs 19 23.8
11-15yrs 22 27.5
16-20 yrs 25 31.3
21yrs and above 6 7.5
Total 80 100

Source: Author’s Fieldwork, 2020

The result in table 5 showed that 8(10%) of the respondents had worked between 0-5yrs; 19(23.8%) of the respondents had
worked between 6-10yrs; 22(27.5%) of the respondents had worked between 11-15yrs; 25 (31.3%) of the respondents had
worked between 16-20 yrs while only 6 (7.5%) of the respondents had worked between 21yrs and above.
Table 6: Distribution of Respondents by Job Status
Job Status N %
Junior Staff 28 35
Intermediate Staff 24 30
Middle Management 20 25
Top Management 8 10
Total 80 100
Source: Author’s Fieldwork, 2020
The result in table 6 above showed that 28(35%) of the respondents were Junior Staff; 24(30%) were Intermediate Staff;
20(25%) were on Middle Management cadre while 8(10%) were on Top Management Cadre.
Table 7: Distribution of Respondents by Type of Employment
Type of Management N %
Permanent 47 58.8
Temporary 21 26.3
Contract 8 10
Casual 4 5
Total 80 100
Source: Author’s Fieldwork, 2020
The result in table 7 above showed that 47(58.8%) of the respondents were Permanent Staff; 21(26.3%) were Temporary
Staff; 8(10%) were on Contract staff while 4(5%) were on Casual staff.
Hypothesis Testing
Hypotheses One
This stated that job satisfaction would be significantly and positively related to organizational commitment among local
government employees. The hypothesis was tested by Pearson, r correlation. The result is shown in table 8 below.
Table 8: A Summary Table of Pearson, r Correlation Showing the Relationship Between Job
Satisfaction and Organizational Commitment among Local Government Employees
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Variables N X SD Df r P
Job Satisfaction 80 91.37 27.48
Organizational 80 80.54 21.52 78 .86** <.01
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 8 above revealed that job satisfaction was significantly and positively related to between organizational
commitment among local government employees [r(78)=.86**, p<.01]
Therefore, the hypothesis one was supported by the result of the study.
Hypothesis Two
This stated that perceived organizational support would be significantly and positively related to organizational
commitment among local government employees. The hypothesis was tested by Pearson, r correlation. The result is shown
in table 9 below.
Table 9: A Summary Table of Pearson, r Correlation Showing the Relationship Between Perceived Organizational
Support and Organizational Commitment among Local Government Employees

Variables N X SD Df r P
Perceived 80 81.66 22.78
Organizational 78 .77** <.01
Support
Organizational 80 80.54 21.52
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 9 above revealed that perceived organizational support was significantly and positively related to
between organizational commitment among local government employees [r (78) =.77**, p<.01]
Therefore, the hypothesis two was supported by the result of the study.
Hypothesis Three
This stated that perceived organizational support would be significantly and positively related to affective commitment
among local government employees. The hypothesis was tested by Pearson, r correlation.
Table 10: A Summary Table of Pearson, r Correlation Showing the Relationship Between Perceived Organizational
Support and Affective Commitment among Local Government Employees

Variables N X SD df r P
Perceived 80 81.66 22.78
Organizational 78 .91** <.01
Support
Affective 80 21.78 6.86
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 10 above revealed that perceived organizational support was significantly and positively related to
between affective commitment among local government employees [r(78)=.91**, p<.01]
Therefore, the hypothesis three was supported by the result of the study.
Hypothesis Four
This stated that perceived organizational support would be significantly and positively related to continuance commitment
among local government employees. The hypothesis was tested by Pearson, r correlation. The result is shown in table 4.11
below.

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Table 11: A Summary Table of Pearson, r Correlation Showing the Relationship Between Perceived Organizational
Support and Continuance Commitment among Local Government Employees

Variables N X SD df r P
Perceived 80 81.66 22.78
Organizational 78 .84** <.01
Support
Continuance 80 17.77 6.98
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 11 above revealed that perceived organizational support was significantly and positively related to
between continuance commitment among local government employees [r(78)=.84**, p<.01]
Therefore, the hypothesis four was supported by the result of the study.
Hypothesis Five
This stated that perceived organizational support would be significantly and positively related to normative commitment
among local government employees. The hypothesis was tested by Pearson, r correlation. The result is shown in table 12
below.
Table 12: A Summary Table of Pearson, r Correlation Showing the Relationship Between Perceived Organizational
Support and Normative Commitment among Local Government Employees

Variables N X SD df r P
Perceived 80 81.66 22.78
Organizational 78 .75** <.01
Support
Normative 80 17.67 7.87
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 12 above revealed that perceived organizational support was significantly and positively related to
between organizational commitment among local government employees [r(78)=.75**, p<.01]
Therefore, the hypothesis five was supported by the result of the study.
Hypothesis Six
This stated that perceived job satisfaction would be significantly and positively related to affective commitment among
local government employees. The hypothesis was tested by Pearson, r correlation. The result is shown in table 13 below.
Table 13: A Summary Table of Pearson, r Correlation Showing the Relationship Between Job Satisfaction and
Affective Commitment among Local Government Employees

Variables N X SD df r P
Job Satisfaction 80 91.37 27.28
Affective 80 21.78. 6.86 78 .65** <.01
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 13 above revealed that perceived organizational support was significantly and positively related to
affective commitment among local government employees [r(78)=.65**, p<.01]
Therefore, the hypothesis two was supported by the result of the study.
Hypothesis Seven
This stated that perceived job satisfaction would be significantly and positively related to normative commitment among
local government employees. The hypothesis was tested by Pearson, r correlation. The result is shown in table 14 below.
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Table 14: A Summary Table of Pearson, r Correlation Showing the Relationship Between Job Satisfaction and
Normative Commitment among Local Government Employees

Variables N X SD df r P
Job Satisfaction 80 91.37 8.52
Normative 80 17.67 7.87 78 .72** <.01
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 14 above revealed that perceived organizational support was significantly and positively related to
normative commitment among local government employees [r (78) =.72**, p<.01]
Therefore, the hypothesis two was supported by the result of the study.
Hypothesis Eight
This stated that perceived job satisfaction would be significantly and positively related to continuance commitment among
local government employees. The hypothesis was tested by Pearson, r correlation. The result is shown in table 15 below.
Table 15: A Summary Table of Pearson, r Correlation Showing the relationship b etween Job Satisfaction and
Normative Commitment among Local Government Employees

Variables N X SD df r P
Job Satisfaction 80 91.37 27.28
Continuance 80 17.77. 6.98 78 .65** <.01
Commitment
Source: Author’s Fieldwork, 2020.
The result in table 15 above revealed that perceived organizational support was significantly and positively related to
continuance commitment among local government employees [r (78) =.65**, p<.01]
Therefore, the hypothesis eight was supported by the result of the study.
Conclusion
In view of the obtained findings it is hereby concluded that Job satisfaction was significantly and positively related to
organizational commitment among local government employees in Odo Otin Local Government Council

Recommendations
From the findings, some recommendations are here offered:
 Odo-Otin Local Government Council should be committed to her employees in other for the employees to be
satisfied in the work place.
 Organizations should embark on training and development to promote teamwork, organizational support, and
relationships.
 The organization should develop a culture that promotes going the extra mile for clients, colleagues or the
organization itself.
 Management of the organization should remember that managers who expect their employees to go above and
beyond the call of duty have to set an example by being willing to do so themselves; and recognize that
organizations wanting loyalty and sacrifice from their employees should act in ways that make them deserving of
such contributions

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