See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/340105684

Organisational Climate And Affective Commitment: Evidence From Private

Tertiary Institutions

Article in International Journal of Scientific & Technology Research · March 2020

CITATIONS READS

2 219

2 authors, including:

Ifeanyi .E. Nuel Okoli

Nnamdi Azikiwe University, Awka
38 PUBLICATIONS 123 CITATIONS

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Organisational Justice and organisational citizenship behaviours among academic staff of private universities in Southeast Nigeria View project

Mentoring and Leadership Excellence View project

All content following this page was uploaded by Ifeanyi .E. Nuel Okoli on 23 March 2020.

The user has requested enhancement of the downloaded file.

 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020 ISSN 2277-8616

Organisational Climate And Affective

Commitment: Evidence From Private Tertiary
Institutions
Okoli Ifeanyi Emmanuel, Nwakoby, Peace Nkiru, Ihediwa Augustina

Abstract : study analyzes the effect of organizational climate on employee’s affective commitment among lecturers in selected private tertiary
institutions. The research design adopted in this study was descriptive survey research design. Data were collected on employees’ perceptions about
organizational climate variables and their outcomes impact on affective commitment through structured questionnaire. A total of 164 respondents were
selected using a non probability convenience sampling technique from each institution. The instrument used for data collection is the questionnaire,
hence Cronbach alpha were used to confirm the reliability of the instrument. Regression analysis were used for various analyzes the hypotheses in this
study. The two organisational climate dimensions (communication and professional career development) were statistically significant, implying that they
predict employee affective commitment in the tertiary institutions. Based on the findings of this study, it recommends that effective communication and
establishment of better career development plans with mentorship programme is key to strong committed lecturers.

Index Terms: Organisational Climate, Affective Commitment, Organizational Support, Communication, Professional Development.
————————————————————

1 INTRODUCTION The efficiency of any tertiary system depends, to a large

Education is a vehicle for imparting facts and feelings,
information, passion, understanding and appreciation to
human beings; and with the development of individual
character in line with national values and aspirations to
make the individual useful to the society (Raza, 2010).Okoli
& Monanu, (2016); & Monanu, Okoli, Ezeliora, & Okeke
(2014) opined that educational institutions are the bedrock
on which most prosperous nations depend and if better
skills are instilled in individuals through education there will
be positive contribution to the economy. The success or
failure of any educational process is always attributed to the
critical roles academics play in the human resource
development initiative of a nation to help it achieve
competitive economic standing, superior labour quality, and
technological advancement (Chughtai & Zafar, 2006; Idris,
Dollard, Coward, & Dormann, 2012). Monanu, et al (2014)
posits that successful tertiary institutions rely on lecturers
who are committed to university goals and values, and
more ready to beyond the call of their duty to contribute to
successful change. But regrettably, Okoli & Monanu (2016)
stressed that the tertiary education system in Nigeria
cannot achieve its goals and objectives without an efficient
and committed academic staff. Hence, the issue of
lecturer’s commitment in our private tertiary institutions has
attracted the attention of the public, policy makers,
educators, administrators and other stakeholders in
educational sector.
_______________________________
• Okoli Ifeanyi Emmanuel (Ph.D), Department of Entrepreneurial
Studies,Nnamdi Azikiwe University, Anambra State, Nigeria
• Nwakoby, Peace Nkiru (Ph.D), Department of Entrepreneurial
Studies, Nnamdi Azikiwe University, Anambra State, Nigeria
• Ihediwa Augustina, Department of Entrepreneurial Studies,Nnamdi
Azikiwe University, Anambra State, Nigeria
IJSTR©2020
www.ijstr.org
extent, upon how her human resource is committed, utilized
and provided with adequate and conducive environment to
perform their duties (Okoli, 2018).Commitment therefore, is
crucial to making lecturers to be identified, attached and be
involved in organisational goals. Kanter, (1968) defines
commitment as the willingness of social actors to give their
energy and loyalty to social systems, the attachment of
personality systems to social relations, which are seen as
self-expressive. Organizational commitment is significant as
devoted employees incline to be keener to make own
sacrifices for the organization (Vitell & Singhapakdi, 2007).
Meyer & Allen (1997) proposed a three-component model
of organizational commitment according to the nature of the
bond that exists between an employee and employer. The
three components of organisational commitment are;
affective commitment (employee’s emotional attachment to,
identification with and involvement in the organization),
continuance commitment (based on the costs that the
employee links with leaving the organization), and
normative commitment (involves the employee’s feelings of
obligation to stay with the organization). These three
components reflect varying degrees of an employee’s
relationship with an organization but for the purpose of this
study, affective commitment will be applicable. McDonald &
Makin (2000) stated that affective commitment is affected
by the extent to which the individual’s needs and
expectations of the organisation are matched by their actual
experiences, which links with the perceived reciprocal
obligations of the psychological contract. They identify two
distinct employee obligations, namely relational (reciprocal
relationship between employer and employee) and
transactional (based on economics where employees are
willing to work overtime, to provide high levels of
performance for contingent pay). Several factors influence
lecturer’s affective commitment in the Nigerian tertiary
education in general and private tertiary institutions in
particular. One of such factor is organisational climate.
Organizational climate refers to the shared perceptions,
feelings and attitudes organizational members have about
the fundamental elements of the organisation which reflect
the established norms, values and attitudes of the
656
 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020
organization’s culture and influence individual’s behaviour
either positively or negatively (Gerber, 2003; Moran &
Volkwein, 1992). Brown & Leigh (1996) opined that
organizational climate is becoming more important than
ever before because organizations need to ensure that
those individuals who add value to the bottom line should
stay in the organization and continue pouring their efforts
into their work to benefit the organization. Lecturers of
private tertiary institutions often faces many challenges in
form of job insecurity, disparity in salary and allowances,
inadequate infrastructural facilities, lack of enabling
research environment, uncompetitive remuneration,
inconsistent policy implementation which affect lecturers
levels of commitment. In fact, some of these lecturers are of
the opinion that professional development, open
communication and decision making problem exist in their
institutions because the management take certain actions
without involving lecturers which makes them less
committed. Furthermore, lack of staff professional
development and the long duration of time it takes for
management to approve for lecturers to attend
conferences, workshops or seminars is another problem
that could affect affective commitment of lecturers of private
institutions. The result is that these institutions that ought to
be centres of intellectual and social activities have probably
remained dull and uninteresting. Among management and
lecturers, there could also be low level of mutual
communication leading to disharmony, suspicion and
distrust. Under this climate, lecturers could have feelings of
insecurity, uncertainty, frustration, withdrawal and low
morale. Based on this premise, this study is aimed at
examining the effect of organisational climate on
employee’s affective commitment.
This study is guided by the following research
questions:
a) How has communication affected affective
commitment in private tertiary institutions?
b) To what extent has staff professional career
development affected affective commitment in
private tertiary institutions?
2 LITERATURE REVIEW
2.1 Organisational Climate
Gerber (2003) define organizational climate as the shared
perceptions, feelings and attitudes organizational members
have about the fundamental elements of the organisation
which reflect the established norms, values and attitudes of
the organization’s culture and influence individuals‟
behaviour either positively or negatively. Organizational
climate is the set of measurable properties of the work
environment that is either directly or indirectly perceived by
the employees who work within the organizational
environment that influences and motivates their behaviour
(Holloway, 2012). Giles (2010) argued that organizational
climate is based on the premise that the overall health of an
organization can be assessed by measuring individual
employee’s perceptions of their work environments. These
individual observations serve as aggregate data describing
how well the organization performs and how well it treats its
employees. Organizational climate have been proven to
influence employee’s behaviour such as participation,
IJSTR©2020
www.ijstr.org
ISSN 2277-8616
absenteeism, level of stress and work commitment (Gupta
& Singh, 2014). Organizational climate also influence
workers’ motivation, productivity, and job satisfaction (Katz
& Kahn, 2004). The climate of organization may be roughly
conceived as the ―personality‖ of the organization, that is,
climate is to an organization as personality is to an
individual (Halpin & Croft, 1963). Tertiary institutions
organizational climate is a set of lasting internal
psychological features which can distinguish one tertiary
institution from another (Pan & Song, 2014). According to
Randhawa & Kaur (2014), organizational climate is a
consequence of the interaction between individuals in an
organization and their external environment. For higher
growth of an organization, it is imperative to make
employees feel good, as employees are the key resources
of an organization. If organisations need very professional,
innovative and positive team members; judging from the
changing scenarios in the world economy, organisations will
promote a healthy work environment and organisational
climate so that the employees feels free to exhibit positive
behaviours (Choudhury, 2011).
2.2 Communication as a Dimension of Organisational
Climate
Communication refers to the manager’s ability to listen to
staff, share information, and clarify misunderstandings
(Castro, 2008). Booyens (1998) stated that management
can create a positive organizational climate by establishing
trust and openness between the management and the
employees through communication including frequent
feedback in an organization, would help in keeping morale
high. The style of information flow in the organization,
whether open or closed distinguishes the climate of one
organization from other organizations (Dill, 1958; Huber &
Daft, 1987). A strong positive correlation was found
between positive feelings about communication within the
organization and positive feelings regarding the
organizational climate (Moynihan & Pandey, 2008). Internal
communication transmits organizational culture in new
members through assumptions, beliefs, and values of the
organization and the way the activities are per-formed at
the workplace (Quirke, 1995). Open communication
develops and maintains the vision and facilitates the
participation in decision making process that leads to
organizational success (Leslie & Fretwell, 1996). The
effectiveness of communication can be instrumental in the
improvement of workgroups, group coherence, and
energizes the work teams and the organizations that lack in
quality of internal communication experience failure
(Lunenburg & Ornstein, 1991).
2.3 Professional Career Development as a Dimension of
Organisational Climate
Professional career development is the development of
individuals by way of training them formally and /or
informally which must be in line with his or her job
requirement. The advancement in career has always been
the dream of employees irrespective of their level in the
organizational hierarchy. The workforce of today is more
concerned for productivity, and awareness is increasing
about the obsolescence of their knowledge and skills
(Cheng & Ho, 2001). Learning on the job and off the job
657
 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020
creates professional development opportunities leading to
job satisfaction (Koonce, 1998). The professional
development opportunities have significant positive
correlation with the job satisfaction (Acker, 2004). The
employees satisfied with their jobs are more motivated to
expend more time and effort to enhance their new skills for
future professional development (Chen, Chang & Yeh,
2004). Jianwei (2010) agreed that the organisational
climate in professional development of the employees is
important for the employee to perform better in work as
providing necessary and related trainings are required.
2.4 Affective Commitment
According to Meyer & Allen (1991) affective commitment
refers to the employee’s emotional attachment to
identification with, and involvement in the organization
based on positive feelings, or emotions, toward the
organization. Meyer & Allen (1997) suggested that
employees with strong affective commitment to an
organization work harder at their jobs and perform them
better than do those with weak commitment. In addition, a
significant positive relationship has been reported between
employees’ affective commitment and their supervisors’
ratings of their potential for promotion, along with their
overall performance on the job (Konovsky & Cropanzano,
1991).The antecedent for affective commitment include
perceived job characteristic where there is task autonomy,
task significance, task identity, skill variety and supervisory
feedback, organizational dependability that mean extent to
which employees feel the organization can be counted on
to look after their interest, and perceived participatory
management that they can influence decisions on the work
environment and other uses of concern to them. Meyer &
Herscovitch (2001) argued that the primary bases for the
development of affective commitment are personal
involvement and identification with the relevant target. As a
result of the above view of Meyer & Herscovitch (2001),
which states that when there is a high level of affective
commitment, employees will be willing to remain in that
organization, otherwise the reverse will be displayed.
Fig. 1: Conceptual Model of Organizational Climate and
Affective Commitment.
2.5 Theoretical Framework
This study is anchored on organisational support theory
(OST). Organizational support theory according to
Eisenberger, Huntington, Hutchinson, & Sowa (1986) holds
that in order to meet socio-emotional needs and to assess
the benefits of increased work effort, employees form a
general perception concerning the extent to which the
IJSTR©2020
www.ijstr.org
ISSN 2277-8616
organization values their contributions and cares about their
well-being. Such perceived organizational support (POS)
would increase employees’ felt obligation to help the
organization reach its objectives, their affective commitment
to the organization, and their expectation that improved
performance would be rewarded. Behavioural outcomes of
perceived organizational support would include increases in
in-role and extra-role performance and decreases in stress
and withdrawal behaviours such as absenteeism and
turnover. In the context of this study, when the organization
gives resources to employees in a voluntary manner rather
than under circumstances beyond their control, employees
will view such aid as being genuinely valued and respected
by the organization. Based on this principle, POS will be
more effectively enhanced if employees view organizational
rewards and favourable job conditions such as pay,
promotions, job enrichment, and influence over
organizational policies as voluntary behaviours of
organizations (Eisenberger et al., 1986).
2.6 Empirical Review
Tamunomiebi (2019) examined the relationship between
organizational climate and employee commitment in
telecommunications companies in Port Harcourt. Autonomy
was conceptualized as the dimension of organizational
climate -the predictor variable while, affective and
normative commitment as measures of employee
commitment - criterion variable. The study adopted a cross-
sectional research survey design in its investigation of the
variables. Primary data was generated through structured,
self- administered questionnaire. The target population was
437 employees of the four General System of Mobile
telecommunication (GSM) firms in Port Harcourt. The study
sample was 208 employees calculated using the Taro
Yamane’s formula for sample size determination. The
reliability of the instrument was also achieved through
confirmatory tests using Cronbach Alpha coefficient. Data
generated were analyzed and presented using both
descriptive and inferential statistical techniques. The
hypotheses were tested using the Spearman rank order
correlation Coefficient. The tests were carried out at a 95%
confidence interval and a 0.05 level of significance.
Empirical findings revealed that there is a positive and
significant relationship between organizational climate and
employee commitment in telecommunications companies in
Port Harcourt. The study concludes that organizational
climate significantly influences employee commitment in
telecommunications companies in Port Harcourt. One of the
study recommendations was that management at work
place should respect employees and treat them fairly by
appreciating their input to ensure they feel valued by the
organizations which they serve. Okoli (2018) investigates
the relationship between organizational climate and job
satisfaction among academic staff in selected private
universities in Southeast, Nigeria. A survey design was
employed using academic staff in the selected private
universities. Data were collected using self administered
questionnaire from the random sample of 182 academic
staff of the selected private universities in Southeast
Nigeria. The sample size was determined using
convenience sampling technique. In this study, data were
analyzed with Pearson correlation co-efficient. The results
revealed there is a positive significant correlation between
658
 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020
organizational climate and job satisfaction. The results
showed that there is a significant relationship between the
organizational climate dimensions (leadership style and
academic freedom) and job satisfaction dimensions
(satisfaction with administrative support and satisfaction
with working conditions). This implies that dissatisfaction
among academic staff will not only affect the quality of their
work but also on the organizational climate. The study
recommended that university management should ensure
that all academics receive the necessary orientation and
administrative support once they join the university. In the
spirit of equality and fairness, university management
should enhance the existing working conditions of
academic staff to avoid having feelings of inequity,
withdrawal and low morale. Tadesse (2018) examined the
role of selected organisational climate dimensions in
determining academicians' organisational loyalty in the case
of DebreBerhan and Wollo University during the year of
2015/16. A total of 216 respondents were selected using a
stratified probability sampling technique from each school
found in the university. The researchers used two separate
instruments organisational Climate Questionnaire and
Affective Organisational Commitment Questionnaire to
measure organisational climate and academicians'
organisational loyalty respectively. Finally, the responses of
the respondents were analysed using SPSS (version 20.0).
The findings of the study revealed that there is significant
positive relationship between four dimensions of
organisational climate and affective dimension of
academicians' organisational commitment, i.e. management
and leadership style (B=.235, p<.001), Suitable career
ladder (B=.195, p<.05), personnel policies (B=.177, p<.05)
and fringe benefit and salary package (B=.154, p<.05). And
also it has been proved that the organisational climate has
a significant role in determining academicians
organisational loyalty (R2=.257) which is significant at
p=.001. So, the institution's leaders should improve the
level of employees' commitment, especially effective
commitment (organisational loyalty) dimension, and retain
them through facilitating those dimensions of organisational
climate along with the rest dimensions to properly retain
and enhance academicians' affection towards their
institution. Li & Mahadevan (2017) analyze the impact of
organisational climate on employee performance in a
Malaysian Consultancy firm. A questionnaire was
developed based on previous literature and analysis was
done to determine the normality, reliability and validity of
the scale. The independent variables in organisational
climate in this research include role clarity, communication,
career and development, reward system, relationship,
teamwork and support and direction, while the dependent
factor is the employee performance. The research design
adopted in this study was combination of explanatory and
descriptive with the method of cross sectional survey by
distributing survey questionnaires, consisting 48 questions
with Likert Scale (Strongly Agree -1 and 7 for Strongly
Disagree). The sample size of the study was 45 which were
collected using Random Probability sampling method.
SPSS 2.0 was used in analyzing the collected data by using
descriptive means and regression. This study found that all
the selected organisational climate dimensions in this
research have a positive and significant impact on
employee performance from the regression test in SPSS
IJSTR©2020
www.ijstr.org
ISSN 2277-8616
2.0. The beta coefficients for all the dimensions of
organisational climate in this study are positive and high
indicating the strong impact on employee performance.
Okoli & Monanu (2016) explores job insecurity as a
correlate of affective commitment among academic and
non-academic staff of Madonna University Okija Nigeria.
The study population consisted of all academic and non-
academic staff of the university. In order to collect the study
data, a questionnaire was designed. A correlation cross-
sectional design was carried out using all staff both in the
field and within various departments. A convenience
sample was employed during the administration of
questionnaire. The result indicates that there is a significant
positive correlation between job insecurity and
organizational affective commitment. The research finding
conclude that staff who perceive their job as being secure
are expected to exhibit high institutional affective
commitment. Ahmad, Ali & Ahmad (2012) investigate the
perceptions of middle managers about the organizational
climate at their workplaces. Organizational climate is
measured on the basis of seven component factors: internal
communication, organizational structure, political climate,
professional development opportunities, evaluation,
promotion and regard for personal concerns. The data are
collected from 246 middle managers, predominantly male
and working in local organizations, on cluster sampling
basis. The perceptions are measured through a 5-point
Likert-type scale. The results show internal communication
as open, organizational structure highly structured, political
climate is not highly politicized, highly encouraged
professional development opportunities, evaluation is for
improvement, and highly encouraged internal promotion.
Managers perceived that organizational managements are
not sensitive in relation to the regard for personal concerns
of employees. The middle managers differed significantly in
respect of political climate, professional development
opportunities and regard for personal concerns, when
comparison was made between local and multinational
organizations as perceived by them.
3 METHODS
A descriptive survey research design was adopted by this
study given that data for the study was collected through
questionnaire from sampled respondents. The study
population from which the sample was drawn for the study
consists of four private tertiary institutions in the Anambra
State, Nigeria namely (Madonna University Okija, Tansian
University Oba, Paul University Awka and Legacy
University Okija).Respondents were selected using the-non
probability convenience sampling technique. The
convenience sampling technique was used because it was
difficult to access all the respondents at the selected
companies at the same time. An initial sample size of
n=200 respondents was set, using the available historical
information. However, 164 usable questionnaires were
eventually collected and used in the data analysis, which
gave an acceptable response rate of nearly 82%. The
questionnaire was the major tool for data collection. A five
point Likert-type rating scale with scale points: strongly
agree (SA), agree (A), undecided (UD), disagree (DA) and
strongly disagree (SD), was developed, validated and used
with scores of 5 to 1, respectively. The instrument was
subjected to face and content validity to ensure that it
659
 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020 ISSN 2277-8616

measured what was intended. The pilot testing is made and communication and affective commitment which is
Cronbach Alpha reliability method was used to determine statistically significant (with t = 28.147) and p = 0.000 <
the internal consistency of the instrument. The modified 0.05. Therefore, the null hypothesis is rejected and the
version of Organisational Climate Questionnaire alternate hypothesis accepted accordingly.
(Communication and Professional Career Development)
yielded reliability coefficients of 0.788 and 0.764 Hypothesis Two: Professional Career Development has a
respectively; and that of Affective Commitment significant effect on affective commitment.
Questionnaire yielded a reliability coefficient of 0.826. Since
these alpha values were all above the minimum acceptable Table 3: Model Summary b
level of 0.70, it can be concluded then that the Std. Error
measurement scales used in the study were internally Mod Adjusted Durbin-
R R Square of the
el R Square Watson
consistent or reliable, as recommended by Malhotra (2010). Estimate
1 .774a .599 .598 .38809 .522
3.1 Statistical Test and Results a. Predictors: (Constant), Professional Career Development
This research uses simple linear regression analysis. In b. Dependent Variable: Affective Commitment
regression analysis we fit a model to our data and use it to
forecast the value of the dependent variable from the one or Table 4: Coefficients
more independent variables. The regression analysis was Standardize
Unstandardized
d
first conducted between the independent variables Coefficients
Coefficients
(Communication and Professional Career Development) Model Std. t Sig.
and with the dependent variable (Affective Commitment). B Beta
Error
The table below summarizes the results obtained from the
1(Constant)
regression analysis indicating proposed model is suitable or .837 .048 17.576 .000
Professional
not. The table presents the significance of the model as a Career
whole as well as the relative contribution of each variable .424 .022 .774 19.714 .000
Development
individually. The table shows the regression analysis of
a. Dependent Variable: Affective Commitment
communication and professional career development on
affective commitment.
The result of the linear regression in table 3 and 4 shows
3.2 Regression Model that professional career development has a strong positive
effect on affective commitment (R- coefficient = .774). The
Hypothesis One: Communication has a significant effect on
affective commitment R square, the coefficient of determination, shows that
59.8% of the variation in affective commitment can be
Table 1: Model Summary explained by professional career development with no
Std. Error autocorrelation as Durbin-Watson (.522) is less than 2. With
R Adjusted Durbin- the linear regression model, the error of estimate is low,
Model R of the
Square R Square Watson
Estimate with a value of about .38809. The extent to which
1 .868a .752 .753 .50600 .530 professional career development affect affective
a. Predictors: (Constant), Communication commitment with .774 value indicates a positive coefficient
b. Dependent Variable: Affective Commitment between professional career development and affective
commitment which is statistically significant (with t =
Table 2: Coefficients a 19.714) and p = 0.000 < 0.05. Therefore, the null
Standardiz hypothesis is rejected and the alternate hypothesis
Unstandardized ed accepted accordingly.
Coefficients Coefficient
s
Model t Sig.
B
Std.
Beta 4 DISCUSSIONS OF FINDING
Error Hypothesis H1 found support in this study and was
1
therefore accepted since the regression model revealed
(Constant) .209 .061 3.444 .001
Communic .767 .027 .868 28.147 .000 that communication affects affective commitment and was
ation statistically significant (β = .868; t = 28.147; p < 0.000). The
a. Dependent Variable: Affective Commitment result demonstrates that communication is important to the
organisation as managers of tertiary institutions need it to
The regression analysis conducted to ascertain the effect of keep employees committed on the jobs. This finding is
communication on affective commitment. Table 1 & 2 consistent with the findings of studies conducted byDill
shows that communication has a strong positive effect on (1958); Huber & Daft, (1987); and Moynihan & Pandey,
affective commitment (R- coefficient = .868). The R square, (2008) which states that strong positive relationship was
the coefficient of determination, shows that 75.3% of the found. Hypothesis H2 revealed that professional career
variation in affective commitment can be explained by development has a strong positive effect on affective
communication with no autocorrelation as Durbin-Watson commitment at (β = .774; t = 19.714; p < 0.000). The result
(.530) is less than 2. With the simple regression model, the indicates that professional career development
error of estimate is low, with a value of about .50600. The opportunities are highly encouraged in tertiary institutions
extent to which communication affect affective commitment as perceived by respondents of the study. Its alternative
with .868 value indicates a positive coefficient between hypothesis that professional career development has a
660
IJSTR©2020
www.ijstr.org
 INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020
significant effect on affective commitment is supported by
the data. The relation supports (Koonce, 1998; Acker, 2004;
Jianwei, 2010) when argued that affective commitment
depends upon the professional career development
opportunities offered by the institutions.
5 CONCLUSION AND RECOMMENDATIONS
The objective of this study was to examine the existence of
two organisational climate variables (communication and
professional career development) as a predictor of affective
commitment in tertiary institutions. It emerged that the two
variables were statistically significant, which implies that
they are predictors of affective commitment. It is
appropriate therefore to conclude that affective commitment
in the tertiary institutions is dependent on the state of the
relationship between communication and the professional
career development. Hence, proper communication system
affects the organisational climate. If the communication
system is not proper the employees will feel frustrated. If
individuals feel free to try out new ideas without fear, it will
create a conducive atmosphere to innovative ideas. In the
vein, professional career development which involves
learning on and off the job will give competitive advantage
to the institutions. Based on the conclusion, the study
recommends that management of private tertiary
institutions should often communicate the strategic
intentions of their various institutions through different
media (internet, memos, circulars etc) and make lecturers
contribute their ideas for better implementation. Also,
institutions which seek to retain their lecturers by building
strong affective commitment are in a better position to reap
the benefits of a more dedicated, motivated, and reliable
teaching staff. This could be done by establishing better
professional career development plans which are geared
towards mentoring the younger lecturers.
6 REFERENCES
[1] Acker G. M (2004). ―The Effect of Organizational
Conditions (Role Conflict, Role Ambiguity,
Opportunities for Professional Development, and
Social Support) on Job Satisfaction and Intention to
Leave Among Social Workers in Mental Health
Care‖. Community Mental Health Journal 40(1):65-
74.
[2] Ahmad, Zulfqar, Ali, Liaqat & Ahmad Nazir (2012).
Organizational climate: A study of pharmaceutical
industry in Pakistan. African Journal of Business
Management, 6(49): 11880-11886.
[3] Allen, N., & Meyer, J. (1991). A three-component
conceptualization of organizational commitment:
Some methodological considerations. Human
Resource Management Review, 1: 61-98.
[4] Booyens, S. W. (1998). Dimensions of Nursing
Management. 2nd Edition, Pretoria: Juta and
Company Ltd.
[5] Brown, S., & Leigh, T. (1996). A new look at
psychological climate and its relationship to job
involvement, effort and performance. Journal of
Applied Psychology, 81(4), 358-368.
[6] Castro, M. L., (2008). The Relationship between
Organisational Climate and Employee Satisfaction
in a South African Information and Technology
IJSTR©2020
www.ijstr.org
ISSN 2277-8616
Organisation. Published Masters of Art Thesis,
University of South Africa.
[7] Chen T. Y, Chang P. L, Yeh C. W (2004). An
investigation of career development programs, job
satisfaction, professional development and
productivity: The case of Taiwan. Human.
Resource Development Int. 7(4):441-463.
[8] Cheng EWL, Ho DCK (2001). Research note: A
review of transfer of training studies in the past
decade. Personnel Review 30:102-118.
[9] Choudhury, G. (2011). The Dynamics of
Organizational Climate: An Exploration, Research
Scholar, Faculty of Management Studies, Banaras
Hindu University, Varanasi, 7(2): 111-116.
[10] Chughtai, A., & Zafar, S. (2006). Antecedents and
Consequences of Organizational Commitment
among Pakistani University Teachers. Applied
H.R.M Research, 11 (1), 39-64.
[11] Dill WR (1958). Environment as an influence on
managerial autonomy. Admin. Sci. Quart. 2(4):409-
443.
[12] Eisenberger, R., Huntington, R., Hutchinson, S., &
Sowa, D. (1986). Perceived organisational support.
Journal of Applied Psychology, 71, 500-507.
[13] Gerber, F. (2003). The influence of organisational
climate on work motivation. Mcom Dissertation,
University of South Africa, Pretoria.
[14] Giles, P. (2010). The Impact of Adult Degree-
Completion Programs on the Organizational
Climate of Christian Colleges and Universities,
Doctoral Thesis, Walden University. Pp: 68.
[15] Gupta, S., & Singh, P. (2014). A Study on Turnover
and Employee Retention: A Closer Review. Asian
Journal of Management, 5(2), 221-226.
[16] Halpin, A. W. & D. B. Croft. (1963). The
Organizational Climate of Schools: Midwest
Administration Centre. University of Chicago,
Chicago, USA. 89-110.
[17] Holloway, J.B. (2012). Leadership Behaviour and
Organizational Climate: An Empirical Study in a
Non-profit Organization, Emerging Leadership
Journals, 5(1): 9-35.
[18] Huber GP, Daft RL (1987). Information
environnements. In: Putnam L, Porter KR, Jablin F
(Eds.), Handbook of organizational communication.
Beverly Hills, CA: Sage pp.130-164.
[19] Idris, M. A., Dollard, M. F., Coward, J., & Dormann,
C. (2012). Psychosocial safety climate: Conceptual
distinctiveness and effect on job demands and
worker psychological health. Safety Science, 50(1),
19-28.
[20] Jianwei Zhang, (2010). Organizational Climate and
its Effects on Organizational Variables: An
Empirical Study. Published by Canadian Center of
Science and Education. International Journal of
Psychological Studies, 2(2),
[21] Kanter, Rosabeth Moss (1968). "Commitment and
Social Organization: A Study of Commitment
Mechanisms in Utopian Communities". American
Sociological Review 33.4: 499.
[22] Katz, A., & Kahn, J. (2004). Organisational climate
and job satisfaction: A conceptual synthesis.
661
INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020 ISSN 2277-8616

Journal of Organisational Behaviour and Human [38] Randhawa, G., & Kaur, K. (2014). Organizational
Performance, 16(2), 45-62. Climate and its Correlates: Review of Literature
[23] Konovsky, M., & Cropanzano, R. (1991). Perceived and A Proposed Model. Journal of Management
fairness of employee drug testing as a predictor of Research, 14(1), 25.
employee attitudes and job performance. Journal [39] Syed Ahmad Raza, (2010). Impact of
of Applied Psychology, 76, 698-707. Organizational Climate on Performance of College
[24] Koonce R (1998). How to prevent professional Teachers in Punjab, Journal of College Teaching &
obsolescence. Train. Dev. 52(3):17. Learning, 7 (10).
[25] Leslie DW, & Fretwell EK (1996). Wise moves in [40] Tadesse Gezahegn Gudeta (2018). The Role of
hard times: Creating and managing resilient Organisational Climate in Determining
colleges and universities. San Francisco: Jossey- Academicians’ Organisational Loyalty. Journal of
Bass. Economics, Management and Trade 21(11): 1-12.
[26] Lunenburg FC, & Ornstein AC (1991). Educational [41] Tamunomiebi, Miebaka Dagogo (2019).
administration: Concepts and practices. Belmont, Organizational Climate and Employee Commitment
CA: Wadsworth. of Telecommunication Companies in Port Harcourt,
[27] Malhotra, N.K. (2010). Marketing Research: An Nigeria IIARD International Journal of Economics
applied orientation. 6th ed. Eaglewood Cliffs, N.J: and Business Management Vol. 5 (1).
Prentice-Hall. [42] Vitell, Scott John & Singhapakdi, Anusorn (2007).
[28] McDonald, D. J., & Makin, P. J. (2000). The "The Role of Ethics Institutionalization in
psychological contract, organisational commitment Influencing Organizational Commitment, Job
and job satisfaction of temporary staff. Leadership Satisfaction, and Esprit De Corps". Journal of
and Organisation Development Journal, 21(2): 84- Business Ethics 81(2): 343-353.
91. [43] Li, Yee Poh & Mahadevan, Ananthalakshmi (2017).
[29] Meyer, J.P. & Allen, N. J. (1997). Commitment in A study on the impact of organisational climate on
the workplace: Theory, research, and application employee performance in a Malaysian
(eds). Newbury Park, CA: Sage. Consultancy. International Journal of Accounting
[30] Meyer, J. P., & Herscovitch, L. (2001). and Business Management, 5(1): 1 – 13.
Commitment in the workplace: Toward a general
model. Human Resource Management Review, 11:
299-326.
[31] Monanu Oge, G., Okoli, Ifeanyi .E, Ezeliora Martins
& Okeke Patrick .A. (2014). Organisational Justice
and Citizenship Behaviour among Academic Staff
of Selected Private Universities in Southeast
Nigeria. Journal of Economics and Sustainable
Development, 5 (21): 12-23.
[32] Moran, E., & Volkwein, J. (1992). The cultural
approach to the formation of organizational climate.
Human Relations, 45(1), 19-47.
[33] Moynihan D. P, Pandey S. K (2008). The ties that
bind: Social networks, person-organization value
fit, and turnover intention. J. Pub. Admin. Res.
Theory 18(2):205-227.
[34] Okoli, Ifeanyi E. & Monanu, Oge .G. (2016). An
Exploratory Study of Job Insecurity as a Correlate
of Employees‟ Affective Commitment. International
Journal of Research in IT, Management and
Engineering, 6 (10): 1-6.
[35] Okoli, Ifeanyi E. (2018). Organizational Climate
and Job Satisfaction among Academic Staff:
Experience from Selected Private Universities in
Southeast Nigeria. International Journal of
Research in Business Studies and Management, 5,
(12): 36-48.
[36] Pan, X., & Song, Y. (2014). The Experience
Structure of Organizational Climate in Universities
and the Development of Its Measurement: Based
on Chinese Context. Psychology, 5(01), 38.
[37] Quirke, B. (1995). Communicating change.
London: McGraw-Hill.

662
IJSTR©2020
www.ijstr.org
View publication stats