ABSTRACT
Human capital is
a key success factor in any organisation. Dissatisfied and unhappy staff may
not perform maximally, and this could affect an organisation’s products and
services. This is why the general opinion that job satisfaction of library staff in
private university libraries in Nigeria was low and that their turnover intention
was high has been a cause for concern. This study examined the extent to which
leadership style, organisational culture and staff motivation correlated with
job satisfaction and turnover intention in private university libraries
South-West, Nigeria.
Survey research
design was adopted. The population
consisted of all the 361 library staff in the private university libraries in
South-West, Nigeria. Total enumeration
was used. The research instrument used was a validated questionnaire. The Cronbach’s alpha reliability coefficient
for the constructs ranged from 0.72 to 0.88.
A response rate of 84.5% was achieved. Data were analysed using Pearson
Product Moment Correlation and Multiple Regression.
Findings
revealed a significant relationship between leadership style and job
satisfaction (r = 0.028, p < 0.05); leadership style and
turnover intention (r = – 0.044, p < 0.05);
organizational culture and job satisfaction (r = 0.009,
p < 0.05); organisational culture and turnover intention
(r = 0.018, p < 0.05); staff motivation and job
satisfaction (r = 0.036, p < 0.05), as well as staff motivation and turnover intention
(r = -0.009, p < 0.05).
The study further showed that leadership style, organisational culture
and staff motivation significantly influenced job satisfaction (Adj. R2
= 0.33; F(3.301) = 49.932; p < 0.05,). Similarly, leadership
style, organisational culture and staff motivation significantly influenced
turnover intention (Adj. R2 =
0.65; F(3.301) =
188.194; p < 0.05).
The study
concluded that leadership style, organisational culture and staff motivation
contributed significantly to the low level of job satisfaction and high level
of turnover intention of library staff in private university libraries in
South-West Nigeria. It is recommended that library management should be more
democratic in their leadership style, a culture of employee involvement should
be improved on, and extrinsic motivational strategies such as job security,
payment of allowances should be put in place. This would increase the job
satisfaction and reduce turnover intention of the employees in private
university libraries.
Keywords: Leadership style, Organisational culture, Staff motivation, Job satisfaction,
Turnover intention
Word Count: 368
TABLE
OF CONTENTS
Content Page
Title Page i
Certification ii
Dedication iii
Acknowledgements iv
Abstract vi
Table of Contents vii
List of Tables x
List of Figures xii
Abbreviations xiii
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study 1
1.2 Statement of the Problem 9
1.3 Objective of the Study 9
1.4 Research Questions 10
1.5 Hypotheses 11
1.6 Scope of the Study 12
1.7 Significance of the Study 12
1.8 Operational Definition of Terms 12
CHAPTER TWO: REVIEW OF LITERATURE
2.1 Concept of Leadership Style 15
2.2 Leadership Style and Job Satisfaction of Librarians 20
2.3 Leadership Style and Turnover Intention of Librarians 21
2.4 Concept of Organisational Culture 23
2.5 Organisational Culture and Job Satisfaction of Librarians 25
2.6 Organisational Culture and Turnover Intention of Librarians 26
Content Page
2.7 Concept of Motivation 27
2.8 Motivation and Job Satisfaction of Librarians 30
2.9 Motivation and Turnover Intention of Librarians 31
2.10 Concept of Job Satisfaction 34
2.11 Job Satisfaction and Turnover Intention of Librarians 38
2.12 Concept of Turnover Intention 41
2.13 Effects of Turnover on Library and Information Provision 44
2.14 Theoretical Framework 45
2.15 Relevance of Theories to the Study 51
2.16 Conceptual Model 53
2.17 Appraisal of Literature 54
CHAPTER THREE: METHODOLOGY
3.0 Introduction 60
3.1 Research Design 60
3.2 Population 60
3.3 Sample size and sampling Technique 63
3.4 Research Instrument 63
3.5 Validity and Reliability of the Instrument 64
3.6 Method
of Data Collection 65
3.7 Method
of Data Analysis 65
3.8 Ethical
Consideration 66
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION OF FINDINGS
4.0 Introduction 67
4.1 Presentation of Demographic Information of Respondents 68
4.2 Data Analysis and Presentation Based on Research Questions 71
4.3 Hypotheses Testing and Interpretation 81
4.4 Discussion of Findings 91
Content Page
CHAPTER FIVE: SUMMARY,
CONCLUSION AND RECOMMENDATIONS
5.0 Introduction 99
5.1 Summary 99
5.2 Conclusion 101
5.3 Recommendations 102
5.4 Implication of the Study 103
5.5 Contribution to Knowledge 105
5.6 Suggestions for Further Studies 106
REFERENCES 108
APPENDIX 1 127
APPENDIX 2 137
APPENDIX 3 139
APPENDIX 4 141
APPENDIX 5 172
LIST
OF TABLES
Table Page
4.1: Demographic characteristics of respondents 68
4.2: Level of Job Satisfaction of the respondents 71
4.3: Level of Turnover Intention of the respondents 73
4.4: Leadership Style in the Private University Libraries 75
4.5: Organisational Culture in the Private University Libraries 76
4.6: Level of Motivation of the respondents 79
4.7: Correlation analysis between leadership Style and Job Satisfaction of Library Staff in Private University Libraries in South-West Nigeria. 81
4.8: Correlation analysis between leadership Style and Turnover Intention of Library Staff in Private University Libraries in South-West Nigeria. 82
4.9: Correlation analysis between Organisation Culture and Job Satisfaction of Librarian Staff in Private University Libraries South-West, Nigeria 84
4.10: Correlation analysis between Organisation Culture and Turnover Intention of Librarian Staff in Private University Libraries South-West, Nigeria 85
4.11: Correlation analysis between Motivation and Job Satisfaction of Librarian Staff in Private University Libraries South-West, Nigeria 86
4.12: Correlation analysis between Motivation and Turnover Intention of Librarian Staff in Private University Libraries South-West, Nigeria 87
4.13: Combined effect of Leadership Style, Organisational Culture and Staff Motivation on job satisfaction of Library Staff in Private University Libraries South-West, Nigeria 88
4.14: Combined effect of Leadership Style, Organisational Culture and Staff Motivation on Turnover Intention of Library Staff in Private University Libraries South-West, Nigeria 90
LIST
OF FIGURES
Figure Page
1. Employee’ Turnover Intention Model by Ramzan, 2013 32
2. Maslow Hierarchy of Needs Theory 46
3. Douglas McGregor Theory X and Y Model 48
4. Ajzen’ Theory of Planned Behaviour Model 51
5. Conceptual Model for the Study 53
ABREVIATIONS
ANOVA – Analysis of Variance
TI – Turnover Intention
JS – Job Satisfaction
NLA – Nigerian Library Association
NUC – National University Commission
PPMC – Pearson Product Moment Correlation
UL – University Librarian
SPSS – Statistical Package for Social
Science
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Organization’s competitive advantage, success, and sustainability in an ever increasing turbulent global market are mainly predicated on the job satisfaction and turnover intention of quality human capital. One major reason for a continued interest in the phenomenon of job satisfaction lies in embedded propensity for positive or negative effects on many forms of employees’ behavioural tendencies such as efficiency, productivity, employee relations, absenteeism and rate of turnover. Job satisfaction implies the way an individual feels about rewards, people, events and amount of mental gladness on the job; it can also be described as an emotional response to a job circumstance that may not be seen (Somvir, 2013). Job satisfaction therefore is a veritable ingredient in any work environment as it determines the behavioural patterns of the employees. It also relates to the degree to which workers’ needs and expectations are met in comparison to the prevailing national and global standard.
Job satisfaction is conceptualized to
mean the level of positive attitude that a librarian and other library staff
displays when performing his/her duties in the university library, and the rate
at which his/her basic needs are met by the employers. It is interesting to
note that if librarians and other library staff are well catered for by the university
authorities in the area of due recognition for a job well done, good leadership style for the administration
of the university library coupled with a career development opportunities for
librarians and other library staff to
enhance development of their managerial
skills, and conducive work environment as well as improved remunerations (good
salaries and wages); their level of job satisfaction will be greatly improved
from what is presently existing in most
