CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
An
organization implements the performance system to allocate rewards for the
employee, provide development advice as well as to obtain their perspectives,
and justice perception about their jobs, department, managers, and
organization. Prior studies reveal that employee perception is a significant
factor in employee acceptance and satisfaction of job. A good perception
will create a positive working environment in the
organization, while a negative perception will affect the company performance.
These perceptions depend on the manager or supervisor’s actions and behaviors
toward the employee. If the organizations are perceived as unfair, therefore,
the benefits can diminish rather than enhance employee’s positive attitudes and
performance.
Perception
strengthens the relationship between performance and the expectation of a
satisfactory outcome through a better understanding of what the desired
outcomes are and how they can be achieved as well as directs the energies of
employees/work group towards the goals and objectives of the organization.
Commitment to organizational goals may result from the sense of ownership or
Proprietary rights achieved through employee’s perception. Specifically, the
perceptions of procedural unfairness can adversely affect employee’s
organizational commitment, job satisfaction, trust in management, performance
as well as their work related stress, organization citizenship behavior, theft,
and inclination to litigate against their employer. During the last ten years,
the number of studies which examined the effect of perception on employee had
increased. In a study, revealed that there was a direct relationship between
employee perception and employee outcomes, which is mostly job satisfaction
among employees.
Employee’s
perception can affect organizational productivity positively when they are
willing and committed to organizational goals. Willingness and commitment can
be exhibited by employees towards their job if they are perception are taken
into consideration in decision making in the organization. Thus, for management
to win the commitment of employees to get their job done properly, individual
employees should not be treated in isolation, but must be involved in matters
concerning them and the organization. When employee’s perceptions are
considered, staff absenteeism is reduced, there’s greater organizational
commitment, improved performance, reduced turnover and greater job
satisfaction. Employees’ perception has been widely recommended as one of the means
of improving the quality of work life. The implied goal is to provide an
environment where an individual will have the freedom and autonomy to make
choices which are related to his work environment and to improve the fit
between his personality and the job demands as well as between his work and
non-work domains.
This
study is conducted with the aim to explore the relationship that exists between
employee’s perception and their work outcomes, in the form of work performance
affective commitment and turnover intention, which is specifically conducted to
address the problems faced by working individuals in Nigerian National
Petroleum Corporation, Abuja because one of the factors that affect employees’
work outcomes is their perception towards the practice of the organization.
Therefore, Nigerian National Petroleum Corporation, Abuja can realize the
current state of the employee outcomes and create strategies to improve work
performance and affective organizational commitment, thus reducing employees’
turnover. Thus, the present study attempts to examine the perception of the
employees of Nigerian National Petroleum Corporation, Abuja towards the various
aspects of the organization and its impact on their work outcomes.
1.2
Statement of the Problem
If
employees are satisfied on the implementation of programmes in the
organization, they will perceive well and exert every possible effort to carry
out their responsibilities and duties assigned to them efficiently and
effectively thus will make the organization to which they belong more
productive and successful. For instance, in order to positively influence
employee behavior & future development it has been frequently argued that,
employee must experience positive reactions in the practice of the organization.
Having these; differences in perceptions of employee about the existing
organization system practice based on their perception of fairness is a big
question in NNPC, Abuja. Currently, most employees of the organization are
discussing about the issue informally, but a due attention was not taken to
examine the perception of employees toward their complaints and their reactions
(positive or negative) to the organization; due to this problem employees of
the organization will not satisfied and their contribution throughout their
employment will be reduced. This study is therefore, seeks to investigate the
employee perception toward the organization and outcomes by analyzing; What
potential consequences will be happened in the area of work performance,
affective commitment and turn over intentions as result of employees’ different
perception of practice in Nigerian National Petroleum Corporation.
1.3
Objectives of the Study
General
Objective
The
general objective of this study is to investigate the effect of employees’
perception on organization performance and development.
Specific
Objectives
Based
on the general objective of the study the following specific objectives are
developed.
1.
To assess employees’ perception about practice of the organization.
2. To
assess the level of employees’ work performance, affective organizational
commitment and their intention to leave due to neglecting of their perception.
3. To
examine the relationship between employees perception on organization
performance and development.
4. To
examine the relationship between employees perception and organizational
behavior
5. To
assess the level of employees’ work outcomes in the form of work performance,
affective commitment and turnover intention in associated with their perception
of the current operating system.
1.4
Statement of Hypothesis
For
the purpose of the study, the following hypotheses were formulated:
H1:
There is a significant relationship between employee perception and
performance.
H0: There is no significant relationship between employee
perception and performance.
H1:
That employee perception has a positive effect on the
organizational performance and development.
H0:
That employee perception has a negative effect on the organizational
performance and development.
H1:
That Employee perception in an organization motivate an employee
H0:
That Employee perception in an organization does not
motivate an employee.
1.5
Scope and Limitation of the Study
The
research is conducted at Nigeria National petroleum Corporation
in Abuja This study emphasized on one independent variable employees’
perception and three dependent variables work performance, affective
organizational commitment, and turn over intention. Other variables being
affecting and affected by the perception of employees is not addressed. In the
process of putting up this research, a number of factors serves as
impediments, barriers and restrictions from different areas which affect the
effectiveness of this work, these includes:
·
Human beings are tending to hide what they really feel from within due to
different reasons, respondents might reluctant to provide their true feelings
as a result conclusions of the findings might be affected. Some participants
may tease whiling responding.
· Lack
of experience was also affected the research work. Absence of empirical studies
conducted is another limitation.
·Since
the organization has branches at zonal levels, it is limited only to NNPC,
Abuja as a result the generalization to the whole organization is difficult.
· Time
factor: The project work have to be carried out within a semester in
combination with class works, assignment, mid-test and examination of which
within stipulated time the work must be completed. This becomes a task that
must be completed by the researcher.
