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The Mediating Effect of Organizational Commitment on Perceived Person-Organization Fit and Job Satisfaction in the Public Sector of The Gambia

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(1)The Mediating Effect of Organizational Commitment on Perceived Person-Organization Fit and Job Satisfaction in the Public Sector of The Gambia. by. Richard Gomez. A Thesis to be Submitted to the Graduate Faculty in Partial Fulfilment of the Requirements for the Degree of MASTER OF BUSINESS ADMINISTRATION. Major: International Human Resource Development. Advisor: Chih-Chien Steven Lai, Ph.D.. National Taiwan Normal University Taipei, Taiwan July 2018.

(2) ACKNOWLEDGEMENT Graduate school has given me an exciting ride to the academic field. I faced many ups and downs during my research and study life but finally, finished one major parts of my master’s degree requirements. I would like to sincerely take time to thank each and every one who has contributed in helping me reach to this level. Firstly, I would like to take this opportunity to thank my dear advisor, Dr. Chih-Chien Steven Lai who has greatly mentored, guided and encouraged me throughout my graduate studies. I appreciate all the support you had given me both for the thesis writing and for the patient you had shown during the toughest of time in my study. You were always there to cheer me up. Thank you for everything. Secondly, I would like to appreciate the love and support given to me by classmates, coadvisees, and all my friends. I appreciate the hanging outs, the meals, and the night outs. All these had played an important role in idea generation which had smoothened my writing process. Thirdly, I would like to register my appreciation to all the faculty and staff of my department (Graduate Institute of International Human Resource Development) for giving me the necessary tools and skills needed to excel in today’s dynamic work environment. I am very appreciative of everything. Lastly, I would like to profoundly thank every member of my family for believing in me, giving me everything needed to get me started.. My family believes that I can do everything and. always pushing me to be my better self. I know how much trust and confidence you had in me, I will always push myself to meet your expectations. I love you all, people may not know but without your support, this work wouldn’t have been completed. I pray that God abundantly bless us all. Better things to come. To God be the glory!!! Amen..

(3) ABSTRACT Public sector organizations are faced with incredible pressures to adapt to the new, changing demands of the people. These new demands will possibly necessitate variations in the cultures of these organizations. Thus The Gambia as a developing country has to adjust to the trend of the developed and emerging economies to gain it competitive advantage. The public sector as a major employer of The Gambia has to be a driving force for public sector development. The purpose of this study is to examine the relationship among person-organization fit, organizational commitment and employee job satisfaction within the context of The Gambia public sector. A quantitative research approach will be used for this study. In this study, an online data collection as well as a hardcopy of the questionnaire was used to distribute to the targeted population. The findings from the study was analysed using SPSS v.23 statistical software. This study is delimited by the scope of study which is limited to the public sector of The Gambia. Keywords: Person-Organization Fit, Organizational Commitment, Job Satisfaction, The Gambia Public Sector. I.

(4) TABLE OF CONTENTS ABSTRACT ……………………...………………………………………………..………..I TABLE OF CONTENTS ……....….……………………….….………………….……..II LIST OF TABLES ...……………………………………………..………………………IV LIST OF FIGURES ……......…………………………..…………………………..…......V CHAPTER I INTRODUCTION ……………………………………………….….…...1 Background of the Study ……………………………………………….………....…..1 Statement of the Problem …...…………..………....……………………….…….……3 Significance of the Study ..………….…….……...…....…….……………...….……...4 Purpose of the Study .…..….…...…………..……….…………………………....……4 Questions of the Study ……………………………………………….………....……..5 Delimitations of the Study ……………………………….………...................…..…....5 Operational Definition of Key Terms …………………………………………….…...6. CHAPTER II LITERATURE REVIEW…….………………………….…….….……7 Person-Organization Fit ……………………………………………….……….….…..7 Organizational Commitment ……………………………….…………....….....………9 Job Satisfaction ………………………………………………………………….…...11 Relationship Among the Variables ……………………………………………….….13. CHAPTER III METHODOLOGY ……………………………………………….…..17 Research Framework ……………………………………………….………...……...17 Research Hypotheses ……………………………………………….……….……….18 Research Procedure .…...……………………………………...…..……………….....18 Participants and Data Collection ……………………………………………….…….20 Measurement ……………………………………………….……….………………. 21 Pilot Study .…………………………………………………………………..……….23 Peer and Expert Review ……………………………………………………………...24 Reliability Analysis …………………………………………………………….…….25 Methods of Data Analysis ...….……...…...……………………………………….…26. CHAPTER IV RESULTS AND DISCUSSIONS ……….………………...….…...27 Descriptive Statistics Results .……………..…………………………………………27 Psychometric Characteristics of the Measurement ………………..…………….……30 Correlation Among the Variables ……………...……………………………….…….35 II.

(5) Hierarchical Regression Analysis Results of the Variables ………………………….43 Summary of the Findings …………………………………………………………….44. CHAPTER V CONCLUSIONS AND SUGGESTIONS ……….…......…………..46 Conclusions ……………………………………………….………...……….……… 46 Implications ………………………………………...………………………..………47 Recommendations ……………………………………………….……….………….48 Limitations …………………………………………………………………………...49. REFERENCES ………………………………………...………………………..………..50 APPENDIX A COVER LETTER ……………...………………………...…………..62 APPENDIX B RESEARCH QUESTIONNAIRE ………………………...………63. III.

(6) LIST OF TABLES Table 2.1 Definitions of Job Satisfaction ………………………….…………...……………12 Table 3.1 Demographic Results of the Pilot Study …....…….………………...…………….23 Table 3.2 Cronbach’s Alpha Results of the Pilot Study …………………………..……...….24 Table 3.3 Reliability Scale of Person-Organization Fit …….…………………….…...….…25 Table 3.4 Reliability Scale of Organizational Commitment …….……………….………….25 Table 3.5 Reliability Scale of Job Satisfaction ……….………………………….….………26 Table 4.1 Results of the Demographic Characteristics of the Sample ….……………...……28 Table 4.2 Selected Departments …………….….……………………………………………29 Table 4.3 Descriptive Statistics Results of Person-Organization Fit …….…………….……31 Table 4.4 Descriptive Statistics Results of Organizational Commitment …….……….…….33 Table 4.5 Descriptive Statistics Results of Job Satisfaction ….………………………….….34 Table 4.6 Correlation Analysis Results ……………………………………………………...35 Table 4.7 Chi-square Results of Person-Organization Fit and Current Position ……..…...…36 Table 4.8 Chi-square Results of Person-Organization Fit and Level of Education …...….…36 Table 4.9 Chi-square Results of Person-Organization Fit and Tenure …..…………….…….37 Table 4.10 Chi-square Results of Organizational Commitment and Current Position …..….37 Table 4.11 Chi-square Results of Organizational Commitment and Level of Education …...38 Table 4.12 Chi-square Results of Organizational Commitment and Tenure …….………….38 Table 4.13 Chi-square Results of Job Satisfaction and Current Position ……..………….….39 Table 4.14 Chi-square Results of Job Satisfaction and Level of Education …….……….….39 Table 4.15 Chi-square Results of Job Satisfaction and Tenure ……..…………………....….40 Table 4.16 Linear Relationship between Person-Organization Fit and Job Satisfaction ……41 Table 4.17 Linear Relationship between Person-Organization Fit and Organizational Commitment ………………………………………………………………………………....42 Table 4.18 Linear Relationship between Organizational Commitment and Job Satisfaction ………………………………………………………………………………….43 Table 4.19 Hierarchical Regression Results for Organizational Commitment Mediation on Person-Organization Fit and Job Satisfaction ………………………………………….……44 Table 4.20 Summary of the Results Analysis ……………………………………………….45. IV.

(7) LIST OF FIGURES. Figure 2.1 Attraction-Selection-Attrition (ASA) Framework ..................................................9 Figure 3.1 Research Framework .............................................................................................18 Figure 3.2 Research Procedure …............................................................................................19. V.

(8) CHAPTER I INTRODUCTION This chapter presents the idea and the foundation work of this study and gives the bedrock in which the research was administered. The components of this chapter include the background of the study, the problem statement, the importance of the study, the research questions, and the operational definition of the key terms of the study including the delimitations of the research.. Background of the Study The past decades have seen substantial disorder in public sector of most industrial and developing countries. This fast development coupled with globalization in the world caused crucial changes and structuring in conventional public administration. The scope, organization and the management of public services have radically changed since the 1970s (Farnham & Horton, 1996). Private sectors in most cases are considered more effective than public sectors. Public sectors are now adapting processes such as organizational forms (teamwork), restructuring, reorganizations including concepts that are used in private sectors such as performance management and project management which have supported the changes in the public sector (Steijn, 2002). Consequently, these variations generate a pressure on public sector institutions about providing high-quality and public-oriented services. This pressure is increasing especially in The Gambia where a new government is now in power and the general public is having a greater desire for better and more effective services such as the supply of electricity, water and infrastructural development. Thus, to improve their organizational performance, public sector organizations have to take numerous initiatives especially benchmarking the private sectors successes. The Gambia public sector have to consider enhancing personnel management, thereby showing interest in human resource management applications such as performance management, performance pay, employee and manager evaluation, and job satisfaction to improve organizational effectiveness. This study is conceptualized behind the many needed improvements in public institutions in The Gambia. Osborne and Gaebler (1992) argue that government structure and functionality must be transformed by moving away from bureaucratic to establishing structures that are competent to adapt to rapid changing work environments. In so doing, organisations should show the capacity for transformation. Public institutions should be maintained but needed changes should be in place and re-invention of institutions can be done. For change to take place, there 1.

(9) should be a willingness for the change purpose followed by incentives for motivating staff in the same vain, there should be measures for accountability and a clear power structure. (Osborne & Plastrik, 1997) this sequences created a culture of public entrepreneurship mentality where everyone takes responsibility for actions taken. As for The Gambia, in order to adapt to this changing initiatives, people with innovative ideas and expertise should be involved in the process of transforming public institutions. Leaders and expertise in the private sector should be involve in the design and development of public sectors. Nowadays, organizations are concerned about the ability of their employees to fit into the organization culture as it is believed that resources which includes time, money, and effort devoted in preparing staffs in order to carry out their jobs responsibilities. The integration of an employee into an organizational culture is a very significant element that may reflect on his or her performance and efficiency. Employers are also concern about employees who leave their jobs due to reasons such as feeling a sense of mismatch concerning their desires and the culture of the organization they work for. Hesketh and Myors (1997) stated that both the person and the organization are significance influences on adjustment. Attaining a high level of person-organization fit is believed to be a key in retaining workforces with high degree of flexibility and the organizational commitment which is crucial to meeting competitive challenges. If one feels comfortable in the work he/she does, he becomes more fit in his/her work environment. The concept of commitment has been studied and available in many literatures making an assumption that committed employees are valuable to organisations, which is a long tradition in management literature (Swailes, 2002), the notion of commitment in The Gambia public sector is generally seen by the public as weak and public institution workers are not creative and innovative in their jobs. Many studies assume that organisational commitment is generally thought to lead to a range of positive outcomes and is a determinant in the management of change (Coopey & Hartley, 1991; Guest, 1997; Iverson, 1996). This is why this study considers doing research on the commitment, fit and satisfaction of employees of public institutions in The Gambia. In the 1960s at the time when The Gambia gained independence, there were solid civil service with a sound level of capacity. The Gambia losses a lot of professional and educated personnel resulting to brain drain. The government is finding it hard to attract and retain highly skilled workforce. The Gambia in the 1980s and early 1990s, had an initiative to improve centralized management of human resources and career development in the public service which gave birth to the establishment of Personnel Management Office (PMO) and it was subsequently granted 2.

(10) autonomy under the revised 1991 Public Service Act. The payroll system was computerized and the pay and grading system were revised, which included the reduction of the salary grades. There was a staff inspection program with a performance based staff appraisal system developed in an effort to link compensation with performance which was not effectively implemented leading to system weakness.. Statement of the Problem The Gambia like most developing countries is faced with the problem of brain drain. It is believed that The Gambia's civil service has a number of key capacity weaknesses. Pay is too low to hire, motivate and retain key technical and professional staffs. Staffs are not managed to achieve results, neither rewarded for good performance nor sanctioned for poor performance or breaking the rules. Frequent removals and transfers of Government officials have undermined job security and institutional knowledge. This study looks at the level of workforce fit, their satisfaction and commitment in the context of the of The Gambia public sector. Strengthening and retaining qualified public servants is a major issue facing the government of the Gambia? Qualified public servants may not be committed working for the government due to the poor bureaucratic processes in the public service and the compensation packages. To get a great level of person-organization fit is believed to be correlated to positive work-related outcomes, this is more significant in the global market were companies are in a war for talent (Ng & Burke, 2005). A thorough assessment of fit levels in the public services should be done to motivate qualified employees and giving them the right working environment to deliver results in the jobs. The importance of exploring and testing person-organization fit concepts and measures in a greater variety of cultural settings and with more diverse groups within the labor market has been acknowledge as an important academic endeavor and one which now forms part of the landscape of this area of enquiry (Erdogan & Bauer, 2005; Yaniv & Farkas, 2005; Turban, 2001), but one too which poses many significant challenges because of disparity in culturally derived value systems and wide variation in the meaning and centrally of work in the cross-cultural, and increasingly heterogeneous workforce context. The cultural context of The Gambia cannot be generalized with other countries as each and every country has its own unique way of life. The fit levels of an employee are hard to determine but this study aims to work on evaluating the levels of employee fit, their job satisfactions and commitment to their jobs.. 3.

(11) Significance of the Study There are many researches on antecedents and outcomes of organizational commitment but only a few research is done on non-western settings especially on the public sector of The Gambia. Generalizing of research across cultures may not present some meaningful outcomes across cultures. Cross-cultural comparisons present difficulties due to factors including scale translation, cultural differences in response biases, and some respondents in some cultures may not be familiar with the questionnaires. Given the increasing recognition of workforces as a very critical resource in the job market, there has been continuous academic interest on the effects that person-organization (P-O) fit has on employee work attitudes and behaviour (Hoffman & Woehr, 2006; Cooper-Thomas & Wright, 2013; Peng, Lee, & Tseng, 2014). One important contribution of this study is to understand the relationship among the level of compatibility between employees and the public institution they work for. Secondly, the study will look into how committed public servants are in The Gambia. Thirdly, this study would like to study the satisfaction of employees within The Gambia public institutions. This study will enable the analysis of the relationship between person-organization fit and several outcome variables in a public organization. Lastly, the study will add to a body of knowledge about how person-organizational fit, organizational commitment is correlated to job satisfaction in the public institutions of The Gambia. Another important contribution of this study is that it allows researchers to move significantly to understanding fit of employees in The Gambia where little comparative data has been published. This type of research is also significant in understanding the mediating role organizational commitment plays in the relationships examined from both an academic and a practical standpoint.. Purposes of the Study The research is to fulfil the following purposes. 1. To examine the effect of perceived person-organization fit on job satisfaction in The Gambia public sector. 2. To examine the effect of perceived person-organization fit on organizational commitment in The Gambia public sector. 3. To examine the effect of organizational commitment on job satisfaction in The Gambia public sector.. 4.

(12) 4. To examine the mediating effect of organizational commitment on the relationship between perceived person-organization fit and job satisfaction in The Gambia public sector.. Questions of the Study The following questions are generated for the purpose of the study. 1. Does perceived person-organization fit have a positive relationship with job satisfaction in The Gambia public sector? 2. Does perceived person-organization fit have a positive relationship with organizational commitment in The Gambia public sector? 3. Does organizational commitment have a positive relationship with job satisfaction in The Gambia public sector? 4. Does organizational commitment have a mediating effect on the relationship between perceived person-organization fit and job satisfaction in The Gambia public sector?. Delimitations of the Study This research is delimited by the scope of the study. To begin with, the research population is strictly limited to public sector employees in The Gambia. It is presumed that while this study concentrating on a public sector workers of The Gambia, generalizations may possibly not be applied to wide range of such institutions due to difference in environment and cultural background outside the purview of The Gambia public sector. Moreover, this research focuses only on one-person environment fit variable of personorganisational fit (P-O F). This is a broad study of The Gambia public sector thus, there will be no specific report on any specific institution. Data collection from public sector employees in The Gambia is not always smooth and the time and resources will not cover all the public sector institution.. 5.

(13) Operational Definition of Key Terms This section provides a brief definition of the key terms for this study.. Person-Organization Fit Person-organization fit as a variable in this study refers to the level of compatibility between the employee’s values and the organization he or she is working for within public sector of The Gambia. Using a 5 point Likert’s scale. Organizational Commitment Organizational commitment as a variable in this study is defined as a feeling of connection employees has with their organisations, which includes a feeling of fit and having an understanding of the goals of their organizations. The measurement for organisational commitment in this study is affective commitment scale items, continuance commitment scale items and normative commitment scale items using a 5 point Likert’s scale.. Job Satisfaction Job satisfaction as a variable in this study is defined as how satisfied public sector employees in The Gambia are with their jobs. Job satisfaction was evaluated using the short version of Minnesota Satisfaction Questionnaire (MSQ) comprising twenty (20) questions using a 5 point Likert’s scale.. 6.

(14) CHAPTER II LITERATURE REVIEW This chapter is an expansion of the introductory chapter which provides an overview of the concept of Person-Organization fit, Employee Commitment and Job Satisfaction. In this chapter, a relationship between the variables were established that leads to the development of the hypothesis.. Person-Organization Fit Person-organization fit is generally defined as the compatibility between people and organizations (Kristof, 1996). In the employee selection research, Person-organization fit can be conceptualized as the match between an applicant and broader organizational attributes (Judge & Ferris, 1992, Rynes & Gerhart, 1990). Researchers and practitioners contend that person-organization fit is the key to maintaining the flexible and committed workforce that is necessary for a competitive business environment and a tight labour environment (Bowen, Ledford & Nathan, 1991, Kristof, 1996).. Attraction-Selection-Attrition (ASA) The foundation for Person-organization fit research can be traced back to Schneider’s (1987) Attraction-Selection-Attrition (ASA) framework. Schneider in his arguments stated that people are not randomly assigned to situations, they instead seek out situations that are attractive to them. If they select to be part of the situation, it means they will help to determine it. In terms of attraction, people can be attracted to an organization thereby choosing to be part of it and if they remain, it means they are a good fit with that organization and verse versa. Conventional selection process in an organization is mainly centred with work-oriented analysis and the KSAOs required for in-role behaviours but recent research is looking beyond the job to identify extra-role behaviours. Selection priority is beginning to shift from conventional models which primarily based on “KSAO’s” for “jobs” to hiring for organizational compatibility as manifest through a fit between an individual’s personality, beliefs and values and the organization’s espoused culture, norms and values. Schneider (2001) attraction-selection-attrition (ASA) model proposed that work values are a core means by which individuals judge their Person-organization fit and individuals are attracted to and seek employment with organizations that exhibit characteristics similar to their own and organizations in turn tend to select individuals who are most similar to the organization.. 7.

(15) Values are an important aspect of both individuals and organizations that can be compared “directly and meaningfully” (Cable & Judge, 1997). Arthur (2006) note that if Personorganization fit is going to be used for employment decision making, then measures of Personorganization fit must be held to the same psychometric and legal standards as are other selection tests. To clarify the concept of “fit”, Kristof (1996) described two main types of fit: supplementary and complementary. Complementary fit is when a person’s characteristics “make whole” the environment or add what it is missing (Kristof, 1996). “Needs-supplies fit” and “demand-abilities fit” are types of complementary fits. According to the perspective of needs-supplies fit (valuesupplies), fit occurs when an organization satisfies individuals’ requirements. The demandabilities perspective suggests that fit occurs when an individual has the abilities demanded by an organization. This approach emphasizes an individual’s knowledge and skills in terms of how well the individual succeeds in situations (Pervin, 1989). Person-Job fit is also based on this type of complementary fit (Werbel & Demarie, 2005) and has been used as one of the main criteria in the employee selection process for many years. Person-Job fit looks at the fit between KSAOs of an individual and the job demands. Supplementary fit is when a person “supplements, embellishes or possesses characteristics which are similar to other individuals” in an environment (Kristof, 1996). Person-organization fit is a form of supplementary fit which can be describe as congruence between the norms and values of organizations and the values of individuals (Chatman, 1989). There are many dimensions that have been studied in the context of supplementary fit, such as personality congruence and goal congruence (Westerman & Cyr, 2004). Value congruence is believed to be the most suitable predictor of important outcomes such as commitment, organizational identification, job satisfaction, citizenship behaviour and intention to quit (Schneider, 1987; Chatman, 1991; O’Reilly et al., 1991; Schneider, 1995; Kristof, 1996; Saks & Ashforth, 1997; Werbel & Gilliland, 1999; Cable & Edwards, 2004; Zoghbi Manrique de Lara, 2008). Kristof-Brown (2000) indicated that employers evaluate mostly candidates’ Knowledge Skills Abilities (KSAOs) in Person-Job fit, but personality characteristics and values in PersonOrganization fit.. 8.

(16) Selection Individuals are recruited and selected who are believed to ‘fit’ with an organization. Attrition Attraction. Individuals who do not fit with an organization leaves voluntarily or involuntarily. Applicants are drawn to an organization they like for a variety of reasons. Figure 2.1 Attraction-Selection-Attrition (ASA) framework. Organizational Commitment Studies in employee commitment is continuing to be a major focus of research as it is a predicative power on employee, and organisational, relevant outcomes (Meyer, 2002). In a traditional employer-employee relationship, employee perceptions of human resource (HR) practices of their employing organisation influence their commitment to the organisation (Kinnie, 2005). Organizations have seen a growing trend and scale of change therefore, managers should be constantly seeking ways to generate employee’s commitment and to gain competitive advantage. In this study, organizational commitment as a dependent variable has been a focus of extensive discussion and empirical investigation by many authors. Allen and Meyer (1990) proposed a well-known model that, there are three components of organizational commitment, which are, affective, continuous and normative.. 9.

(17) Affective Commitment Affective commitment is a measures of an individual’s emotional feeling and how they identified with his or her organization (Meyer & Allen, 1991). Affective commitment relates to “the employee’s emotional attachment to, identification with, and involvement in the organisation” (Meyer & Allen, 1997). Organisational members who are committed to an organisation on an affective basis, continue working for the organisation because they want to (Meyer & Allen, 1991). Employees who are committed on an affective level stay with the organisation because they view their personal employment relationship as congruent to the goals and values of the organisation (Beck & Wilson, 2000). The organisational commitment model of Meyer and Allen (1997) indicated that affective commitment is influenced by factors such as job challenge, role clarity, goal clarity, and goal difficulty, receptiveness by management, peer cohesion, equity, personal importance, feedback, participation, and dependability. In general, affective organisational commitment is concerned with the extent to which an individual identifies with the organisation (Allen & Meyer, 1990).. Continuous Commitment Continuance commitment is “the extent to which employees feel committed to their organisations by virtue of the costs that they feel are associated with leaving” (Meyer & Allen, 1984). Continuance commitment can be regarded as an instrumental attachment to the organisation, where the individual's association with the organisation is based on an assessment of economic benefits gained (Beck & Wilson, 2000). Organisational members develop commitment to an organisation because of the positive extrinsic rewards obtained through the effort-bargain without identifying with the organisation's goals and values. This commitment can be seen as an attachment only for individual interest but most not positively reflect to his or her desire for the good of the organization. Employees evaluate their perceived costs of leaving the organization (Meyer & Allen, 1984). “Continuance organisational commitment will therefore be the strongest when availability of alternatives is few and the number of investments are high.. Normative Commitment Normative commitment is when a person feels that staying with the organization is a responsibility (Yao & Wang, 2006). It can also be created as a drive to repay the benefits presented in advance or the costs related to work incurred by the organization (Meyer & Allen, 1991; Scholl, 1981). In simple terms, it entails reciprocity of obligation. People stay with an. 10.

(18) organization with the feeling that they ethically obliged for the expenses the organization invested on them, it could be training, recruitment cost etc. Employees who have normative commitment continue with their organizations since they feel they have to. In this context, research has also pointed out that affective commitment and normative commitment scales are likely to exhibit a similar pattern of correlation with antecedents and outcomes (Meyer, 1997), and therefore are likely to be influenced by the same background. Moreover, human nature is such that one will embrace the positive conduct of a person who enhances a positive feeling.. Job Satisfaction Job satisfaction assessment was initially cognisant by Edwin Locke’s Range of affect theory in 1976, and transformed through several other theories such as the Dispositional Theory and Herzberg’s Two-factor theory (motivator-hygiene theory), among others (Weiss, 2002). These models spawned the use of employee job satisfaction surveys by organizations to determine the level of job satisfaction. Many attempts have been made to define “satisfaction” some recognising that satisfaction is the “final state of a psychological process” (Garcia-Bernal et al., 2005). There is no single definition of “job satisfaction”, but it can be thought of as a multi-dimensional concept that includes a set of favourable or unfavourable feelings in terms of which employees perceive their jobs (Davis & Newsroom, 1999). (Spector, 1997) defined employee satisfaction as the satisfaction of employees with their jobs or the degree to which employees like their jobs. Research have indicated that job satisfaction can significantly influence job performance, absenteeism, turnover, and psychological distress (Andrisani, 1978; Davis, 1992; Spector (1997). Employees who are dissatisfied with their work are prone to excessive turnover and absenteeism. Job satisfaction therefore, may be linked to performance, organisational productivity and other matters, which includes labour turnover (Dickter et al., 1996; Lee et al., 1999; Melamed et al., 1995; Jauch & Sekoran, 1978). Employee satisfaction and customer satisfaction can both influence organisational performance. Indirect costs associated with job dissatisfaction include training, recruiting and learning curve inefficiencies, as well as reduction in the client base (Brown & Mitchell, 1993). Conversely, employee satisfaction can improve productivity, reduce staff turnover and enhance creativity and commitment.. 11.

(19) Table 2.1 Definitions of Job Satisfaction Author (s). Definitions. Locke, (1976). Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.. Rice et al. (1989). Proposed that “satisfaction is determined, in part, by the discrepancies resulting from a psychological comparison process involving the appraisal of current job experiences against some personal standards of comparison.”. Le´vy-Garboua. & Defined Employee Satisfaction as “an index of preference for the. Montmarquette,. experienced job against outside opportunities conditional on. (2004). information available at time”.. Hulin and Judge Multidimensional psychological responses to one's job. (2003). It could be cognitive (evaluative), affective (emotional), and behavioural components.. Workplace Influences on Job Satisfaction The following are factors widely reported to affect job satisfaction: o working conditions reflected in the physical environment, organizational culture and company policies; o procedural justice – the extent to which employees’ perceptions of actions that affect them in areas such as pay, schedules and advancement opportunities are fair; o supportive colleagues; o leaders who respect their employees and are concerned for their welfare; o trust in management; o leaders who show that they appreciate and support employees; and o individual perceptions of the discrepancy between the pay an employee receives and the pay the person believes he or she should receive.. 12.

(20) Relationship Among the Variables This section presents a review of the relationship between and among the research variables.. The Relationship between Person-Organization Fit and Job Satisfaction The relationship that exist between person-organization fit and job satisfaction has been established by researchers in the domain of person-organization fit to necessitate the degree of overlapping between the needs of an individual and the needs of an organization’s values, is termed as value-goal congruence (Chatman, 1991), the more satisfied the employee will be in his or her job (Kristof, 1996). On the contrary, if there is no value-goal congruence, between an employee and his or her organization, the employee’s job satisfaction will be reduced. Unmet expectations of the employees by the organization can be a contributing factor to this effect (Kristof-Brown et al., 2005; Verquer et al., 2003). ‘Fit’ can be evaluated through a number of different dimensions. Previous studies have been carried out using value as a measurement to meet the criteria for the operationalization of fit, this is due to the fact that values have a reliable measure to understanding an extensive scope of related work attitudes and behaviours. O’Reilly et al. (1991) established that this fit between an individual’s preference for a particular culture and the culture of the organization the person joins, is related to commitment, and satisfaction. Job satisfaction in broad sense is the attitude employees get about their job which have a direct effect on the individual needs that encompasses challenging work, justifiable rewards and a supportive work environment and co-workers (Ostroff, 1992). Job satisfaction is related to personality-job fit, which is one of the components of the person-organization fit (Kristof, 1996). Job satisfaction has also been linked to productivity (Katzell et al., 1992). Greater productivity implies that many non-material costs will remain the same while output and profits should increase (Stiles et al., 1997). Individuals come to appreciate the values, the expected behaviours, and social knowledge that are essential for effective organizational behaviour. Organizations should try to improve organizational effectiveness by engaging their employees by exploring issues about the influence of person-organization fit and job satisfaction. In this regard, hypothesis 1 was established as follows: Hypothesis 1. Person-organization fit is correlated to job satisfaction.. 13.

(21) The Relationship between Person-Organization Fit and Organizational Commitment Employees who have similar values with their organizations are more committed and satisfied with their jobs, and are less likely to quit their jobs (Bretz & Judge, 1993; Chatman, 1989, 1991; Meglino, Ravlin, & Adkins, 1989; O’Reilly et al., 1991). Past conceptualizations of fit assume that congruence between employees (in terms of values, demographics, or experiences) affects job attitudes due to stronger interpersonal relationships (e.g., Byrne, 1969; Mael, 1991; Tsui & O’Reilly, 1989). These conceptualizations permit values congruence to affect work outcomes implicitly (e.g., through improved communication with co-workers), without necessitating employees’ explicit awareness that they share the values of their organization and its members (e.g., Jackson et al., 1991). Schneider’s (1987) ASA approach, conversely, suggests that employees are cognizant of their values congruence with their organizations, and can be expected to leave organizations where they perceive a mismatch (Wanous, 1992). Accordingly, an important expansion of person-organization fit research is to examine whether employees’ organizational commitment, and job satisfaction, are a function of their explicit person-organization fit perceptions. In that regard, this study develops hypothesis 2 as follows: Hypothesis 2. Person-organization fit is correlated to organizational commitment.. The Relationship between Organizational Commitment and Job Satisfaction Most of the research has treated job satisfaction as an independent and organizational commitment as a dependent variable (Gaertner, 1999; Lok & Crawford, 2001; Mowday et al., 1982). As Mowday et al. (1982) suggest, commitment and job satisfaction may be seen in several ways. Job satisfaction is a kind of response to a specific job or job-related issues; whereas, commitment is a more global response to an organization. Therefore, commitment should be more consistent than job satisfaction over time and takes longer after one is satisfied with his/her job. Some researchers have admitted that organizational commitment may be an independent variable with job satisfaction as an outcome (Bateman & Strasser, 1984; Vandenberg & Lance, 1992). Although most of the research studies claim just the opposite, Bateman and Strasser (1984) suggest that organizational commitment has an effect on job satisfaction. (Lau & Chong, 2002) argued that employees who are highly committed to the organizations may experience higher levels of job satisfaction. 14.

(22) The relationship between organizational commitment and job satisfaction has been studied extensively by previous studies such as, Bedeian and Armenakis (1981); Dubinsky and Borys (1981); Oliver and Brief (1977-1978); Porter and Steers (1973); Rizzo, 1970, DeConinck and Bachmann (1994); McNeilly and Russ (1992); Clark and Larkin (1992); Baugh and Roberts (1994); Igbaria and Guimaraes (1993); Fletcher and Williams (1996); and Bhuian et al. (1996) all of who have found a positive association between the two variables. In contrast, Curry et al. (1986) found no relationship between organizational commitment and job satisfaction. Vandenberg and Lance (1992) investigated the causal order of job satisfaction and organizational commitment. They found that organizational commitment causes job satisfaction. Russ and McNeilly (1995) looked into the relationship between organizational commitment and job satisfaction using experience, gender and performance as moderators. Given the conflicting results between the relationship between organizational commitment and job satisfaction, this studies established hypothesis 3 for this studies as follows: Hypothesis 3. Organizational commitment is correlated to job satisfaction.. Organizational Commitment Mediating between Person-Organization Fit and Job Satisfaction Different studies on the relationship between organizational commitment and job satisfaction has been done on my literatures (e.g. Savery, 1994; Zeffane, 1994; Wilson, 1995; Liou, 1995; Wong et al., 2002; Brett etal., 1995; Kalleberg & Marsden; 1995; Fletcher & Williams, 1996; Benkhoff, 1997) but few or no studies has been done on the mediating effect of organizational commitment on person-organization fit and job satisfaction. Except for the mediating role of organizational commitment in the relationship of leadership behaviour with job satisfaction and job performance there is little attention in previous research on this studies variables despite the importance of this topic. Little or no previous studies has explicitly study the mediating role of organizational commitment on perceived person-organization Fit and job satisfaction. Additionally, some researchers have emphasized the need to study the relationships between organizational commitment and job satisfaction and performance taking into consideration variables such as leadership style, gender and work experience (Al‐Meer, 1989). Inconsistent results are prevalent among many previous studies, thus making further investigation in this direction necessary. Similarly, organizational commitment was chosen as 15.

(23) a mediator because of its significant influences, as mentioned earlier, on individuals’ attitudes such as job satisfaction. In that regard, hypothesis 4 for this study was developed as follows: Hypothesis 4. Organizational commitment has a mediating effect on person-organization fit and job satisfaction.. 16.

(24) CHAPTER III METHODOLOGY This chapter provides the information on the approach about how the research was conducted. The components of this chapter include the research design and framework, the target population for the research and data collection approaches, the instruments used, and data analysis approach. The instruments and reliability of the research construct were adapted. A two set of the same questions were developed online and distributed to some friends to hear their views about which of the designs is more respondent-friendly and easier to understand based on such criteria, the questionnaire design was adopted and will be send to the target population. This study will explore quantitative research approach to provide a credible and reliable group of public sector workers in The Gambia.. Research Framework This study was conducted using an online questionnaire and a hard copy of the research questions which was sent to public sector workers in The Gambia. In order to reach out to a broad group of workers (public), the researcher distributed the questions to a network of friends in The Gambia. The study was conducted with a background of the literature review that was done as a guiding principle to this study. The periphery of the study was perceived person-organizational fit, organizational commitment and job satisfaction and how the variables relate to each other among public sector workers in The Gambia. See Figure 3.1 The independent variable for this study is person-organizational fit. Furthermore, person-organization Fit will serve as a mediator variable between organizational commitment and job satisfaction. The research framework on Figure 3.1 above tries to establish the relationship among person-organizational fit, organizational commitment and job satisfaction which emerged after a review of literatures for this study.. 17.

(25) Organizational Commitment H4 H2. Person-Organization Fit. H3. H1. Job Satisfaction. Figure 3.1. Research framework. Research Hypotheses Hypothesis 1. Person-organization fit is correlated to employees’ job satisfaction. Hypothesis 2. Person-organization fit is correlated to organizational commitment. Hypothesis 3. Organizational commitment is correlated to job satisfaction. Hypothesis 4. Organizational commitment has a mediating effect on person-organization fit and job satisfaction.. Research Procedure In this study, a research procedure was followed. Below is a description of the stages that has been followed. See also figure 3.2. In order to comprehend work that have been done on the research variables, a thorough review of the available academic resources was done. The first step helps the researcher in the process of building background knowledge of the topic. A research topic was identified after a comprehensive literature review in consultation with the researcher’s advisor. Following the review of the literature and the identification of the research topic, the research purpose and questions were developed. From the research purpose, the target population was identified. A research framework was developed from the variables of the study. A quantitative research method was adapted for this study. An online questionnaire was designed to reach to the targeted population for the research. The questionnaire was split into four parts of the three research variables and the fourth being the demographic information. A reference to the research instrument has been adapted from previous research correlated to the variables used in this study with a high reliability. The questionnaires were sent to employees 18.

(26) working in the public sector and for them to share it their co-workers and anyone who fits the criteria of the target population. The second way of collecting the data was sending the questionnaires to social media friends to forwards to the target population of the research. Upon writing chapters one to three, the researcher presented a proposal to a committee of academic researchers and professionals in the present of the advisor. The collected data was coded and analyse using IBM SPSS as the statistical tool. A conclusion of the research was made including a compilation of the findings. The descriptive statistics was used to present the findings in this study. A final presentation was made to the committee to about the overall findings of the research, including but not limited to research findings, recommendations, limitations and a conclusion. Review Literature. Identify Research Topic Develop Research Purpose and Questions. Develop Research Framework and Hypotheses. Conduct Pilot Test. Collect Data. Conduct Pilot Test. Analyze Data Conclude Research Findings. Figure 3.2. Research procedure 19.

(27) Participants and Data Collection In this study, person-organization fit was adopted as the independent variable. While organizational commitment serves as the mediator between perceived person-organization Fit and job satisfaction. Job satisfaction was the dependant variable. The demographic information included in this study is the participant’s gender, age, marital status, educational level, tenure, and the organization they represent including the department and position they work in and their compatibility between their education and work. The population of this study was public sector workers of The Gambia. For sampling the appropriate participants of the study, a sample criteria were set: to be eligible as a participant for this study, the respondent had to meet the following criteria: Firstly, must be an employee working within the public sector of The Gambia (private sector workers) are not eligible for this research. Secondly, must be a full time employee part-time employees are not qualified to take part in this research. This criterion is chosen to narrow down the scope of study in order to specify the result. A total of 327 valid responses was collected for this study. Qusai-experimental approach was used in this study using survey questionnaires to collect and self-report data from the research population. The questionnaire for this research were forwarded to a team of research assistants in The Gambia for onward submission to the target population. For collecting data, hard copy and online version of the questionnaire were made and used. For the online questionnaires, the researcher used snowball sampling by using a network of friends through online. The online version of the questionnaire was forwarded to qualified population of the study who have access to internet for taking part in the research. Unfortunately, only a few were collected through online. The majority of the data were collected through hardcopies. The questionnaire was set into four segments: The first part of the questionnaire comprises questions about person-organization fit. The second part of the questionnaire comprises questions about organizational commitment. The third part contain questions about job satisfaction. The fourth part of the questionnaire contains the demographic data. Completed questionnaires were send back to the researcher for analysis. The online questionnaire was compiled with the hard copies for a collective analysis for the study.. 20.

(28) Measurement A quantitative research approach was used in this study to collect data and examine the relationship between and among the research variables. The measurement of the constructs in this study was followed by the development of a research questionnaire that comprises of multiple items and using a 5-point Likert Scale.. Person-Organisation Fit Person-Organisation Fit is broadly defined as the compatibility between individuals and the organisations they work for (Kristof-Brown et al., 2005; Kristof, 1996; Verquer et al., 2003). Person-organization fit emphases on how fit a person is with an all-inclusive organisation rather than a specific job, vocation, group or supervisor (Kristof, 1996; Verquer et al., 2003). The concept of person-organization fit has been defined either as complementary fit which is describe as a fit an individual has with the organisation and his/her contribution to the fulfilment of the needs of the other), or supplementary fit which is describe as a fit in which an individual and an organisation sharing similar characteristics. Kristof-Brown et al. (2005), complementary fit can further be divided into needs supplies fit (an organisation fulfils the needs of an individual) and demands-abilities fit (the characteristics of the individual fulfil the needs of the organisation). This study adopted a supplementary fit perspective because previous studies have shown that supplementary fit has higher correlations with outcomes than complementary fit (e.g. Kristof-Brown et al., 2005; Cable & DeRue, 2002). Chatman (1989), Lauver and Kristof-Brown’s (2001) person-organization fit three item scale is adopted for this study. The measure uses a 5-point response scale (1= strongly disagree 5 = strongly agree). The Cronbach's alpha value of person- organization fit scale was 0.73.. Organizational Commitment It is generally believed that commitment is the driving force that binds an employee with his or her organization, but there is disagreement concerning the dimension of organizational commitment. Meyer and Allen (1991) is one of the most researched multidimensional form of organizational commitment used. A three-component organizational commitment questionnaire by Natalie Allen and John Meyer is adapted for this study. The measure uses a 5-point response scale (1= strongly disagree 5 = strongly agree).. 21.

(29) Job Satisfaction This study is adapting Minnesota job satisfaction questionnaire (MSQ) short form Weiss (1967), which included 20-items to measure employee job satisfaction which is a dependent variable for this study. The MSQ-short version items are rated on a 5-point Likert scale (1 “very dissatisfied with this aspect of my job”, 2 “dissatisfied with this aspect of my job”, 3 “can’t decide if I’m satisfied or dissatisfied with this aspect of my job”, 4 “satisfied with this aspect of my job” and 5 “very satisfied with this aspect of my job”). Cronbach’s alphas value from previous studies that uses this measurement reported a value range between 0.85 and 0.91 (Fields, 2002).. Control Variables The control variable in this research is a variable which is constant and unchanged in the course of the study. These variables are position, education and tenure which was used to test the relative relationships of the dependent and independent variables. Control variables in its self is not a primary interest of this study. Many theoretical and empirical studies have demonstrated that job characteristics are the primary factor affecting employee job satisfaction (e.g., Hackman & Oldham, 1975, 1980; Loher et al., 1985; Tumer & Lawrence, 1965). For example, Tumer and Lawrence summarized six types of requisite task attributes (variety, autonomy, required interaction, optional interaction, responsibility, knowledge and skill required) for 47 job types that had a positive relationship with employee job satisfaction. Studies have shown that the more educated employees are the lower the job satisfaction (Clark & Oswald, 1996). Prolonged contact with the educational complex may condition workers to expect greater rewards from their employment (Mortimer, 1979) in that higher levels of nonmaterial intrinsic rewards (e.g., interest, autonomy, skill utilization) are needed to satisfy highly educated workers (Seybolt, 1976). Higher educational attainment puts workers at a competitive advantage in competing for jobs with more material extrinsic rewards (e.g., pay and fringe benefits). Job experience models (e.g., Katz, 1981) propose that the determinants of job satisfaction are likely to vary systematically with tenure. These models thus suggest that employee reactions (e.g. job satisfaction) are not only job specific, but time dependent. The main theme guiding job experience models is that tenure (variously defined) affects the manner in which work environment features combine to influence job satisfaction.. 22.

(30) Pilot Study A pilot study was conducted for this study as a preliminary measure for this research. A pilot study was conducted for this study which is important to be done before a formal research was conducted. The sample for this study was 15. The data was mainly collected through the internet (online survey questionnaire). Convenience sampling was used due to the lack of sampling frame. But the results for the online were not easy to collect the final study uses hardcopies. Due to the small number of sample, other statistical procedures were not done. See Table 3.1 for more details.. Table 3.1 Demographic Results of the Pilot Study Variable. Description. Frequency. Percentage. Age. 18~25. 3. 20.0. 2~35. 9. 60.0. 36~45. 3. 20.0. Male. 10. 66.7. Female. 5. 33.3. Single. 7. 46.7. Married. 8. 53.3. 3. 20.0. Bachelor’s Degree. 10. 66.7. Master’s Degree. 2. 13.3. Education. 1. 6.7. Agriculture. 2. 13.3. Health. 2. 13.3. Trade. 1. 6.7. Lands. 2. 13.3. Petroleum. 1. 6.7. Parastatals. 6. 40.0. Gender. Marital Status. Level Education. Institution. of College Certificate. (continued). 23.

(31) Table 3.1. (continued) Position. Tenure. Junior Staff. 4. 26.7. Middle Level Staff. 5. 33.3. Senior Level Staff. 4. 26.7. Top Management. 2. 13.3. Less than 1 Year. 2. 13.3. 1~3 Years. 6. 40.0. 3~5 Years. 2. 13.3. More than 5 Years. 5. 33.3. Table 3.2. Cronbach’s Alpha Results of the Pilot Study (N=15) Cronbach’s Alpha. Variable Name Organizational Culture. .914. Person-Organization Fit. .868. Organizational Commitment. .640. Job Satisfaction. .908. Note: Organizational culture was dropped for the main research.. Peer and Expert Review A routine peer review was conducted for this study. Recommendations and suggestions given were taken into account and necessary adjustments were made. Given the nature of the topic, the researcher invited workers termed as experts working in different public sectors of The Gambia to serve as expert reviewers for this study. In this research, expert review was conducted using convenience sampling to collect data, this is done to understand the suitability of the language accuracy, and to understand the degree to which respondents view the meaning of each question. This was done by sending the questionnaires to the experts to assess the overall questions and hear their opinions about the questions. During the review process, some adjustments were made to best suit the research population and purpose.. 24.

(32) Reliability Analysis A reliability test was conducted to determine the degree at which the Cronbach Alpha value for each of the variables used in this study. This is to determine the internal consistency and reliability for all the dimensions of the variables. See Tables 3.2, 3.3 and 3.4 for details. A reliability analysis was done after collecting data from a sample of 327 to ensure that the quality of the questionnaire was good. The independent variable of this study (person-organizational fit) has 12 questions with a Cronbach alpha value of 0.678. These questions were rated on a Likert scale of 1 to 5 of Strongly Disagree (1) to Strongly Agree (5). See Table 3.3 for more details.. Table 3.3. Reliability Scale: Person-Organization Fit (N=327) Scale. Component (Items). Person-Organization Fit. POF1, POF2, POF3, POF4, POF5, POF6,. Cronbach α .678. POF7, POF8, POF9, POF10, POF11, POF12. The mediating variable of organizational commitment has 13 questions with a Cronbach alpha value of 0.719. The questions were rated on a Likert scale of 1 to 5 from Strongly Disagree (1) to Strongly Agree (5). See Table 3.4 for more details.. Table 3.4. Reliability Scale: Organizational Commitment (N=327) Scale. Component (Items). Organizational Commitment OC1, OC2, OC3, OC4, OC5, OC6, OC7, OC8,. Cronbach α 0.719. OC9, OC10, OC11, OC12, OC13. The dependent variable of job satisfaction uses the short version of Minnesota job satisfaction questionnaire with 20 questions with a Cronbach alpha value of 0.744. The questions were rated on a Likert scale of 1 to 5 from strongly disagree (1) to strongly agree (5). See Table 3.5 for more details.. 25.

(33) Table 3.5. Reliability Scale: Job Satisfaction (N=327) Cronbach α. Scale. Component (Items). Job Satisfaction. JS1, JS2, JS3, JS4, JS5, JS6, JS6, JS7, JS8, JS9, JS10,. 0.744. JS11, JS12, JS13, JS14, JS15, JS16, JS17, JS18, JS19, JS20. Methods of Data Analysis The researcher for this study uses statistical software IBM SPSS version 23 for the analysis of the research results. Descriptive statistics was applied to show the distribution of the data in order to get a clear picture of sample characteristics. The descriptive data was used to analyse the frequency and distribution of the different variable items. For the descriptive statistics, the researcher will use it to describe and summarize the data collected for the study. By so doing, the researcher organizes data in a more comprehensive and meaningful way by calculating numerical indexes which includes means and standard deviation, allowing for easier interpretation of collected data. The statistical analysis procedures included in descriptive analysis and Chi-squared test. Pearson’s correlation analysis was conducted to examine the linear relationship among organizational commitment, person-organization fit and job satisfaction. Chi-squared test was conducted to test the normal items of the study.. Correlation Analysis The Pearson correlation analysis was used to examine the direct and linear relationship between the variables of the study. The correlation will be utilized to comprehend the relationship between the variables. Linear, multiple and hierarchical regressions will be used to test the influence of the variables. For this study, a coefficient of -1 means there is a negative correlation between two variables while +1, means there is a positive correlation between two variables.. 26.

(34) CHAPTER IV RESULTS AND DISCUSSIONS This chapter presents the main findings of the research. It consists of three sections. The first session provides information on the characteristics of the sample in which the study was conducted. In the second session, the descriptive statistics of the study is provided. Lastly, the third section provides information about SPSS findings of the main study.. Descriptive Statistics Results Sample Characteristics The research questionnaire was distributed and collected using two mediums, one is through hard copy and the other is through online. A total of 327 valid responses were collected from employees of The Gambia public sector. The characteristics of the respondents are presented in Table 4.1. Demographic variable items include gender, age, marital status, name of organization/institution, current position, tenure and educational level. Majority of the respondents were male (211) accounting for 64.5 percentage of the population, in the same vein, the female respondents totals to 116 accounting for 35.5 percentage. The age of the respondents is from different groups, 79 respondents accounting for 24.2 is from the age bracket of 18~25, most of the respondents was from the ages of 26~35 with a respondent’s population of 125 accounting for 38.2 percentage, for the age bracket of 36~45, a total of 89 responses was collected adding to 27.2 percentage of the respondents, for the age bracket of 46 and above, 34 responses was collected which adds to 10.4 percentage. For marital status item, a higher percentage of respondents were single (166) accounting for 50.8 percentage, in contrast, 161 of the respondents are married accounting for 49.2 percentage of the respondents. For the educational background of the respondents, 207 respondents completed their high school education and acquired college certificate accounting for 63.3 percentage. 89 respondents got bachelor’s degree accounting for 27.2 percentage. 29 respondents acquired a master’s degree accounting for 9.5 percentage of the total respondents. For the public sector institution in which the respondents work in, 111 respondents accounting for 33.9 percentage worked with educational institutions. 52 respondents accounting for 15.9 percentage of the respondents worked for the ministry of agriculture, 54 respondents accounting for 16.5 percentage worked for the ministry of health, 30 respondents 27.

(35) accounting for 9.2 percentage worked with the ministry of interior, 25 respondents accounting for 7.6 percentage worked for the ministry of transport, works and infrastructure. 55 respondents accounting for 13.1 worked for various parastatals. For the current position of the respondents, 103 respondents accounting for 31.5 percentage are junior level staff, 102 respondents accounting for 31.2 percentage are middle level staff, and 109 respondents accounting for 33.3 percentage are senior level staff while 13 respondents accounting for 4.0 percentage are in the top level management. The tenure of the respondents is of various range, 32 respondents accounting for 9.8 percentage spends less than one (1) year in their current organization, 88 respondents which accounts for 26.9 percentage spends between one (1) and three (3) years, 70 respondents accounting for 21.4 percentage spends between three (3) and five (5) years which 65 respondents accounting for 19.9 percentage spends between five (5) and ten (10) years and 72 respondents accounting for twenty two (22) percentage spends over ten (10) years in their current organization. See Table 4.1 for more details.. Table 4.1. Results of the Demographic Characteristics of the Sample (N=327) Variable. Description. Gender. Age. Marital Status. Position. Frequency. Percentage (%). Male. 211. 64.5. Female. 116. 35.5. 18~25. 79. 24.2. 26~35. 125. 38.2. 36~45. 89. 27.2. 46 and Above. 34. 10.4. Single. 166. 50.8. Married. 161. 49.2. Junior Level Staff. 103. 31.5. Middle Level Staff. 102. 31.2. Senior Level Staff. 122. 37.3 (continued). 28.

(36) Table 4.1 (continued) Tenure. Level of Education. Name of Institution. Less than 1 Year. 32. 9.8. More than 1 to 3 Years. 88. 26.9. More than 3 to 5 Years. 70. 21.4. More than 5 to 10 Years. 65. 19.9. More than 10 Years. 72. 22.0. College Certificate. 206. 63. Bachelor’s Degree. 90. 27.5. Master’s Degree. 31. 9.5. Ministry of Education. 111. 33.9. Ministry of Agriculture. 52. 15.9. Ministry of Health. 54. 16.5. Ministry of Interior. 30. 9.2. Ministry of Transport. 25. 7.6. Parastatals. 43. 13.1. The Public Sector of The Gambia is broad and comprises of many ministries and departments. The parastatals are institutions that are subsidies by the government but are run independently. See Table 4.2 for a list of ministries and departments covered in this study. Table 4.2 Selected Departments Ministry. Department. Education. Gambia College, Basic and Secondary Education, Higher Education, University of The Gambia. Agriculture. Water Resource, Department of Forestry, Fisheries National Agriculture Research Institute. Health. Food and Quality Assurance, National Nutrition Agency. Interior. The Gambia Police Force, The Gambia Immigration, Drug and Law Enforcement Agency (continued). 29.

(37) Table 4.2. (continued) Transport. National Road Authority, Lands and Survey, Physical planning. Parastatals. Gambia Revenue Authority, Gambia Ports Authority, Gambia, Radio and Television Services, Gambia Telecommunications Cellular Company Limited, Social Security and Housing Finance Cooperation, National Water and Electricity Company Gambia Civil Aviation Authority. Psychometric Characteristics of the Measurement This section gives an overview of the mean and standard deviation of each of the study dimensions. The questions for this study have no reverse codes. For the questionnaire items and the fractional validity of measures are appropriate. The factorial validity analysis was within an acceptable fit indexes range. The analysis of the mean scores, standard deviations analysis of the variables is tabulated.. Descriptive Statistics Results of Person-organizational Fit Perceived person-organization Fit was measured using 12 items of 5-point Likert scale ranging from strongly disagree (1) to strongly agree (5). Table 4.2 gives the descriptive analysis of Person-organizational fit. From the analysis, the highest mean score was found to be ‘POF10’: I have the abilities and skills that my organization demanded from me (M=3.97). This means that on average, participants perceived that they have above average abilities and skills that their organizations demanded from them. The lowest mean score was found to be ‘POF8’: My organization meets all my expectations (M=2.72). This means that participants perceived that their organizations meet their expectations below average. Participants were more fairly consistent in answering item ‘POF5’: I believe that there is a strong congruence (similarity) between my organization and my personal values, since it has the lowest standard deviation (SD=1.047). Participants were least more consistent in answering the items ‘POF1’: The things that I value in life are very similar to the things that my organization values (SD=1.265), ‘POF4’: I can work in this organization without giving up my principles (SD=1.265), and ‘POF9’: The number of organizations to satisfy my needs better than my present organization is less (SD=1.265). See Table 4.3. 30.

(38) Tables 4.3. Descriptive Statistics Results of Person-Organizational Fit Code POF1. Questionnaire Items The things that I value in life are. Mean. Std. Dev.. 3.02. 1.265. 2.95. 1.225. 3.27. 1.123. 3.52. 1.265. 3.32. 1.047. 3.34. 1.073. 3.53. 1.065. very similar to the things that my organization values POF2. My personal values match my organization's values and culture. POF3. My organization's values and culture provide a good fit with the things that I value in life. POF4. I can work in this organization without giving up my principles. POF5. I believe that there is a strong congruence (similarity) between my organization and my personal values. POF6. In my organization, there are a lot of people we exhibit similar behaviour related to the work. POF7. I can say that I share common feelings with my workmates on many points. (continued). 31.

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