ORGANIZATIONAL COMMITMENT OF WORKERS AND LEADER-MEMBER EXCHANGE:THE MEDIATING EFFECT OF INTERPERSONAL FACILITATION AND INTRINSIC MOTIVATION.
Faculty: Social Sciences
Joe-Akunne, C. O
Mbanefo, A. C.
This study examinedorganizational commitment of workers and leader-member exchange: the mediating effect of interpersonal facilitation and intrinsic motivation. The study was a cross sectional survey research that employed correlational design. Six hundred and twenty seven (627) participants comprising of 343 males and 284 females aged between 19–62 years with a mean age of 34.41 years and standard deviation of 9.61 were involved in the study. These participants were workers in fifteen organizations in the commercial cities: Awka, Onitsha and Nnewi in the three senatorial zones of Anambra State. Four instruments were used: Organizational Commitment scale (OCS) by Meyer, Allen, (1993), Leader-Member Exchange scale (LMX) by Liden and Maslyn, (1998), Interpersonal Facilitation scale (IFS) by Van Scotter and Motowidlo, (1996) and Intrinsic Motivation scale by Altindis (2011). Three hypotheses were tested in the study using Mediated Multiple Regression Analysis and Pearson Product Moment Correlation Statistics. The first hypothesis which predicted that leader-member exchange will have a significant correlation with organizational commitment was confirmed (r = .30, P<.01). The second hypothesis which stated that Interpersonal facilitation will mediate the relationship between leader-member exchange and organizational commitment was accepted (B = .15**, P<.001). The third hypothesis which stated that intrinsic motivation will mediate the relationship between leader-member exchange and organizational commitment was also accepted (B = .06*, P<.01). Based on the findings, it is recommended that managers and supervisors should improve subordinate and supervisor relationships and interactions as well as motivation in organizations. Implications of the study were drawn. Conclusions andSuggestions for further studies were made.
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