AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page32 AREVIEWOFLITERATUREONWORKENVIRONMENT ANDWORKCOMMITMENT:IMPLICATIONFORFUTURE RESEARCHINCITADELSOFLEARNING OlukunleS.Oludeyi TaiSolarinUniversityofEducation,OgunState,Nigeria Abstract Africaneducationsystemisnotwithoutimpedimentstoitsloftygoalsoftrainingandsupplyinghighlyskilledmanpowerwhicharecapableofaidingherinherquestforgrowthanddevelopment.Inclusiveoftheseimpedimentsis thecommitmentofstafftowardsworkincampuscommunities.Empiricalstudiesaddressingjobcommitmentsof workersinwagelabourhaveidentifiedanumberofareasofconcernsforimprovement.Prominentamongthese areasarework-relatedphenomenawhichfallwithinthefourwallsoforganisations.Yetthereisdearthofempirical worksdiggingintotheenvironmentofcitadelsoflearningwithaviewtoexplainingworkcommitmentsofstaff therein.Thispaperreviewedconcepts,theoriesandempiricalliteratureinordertounveilnewareasforfuture researchregardingworkenvironmentandstaffcommitmentincampuscommunities.Ifempiricalprobingisdone tofillthegapsuncoveredinthisreview,thescopeofourknowledgewillbewiden,jobcommitmentamongstaffin educationalinstitutionswillbebetterunderstoodandpossibledeclinewillbemitigated. Keywords:campuscommunities,jobcommitments,literaturereview,research,workenvironments. JELclassification:M12 INTRODUCTION Campuses,likeeveryothermicrocosmsofthelargersociety,compriseofvariousinterpersonal, academic,socio-economic,political,andmostimportantlyemploymentrelationships.Itisaspectacular kindofworkplaceenvironments;aconglomerationofintellectualsandwellinformedindividualswho hailfromdifferentsocio-cultural,ethnicandreligiousenvironmentsandconvergeineducational institutionstopursuedifferentaimsandobjectives(Akinsanya&Oludeyi,2013:65).Thediversenature ofpeople’sdemographicandprofessionalcharacteristics,viz-a-vizeducation,orientation,experience, culture,identity,sex,religion,skills,etc.,makesindividualstoreactdifferentlytoworkplacesandwork environmentstimuli.Thesedifferencesalsoreflectinstaffcommitmenttoworkasshapedbyvariables withincampusenvironments.Theessenceofcommitmentofstaffintheworkplaceisonthefactthat highlycommittedemployeesperformbetteronthejobandarelesslikelytoexhibitsuchanomalistic workplacebehaviourashighabsenteeismorpresenteeism,voluntaryturnover,apathy,ineptitude, sabotage,amongothers.(Oludeyi,2015:10) Today,currentglobalchallengesarenotunconnectedtohumanbehaviourandbehavioursare betterreformedthroughexposuretoadequateandqualityfunctionaleducation.Thisisbecause universities,especiallyinAfricancontinents,areestablishedwiththeaimsoftrainingandsupplying highlyskilledmanpowertomanageandorderchangebywayoftechnologicalrebirth;producingpolitical andadministrativeelitestomanstatestructures;setstandardsofsocietalvaluesandethos;andchampion societalrenewalviaculturalcreativitynourishedbybetterknowledgeandunderstandingofthecultural heritage,higherlivingstandards,internalandinternationalharmonyandpeacebasedonhumanrights, democracy,toleranceandmutualrespect(UNESCO,1998).Iftheseareachievedthroughuniversity system,majorproblemsobstructingtheAfricandevelopmentwouldhavebeenmitigated.Thisshowsthe crucialrolesuniversitiesandotherhigherinstitutionsoflearningplayinthedevelopmentofAfrican nations.Unfortunately,Africaneducationsystemisnotwithoutimpedimentstotheseloftyaims. AccordingtoOnma(2012),theproblemofeducationinAfricaisnotlackoftheinstitutionstoperform theroleofimpartingeducationtocitizens,butthepoorservicedeliveryandpoormanagementofthe citadelsoflearning.However,sinceuniversitiesandeveryotherorganisationisacompositionofpeople, itmaybelogicalthatpeople’sperformancesare,byextension,organisationalperformance(Huselid, 1995;BinDost,Ahmed,Shafi,&Shaheen,2011;Solomon,Hashim,Mehdi&Ajagbe,2012).Inother HRM22015511print:HRM 06.11.2015 17:59 Page32 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page33 words,poorcommitmentonthepartof,orthefailureofpeoplewhoundertakedifferenttasksinor outsidethefour-wallsofuniversitiesislogicallythereasonforinstitutionalfailure.Thisisindicatedin thestudyofTella,Ayeni,andPopoola(2007)thatwell-managedorganizationsusuallyseeaverage workersastherootsourcesofqualityandproductivitygains.Suchorganizationsdonotlooktocapital investment,buttoemployees,asthefundamentalsourceofimprovement.Toachievesuchimprovement thereisneedtomakeemployeessatisfiedandcommittedtotheirjobsinacademicandresearchlibraries, atthevariouslevels,departments,andsections.Douniversityorcampusenvironmentfosteremployees tobecommittedtotheirwork?Thisfundamentalquestionmaynothavebeenadequatelyaddressedsince researchonjobcommitmentinivorytowersisscantywithinthebodyofempiricalliterature.Empirical studiesaddressingjobcommitmentsofworkersinwagelabourhaveidentifiedanumberofareasof concernsforimprovement.Prominentamongtheseareasarework-relatedphenomenawhichfallwithin thefourwallsoforganisations.Yetthereisdearthofempiricalworksdiggingintotheenvironmentof citadelsoflearningwithaviewtoexplainingworkcommitmentsofstafftherein.Withparticularfocus onAfricancontexts,thisreviewaimstounveilnewareasforfutureresearchintoworkenvironmentand commitmentincampuscommunities. CONCEPTUALREVIEW THEWORKENVIRONMENT Manyscholarshaveattemptedconceptualizingtheworkingenvironment.Perhapsitmaybe definedinitssimplestformasthesettings,situations,conditionsandcircumstancesunderwhichpeople work.ItisfurtherelaboratedbyBriner,(2000)asaverybroadcategorythatencompassesthephysical setting(e.g.heat,equipmentsetc.),characteristicsofthejobitself(e.g.workload,taskcomplexity), broaderorganizationalfeatures(e.g.culture,history)andevenaspectsoftheextraorganizationalsetting (e.g.locallabourmarketconditions,industrysector,work-homerelationships).Itmeansthatwork environmentisthesumoftheinterrelationshipthatexistsamongtheemployeesandtheemployersand theenvironmentinwhichtheemployeesworkwhichincludesthetechnical,thehumanandthe organisationalenvironment.Opperman(2002)wasquotedinYusufandMetiboba,(2012),todefine workplaceenvironmentascompositionofthreemajorsub-environmentswhichincludethetechnical environment,thehumanenvironmentandtheorganisationalenvironment.Accordingtothemtechnical environmentreferstotools,equipment,technologicalinfrastructureandotherphysicalortechnical elementsoftheworkplace.Thehumanenvironmentincludesthepeers,otherswithwhomemployees relate,teamandworkgroups,interactionalissues,theleadershipandmanagement(p.37).Thehuman environmentcanbeinterpretedasthenetworkofformalandinformalinteractionamongcolleagues; teamsaswellasboss-subordinaterelationshipthatexistwithintheframeworkoforganisations.Such interaction(especiallytheinformalinteraction),presumably,providesavenuefordisseminationof informationandknowledgeaswellascross-fertilizationofideasamongemployees.Ofcourse,ithasbeen establishedinpreviousstudiesthatworkers’interpersonalrelationsatworkplacetendtoinfluencetheir morale(seeClement,2000;Stanley,2003).Hypothetically,whateveraffectsmoraleonthejobislikely toaffectjobcommitment.AccordingtoYusufandMetiboba,(2012)thethirdtypeofworkenvironment, organisationalenvironmentincludessystems,procedures,practices,valuesandphilosophieswhich operateunderthecontrolofmanagement.InthewordsofAkintayo(2012)organisationalenvironment referstotheimmediatetaskandnationalenvironmentwhereanorganizationdrawsitsinputs,processes itandreturnstheoutputsinformofproductsorservicesforpublicconsumption.Thetaskandnational environmentincludesfactorssuchassupplier’sinfluence,thecustomer’srole,thestakeholders,socioculturalfactors,thenationaleconomy,technology,legislations,managerialpoliciesandphilosophies. Allthesegoalongwayininfluencingpeople’spsychandattitudetowardswork. Thesethreetypesofenvironmentscanfurtherbecategorizedintotwobasictypes,basedonthe influencetheyexertonthepeopleatwork.Inhisstudyofemployeepersonalityprofileatworkasinfluenced bytheworkingenvironment,Kyko(2005)positsthatemployeepersonalityprofileisnotstatic.Itisdynamic andchangeswiththeworkingexperiencesintheorganizationenvironment.Hence,manyauthorsclassifythe workenvironmentintoconduciveandtoxicenvironments(seeAkinyele,2010:302;Chaddha,Ravi&Noida, 2011:121;Yusuf&Metiboba,2012:37;Assaf,&Alswalha,2013).Conduciveworkplaceenvironmentsgive HRM22015511print:HRM 06.11.2015 17:59 Page33 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page34 pleasurableexperiencestotheemployeesandhelpthemactualizeinthedimensionsofpersonalityprofile whiletoxicworkplaceenvironmentsgivepainfulexperiencesandde-actualizeemployees’behaviour.Kyko believesthatirresponsibleoruncommittedemployeescanchangetoberesponsibleandbemorecommitted tojobinconduciveworkenvironmentbecausesuchenvironmentsreinforcetheself-actualizingtraitsinthem. Whilereversemaybethecaseundertoxicenvironment.Itisthesetwokindsofworkplaceenvironmentthat servesasconceptualframeworkofthisstudy.Workplaceenvironmentisthusdefinedinthisstudyassumof theinterrelationshipbetweenemployeesandemployersandtheenvironmentinwhichtheyoperatewhich maybeconduciveortoxic.Intheuniversitycontexts,howcantypesofworkenvironmentbecategorised? Sincecampuscommunityisaspectacularkindofworkenvironmentwhichdifferinalotofwaysfromother manufacturingorservicebasedorganisationsfromwhichpreviousresearchhavededucedthetwotypesof workenvironment,wemayneedtobroadenourhorizononthesetwotypesofworkenvironmentby investigatingwhatcouldbetoxicorconducivetoworkersincampuscommunities. COMPONENTSOFWORKPLACEENVIRONMENTS Workenvironmentshavemanyproperties,componentsorfactorsthatmayaffectbothphysical andpsychologicalwell-beingofworkers(Briner,2000).Howwellemployeesengagewithfactorsin theirworkingenvironmentsinfluencestoagreatextenttheirerrorrate,levelofinnovationand collaborationwithotheremployees,absenteeismandultimately,howlongtheystayinthejob (Chandrasekar,2011)whichisafunctionoftheircommitmenttowardswork.Chandrasekaridentified twelvefactorsinworkplaceenvironmentwhicheitherleadtoengagementordisengagementofworkers. Thesefactorsinclude:goal-setting,performancefeedback,rolecongruity,definedprocesses,workplace incentives, supervisor support, mentoring/coaching, opportunity to apply new skills, job aids, environmentalfactors,andphysicalfactors.Athoroughunderstandingofthesevariablesmakesitpalpable thattheyareidentifiedalongwithmanyotherfactors,refinedandcompressedintosixfactorsbyKyko (2005).Heidentifiedsixfactorsthathavedeterminantseffectsonwhetherworkplaceenvironmentwill beconduciveortoxic.Thesefactorsarelistedthus: Opaquemanagement:thisfactorconsistsofsuchissuesasunclearvision,mission,goals,or objectives;badlydefinedsystems,policies,regulationsorrules;ambiguousroles;violatedmanagement principles;idleandinefficientlyusedofresources;disruptionofunityofcommand;whenpeopleget awaycheatingornotperformingtheirduty. Boss:bosswhoplaysfavouritismshowingpreferenceforonesetofsubordinatesoverotherson theirfunctions;bosswhodoesnotgiverecognitionforperformance;bosswhoclaimscreditfor subordinate’sachievement;bosswhocensorsthegoodperformanceoftheemployeetothehigher management;bosswhobreaksemployee’sself-esteem;bosswhofailstogiveclearinstructionsand directions;bosswhowithholdsvitalinformationfromtheemployeewhereinformationisvitalforthe efficientperformanceofthejob;bosswhoblamesemployeeifthingsgowrong;bosswhosaysonething anddoesanother;bosswhoisnotdecisive-subsequentlyemployeedoesnothaveasenseofdirection; bosswhoplays“God”withtheperformanceappraisal;bosswhodelegatesresponsibilitywithoutthe authoritytoact-curtailingtheemployee’sself-esteem. Companypolicies:Win-losepolicies,centralizationofpower,creatingprivilegedgroupsinthe organization,closeddoorpolicy,poorfringebenefits,toomuchredtape. Workingconditions:Hotandnoisyworkingenvironment,unsafeworkconditions,dirtywork environment,insufficientresources,oldtechnology,oldmachinery. Interpersonalrelationships:Unhealthypoliticking,lackofcooperationamongworkers,back stabbing,empirebuilding,rumourmongering,alienation,mistrust,sabotage. Pay:Paybelowthemarketrate. Itmaybeofinteresttofurtherinquireintowhichofthesefactorsinworkplaceenvironmentsexert moreinfluenceorcontributemoretojobcommitmentamongmaleandfemalestaffincampussettings. Thebasicquestioniswhichofthefactorsdostaffmembersoftheuniversitiesconsideredasconstituting toxicenvironment?Anempiricalprobingandanswertothisquestionwillserveasaguidetogovernment authoritiesatfederalandstatelevel,educationalpolicymakers,universityadministratorsandeducational policymakerstoidentifywhichfactorsincampusenvironmentneedurgentmodification/attentionand whichisnot. HRM22015511print:HRM 06.11.2015 17:59 Page34 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page35 JOBCOMMITMENT Dixit,andBhati,(2012)revealedthattheconceptoforganizationalcommitmentwasderived fromWhyte’sarticlein1956,TheOrganizationMan,whichstatesthatcommitmentcomesintobeing whenapersonlinksextraneousinterestswithaconsistentlineofactivitybymakingasidebet.Inthis review,organisationalcommitmentisusedsynonymouslywithjobcommitmentbothofwhichentails morepsychologicalconceptsthanenvironmentalfactorsofworkplace.YusufandMetiboba,(2012) submitthatjobcommitmentisapsychologicalstatethatcharacterizestheemployee’srelationshipswith theorganisation;andhasimplicationsforthedecisiontocontinueordiscontinuemembershipinthe organisation.Jobcommitmentthereforeentailsattitudeororientationtowardstheorganizationwhich linksorattachestheindividualorworkertotheestablishment.Itisaprocesswherebythegoalsofthe individualorworkerareincreasinglyintegratedwiththatoftheorganization.Jobcommitmententails threecomponents–workers’readinesstoexerteffortonbehalfoftheorganization;workers’acceptance oforganizationalgoalsandvalues;andworkersdesirestoremainwiththeorganization(Ogaboh, Nkpoyen&Ushie,2010).Otherresearchershavecategorisedcommitmenttoinclude(a)somethingof thenotionofmembership(b)reflectingthecurrentpositionoftheindividual(c)havingspecialpredictive potentials,providingpredictionsconcerningcertainaspectsofperformance,motivationtowork, spontaneouscontribution,andotherrelatedoutcomes;and(d)italsosuggeststhedifferentialrelevance ofmotivationalfactors(Dixit&Bhati,2012).Thecomponentsorcategorisationofjobcommitmentas advancedbyOgabohetalandDixitdonotenjoywideracceptabilitybyresearchersasdothecomponents postulatedbyMeyerandAllen(1991,1993).Infactitisasiftheconceptofjobcommitmentwouldnot besufficientlymeaningfulwithoutdefiningitinthemannerthatMeyerandAllendid.Jobcommitment accordingtothemisdefinedastheforcethatbindsanindividualtoacourseofactionrelevanttooneor moretargetsonthejob.Employeesarethereforebelievedtoexperiencethiscommitmentinthreebases, ormind-setsthatplayaroleinshapingbehaviour:affective,normative,andcontinuance,(Meyer& Herscovitch,2001;Jaros,2007;McMahon,2007;Sundas,Noor&Shamim,2009;Ogabohetal.,2010; Yusuf&Metiboba,2012). Affectivecommitmentistheemployee’spositiveemotionalattachmenttotheorganisation (Meyer&Allen,1991,1993).Aworkerwhohassuchaffectivecommitmenttothejobstronglyidentifies withthegoalsoftheorganisationandremainsloyaltotheorganisation.Suchcommitmentisaffective becauseitisapersonaldecisionoftheemployeetobecommittedtotheorganisation(seeMeyer&Allen, 1991,1993;Sundasetal.,2009;Ogabohetal.,2010;Yusuf&Metiboba,2012).Inotherwordsaffective commitmentreflectscommitmentbasedonemotionaltiestheemployeedevelopswiththeorganization primarilyviapositiveworkexperiences. Continuancecommitmentisunderstoodtocomefromtheperceivedcostassociatedwithleaving theorganization,suchasgivinguppensionplansandprofitsharing(Ogaboh,Nkpoyen&Ushie,2010). InthewordsofYusufandMetiboba(2012),whenanindividualcommitstotheorganisationbecause he/sheperceiveshighcostsoflosingorganisationalmembership,includingeconomiccosts(suchas pensionaccruals)andsocialcosts(friendshiptieswithco-workers)thatwouldbeincurred,suchemployee remainsamemberoftheorganisation.AccordingtoMcMahon(2007)continuancecommitmentissaid tooccurwhenanemployeeremainswithanorganizationlargelyoutofneed,whetherduetolackof alternativesorcostsassociatedwithleaving,suchaslossofincome,seniorityorretirementbenefits.Such commitment(asaresultoftheneedtocontinuewithorganisation)iscontinuancecommitment. Normativecommitmentisthethirdcomponentofjobcommitmentwhichimpliescommitment resultingfromperceivedobligationonthepartoftheemployees.Suchanobligation,accordingto McMahon(2007)resultsfromaperson’sinternalisednormativepressures.Acommittedpersonmay behaveinawayinwhichtheydonotimmediatelyconsiderpersonalbenefitsbutbecausetheybelieve thatcourseofactiontobethemorallyrightbehaviour.Forinstance,employeemayhailfromafamily backgroundorsocialupbringingwhereitisconsideredasessentialnormforonetobeloyaltoone’s organisationandsoheorsheremainswiththeorganisationforthisreason.Normativecommitmentmay alsodevelopinindividualemployeeswhoseemployeroffersrewardsinadvanceofactualwork,suchas payingtuitionfee,oriftheorganizationgoestogreatlengthorcosttotraintheemployee(McMahon, 2007).ItisonthisnotethatYusufandMetiboba(2012)givesanotherexampleofsourcesofnormative commitment.Theysubmitthatwhenorganisationhasinvestedmuchintrainingtheemployeewhothen HRM22015511print:HRM 06.11.2015 17:59 Page35 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page36 feelsamoralobligationtoputfortheffortonthejobandstaywiththeorganisationto“repaythedebt”. Suchcommitmentisneitherasaresultofemotionalaffinity,norasresultoftheperceivedhighcostof meetingcertaintargets,butasaresultofperceivedobligation. Insimpleterms,thesethreedimensionsofjobcommitmentimpliesemotionalties(affective) perceivedsunkcostsinrelationtoatarget(continuance)andperceivedobligation(normative).With affectivecommitment,employeesarecommittedtothejobbecausethey“wantto”.Withcontinuance commitmentemployeesarecommittedtothejobbecausethey“haveto”.Withnormativecommitment, theyarecommittedbecausethey“oughtto”Thesethreetypesofcommitmentsbegsforapplicationto, andempiricaltestingamongstaffofcampuscommunities.Itwillbeinterestingtoexpandourscopeof knowledgeonhowacademicstaff,nonteachingstaffandstudentsalikemaybecommittedtoaparticular higherinstitutionoflearningbecausetheyhaveemotionalaffinityto,orbecausetheymayperceivehigh costofleaving,orbecausetheyfeelobligedto.Willtherebevariationsinthesedimensionsbasedon publicorprivateinstitutionsoflearning? THEORETICALINSIGHT IntheTheoryofWorkAdjustment(TWA)developedbyDawesandLofquistintheUniversity ofMinnesotain1984,thegoalwastoprovidetheoreticalframeworkthatwilldescribeorexplainthe relationshipamongindividualsatworkandtheirworkenvironment.Workisthereforeperceivedand conceptualizedasaninteractionbetweenanindividualandaworkenvironment.Thisworkenvironment requiresthatcertaintasksareperformed,andtheindividualbringsuptheneededskillstoperformthe tasks.Asanexchangerelationship(betweentheindividualandtheenvironment),theindividualalso requirescertaincompensationorrewardsforworkperformanceandcertainpreferredconditions,such asasafeandcomfortableplacetowork.Fortheinteractiontobemaintainedandjobtocontinue,the workplaceenvironmentandtheindividualmustcontinuetomeeteachother'srequirements(Dawes& Lofquist,1984).Thedegreetowhichtherequirementsofbotharemetiscalledcorrespondence.Thisis whyTWAisalsoknownasPerson–EnvironmentCorrespondenceTheory. ThiswasputinotherwordsbyWinter(2009)asthemorecloselyaworker’sabilities(suchasskills, knowledge,experience,attitude,behaviours,etc.)correspondwiththerequirementsoftherole,orthejobor theorganisation,themorelikelyitisthattheworkerwillperformthejobwell.Thebetterheperformsthe jobisperceivedassatisfactorybytheemployer.Inexchange,themorecloselythereinforcers(rewards)of theroleororganisationcorrespondtothevaluesthatapersonseekstosatisfythroughtheirwork,themore likelyitisthatthepersonwillperceivethejobassatisfying.AndSatisfyingindicatestheworkadjustment oftheindividualwiththeworkenvironmentandoftheworkenvironmentwiththeindividual.Work adjustmentistheprocessofachievingandmaintainingcorrespondence(wherecorrespondenceisthedegree towhichindividual’sneedsandenvironment’sneedsforthejobarebothmet). Onthepartoftheindividual,asinthecaseofthisstudy,workadjustmentmayalsobecategorised aseithercommittedadjustmentornon-committedadjustment.Sincesatisfyingindicatesadjustmentand satisfyingcomesfromtheabilityoftheenvironmenttomeetupwithindividualrequirement(interms ofneedsorrewards),thensatisfyingmaybeseenasapredictorofjobcommitment.Itmaytherefore followthatifindividualworkersareunsatisfiedwiththeabilityoftheenvironmenttomeetup(or correspond)withhisorherneed,heorsheislikelytoexhibitalowornojobcommitment.Afterall, empiricalstudies(suchasDanish&Usman,2010;Odunlade,2012)havedemonstratedthatrewardsand recognitionoffermorejobsatisfactiontoemployees. However,Dawes(1994)acknowledgedthatthecorrespondencebetweenpersonandenvironment maynotbeperfect,perhapsbecausethepersonchosethewrongcareerortheemployerchosethewrong candidate.Evenagoodcorrespondencemaychangeovertime.Theperson’sskillsmightdevelopsothat theyoutgrowtheirroleortheirprioritiesmaychangebecauseofnon-workcommitments.Thenatureof thejoborthenatureoftherewardsanemployerisabletooffermayalsochange(Winter,2009). Theforgoinghasimplicationforthisstudy.Whereemployeesperceivesomefactorsinworkplace environmentasunsatisfying,thensuchenvironmentmaybeconstruedasbeingtoxic.Hence,foran environmenttobeperceivedassatisfying(conducive),thePerson-Environmentrelationshipmustbe corresponding(i.e.therequirementofPandEmustbemet).Wherethereisalackofcorrespondence meansthatjobcommitmentmaybeaffected.Sinceallorganisations,eveninthesameindustryandsame HRM22015511print:HRM 06.11.2015 17:59 Page36 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page37 lineofoperationsorbusiness,arenotallthesameinstructure,culture,vision,mission,etc.;whileno individualsareofsamecharacter,attitudesandpersonality;jobcommitmentundoubtedlywillvaryfrom individualtoindividualandfromenvironmenttoenvironment.Thesefurthershowstheneedforempirical probingintothevariousgapsidentifiedinthisreview. EMPIRICALSTUDIESONWORKENVIRONMENT ANDJOBCOMMITMENT Empiricalstudiesaboundwhichattemptedtolinkworkplaceenvironmentalfactorstoother employeesfactors.ThestudyofTio(2014)used74sampleswithmultipleregressionanalysistomeasure thesignificanceofworkenvironmentonjobsatisfactionamongstaffofaparticularorganisation.The studyfoundthatworkenvironmentsignificantlydeterminesjobsatisfaction.Thisresultcorroborates findingsofpreviousresearchthatinvestigatedtheconnectionbetweenvariablesinworkplace environmentandworkforceorworkprocess(seeNakpodia,2011;Vikas&Ravis,2011;Akinyele,2010; 2007;Junaidaetal.,2010;Taiwo,2010). Otherresearchworkshavebeenspecificonfactorsinherentintheworkplaceenvironment.For instance,Ali,AbdiazizandAbdiqani(2013)investigatedandfoundthatworkingconditionswas significantlyrelatedtoemployeeproductivitiesinmanufacturingsectors.Withparticularfocusonsuch variablesascomfortlevelandtemperatureintheofficework,thestudyofJunaidaetal.,(2010) investigatedthephysicalworkenvironmentonstaffproductivity.With150participantsamongcivil servantsintheMinistryofYouthandSportsinMalaysia,thestudyrevealedthesameresult.Thiswas howeveronworkplaceenvironmentandemployeeproductivity. ThestudyofDemet(2012)alsorevealedasignificantpositiverelationshipbetweenworkplace qualityandproductivityamongbankworkerswhileFaridah,Rahmatul&Razidah(2012)deviatealittle fromthetrendinresearchonworkplaceenvironment.Theystudiedorganisationalenvironment-behaviour anditsinfluenceonsafetycultureinorganisation.Intheiropinion,asorganisationbehaves,sodoesthe workingenvironment,andthisbehaviourdeterminesthelevelofsafetyconsciousnessamongstaff. Regardlessofwhichenvironmentalvariableswereexamined,thereseemtobeageneralcensusamong theseresearchers.Itisgenerallyconcludedthatworkplaceenvironmentalfactorssignificantlyinfluence suchotheremployeerelatedvariableslikehealth,safety,andwell-being,(Jain&Kaur,2014),job satisfaction(Tio,2014;Saddat,Zarqa,Sajida,Farheen&Malik,2013),safetyculture(Faridahetal., 2012),jobperformance(Ajayi,Awosusi,Arogundade,Ekundayo&Haastrup,2011),organisational performanceinpublicsectors(Chandrasekar,2011)andsoforth.Whatseemsunsatisfyingisthatmany oftheseresearcheswerecarriedoutinotherdevelopedcountriesandareforeigntoAfricancontext. FewstudieswhichhaveattemptedstudyingAfricanworkplaceenvironmentalfactorsonstaff relatedvariablesweredoneinworkplacesotherthancampusesandthosestudiesconductedinuniversities failtoshowtheempiricallinkbetweenworkplaceenvironmentalfactorsandeitherteachingandnonteachingstaffofhigherinstitutionsoflearning(seeAjayietal.,2011;Adeyinka,Ayeni&Popoola,2007; Zainudin&Junaidah,2010).ThedependentvariableinthestudyofAjayietal.(2011)wasjobsatisfaction whileworkersmoraleandperceivedproductivityinindustrialorganisationswasthedependentvariable inAkintayo’sstudyin2012.Akinyele(2010)didanotherstudythatlinkedworkplaceenvironmentto workers’productivityintheoilandgasindustry.YusufandMetiboba(2012)alsolinkedwork environmentwithworkersattitudesinallorganisationingeneral.Jobcommitmentamongstaffoftertiary institutionsoflearningisseriouslylackingandbeggingforempiricalprobingespeciallyasmaybe influencedbyfactorsincampusenvironment.Palpably,therelationshipbetweencampusenvironment andjobcommitmentofstaffthereinisnotwellestablishedinourframeworkofknowledge.Howdowe fillthisgap? MANAGEMENT-LEADERSHIPAPPROACHANDJOBCOMMITMENT Whiletherearesufficientstudiesonleadershipstyles,fewstudieswerefoundintheliterature whichattemptedlinkingmanagementstyles,principlesandpolicieswithjobcommitmentofstaffin organisations.HoweverKalliny,OgrakandSaran(2004)usingcross-culturalapproachfindssuch managementrelatedvariableslikeauthoritative,democratize,coercive,affiliateascorrelatesofaffective HRM22015511print:HRM 06.11.2015 17:59 Page37 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page38 jobcommitmentamongworkers.Thesearevariablesinherentinleadershipcomposition.Thestudies focusingonmanyvariablesidentifiedbyKyko(2005)whichareassociatedwithhisOpaqueManagement andwhathecalledBossfeatureprominentlyinmanyresearchstudiesbutotherresearcherspreferthe wordleadershiptousingmanagementasindependentvariablesintheirvariousresearches.Using amultifactorleadershipquestionnaire,Mclaggan,Bezuidenhout&Botha(2013)studiedtransactionaland transformationalleadershipstyles,withsub-variantsofinspirationalmotivation,intellectualstimulation, individualisedconsiderationandidealisedinfluence.Theyalsoinvestigatesthesub-variantsof transactionalleadership,whichincludecontingentrewardsandmanagementbyexception(active)and managementbyexception(passive)andtheinfluenceonorganisationalcommitment(asmeasuredbythe OrganisationalCommitmentQuestionnaire)inthecoalminingindustryataspecificsiteinPhola.They foundasignificantrelationshipbetweentransformationalandtransactionalleadershipstylesandaffective jobcommitment.ThereresultsomewhatcorroboratespreviousfindingsofKykoasitindicatedthatthe subordinatesofsupervisorswhoadoptatransformationalleadershipstyle,whoshowaninterestinand valuetheirsubordinatesandmaketheemployeesfeelimportant,showsmoreaffectivecommitment towardstheirjob.Severalearlierfindingshavebeencarriedoutthatrevealsthesameresults(seestudies likeKallinyetal.,2004;Bushra,Usman&Naveed,2011;Dosumu&Olusanya,2011;Voon,Ngui& Ayob,2011;Akinbode&Fagbohungbe,2012). Theforegoingshowsthatemployeejobcommitmentistosomedegreeattheinstanceofthe managementleadershipoforganisationwhosestrategiceffortsandprogrammes,alongwithother workplaceenvironmentalfactors,determinetheextenttowhichanemployeeisloyaltothejobandthe organisation.Thisisbecausewhereemployeelosesinterestonthejob;itisnotwithoutcostimplications ontheoveralleffectivenessoforganizationsespeciallyifvaluablestaffbeginstoloseenthusiasmonthe joborontheorganizationitself.ThestudyofOgunola,Kalejaiye,andAbrifor,(2013)whichused SupervisoryBehaviourDescriptiveQuestionnaire(SBDQ)andRole-BasedPerformanceScale(RBPS) collecteddatathatsupportsthesefindings.Managementleadershipatmosphereisalsofoundinthestudy ofAkinbode,&Fagbohungbe(2012)todemean,disrespectanddemotivateemployees,therebyleading toseemingerosionofmotivationaltendencies,organisationalcommitmentandjobinvolvementamong staff.Whilethereiscircumstantialevidence,anaccurateempiricalanalysisisrequiredontherelationship between,forinstance,universitymanagement-leadershipapproachesandstaffcommitmenttouniversity workparticularlyindevelopingworld. COMPANYPOLICIESANDJOBCOMMITMENT Asacomponentofworkplaceenvironment,manyattemptshavebeenmadetolinksomeareas ofcompanypolicieswithemployee’sjobcommitment;noneactuallywasspecificasregardscompany policiesmentionedinKyko’sframework.CompanypolicieswasconceptualisedinKyko(2005)aswinlosepolicies,centralizationofpower,creatingprivilegedgroupsintheorganization,closeddoorpolicy, poorfringebenefits,toomuchredtape.Researchattentionhasnotbeenfocusedonsomeofthevariables highlighted.Otherempiricalfindingshavehowevershowedtherelationshipbetweensuchvariableslike fringebenefitsandworkers’jobcommitment.ThestudyofJu,Kong,andHussin,(2008)infoodmanufacturingindustryinthestateofKedah,Malaysia,showsthatbothmandatoryandfringebenefits werehavingsignificantandpositiverelationshipwithorganizationalcommitmentwhilefringebenefits havehigherrelationshipascomparetomandatorybenefits.Theimplicationofthisfindingisthatwhen companypoliciesfavourmandatorybenefits(i.e.thebenefitsrequiredbythelaw)thanfringebenefits, itmaybeinimicaltoworkersjobcommitment.Accordingtotheresearchers,whenemployeesreceived morefringebenefits,theirjobcommitmenttendstobehigher.Thisisbecausesuchrewardand recognition,asdemonstratedinthestudiesofDanish,andUsman(2010),andOdunlade(2012),offers morejobsatisfactiontoemployees.Thefindingsofthesestudiesagreewithothercurrentfindingson fringebenefitsandjobcommitment(seeAwolusi,2013;Falola,Ibidunni&Olokundun,2014;Umoh, Amah&Wokocha,2014). Othervariablesassociatedwithcompanypoliciesseemscantyorarestudiedusingdifferentother concepts.Onestudy,forexampleinvestigatedcorporateethicalvaluesbyexploringthenexusbetween employees'psychologicalcontractandfirms'ethicalbehaviourintheNigerianInsuranceIndustrylinking itwithstaffjobcommitment(Obalola,Aduloju&Olowokudejo,2012).Withdatafrom415managers, HRM22015511print:HRM 06.11.2015 17:59 Page38 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page39 corporateethicalvalueswasfoundtosignificantlydeterminejobcommitment.Corporatepoliciesare morelikelytobeborneoutofcorporateethicalvalues,exceptprovenotherwise.Withthefindingsof Obalolaetal.(2012),Kyko’spositiononcompanypoliciesandjobcommitmentiscorroborated.Another researchstudy,particularlyofinteresttothepresentstudy,investigatestheinfluenceoforganisational cultureonEmployeesCommitmentinPublicTertiaryInstitutionsinLagosState,Nigeria(Aina,Adeyeye &Ige,2012).Thestudyrevealedastrongsignificantrelationshipbetweenorganisationalcultureandthe commitmentofemployeesinpublictertiaryinstitutions.Perceptively,isorganisationalculturenotrelated tocompanypolicies?Theresearchersthemselvesstatethattheleadershipofschoolsneedtohaveanin depthunderstandingoftheschool'sculturetobeabletoharnessthemandbringabouthighlevelofjob commitmentamongemployees.Isittohaveindepthunderstandingoftheschool'sculturetobeableto harnessworkersortobeabletodeveloppoliciesthatareincongruentwithschoolculture,andthen enableworkers’commitment?Furtherstudiesmaywanttohelpthrowmorelightintothisambiguity. PHYSICALWORKCONDITIONSANDJOBCOMMITMENT Althoughthewordconditionmaybeviewedfromtwoperspectives:conditionsofserviceas containedinthecontractofemploymentandthebuiltlayoutorphysicalconditionsofwork. Kyko (2005)believesthatworkingconditionsthatconstitutetoxicenvironmentincludeshotandnoisy environment,unsafeworkconditions,dirtyworkenvironment,insufficientresources,oldtechnology, oldmachineryandsoforth.Itisthephysicalworkconditionthatisofinterestinthisresearch.The workingconditionsinrelationtojobcommitmenthavenotreallyenjoyedmuchempiricalattentionin theliterature.Whereas,McGuire&McLaren,(2007)believesthatanorganization’sphysicalenvironment especiallyitsdesignandlayoutcanaffectemployeebehaviourintheworkplace.Theytherefore investigatedthemediatingroleofemployeewell-beingintherelationshipbetweenphysicalwork environmentandjobcommitmentinCallCentres(McGuire&McLaren,2007).Theynotonlyfound strongevidenceofamediationeffectevidencingtheimportanceofbothphysicalenvironmentand employeewell-beingtoemployeecommitment,butalsofoundthatthereexistsastrongpositive relationshipbetweenphysicalenvironmentandemployeecommitment.Thesefindingsareinagreement withearlierstudyofDeCroon,Sluiter,KuijerandFrings-Dresen(2005)thatdidareviewontheeffect ofofficeconcepts(suchasofficelocation,design,layoutandusage)onemployees’healthstatusandjob satisfaction.Theyfoundthesefactorstobesignificantinincreasingemployeeconvenienceatworkas theyboostmoraleandjobsatisfaction.Thesefindingscorroborateseveralotherfindings.Forinstance Butt,Khan,RasliandIqbal(2012)foundthatworkandphysicalenvironmentofhospitalssignificantly influencenursescommitmenttoworkwhileOludeyi(2013)whodidaresearchonclassroomdesign amongsecondaryschoolsteachersalsofoundsimilarresults.Noneofthesestudieswasdoneinuniversity environment;thereisstillmuchtounderstandaboutphysicalworkingconditionsincampuscommunities andlevelofjobcommitmentstafftherein. WORKPLACEINTERPERSONALRELATIONSHIPS ANDJOBCOMMITMENT Workplaceinterpersonalrelationshipisanemergingareaofstudyinlabourandemployment relationshipandempiricalresearchonitisseriouslylackingparticularlywhenithastobeinconnection withworker’sjobcommitment.Workplaceinterpersonalrelationsencompassesofficepoliticking,level ofcooperationamongworkers,backstabbing,empirebuilding,rumourmongering,alienation,trustor mistrust,sabotageandsoforth(Kyko,2005).Withinorganisations,thereareatleasttwopossiblefoci fortheinterpersonalrelationship:thesuperior-subordinateandtheco-workersrelationship.Thereare certainresearchersthatattemptedstudyingsomeoftheelementsinworkplaceinterpersonalrelationship (suchasofficepoliticking,workers’cooperation,rumourmongering,trustetc).Forinstancethetrust levelofemployeesatworktowardstheirsupervisorandco-workerwasstudiedbyBagraimandHime, (2007)anditsrelationshipwithaffectivejobcommitmentamongstaff.Theresultsinthisstudyshowed thattrustinsupervisorandco-workerswassignificantlyrelatedtoaffectivecommitmentinsupervisor andexplainedsignificantvarianceinaffectivecommitmentinsupervisor.Intheirstudyofinterpersonal trustanditsroleinorganisation,Hassan,Toylan,SemerciözandAksel(2012)revealedthattrust-building HRM22015511print:HRM 06.11.2015 17:59 Page39 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page40 interpersonalrelationshipsbetweenmanagersandworkerspositivelyleadtohighproductivityand organizationalcommitmentinalltheorganizationswhetherpublicorprivate.Thesefindingsare consistentwithfindingsofotherstudiessuchasSemerciöz,HassanandAldemır(2011)which investigatedtheinfluenceofinterpersonalandinstitutionalrelationshiponinnovativenesswhere innovationmaynotbepossiblewithoutcommitmenttowork. Thereseemstobenosingleresearchworkthatshowsempiricalconnectionsbetweenjobc ommitmentandalltheelementsintheworkplaceinterpersonalrelationship(suchasofficepoliticking, levelofcooperationamongworkers,rumourmongering,trustandmistrust)andespeciallyinthecampus communities.Fewresearcherswhohavetriedinthisregardeithercarriedouttheirstudyonforeign countriesorlinkedworkplaceinterpersonalrelationswithotherdependentsvariableslikenewcomers’ socialisation(Takeuchi,Takeuchi&Takeuchi,2010),businesspurchasedecisions(Guihua,Jun& Haiyan,2008),organisationalinnovativeness(Semerciözetal.,2011),workingconditionsandhealth (Stoetzer,2010),depression(Stoetzer,Ahlberg,Johansson,Bergman,Hallsten,Forsell&Lundberg, 2009),jobSatisfaction(Mustapha,2013),andmanyothers.Thisrevealsaninterestinggapinthebody ofempiricalliterature.Itwilldefinitelybemoreenlighteningtodoacorrelationalstudyonworkplace interpersonalrelationshipviz-a-vizworkplacepolitics,cooperativeteamassociation,backstabbing, empirebuilding,rumourmongering,alienation,mistrust,sabotage,etc.,andhowtheycorrelateand influenceoveralljobcommitmentamongstaffincampusenvironments. PAYANDJOBCOMMITMENT Sincetheconceptofjobcommitmenthasattractedincreasingattentionontheintensityand stabilityoftheindividual’sdedicationtothejobasaresultofremunerations,itbecomesnecessaryto investigatehowjobcommitmentintheworkplacelinkswithfeelingsofequityespeciallypayequity.Few empiricalstudieshavebeendonetoinvestigatetheextenttowhichpaycaninfluencecommitment (Omolayo&Owolabi,2007;Dhawan&Mulla2010;Chaudhry,Sabir,Rafi&Kalyar2011;Anvari, Amin,Ahmad,Seliman&Garmsari,2011;Yaldez&Rahman,2013).ThestudyofYaldez,andRahman, (2013)onNurses’perceivedpayequityandtheircommitmenttohospitalworkshowsthattherewas positivesignificantcorrelationbetweenpayequityandnormativecommitment(NC),aswellas,total commitment.Inthestudyinvolving240participantsfromtwoorganisationsinIndia,Dhawan,andMulla (2010),investigatedtherelativeimpactofpaysatisfactionandtransformationalleadershiponjob commitment.Theyfoundthattransformationalleadershipandpaysatisfactionhadanalmostequalimpact onaffectiveaswellasnormativecommitment.Interestingly,thestudyofAnvarietal.,(2011)testedthe mediatingeffectofpsychologicalcontractintherelationshipbetweenstrategiccompensationpractices andaffectiveorganizationalcommitmentamong301non-academicstaffintheuniversityofmedical sciencesinIran.First,thestudytestedandconfirmedthatthereexistsignificantrelationshipbetween employees’psychologicalcontractandtheiraffectiveorganizationalcommitment.Thenitwentonto showthatthatstrategiccompensationpracticesledtoperceivedfulfilmentofpsychologicalcontractand thelatter,inturn,ledtohigheraffectiveorganizationalcommitment.Anvarietal.,(2011)concludethat employeeswithhigherlevelsofaffectiveorganizationalcommitmentwhoperceivedafulfilmentof psychologicalcontractwerelesslikelytoleaveanorganization.Thenitfollowsthat,ifemployee psychologicalcontractsrelatingtopayorsalarypredictemployeecommitment,especiallyamongstaff ofauniversity,nofurtherhypothesisneedstobetestedonpaysatisfactionandjobcommitment.Thisis especiallysincethestudyofChaudhryetal(2011)showsthatsalarysatisfactionispositivelyrelatedto jobsatisfactioninbothpublicandprivatesectors. Fortworeasonshowever,theforegoingconclusionmaybeinconclusiveinthedevelopedworld: first,sinceallthestudiesareconductedinforeigncountriesandnotinAfricancontext.Second,andmost importantlythestudyofOmolayoandOwolabi(2007)whichwasconductedinNigeriacontextshows diametricallydifferentresults.AlthoughitwasconductedamongemployeesofselectedMediumScale Organisation,thestudyinvestigatedmonetaryrewardaspredictorofemployees’commitmentinOndo andEkitiStatesandrevealedthatnosignificantdifferenceexistedinthecommitmentlevelofmore tenuredandlesstenuredemployeesinmonetaryreward.Infact,nosignificantdifferencewasfoundin thecommitmentlevelofmaleandfemaleemployeesintermofmonetaryreward.Thereisanobvious pointofdisagreementinthesefindingswhichneedstobeaddressedinfutureresearch. HRM22015511print:HRM 06.11.2015 17:59 Page40 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page41 CONCLUSION Efforthasbeentakentoreviewcurrentliteraturerelatedtotheconceptofworkplaceenvironment andjobcommitmentwithaviewtoidentifyareaswherefurtherresearchmaybenecessary,especially inthecitadelsoflearning.Theessenceistoexpandourknowledgeframeworkaboutworkplace environmentalfactorsandjobcommitmentsespeciallyamongstaffintheivorytowers.Itisimportant todothisbecause,inthefirstinstance,humanbehavourisassociatedwithmajorproblemsacrossthe globe,andonthesecondnote,itmaybemaladjustedwhichcanonlybereformedinlearninginstitutions. InSkinner’s“BeyondFreedomandDignity”,theplaceofhumanbehaviourwasshowntobeconnected toglobalproblems:crime,poverty,pollution,war,overpopulation,evenhealth-relatedproblemssuchas cancer,sexuallytransmitteddiseases,polio,malaria,andsoforth.Bettercontraceptiveswillcontrol populationonlyifpeopleusethem;newmethodsofagricultureandmedicinewillnothelpiftheyare notpracticed,andhousingisamatternotonlyofbuildingsandcitiesbutalsoofhowpeoplelive.We needtomakevastchangesinhumanbehaviouranditisnotenoughtousetechnologywithadeeper understandingofhumanissuesordedicatetechnologytoman’sspiritualneedsortoencourage technologiststolookathumanproblems.Whatweneedisatechnologyofbehaviour”(B.F.Skinner,cited inOludeyi,2013a),atechnologythatwillreshapebehaviourandcommitmenttowardsadvancementof mankind.Thisisbetterachievedintheivorytowers. IMPLICATIONSFORFUTURESTUDIES Byraisingareasofjobcommitmentincampusenvironmentwherefurtherresearchendeavours arerequired,andifempiricalprobingisactuallydonetouncovertheseareasofdeficitinourknowledge framework,ourscopeofknowledgewillbewiden,jobcommitmentamongstaffineducational institutionswillbebetterunderstoodandpossibledeclinewillbemitigated.Thevariousworkplace environmentalfactorsanddifferenttypesofjobcommitmentarephenomenawhichareclearlypossible toapplytocampusenvironment.Itwouldalsoappearfeasibletodoso,giventhatimprovingjob commitmentamongstaff,bothteachingandnonteaching,isoneofthekeydesirewhichschool administratorsormanagersseektoachieve.AspostulatedinPerson–EnvironmentCorrespondence Theory,andgiventhepossibleassociationbetweenworkplacefactorsandstaffjobcommitmentinthe citadels,therearenoobviousethicalreasons(apartfromhuddlesofdevelopingsoundresearch methodologies)nottoseektoimproveourknowledgethroughresearchendeavour.Hencethefollowing areas,asemanatedfromthereviewedliterature,areimportantforfutureresearchfocus: 1. Conceptualreviewofworkenvironmentrevealedtwobasictypes(toxicandconducive). Unfortunatelynoempiricalworkhasbeendoneoneachofthesetypesinuniversityenvironment; ithasbeenneglectedgraduallyinacademicdiscourse.Itwillbemoreinterestingandenlightening tobroadenourhorizononthesetypesbyinvestigatingwhatconstitutetoxicandconducivework environmentstoworkersincampuscommunities.2. Havingidentifiedsixbasicpropertiesorfactorswithintheworkplaceandworkcommunitiesin manufacturingandindustrialsectors,itmaybeofinterestforresearcherstofurtherinquireinto which,amongthesefactors,exertmoreinfluenceorcontributemoretojobcommitmentofmale andfemalestaffincampussettings.Thebasicquestionwouldbethus:whichofthefactorsdo staffmembersoftheuniversitiesconsiderasmakingthemfeelasthoughtheyworkintoxicor conduciveenvironment?3. Onjobcommitment,therewerethreedimensions(affective,continuanceandnormative).We maybemoreenlightenediffuturestudiesprobeintohowacademicstaff,nonteachingstaffand studentsalike,maygetcommittedtoaparticularhigherinstitutionoflearningbecausetheyhave emotionalaffinityto(affective),orbecausetheymayperceivehighcostimplicationafterleaving (continuance),orbecausetheyfeelobligedtobecommittedtotheorganisation(normative).Will therebevariationsinthesedimensionsbasedonpublicorprivateinstitutionsoflearning?Orbase onstaffdemography?4. Althoughitisimpressionable,bythisreview,thattherearesomerelationshipsbetweenjob commitmentsamongstaffoftertiaryinstitutionsoflearningandtheimmediateenvironmentof theschool,anempiricalprobeintosuchassociationwillconcretiseorshowotherwiseour HRM22015511print:HRM 06.11.2015 17:59 Page41 AREVIEWOFLITERATUREONWORKENVIRONMENTANDWORKCOMMITMENT: IMPLICATIONFORFUTURERESEARCHINCITADELSOFLEARNING Page42 impressionabouttheassociationbetweenthetwomajorvariablesinthisdiscourse.5. ManagementleadershipatmosphereisalsofoundinthestudyofAkinbode&Fagbohungbe (2012)todemean,disrespectanddemotivateemployees,therebyleadingtoseemingerosionof motivationaltendencies,organisationalcommitmentandjobinvolvementamongstaff.These findingsaresufficientenoughbutmaynotexplaincompletelytherelationshipbetween,for instance,universitymanagement-leadershipapproachesandstaffcommitmenttouniversitywork, particularlyindevelopingworld.6. Researchhasshownthatleadershipinschoolsneedtohaveanindepthunderstandingofthe school'sculturetobeabletoharnessthemandbringabouthighlevelofjobcommitmentamong employees.Futurestudiesmayhelpdemystifywhetherwhatmatterstousistohaveanindepth understandingoftheschool'sculturetobeabletoharnessworkersortobeabletodevelop policiesthatareincongruentwithschoolculture,andthenenableworkers’commitment.7. Thereisstillmuchtounderstandaboutphysicalworkingconditionsincampuscommunitiesand levelofjobcommitmentofstafftherein.Itmaybeinterestingforfuturestudiestoexamine workplacearchitectureanditsinfluenceonjobcommitmentofteachingandnonteachingstaff inthecitadels.8. Apartfromtheforgoing,futureresearchersmayhelpaddtotheexistingbodyofknowledgeon workplaceenvironmentandjobcommitment bydoingacorrelationalstudyonworkplace interpersonalrelationshipviz-a-vizworkplacepolitics,cooperativeteamassociation,back stabbing,empirebuilding,rumourmongering,alienation,mistrust,sabotage,etc.,andhowthey influenceoveralljobcommitmentamongstaffincampusenvironments.9. Financialrewardhasbeenfoundtobepotentialpredictorofjobcommitment.Whileothersfound appreciabledifferences,otherstudiesrevealednosignificantdifferencesinthecommitmentlevel ofmaleandfemaleemployeesintermofmonetaryreward.Thiscontradictionneedstobe addressedinfutureresearchespeciallyamongstaffintertiaryinstitutionsoflearning.Thebasic questiontoaskwillbe:istherenosignificantrelationshipbetweenpayandjobcommitment amongmaleandfemalestaffinhigherinstitution? LIMITATIONSOFTHESTUDY Therearesomelimitationsandshortcomingsofthisstudythatneedtobementioned.Amajor limitationisthatthestudyonlyfocusedonconcepts,theoriesandempiricalstudiesonworkenvironment andworkcommitmentinuniversitysystems,itfailstoreviewtheentireeducationsystemwithregards totheHumanResourcesManagementandoutcomes.Anothershortcomingisthatthestudylacksa comprehensivecontextualanalysisoftheentireAfricancontinent.Theoptimalbestresultwouldhave beenachievedifthestudyspansacrosstheentireeducationsectorsinentireAfricancontext.Thefindings andrecommendationsareneverthelesswellinlinewiththestatedintentofthepaperandinlinewith hypothesisthatthefactorswithintheworkplacecanbeanexplanatoryvariableforjobcommitmentof staffofuniversitiesinAfrica. 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