Job autonomy, organisational commitment and job performance among Makerere University lecturers

Abstract

Employees usually leave due to unmet work place needs and the lack of resources top perform their organizational roles. This has made it more difficult for organisations to enhance employees’ performance and retain talents in today’s work force. Since employees’ job autonomy and their commitment at work have been consistently linked to organizational performance in past literatures, the present study aimed to examine the relationship between job performance and organisational commitment, the relationship between job performance and organisational commitment and the interaction effect of autonomy and commitment on performance. A cross sectional study was conducted on 80 lecturers from Makerere University based on quota sampling. Three main scales were used to measure job autonomy, organizational commitment and job performance. Statistical package for social scientists (SPSS) version 23.0 was used to enter data in the computer for data analysis on both inferential and descriptive statistics and presented in frequency tables. The results found showed that job autonomy was significantly and positively related to organisational commitment, organisational commitment was significantly and positively related to job performance, and job autonomy was significantly and positively related to job performance. Therefore, Makerere University human resource department should encourage job autonomy in work activities in order to maximise organisational commitment and job performance.