Relationship between Locus of Control of Employees’ Psychological Motivation with Organizational Commitment in Rongo University, Kenya

Abstract

In this world of on-going organizational transformation, the psychological contract between the employers and the employee is open to violation. It is imperative that senior managers, as change agents, have a good understanding of the psychological contract and how it influences commitment towards their job and their organization. This study explained the concept of employees’ psychological motivation contract and presents the results of the survey of senior administrative staff, Deans and Directors of different sections. Questionnaires were used to collect data from the subjects. This research work discussed the effects employees’ psychological motivational rewards on organizational commitments at Rongo University. The study was premised on Contract as a Mental Model by Rousseau (1995); Attitude and Side Bet Theories. The study adopted quantitative method approach with a cross-sectional research design. The target population comprised of 108 administrative staffs of Rongo University. Krejcie and Morgan (1970) table of specification was used to determine the sample size of 89 administrative staffs. A random sampling technique was used to select 86 administrative staffs added to three key informants; the Vice Chancellor and the other two DVCs. Data was collected using questionnaires. Validity of the research instrument was assured through expert judgement by the University lecturers. The reliability of the research instruments was determined using Cronbach’s Alpha and a coefficient of r˃.6 was reported in the sub scale of the questionnaires. The data collected was analysed using Statistical Package for Social Sciences (SPSS) windows version 22 computer programme. Statistical tests, Pearson Product-Moment of Correlation and Regression were used to investigate the relationship between the variables. Participants’ confidentiality was promised and adhered to by the researcher. The study established that the psychological motivation contracts in general accounted for 57.3% as signified by Adjusted coefficient of R 2 =.573, of the variation in organizational commitment among employees. The study recommends that employee’ psychological motivation contracts and its dimensions have a significant effect on the employees’ work commitment and so the institutions should fulfil the psychological motivation contracts made. The psychological motivation contracts should therefore build and maintain stable, well-adjusted motivational forces between administrators and the organizational commitments.