Open Access Library Journal
How to cite this paper: Samuel, T.D., Onuoha, U.D. and Ojo, I.A. (2014) Job Satisfaction and Organisational Commitment: A
Study of Library Personnel in Private Universities in Ogun State, Nigeria. Open Access Library Journal, 1: e687.
http://dx.doi.org/10.4236/oalib.1100687
Job Satisfaction and Organisational
Commitment: A Study of Library Personnel
in Private Universities in Ogun State, Nigeria
Toyosi Daniel Samuel, Uloma Doris Onuoha, Adebowale Ifeoluwa Ojo
Babcock University, Ilishan Remo, Nigeria
Received 6 July 20 14; revised 26 August 2014; accepted 28 September 2014
Copyright © 2014 by authors and OALib.
This work is licensed under the Creative Commons Attribution International License (CC BY).
http://creativecommons.org/licenses/by/4.0/
Abstract
This study investigated job satisfaction and organisational commitment among library staff in
private universities in Ogun State, Nigeria. The survey research design was used for the study.
Study population consisted of 162 library personnel in seven private university libraries. Sam-
pling was enumerative as all members of the population were used for the study. A questionnaire
titled “Job Satisfaction and Organisational Commitment (JSOC)” was used for data collection. Data
collected were analysed using frequency and percentage counts. Library personnel were found to
be generally satisfied with their jobs even though they faced some constraints. They were also
found to be committed to their organisations, although the level of job satisfaction was found to be
higher than organisational commitment. Based on the findings, recommendations were made.
Keywords
Job Satisfaction, Library Personnel, Organisational Commitment
Subject Areas: Information Science, Library, Intelligence and Philology
1. Introduction
The connection between man and work has always been of great interest to philosophers because the work place
is not just where men and women spend most part of their waking hours; it is also a source of livelihood and
prestige. Every organisation depends on human beings to carry out its functions. University libraries in particu-
lar, are highly dependent on the men and women employed to carry out various functions of a library. The selec-
tion, acquisition and processing of information resources are human functions carried out by library personnel
[1]. Library personnel in carrying out their duties are expected to be committed to the values and goals of the li-
brary. Indeed, without commitment on the part of employees, organisations simply fold [2]. Organisational

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commitment can be a driving force behind a company’s performance as committed employees are proud to have
a sense of membership, believe in the goals and values of the organisation, and, therefore, display higher levels
of performance and productivity [3]. While it is important that employees remain committed to their organisa-
tions, it is equally important for them to have a sense of fulfilment in what they do. Job satisfaction, therefore,
has been investigated by several disciplines such as psychology and management science. Job satisfaction is an
important concept that can affect labour market behaviour, influence productivity, work effort, employee absen-
teeism and staff turnover [4]. Considering the fact that private universities in Nigeria operate within limited
funds being cut off from any form of federal government assistance, it is necessary to have dedicated personnel
who are not just satisfied with their work but who are committed to the goals of the organisation. It is against
this background that the present study investigates job satisfaction and organisational commitment among li-
brary personnel in private univ e rsities in Ogun State, Nigeria.
2. Statement of the Problem
The survival of every organisation is dependent on the personnel who carry out the day to day activities of the
organisation. While organisations desire high level performance from their personnel, this may not always be the
case as some employees may not be satisfied with their jobs or are not committed to the organisation. Where
such is the case, the organisation would suffe r consequ ences such a s high rate of s taff turnove r, low produ ctivity,
and high rate of absenteeism. It is in the light of the above that the present study sought to assess job satisfaction
and organisational commitment among library personnel in private universities in Ogun State.
The specific objectives of the study were to:
1) ascertain the level of job satisfaction among personnel in private university libraries in Ogun State;
2) ascertain the level of organisational commitment among personnel in private university libraries in Ogun
State;
3) identify the constr aints to job satisfaction among personnel in priv a te univer s ity lib raries in Ogun State;
4) identify the constraints to organisational commitment among personnel in private university libraries in
Ogun State.
3. Review of Related Literature
3.1. Concept of Job Satisfaction
Job satisfaction is d efined as a general attitude or reaction of employees in r elation to their jobs and the job ele-
ments such as the working environment, working conditions, impartial rewards, and communication with col-
leagues [5]. It is a positive feeling about a job , emanating from an evalua tion of its characteristics [6]. Ther e are
hierarchies of needs, which propel job satisfaction [7 ]. These needs range from basic or lower level needs to
higher level needs, which are: physiology, safety, belongingness and esteem and self-actualization. The implica-
tion of Maslow’s hierarchy of needs is that lower level needs would be taken care of before the consideration of
higher level needs. Employees would thus derive maximum job satisfaction only when they have gotten to the
pinnacle of the needs hierarchy. Job satisfa ction is related to employees’ opportunities for interaction w ith others
on the job [8]. Individuals are likely to have high levels of job satisfaction if supervisors provide them with
support and cooperation in completing their tasks [9].
In a study of job satisfaction, Moorhead and Griffen [10] found out that working conditions have moderate
impact on employee’s job satisfaction. In another study of public sector managers, Taylor and Vest [11] found
out that pay affects job satisfaction. Luthans [12 ], however, affirms that employees derive satisfaction from in-
teresting and challenging job that provides them with status.
A more recent study of librarians at Quebec by Sierpe [13] af firms that although librarians are generally satis-
fied with their jobs, they are however, dissatisfied with communication and operating procedures. A study by
Togia et al. [14] which examined job satisfaction among Greek academic librarians, affirmed that librarians are
generally satisfied with their jobs but dissatisfied with pay and promotions policies. Bonnie [15], studied over
600 academic librarians in the United States to determine whether faculty status and rank were related to job
satisfaction, the result of the study reveals that the greatest sources of satisfaction is relationship with patrons,
co-workers, assigned duties, and variety of work. Dissatisfaction comes up as a result of opportunities for pro-
motion, recognition of accomplishments and salary. Similar research by Haque et al. [16] identifies causes of

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dissatisfaction among library personnel as poor public perception of librarians, constraints of f acilities and sp ace
as well as skewed communication.
Fanimehin and Popoola [17] in a study of library personnel in the Federal Civil Serv ice of Nigeria affirm that
library personnel are mostly s atisfied with the way co-workers relate with each other, the way their services are
appreciated by others and the leadership competence of superior officers. The factors th at least contributes to job
satisfaction are found to be: tak e home pay, availability of equ ipment to facilitate duties and training for library
personnel.
3.2. Organisational Commitment
Organisational commitment has to do with the employee’s emotional attachment to, identification with, and in-
volvement in the organisation. It is the promise and pledge of any responsibility in the future [18] characterized
as employees’ natural willingness to contribute to organisational goals. Meyer and Allen [19] identified three
components of organisational commitment namely: affective commitment, continuance commitment and nor-
mative commitment. Affective commitment is the psychological attachment to organisation; continuance com-
mitment refers to the cost as sociated with leaving th e organisatio n wh ile normative commitment is the perceived
obligation to remain with the organisation. The success of an organisation and the pursuit of quality depend not
only on how the organisation makes the most of human competencies, but also on how it stimulates commitment
to an organisation. Greater commitment can result in enhanced feelings of belonging, security, efficacy, greater
career advancement, increased compensation and increased intrinsic rewards for the individual. When employ-
ees are sure that they will grow and learn with their current employers, their level of commitment to stay with
that particular organisation is higher [20].
Hart’s [21] study using a South African Academic library in transition found out that workers are more satis-
fied with their work as affirmed by 61% of the respondents than they are committed to the library as only 51%
claim to be proud to work at the library. The causes for low commitment include a sense of stagnation, fr ustra-
tion with inadequate resources, and anger at poor remuneration. Curry et al. [22] on the other hand, affirm that
task ambiguity and promotional opportunities can enhance or diminish organisational commitment. Personal
characteristics such as age, years of service and gender also affect organisational commitment as older employ-
ees and those with tenure or seniority are found to possess higher levels of organisational commitment [19] [23].
Benkhoff [24 ] opines that management style/supervisory relationship affects organisational commitment by
noting that when individuals find the supervisory relationship to be fair in its practices, they tend to be more
committed to the organisation.
3.3. Methodology
The survey research design was used for this study. Study population consisted of 16 2 library personnel in seven
private university libraries in Ogun state, Nigeria. Sampling was enumerative as all members of the population
were used for the study. A questionnaire titled “Job Satisfaction and Organisational Commitment (JSOC) was
used for data collection. The questionnaire measured job satisfaction using statements adapted from Minnesota
job satisfaction questionnaire as well as organisational commitment using statements adapted from Allen and
Meyer [19].
3.4. Presentation of Findings
A total of 162 copies of the questionnaire were distributed out of which 114 were retrieved. Table 1 gives a
breakdo w n of distribution.
Table 1 reveals that the highest response rate was gotten from Crawford University as affirmed by the 100%
response rate followed by McPherson University which had a response rate of 85.7%. The least response rate
came from Covenant University with a response rate of 52.1%. However, when summed together the response
rate came to 70.3%, which is considered adequate for a study of this nature.
Indications f rom Table 2 affirm that library personnel in private universities in Ogun State, Nigeria are gen-
erally satisfied with the work. This is revealed in the overall mean score of 2.51. The respondents also indicated
that they are generally satisfied with their work with the mean score of 2.52. Relationship with supervisors,
co-workers and office environment accounted for most part of the satisfaction while the least areas of satisfac-
tion were found to be pay (salary) and opportunity for personal development.

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Table 1. Distribution of questionnaire.
S/N University Copies of questionnaire administered No. returned % of response rate
1 Babcock University 29 21 72.4%
2 Bells of University Of Technology 20 14 70%
3 Covenant University 46 24 52.1%
4 Crawford University 15 15 100%
5 Crescent University 13 10 76.9%
6 Mcpherson University 7 6 85.7%
7 Redeemer’s University 32 22 68.7%
Total 162 114 70.3%
Table 2. Job satisfaction of library personnel.
S/N On my present job, I am satisfied with... Very satisfied Satisfied Fairly satisfied Dissatisfied Very dissatisfied Mean
1 the relationship with my supervisor 35 (30.7%) 65 (57.0%) 11 (9.6%) 2 (1.8%) 1 ( 0.90%) 2.98
2 the physical environment of the library 33(28.9%) 61(53.1%) 13 (11.4%) 4 (3.5%) 3 (2. 6%) 2.86
3
the cooperation I received from
my co-work ers
28(24.6%) 64(56.1%) 14(12.3%) 7(6.1%) 1(0.9%) 2.80
4
the interior design and ambiance
of my workplace
30(26.3%) 56(49.1%) 15(13.2%) 11(9.6%) 2(1.8%) 2.74
5 my office environm ent 31(27.2%) 56(49.1%) 18(15.8%) 6(5.3%) 3(2.6%) 2.69
6 the way my boss handles his/ her workers 28(24.6%) 53(46.5%) 13(11.4%) 11(9.6%) 9(7.9%) 2.65
7 the praise I get for doing a good job 22(19.3%) 55(48.2%) 27(23.7%) 4(3.5%) 6(5.3%) 2.34
8
the policies attached to promotion in
my work place
16(14.0%) 48(42.1%) 24(21.1%) 19(16.7%) 7(6.1%) 2.22
9 opportunities for pr omotion 16(14.0%) 51(44.7%) 28(24.6%) 13(11.4%) 6(5.3%) 2.18
10 opportunities for personal development 18(15.8%) 49(49.0%) 27(23.7%) 10(8.8%) 10(8.8%) 2.18
11 pay and other benefits attached to my job 9(7.9%) 40(35.1%) 22(19.3%) 27(23.7%) 16(14.0%) 1.98
12 my work generally 22(19.3%) 54(47.4%) 17(14.9%) 16(14.0%) 5(4.4%) 2.52
Overall mean 2.51
Findings in Table 3 indicate an average score for organisational commitment among respondents as affirmed
by the general mean score of 2.03. While respondents may be said to be committed to their organisations, the ta-
ble reveals that respondents have a higher level of psychological attachment to their libraries as affirmed by the
mean sore of 2.61 for affective commitment than they have for the cost associated with leaving the organisation
or the perceived obligation to remain with their organisations as shown in the mean score of 2.00 for continu-
ance commitment and 1.49 mean score for normative commitment.
From the findings of the study it was obvious that respondents faced challenges related to job satisfaction and
organisa tional commitment. Table 4 shows con s traints to job satisfaction.
From Table 4 it was obvious that constraints to job satisfaction are mainly in the areas of promotion and
benefits. Although other areas of challenges were noted by the respondents, the least areas of challenge were
found to be gender dis c rimina tion and un -conducive office space.
From Table 5, it was obvious that the major constraints to organisational commitment among the study re-
spondents are denied access to entitlements and benefits and lack of support for professional development. Al-
though other factors were found as constraints to organisational commitment, lack of job security and
un-conducive work environment formed the least of those constraints.

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Table 3. Organisational commitment .
S/N Affective commitment Strongly agree Agree Undecided Disagree Strongly disagree Mean
1 This library means a great deal to me 28(24.6%) 66(57.9%) 17(14.9%) 3(2.6%) 0 2.77
2 I believe that a person must be loyal
to his/her library 42(36.8%) 49(43.0%) 17(14.9%) 3(2.6%) 3(2.6%) 2.69
3 I have a strong se ns e of belonging in
this library 20(17.5%) 68(59.6%) 19(16.7%) 6(5.3%) 1(0.9%) 2.61
4
Things were better in the days when
people stayed with one library for
most part of their career
7(6.1%) 26(22.8%) 42(36.8%) 23(20.2%) 16(14.0%) 2.54
5 I am emotionally attached to this library 19(16.7%) 64(56.1%) 24(21.1%) 6(5.3%) 1(0.9%) 2.46
Overall mean for affective commitment 2.61
Continuance co mmi tme nt
6 I may not likely get employed elsewhere
if I leave this library 11(9.6%) 37(32.5%) 29(25.4%) 25(21.9%) 12(10.5%) 2.31
7 My life would be disrupted if I stop
working in this library 10(8.8%) 19(16.6%) 26(22.8%) 31(27.2%) 28(24.6%) 2.09
8 Leaving this place would require
considerable personal sacrifice 14(12.3%) 35(30.7%) 34(29.8%) 22(19.3%) 9(7.9%) 1.90
9 I have too few opt ions to consider
leaving this library 13(12.3%) 37(32.5%) 35(30.7%) 17(14.9%) 12(10.5%) 1.88
10 Right now, staying with this library is a
matter of necessity as well as desire 13(11.4%) 45(39.5%) 24(21.1%) 9(16.7%) 3(11.4%) 1.83
Overall mean for continuance commitment 2.00
Normative commitment
11 It would be hard for me to stop working
for this library, even if I want to 12(10.5%) 18(15.8%) 33(28.9%) 30(26.3%) 21(18.4%) 1.64
12 I am afraid of what might happen to me if
I quit my job without having another one 28(24.6%) 31(27.2%) 25(21.9%) 19(16.7%) 11(9.6%) 1.61
13 If I get an offer of a better job, I would
not feel that is wrong to leave this place 38(33.3%) 48(42.1%) 21(18.4%) 4(3.5%) 3(2.6%) 1.47
14 I was taught to believe in the value
of remaining loyal to one library 16(14.0%) 49(43.0%) 27(23.7%) 13(11.4%) 9(7.9%) 1.37
15 I would be ha ppy to spend the res t of
my career in this library 6(5.3%) 15(13.2%) 36(31.6%) 30(26.3%) 27(23.7%) 1.37
Overall mean for normative commitment 1.49
General mean score for organisational commitment 2.03
Table 4. Constraints to job satisfaction.
S/N Statement Frequency Percentage
1 Stringent conditions for promotion 60 52.6
2 Denied access to benefits 51 44.7
3 Lack of job security 49 43.0
4 Negative perception of librarians 45 39.5
5 Lack of opportunity to exercise responsibility 45 39.5
6 Un-conducive office space 35 30.7
7 Gender discrimination 26 22.8

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Table 5. Constraints to organisational commitment.
S/N Statement Frequency Percentage
1 Denied access to entitlements and benefits 53 46.5
2 La ck of support for pr ofe s sional development 49 43.0
3 Management policies are not clearly understood 38 33.3
4 Inability to cope with organisational policies 34 29.8
5 Lack of job security 32 28.1
6 Un-conduci ve work environment 28 24.6
3.5. Discussion of Findings
Based on the findings of the study, it is evident that library personnel in private university libraries in Ogun
State are generally satisfied with their jobs. This is in agreement with the findings of Sierpe [13]; Togia et al.
[14] who found librarians at Quebec and Greece to be generally satisfied with their jobs. The findings, however,
specifically revealed that librar y personnel in private university libraries in Ogun State, Nigeria have higher lev-
els of job satisfaction with their relationship w ith supervisors, the physical library environment and cooperation
received from co-workers. This is in agreement with the assertion of Mowday and Sutton [8] that job satisfac-
tion is related to employees’ opportunities for interaction with others in the job and the findings of Fanimehin
and Popoola [17] which revealed that library personnel in the Federal Civil Service of Nigeria are mostly satis-
fied with the way co-workers relate with each other. It partially supports the findings of Bonnie [15] whose
study of academic librarians in United States revealed that the greatest source of satisfaction of librarians were
relationship with patrons, co-workers, assigned duties and var ie ty of work.
Although many factors were found as constraints to job satisfaction, stringent conditions for promotion, de-
nied access to benefits and lack of job security topped the list. This was also in agreement with the findings of
Bonnie [15] whose study revealed that dissatisfaction came up as a result of opportunities for promotion, recog-
nition of accomplishment and salary. The implication of these findings is that library personnel in private uni-
versities in Nigeria are yet to experience maximum job satisfaction. When compared in line with Maslows’ hi-
erarchy of needs [7], it is obvious that library personnel in private universities in Ogun State are within the be-
longingness and esteem level and are yet to get to the level of self-actualisation, which can be derived, through
promot i on a nd status .
Library personnel in priv ate universities in Ogun State were also found to be gen erally committed to their or-
ganisations even though organisational commitment among the respondents was found to be lower than job sat-
isfaction with the mean scores of 2.03 and 2.51 respectively which corroborates the findings of Hart [21]. While
respondents may be said to be generally committed to their organisations, affective commitment was found to be
higher that continuance or normative commitment. This implies that though respondents are affectionate about
their libraries, they may, however, leave for what they might consider a better offer elsewhere.
Although, library personnel in private universities in Ogun State were found to be generally committed to
their organisation, major constraints to organisational commitment were found to be denied access to entitle-
ments and benefits and lack of support for professional development. This agrees with Harts’ study [21], which
revealed causes of low commitment to include a sense of stagnation, frustration with inadequate resources and
anger at poor remuneration as the reasons for denied entitlements and lack of support for professional develop-
ment can be tied to inadequate resources within the organisation.
4. Conclusion and Recommendations
Based on the findings, the study concludes that library personnel in private universities in Ogun State are satis-
fied with their jobs and ar e committed to their organisations even though they face certain constraints. Based on
the findings, the study recommends that:
1) Library ad ministrators should ensure that libr a ry personnel do not deny their entitlements.
2) Professional development for all cadres of library staff should be taken seriously in order to enhance job
satisfaction and organisational commitment.

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3) Organisational policies should be properly communicated for easy assimilation among library personnel.
4) Library administrators should find ways of improving continuous and normative commitment among per-
sonnel to ensure that people not on ly w ant to work for the libraries but that they would also be unw illin g to leave
it even when faced with alternatives.
5) Although librar y pe rsonn el in the stu d ied univers ities were found to be gen erally satis f ied w ith their jobs, it
was also obvious that their level of satisfaction can be improved to help them achieve self-actualisation, through
trainin g, re cognition and pro motion.
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