FACULTY OF EDUCATION
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Item Demographic Factors, Organisational Climate and Culture as Determinants of Employees’ Quality of Work- Life in Organisations in Ogun and Lagos States, Nigeria(2014) Salami, S. O.Human resources are the most important and valued factor-input upon which every organisation achieves its desired goals and objectives; hence every organisation should ensure that employees‟ work values and expectations, known as Quality of Work-life (QWL) are always met and improved. However, QWL of an average Nigerian worker has been described as poor and low with negative consequences on their morale, commitment, efficiency and productivity; besides it has been attributed to employees‟ demographic factors and the organisational climate and culture in which they worked. Previous studies have concentrated more on the relative influence of these factors without considering their combined effects on QWL. This study, therefore, examined the extent to which demographic factors (age at work, sex, marital status, length of service, highest educational attainment and income), organisational climate (physical working environment, work involvement, organisational communication, organisational structure and worker-friendly policies) and culture (recognition of excellence/reward system, value for employees, allowance for creativity/innovation, teamwork and adaptation to change) predicted QWL in selected organisations in Ogun and Lagos states, Nigeria. The study adopted the survey research design. The multistage sampling procedure was adopted to select 99 management staff, 563 supervisors and 700 junior employees from 12 selected organisations in Ogun and Lagos States (three each from extractive, manufacturing, distributive, and services industries). Three scales were used: Organisational Climate Scale (r=0.89), Organisational Culture Scale (r=0.76) and QWL Scale (r=0.68). Two research questions were answered and four hypotheses were tested at 0.05 level of significance. Data were subjected to descriptive statistics, Pearson product moment correlation and multiple regression analyses. Demographic factors, organisational climate and culture significantly influenced QWL (F(16,1257) =.277.685); jointly accounting for 78% in the total variance of QWL. Their relative contributions were: organisational culture (β=.649); organisational climate (β=.237) and demographic factors (β=.089). Significant positive relationships existed among organisational climate variables and QWL as follows:worker-friendly policies (r=.678), organisational structure (r=.650), work involvement(r=.629), organsational communication (r=.567) and physical working environment (r=.501). Quality of Work-Life has significant positive relationship with organisational culture variables as follows: adaptation to change (r=.768), value for employees (r=.687), teamwork (r=.679), recognition of excellence/reward system (r=.660) and allowance for creativity/innovation (r=.624). Observed relationships among the demographic factors and QWL were: age at work (r=-.192), length of service (r=-.122), sex (r=.106), income (r=-.091), highest educational attainment (r=-.061) and marital status (r=-.053). Demographic factors, organisational climate and culture positively enhanced the quality of work life of employees in Ogun and Lagos states. Therefore, in motivating employees to optimal and higher productivity level, adequate consideration and attention should be given to all variables of organisational climate and culture. In addition, attention should be given to employees‟ job entry age, length of service, sex and educational attainment in motivating them to a higher productivity level.Item Psycho-Social and Organisational Climate Factors as Predictors of Female Academics’ Career Growth and Leadership Position in South-West Nigerian Universities(2012) Oti, A. O.Studies have shown that women are a minority in non-traditional careers, have slow career growth compared to their male colleagues and almost invisible in leadership positions, therefore excluded in power structure. These have been attributed to culture, socialisation, conditioning and self-perception of the women themselves. However, predicting factors of female academics’ career in Nigerian Universities are yet to be examined. This study, therefore, affirmed the efficacy or otherwise of psycho-social and organisational climate factors as predictors of female academics’ career growth and leadership positions in universities in South-West Nigeria. The study employed both quantitative and qualitative research methodologies. The quantitative aspect adopted the survey research design of the ex-post facto. Multistage sampling involving the use of purposive and stratified random techniques were used to select 898 respondents from six Universities in South-West Nigeria. Five hundred and thirty eight Female Academics from Graduate Assistant to Professor, three hundred male academics, (senior lecturers) sixty members of appointment and promotion committee participated in the study. Female Academics Psychological Questionnaire (R=0.82), Social Factors Questionnaire (R=0.87), Organisational Climate Factors Questionnaire (R=0.84), Female Academics Career Growth Questionnaire (R=0.79) and Female Academics Leadership Questionnaire (r=0.84) were used for data collection. These were complemented with 27 in-depth interviews with female Professors. Twelve research questions were answered. Data were analysed using multiple regression and content analysis. Psychological factors (self-esteem and self-efficacy), social factors (parental influence, spousal support, male academics collegial support and attitude towards women, as well as organisational climate factors (fairness, inclusion, work climate) had positive multiple correlation with career growth of female academics (R=0.40) and explained 14.2% of the variance in the dependent variable. The three categories of factors also jointly correlated with leadership position of female academics (R=0.55), and explained 28.5% of the dependent measure. The factors which made the highest contributions to career growth are: self-efficacy (β=.28), parental influence (β=.22) and spousal support (β=.18) while for leadership position they are parental influence (β=.36), attitude towards women (β=.27) and self-efficacy (β=.25) in that order. Further, self-efficacy (B=.40; t=6.59; p < .05), parental influence (B= -.12; t= -4.89;p<.05) and spousal support (B=.13; t=4.26; p<.05) could predict career growth. Predictors of female academics’ leadership position include parental influence (B= -.22; t= -9.10; p<.05), self-efficacy (B=.370; t=6.316; p<.05), spousal support (B= .169; t = 5.673; p<.05) and work climate (B= .56; t =2.03; p<.05). In-depth interviews revealed that female academics are self-conscious of their minority status, and perceive they work twice as hard as their male colleagues. They are aware that support and positive attitudes from male colleagues, their spouses, parents and favourable work climate are essential for their career growth and the attainment of leadership positions. Significant factors of female academics’ career growth are self-efficacy, parental influence and spousal support, while parental influence, academic men’s attitude towards women, self-efficacy, and work climate are essential towards their attainment of leadership positions. Therefore, female academics must develop positive self-efficacy, seek the support of their husbands and male colleagues. Also, universities should create a favourable work climate for all staff.