Volume 15 Numbers 1 & 2 April and September, 2012 Edition
Founding Editor-in-Chief: Professor Denis C.E. Ugwuegbu,
(Retired Professor of Department of Psychology,
University of Ibadan)
Editor-in-Chief: Professor Shyngle K. Balogun
Department of Psychology, University of Ibadan.
Associate Editor: Prof. Benjamin O. Ehigie
Department of Psychology, University of Ibadan.
tED~TORIALADVISORY BOARD
Professor S.N. Madu University of Limpapo, South Africa
Professor S.E. Idemudia University of Limpapo, South Africa
Professor Tope Akinnawo Adekunle Ajasin University of Nigeria
Professor C.O. Ajila Obafemi Awolowo University of Nigeria
Professor 0.0. Olowu Obafemi Awolowo University of Nigeria
Prof. P.N. Ibeagha University of Ibadan, Nigeria
Prof. A.M. Sunmola University of Ibadan, Nigeria
Dr. O.J. Osiki University of Ibadan, Nigeria
Dr. K.O. Taiwo University of Ibadan, Nigeria
Dr. 0.0. Adebayo University of Ibadan, Nigeria
Journa! of the African Society for THE PSYCHOLOGICAL STUDY OF
SOCIAL ISSUES C/O Dept. of Psychology, University of Ibadan, Nigeria.
UNIVERSITY OF IBADAN LIBRARY
'T
African Journal For The Psychological Stud! Of Social IssuesVol. 15 (1) 2012
AFRICAN JOURNAL FOR THE PSYCHOLOGICAL STUDY OF
SOCIAL ISSUES VO. 15 (1) 2012
CONTENTS
PAGE
1. RELATIONSHIP BETWEEN CONTINUOUS ASSESSMENT AND ACADEMIC
PERFORMANCE OF SECONDARY SCHOOL STUDENTS IN ENGLISH
LANGUAGEAND MATHEMATICS IN IBADAN -----------------------------------2
Ogundokun, M. O. and Ogundele, T.O.
2. ORGANIZATIONALAND PERSONALITY FACTORS PREDICTING
KNOWLEDGE SHARING INTENTION AMONG EMPLOYEES OF SOME
SELECTED BANKS IN NIGERIA---------------------------------------16
Peter O.Olapegba and AdepejuOgungbamila
3. FAMILY CONFLICT ON JOB SATISFACTION OF MARRIED FEMALi
EMPLOYEES IN SELECTED PUBLIC ORGANIZATIONS IN NIGERIA-----31
Onuoha, Uchena C
4. RELIGIONASAPRECURSOR OF TERRORISM IN THE NIGERIAN STATE:
A COM MON SENS ICAL PERS PECT IVE----------------------------------------4 2
Abolurin, Ade
5. EROTIC PLASTICITY, GENDER AND WOMEN'S GATEKEEPER ROLES ON
SEXUALITY: PERCEIVED IMPLICATIONS FOR MARITAL RELATIONSHIP
MAINTE NAN CE. ------------------------"-------------------------------------60
tooro ou« F.A
6. SECURITY:ASACATALYSTFORSUSTAINABLEDEVELOPMENT.-------81
Solomon, O.A and AJasa,AA
7. PARTICIPATION IN DECISION MAKING AND ORGANIZATIONAL POLITICS:
THE CLUE TO JOB INVOLVEMENT AMONG EMPLOYEES IN REVENUE
OF FICES IN LAGOS STATE, NIGERIA ----------------------------------------1 06
LawaI, AM., Ogunsakin, O. A and Bada, B.V
8. REPRESENTATIVE DEMOCRACY AND THE POLITICS OF EXCLUSION -119
Lanre-Abass, BolatitoA
9. EFFECTIVENESS OF MINDFULNESS TRAINING IN FOSTERING
TOBACCO CESSATION AMONG UNDERGRADUATES IN A NIGERIAN
UN IVERS ITY ---------- .•.-.------------------------------------------------------- 147
Asuzu, C.CandAgokei, R.C.
10. DEVELOPMENT AND VALIDATION OF NIGERIAN ARMY COMMANDING
OFFICERS JOB DESCRIPTIVE INDEX---------------------------------------------161
Wilson Ijide.
11. ATTITUDE OF WOMEN TOWARDS FAMILY PLANNING IN SELECTED
RURAL COMM UNITIES OF IBADAN. ----------------------------------------------185
Taiwo, PA J.
12. RUMOURAND CONTEMPORARY PUBLIC RELATIONS.--------~-------------209
Oyewo, 0.0. andOyewoO.M.
13. CAN FAMILY INTERVENTIONS BEASTRATEGY FOR CURTAILING
DELINQUENCY AND NEGLECT IN NIGERIA? EVIDENCE FROM
ADOLESCENTS IN CUSTODIAL CARE---------------------------------------------218
Atilola.O
14. EFFECT OF TOLOPOSOGO CREATIVITY TECHNIQUE IN 'THE
REDUCTION OF PSYCHOPATHOLOGICAL BEHAVIOURS AMONG SOME
ADOLESCENTS IN NIGERIAN PRISONS---------------------------------238
UNIVER
ITY OF IBADAN LIB
ARY
••
ORGANIZATIONAL AND PERSONALITY FACTORS
PREDICTING KNOWLEDGE SHARING INTENTION AMONG
EMPLOYEES OF SOME SELECTED BANKS IN;NIGERIA
*Peter O. Olapegba, and AdepeJuOgungbamila
Departmentof Pure & AppliedPsychology Departmentof Pure & AppliedPsychology
AdekunleAjasin University AdekunleAjasin UnivE;rsily
Akungba-Akoko Akungba-Akoko
Nigeria Nigeria
hanpet70@yahoo.com, oadepeJu@yahoo.com
*Corresponding Author
ABSTRACT
This study examined the influence of organizational and
personality factors on knowledge sharing intention among bank
employees in Nigeria. Using the accidental sampling techniques,
a total of two hundred and seven (207) employees of two
commercial banks in Nigeria participated in the study Males
were 113 (54.6%), while females were 94 (45.4%). The ages of
the participants ranged between 26 47 years with a mean of
33.35 years and standard deviation of 3..87. Data collection was
through a battery of measures combined into a single structured
questionnaire. Multiple regression was used to test the
hypothesis. Findings indicated that need for achievement and
need for affiliation significantly independently predicted
knowledge sharing intention among bankers, whereas need for
power, organizational culture and organizational trust did not.
This implies that emphasis should not be placed on need for
power, organizational culture, and organizational trust as these
may not be the major drivers of intention to share knowledge
among bank employees. However, human resource managers,
recruiting officers, and agencies should develop competence in
the identification of individuals high in need for achievement and
need for affiliation, since they have shown to be well disposed to
mutual knowledge sharing within organizations.
Key words: Organisational factors, personality factors, knowledge sharing
intention.
INTRODUCTION
The banking industry in Nigeria has witnessed some crises in recent
time (Soludo, 2004). These crises were characterized by persistent
liquidity problems, poor risk management skills, and weak corporate
governance, which were associated with the global financial crises
(Sanusi, 2010), which underscores the dynamism in the banking
industry. The implication is that such crises might be averted if the
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African Journal For The Psychological Study Of Social Issues Vol. 15 (1) 2012
management and employees of banks had been applied and
religiously adhered to basic principles and practice of risk and asset
management. Therefore, a strong connection may exist between
organizational performance and the knowledge base of the
organization and its employees. Gammelgaard and Ritter (2000)
defined knowledge as a fluid mix of framed experience, values,'
contextual information, and expert insight that provide a framework
for evaluating and incorporating new experiences and information
within an organization. Knowledge has been recognized as one of
the key factors for sustainable competitive advantage in
contemporary workplace (Davenport & Prusak, 1998; Grant, 1996).
Most studies on the recent financial crises in the Nigerian
banking industry tend to focus more its effects on the banks,
employees, and customers (Ogungbamila, 2010; Ojedokun, 2008).
Less research attention has been devoted to how employees'
intention to share knowledge can be predicted by organizational
factors (e.q. organizational culture and organisational trust) and
personality variables such as needs for affiliation, achievement, and
power. An investigation of this connection is important because the
dynamic nature of knowledge makes it imperative for organizations,
especially banks to explore the factors that are implicated in
knowledge sharing or intention to share knowledge. This study,
therefore, aimed to investigate the extent to which organizational
factors such as organisational culture and trust, and employees'
needs for affiliation,achievement, and power predict their intention
to share knowledge associated with the banking industry.
Organisational knowledge can be got through experience
and work practices, and can be transferred by observing and
applying it (Tan, Lye, Hock Ng, & Lim, 2010). In response to
continuously sharing of work knowledge in organisation, the banking
Industry is beginning to understand the relevance and importance of
knowledge sharing {KS),since it is knowledge based and this is due
to the fact thatKS is seen as the most significant and valued asset
thatcouldteao toorganisational performance and atthe same time, it
iSlJ!nCf'liI'estionablyan important component for organisations
espeoiailtyro ~e'bankhg lnstitutions in pursuing knowledge as an
intangrb'leandS'Gught-a'fierasset (Tan. et aI., 2010).
Lin, Lee, and Wan:g (2009) defined knowledge sharing as a
social'if1l~er;arotron:ou;ttll'lie, involving the exchange of employee
kn:owl'edge,,exper;ienC'es,and skills through the whole department or
organisation. Harder .(2008), conceptualized knowledge sharing as
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African Journal For ThePsychological Study Of Social IssuesVal. 15 (1) 2012
the voluntary and social process to transfer, absorbs, and reuse the
existing knowledge among employees in order to serve an
organisational end. Knowledge sharing is the process of capturing
knowledge or moving it from a source unit to recipient unit (Bircham-
Connolly, Corner, & Bowden, 2005). Despite the past studies done
on knowledge sharing (Lin et aI., 2010, Willem, 2003, & Wilson
2002).
Knowledge sharing intention could be described as an aim or
plan to share ones knowledge with a group of people in an
organisation or the society. To Hollander and Offerman (1990), a
person sharing his knowledge with others will lose his power in an
organisation. This concern ordinarily will reduce the intention to
share knowledge.Tannenbaum (1986) asserted that it is not certain
whether sharing knowledge leads to elimination of individual power.
On the contrary, when a person with expertise is willing to share, this
may lead an organisation as well as his co-worker to depend on him.
Organisational factors (e.g., organisation culture and trust)
may endear bank employees to knowledge sharing intention among
his/her co-workers. Oesphande and Webster (1989) defined
organisation culture as the set of shared values that help
organisational members understand organisational functioning and
thus guide their thinking and behaviour. Organisations do not
operate in a social vacuum but are influenced by the social-cultural
context (Hofstede, 2001): hence, the organisational culture has also
been considered as a form of organisational capital (Camerer
&Versalainen, 1998). Organisational culture consists of behaviours,
actions, and values that people in an organisation are expected to
share and follow (Tahir, Basit, Anis-UI-Haque, Mushtaq, & Anwar,
2010). Organisational factors playa vital role in the success of KS
process in banks (Willem, 2003). The intention to share knowledge
willnot occur unless they are supported by the banking institution
itself (Rolland & Chauvel, 2000). According to Tan, et.al (2010),
organisational culture drives the banks formal and informal
expectations of individuals, defined the types of people who will fit
into the organisation, and affected how people interacted with others
both inside and outside the organisation. Thus, an effective culture in
banks is crucial in achieving effective KS process (Govindarajan &
Gupta, 2000; Gummer 1998). Scholars and Practitioners (e.g.,
.Lopez, et al. 2004; Kulkarni, Ravindran, & Freeze. 2007). believed
that organisational culture that is supportive and or adaptive will
enable the success of knowledge sharing intention. Orqanisational
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The need to gain recognition (need for achievement) from
others in a place of work may also endear bank employees to
knowledge sharing intention. McCleliand, (1987) defined need for
achievement as a behavior directed toward competition with a
standard of excellence. Characteristics of high achievers are (a) a
strong desire to assume personal responsibility for performing a task
or finding a solution to the problem, (b) a tendency to set moderately
difficult goals and take calculated risks, and (c) a strong desire for
improvement and ways of doing things better (McClelland, 1987). An
achievement-oriented employee is likely to enjoy completing
challenging tasks and feel competent when such tasks are
accomplished (Oeci & Ryan, 1980).
. To such employee, being able to share knowledge with his
co-workers will make him fulfilled in all his endeavors (Rutter, Smith,
& Hall, 2005). Achievement need is positively related to knowledge
sharing and other behaviour like knowledge management (Wu &
Sukoco, 2010).Apart from making friends and gaining recognition at
work, the need to control and influence others in an organisation may
be another personality factor that may make employees to have
intention to knowledge sharing. The need for power is characterized
by the desire to influence, direct, and exercise control over others,
employees with a high need for power tend to win arguments,
persuade others, and seek power position (McClelland, 1984). Bank
employees with this type of need and have the intention to share
knowledge will want their co-worker to depend more on them as
Hickerson, Hinning, Lee, Schnech, and Pennings (1981) noted that
power need is related to interdependence among employees. We,
therefore, hypothesized that:
Organisational culture, organisational trust, need for
achievement, need for affiliation, and need for power will have
significant independent and joint influence on intention to share
knowledge among commercial bank employees.
Methods
Research Design
This research adopted a cross-sectional survey to investigate the
influence of organizational and personality factors on knowledge
sharing intention among some selected bank employees. The
dependent variable is knowledge sharing intention, while the
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Airican Journal For The Psychological Study Of Social IssuesVol. 15 (1) 2012
independent variables are organizational culture, organizational
trust, and personality factors (need for achievement, need for
affiliation, and need for power).
Participants
Using an accidental sampling technique, two hundred and
seven (207) employees of two commercial banks located in Lagos
and Ibadan, Nigeria participated in the survey. They were drawn from
different departments of the banks. Males were 113 (54.6%), while
females were 94 (45.4%). With regard to rank, 88 (48.9%) were
middle level staff, 78 (43.3%) senior staff and, 14 (7.8%) were in the
management cadre 136 (65.7%) were single, 70 (33.8%) married,
and others 1 (0.5%). In terms of educational attainment: HNO/first
degree 169 (81.7%), MA/M.Sc/M.Ed 37 (17.9%), and SSCE/GCE
have 1 (0.5%). The ages of the participants ranged between 26 and
47 years with a mean of33.35 years and standard deviation of3.87.
Research Instrument
The instrument used in this study was a structured questionnaire.
The questionnaire comprised offive (5) sections;
Section A. This section taps demographic information of the
participants like: age, sex, marital status, rank, educational
qualification, and religion.
Section B is a twenty (20)-items modified organizational culture
scale developed by Khandwalla (1976/1977). It is a Likert-format
scale with 5 response options ranging from 1= strongly disagree
(SO) to 5= strongly agree (SA). Khandwalla (1976/1977) reported a
Cronbach Alpha of .92. Revalidation for the purpose of this study
yielded Cronbach Alpha of .84. A high score on this scale indicate
favourable perception of organization culture, while low score means
unfavorable perception of culture.
Section C is a 10-item modified version of organizational trust scale
developed by Cummings and 8romiley (1996). It is a Likert-format
scale with 5 response options ranging from 1 strongly disagree (SD)
to 5 strongly agree (SA). Cummings and 8romiley (1996) reported a
Cronbach Alpha of .92. A Cronbach Alpha of .91 was obtained in this
study. A high score on this scale indicates high organization trust,
while low score means low trust.
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African Journal For The Psychological Study Of Social Issues Vol. 15 (1) 2012
Section D of the questionnaire is the McClelland, Atkinson, Clark
and Lowell (195e) personality questionnaire with three sub scales
(need for achievement, need for affiliation, and need for power). The
need for achievement sub scale has 10 items with reliability
coefficient Alpha of .72 as reported by the authors while a
revalidation yielded .66. High score on this scale indicates high need
for achievement, while low score means low need for achievement.
The need for affiliation sub scale is also a1 O-item Likert formatscale
with Cronbach Alpha of .68 while the revalidation yielded Alpha of
.83. High score on this scale indicates high need for affiliation, while
low score means low need for affiliation. The Need for Power sub
scale as well has 10 items and authors reported Cronbach Alpha of
.64 while revalidation yielded Alpha of .66
Section E consists of 24-items that measured knowledge sharing
intention and developed by Cavana et al, (2000). It is a 5 point
response option Likert format scale ranging from 1 (strongly
disagree) to 5 (strongly agree). A high score on the instrument
indicates a high degree of knowledge sharing intention among
respondents. The authors reported Cronbach Alpha of .87
Procedure
Questionnaire administration took place in the offices of the
respondents. Permission was sought from the managers by the
researchers before the administration of the questionnaires. Verbal
consent of prospective participants was sought after brief
explanation of the purpose of the research. Those who consented
were given the questionnaire with assurance of anonymity and
confidentiality of responses. Participants were also informed that
they were not under any obligation to participate and that they have
the right to withdraw at any point they feel inclined to discontinue with
the exercise. It was impressed on the participants that there were no
right or wrong answers but they were encouraged to be honest in
their responses.
Data analysis
A simple multiple regression analysis was used to analyze the data;
knowledge sharing intention was regressed on organizational
culture, organizational trust, need for achievement, need for
affiliation, and need for power.
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African Journal For The Psychological Study Of Social Issues Vol. 15 (1) 2012
Results
Table 1: Summary of multiple regression analysis showing the influence of
organizational culture, organizational trust, need for achievement, need for
a ttiItiia tiIOn, and nee d nor power on kindowe toe sherni.nq I.nten tiIon among bankers
Variables Beta t p R R- F P
Organ izational 0.03 -0.31 >.05
Culture
Organizational 0.01 -0.01 >.05
Trust 0.49 0.24 12.97 <.001
Need for 0.44 -6.29 <.001
alhln cmcnt
Need for 0.14 2.14 <.05
affiliation
Need for Power 0.13 1.81 >.05
Table 1 shows that there was significant joint influence of
organizational culture, organizational trust, need for achievement,
need for affiliation, and need for power on knowledge sharing
intention among bankers [F (5,201) =12.97, p< .001]. The R value of
0.49 shows a positive relationship between the independent
variables and knowledge sharing intention among bankers. The R2
value shows that the independent variables jointly contributed 24%
to knowledge sharing intention among bankers. Meanwhile, the
independent influence of the predictor variables shows that need for
achievement (8=-0.44, t=-6.29, p<.001) and need for affiliation
(8=0.138, t=2.14, p<.05) independently and significantly influence
knowledge sharing intention among bankers. Whereas need for
power (8=-0.13, t=1.81, p>.05), organizational culture (8=0.03, t=-
0.31, p>.05) and organizational trust (8=0.01, t=-0.01, p>.05 ) have
no significant independent influence on knowledge sharing intention.
Discussion
This study examined the influence of organisational and
personality factors on knowledge sharing intention among
employees of some selected banks in Nigeria. The hypothesis which
states that organisational culture, organisational trust, need for
achievement, need for affiliation, and need for power will have
significant independent and joint influence on knowledge sharing
intention was partly confirmed. Need for achievement and need for
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African Journal For The Psychological Study Of Social Issues Vol. 15 (1) 2012
affiliation independently and significantly influence knowledge·
sharing intention, While, need for power, organizational culture and
organizational trust did not independently and significantly predict
knowledge sharing intention. The results shows that there. was a
joint significant influence of organizational culture, organizational
trust, need for achievement, need for affiliation and need for power
on knowledge sharing intention.
The influence of need for achievement and need for affiliation on
knowledge sharing intention supports the findings of Mooradian,
Renzi, and Matzler (2006), and Duval (1999). They reported that
employees shared their knowledge based on the fact that they want
to be recognized and get more involved with what is going on in the
organisation. The results are in consonance with the findings of He
and Wei, (2009); Hsu and Lin, (2008); and, Jarvenpaa and Staples,
(2001). The authors pointed out that employees that enjoyed
challenging tasks and helping others exhibited knowledge sharing
intention. This 'means that bank employees with this personality
needs will exhibit knowledge sharing intention and this inadvertently
will enhance sustainable within the organization.
The result of this study also indicated that need for power;
organizational culture and organizational trust have no significant
independent influence on knowledge sharing intention. This
contradicts the findings orwu and Sukoco (2010) which reported a
positive correlation of power need to knowledge sharing. According
to them, power-oriented persons tend to exhibit knowledge sharing
intention as a result of social cognition from others and the desire to
dominate and exercise control over others. The reason for the result
of the present study may be that the' situations in which bank
employees operate do not give room for dominance. This implies
that bank employees with such need may believe that sharing their
knowledge with others might lead to losing their power in the
organisation, and as a result reduce their intent of knowledge
sharing with their coworker.
The result of the present study did not corroborate AI-Alawi, AI-
Marzooqi and Mohammed (2007) findings on organisational culture.
To these authors, organisational culture is positively related to
knowledge sharing intention. They explained that, employees who
had knowledge sharing intention did so as a result of the set of
shared values that guide their thinking and behaviour in the
organisation.
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African Journal For The Psychological Study Of Social Issues Vol. 15 (1) 2012
OrganisationaJ culture was found to have no influence on knowledge
sharing intention in the present study; this may be due to the fact that
the nature of the workplace in Nigeria leaves little or no room for the
personal values of employees to influences work behaviour and _
processes. The work atmosphere makes employees to be
mechanical in the discharge of their duty. Tan et al (2010), Ford
(2003), Rolland and Chauvel (2000) findings on trust which
emphasized that trust had a positive correlation with knowledge
sharing intention did not corroborate the present study result.
According to the authors, a high level of trust among coworker helps
to facilitate an effective knowledge sharing intention. The reason for
the result of the present study may be as a result of the existence of
intra personal relationship rather than inter personal relationship
among bank employees thereby making some of the employees to
be more inclined to conceal what they know as a result of lack of
strong knowledge of coworkers 'personalities. Finally, the present
study showed that there was significant joint influence of
organizational culture, organizational trust, need for achievement,
need for affiliation and need for power on knowledge sharing
intention among bankers. Moreover the result going by the joint
per.centage contribution indicates that the factors considered in this
study are to some extent strong predictors of knowledge sharing
intention.
Conclusion and Implication' of findings.
In conclusion, this study found that personality factors had a
positive influence on knowledge sharing intention among employees
in the Nigerian Banking Industry than the organisational factors. This
means that need for achievement and need for affiliation are salient
factor that determines bank employees' knowledge sharing
intention. Although, we cannot conclude from the result ofthe present
study that personality factors are the only factors that can predict
bank employees' knowledge sharing intention. There could be other
personality factor not considered in this study that can predict the
intention to share knowledge .Thefindings of the present study also
reveal no significance influence of need for power, organizational
culture and organizational trust on knowledge sharing intention
which may be as a result of fear of employees losing their power, not
defined set of shared values and lack of trust among the employees.
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African Journal For The Psychological Study Of Social Issues Vol. 15 (1) 2012
In order to enhance knowledge sharing intention, bank employees
should be given the opportunity to affiliate more with their co-worker
and learnmore about the relevance of achievement need as these
might go a long way to' make them develop the intent to knowledge
sharing.ln addition, human resource managers, recruiting officers
and agencies should develop competence in the identification of
individuals high in need for achievement and need for affiliation,
since they have shown to be significantly well disposed to mutual
knowledge sharing within organizations. The contribution of these
individuals may enhance theqrowth of the organization.
Limitation oUhe study
Several limitations exist in this study that suggests areas for
future research. First, the insignificant influence of need for power,
organizational culture and organizational trust on knowledge sharing
intention seems to contradict prior studies (Wu & Sukoco, 2010; AI-
Alawi, Al-Marzooqi, & Mohammed, 2007; and Tan et ai, 2010).
However, this. might-be because of the method (accidental) used in
selecting the participants and also as a result of samples (Nigerians)
used in the study. The result of the present study might also be due-to
variability in culture. Moreso, another factor that militate the result of
this study is the sample used. Out of twenty four banks in Nigeria,
only two banks were selected for this study which may not give room
for. generalizing the results to other banks. Future research should
use more-banks as its sample and focus more on other methods such
as systematic sampling techniques in order to replicate this study.
Second, Future research should also focus on other area of
personality factors and other aspect of organisational culture (power
sharing, expertise and mentoring).Furthermore, future study should
make use of cross-cultural samples in determining bank employees'
knowledge sharing intent.
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