JOB CHARACTERISTICS AND EMPLOYEE CYNICISM OF FOOD AND BEVERAGES FIRMS IN RIVERS STATE, NIGERIA

JOB CHARACTERISTICS AND EMPLOYEE CYNICISM OF FOOD AND BEVERAGES FIRMS IN RIVERS STATE, NIGERIA

ABSTRACT: This work investigated the relationship which exists between job characteristics and employee cynicism of food and beverage firms in Rivers State, Nigeria. The cross-sectional survey which is a form of the quasi-experimental design was employed because the variables were not within the control of the researcher. A total population of 591 staff from 6 selected food and beverage firms was covered in this work. The systematic sampling technique was employed. Questionnaires were used to obtain necessary data from respondents. The spearman’s rank-order correlation coefficient was used for testing the bivariate hypotheses while the partial correlation was used to examine how organizational culture moderates the relationship between job characteristics and employee cynicism. The findings revealed that the dimensions of job characteristics (job autonomy and job feedback) had a significant negative relationship with affective cynicism and cognitive cynicism. Task identity does not have any significant relationship with affective and cognitive cynicism. It was also observed that organizational culture does not significantly moderate the relationship between job characteristics and employee cynicism. It was thus concluded that creating an environment that allows job feedback and job autonomy in the food and beverage firms, will help reduce affective and cognitive cynicism among employees.  It was thus recommended that the management of the food and beverage firms should ensure that a substantial level of autonomy is given to their workers when performing their tasks, as this will serve as a motivational factor that could help reduce their cynical behaviors.

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CHAPTER ONE

INTRODUCTION

• Background of the Study

In this era of stiff and unending rivalry among firms in the world of business, the issue of enhancing the wellbeing of organisations has turned out to be more necessary than ever. The increase of the dynamic nature of the world of business has left the organizations with no other option than to constantly implement changes in structure, culture, strategies and processes with the vital aim of enhancing the firm’s competitive position. However, the presence of employee cynicism has over time been recognized as a potential source of resistance to the implementation of organisational change (Stanley, 1998). Employee cynicism is a negative attitude displayed by members of the organizations. Rehan, Iqbal, Fatima and Nawab (2017) sees employee cynicism as the negative belief that is developed by workers about their organization. It is important that firms ensure that cynical behaviours are eliminated if they must achieve their objectives. Employees, who are the main assets of any organization, pilot the entire organization. As such, it is important that such employees have positive attitude towards the firm because their negative attitude can cripple the effectiveness of the firm and if not urgently addressed could lead to the liquidation of the firm.

In recent times, there has been an increasing rate of cynical behaviour which could be as a result of the organisational or leadership activities. Furthermore, reducing employee cynicism will enhance the level of engagement of employees towards their organization. Rehan, Iqbal, Fatima and Nawab (2017) asserted that employee cynicism is a behavioural state which is subject to change over time due to the situation. They maintained that cynical behaviour can be reduced by changing jobs both internally or externally. When an employee is compelled to stay on the current job when he/she is not willing to do so, such activities could further trigger cynical behaviours in an employee.

Brandes, Dharwadkar and Dean (2000), posit that employee cynicism is a learned attitude that includes a pessimistic outlook for change. In line with this argument, Abouel–Ela (2011) opined that employee cynicism is a job attitude that involves frustration and a set of negative feelings toward a person, group or an object. He further observed that cynical behaviour is an important job attitude which directly affects an employee’s behavioural pattern towards the achievement of goals. It is obvious from the above assertions, it is clear that organisations need to continuously seek ways to reduce employee cynicism if they must achieve their goals.

Furthermore, it is believed that the characteristics of a job could influence the rate of cynicism. When the job characteristics are not motivating, employees may display cynical behaviour towards their superior or organization. Mirvis and Kanter (1991) pointed out that cynicism is a major way an employee copes with unstable, unfriendly and insecure world. It is worthy to note here that cynical behaviour emanates when employees are dissatisfied with certain activities in the organization. The characteristics of a job influence the level of satisfaction of the employee, the absence of which could trigger cynical behaviour.

Hackman and Oldham job characteristics model of 1980 shows the connection between job characteristics and the response of an individual to work. The theory pointed out the predicted task condition that individuals can prosper in their work. Job characteristics are the innate attributes in a given job which influences work outcome such as high performance, job satisfaction and level of turnover or absenteeism. Hackman and Oldham (1980) identified five dimensions of job characteristics which are task significance, job autonomy, skill variety, job feedback and task identity. Frustration and dissatisfaction arise when employees do not perceive the job characteristics to be motivating which could again heighten the level of employee cynicism.

Buntiny (2004) and Feldman (2000) asserted that employee cynicism is a new paradigm of employee-employer relations as a result of work intensification longer working hours, ineffective management, and continuous downsizing of organisations. The goals of firms are frustrated when those piloting its affairs are characterized by cynical work attitude. In line with this, Cartwright and Holmes (2006) posited that employee cynicism is characterized by a negative attitude of frustration, disillusionment and distrust of organization and other objects in the workplace. Dean, Brandes and Dharwardkar (1998) identified three measures of employee cynicism which are; affective cynicism, cognitive cynicism and behavioural cynicism. This research work differs from other previous empirical work because it attempts to examine the correlation between job characteristics and employee cynicism within the moderating effect of organisational culture.

• Statement of the Problem

In recent times manufacturing firms, which ought to have been the lifeblood of the Nigerian economy has constantly experienced a downturn in their operations due to activities in the immediate and external environment. Worthy of note is the recent high mortality rate of most of the firms due to the economic meltdown. These unfortunate incident has intensified the rate of unemployment, poverty, increased the number of social miscreants in our society and poor economic growth. This ill-fated situation will persist if firms continue to underperform due to the cynical behaviour of their employees. This is caused to employee cynicism which can be very detrimental to the entire wellbeing of the organization. Nafei and Kaifi (2013) asserted that cynical employees can sway the whole organization and can deter the achievement of organizational goals. Organisations are goal-oriented entities; as such organisations that fail to address attitudinal behaviours that are detrimental to its wellbeing are bound to fizzle out within a time period.

Cynical behaviour weakens the employee’s willingness to act in a favourable manner towards the sustainability of the organization. Again, employee cynicism reduces the employee’s commitment in the workplace and further intensifies attrition rate which could negatively affect the fortune of the firm. Furthermore, when the organization is characterized by cynical behaviour, the cohesiveness of the members in the organization is weakened and such organizations may suffer when faced with turbulent moments and may subsequently lose their competitiveness in the industry.

In addition, employee cynical behaviour intensifies the problem of distrust which could negatively affect the engagement of the employees. Also, the problems of cynicism manifest and triggers withdrawal behaviour (Nafei&Kaifi, 2013). When an employee exhibits withdrawal behaviour either psychologically or physically due to cynicism, such could impede on the success of the firm because such could hinder the flow of operations and hinder the firm’s effectiveness. Rehan, Iqbal, Fatima and Nawab (2017) observed that cynics experience different negative feelings like anger, contempt and distress. They further observed that cynical behaviour affects an employee’s performance.

Organizations cannot get the best from their employees when they exhibit cynical behaviours. The problem of employee cynicism has manifested in being less emotionally devoted to the organization, having adverse feelings such as disappointment, resentment, hopelessness, negligence of duty, irritation towards the establishment, increased job dissatisfaction, enhance low organizational loyalty and commitment, low productivity and negative feelings about others. The manifestation of these adverse negative behaviours can truncate the fortune of the organization.

The problem of employee cynicism still persists despite various attempts and recommendations that have been proffered by various scholars in the past. This study seeks to examine how employee cynicism can be resolved from the standpoint of job characteristics. Considering the distinctive attribute of job characteristics in addressing some organisational issues, it is believed that well-organized job characteristics can help resolve the problem of employee cynicism. It is on this note that this research seeks to examine the relationship between job characteristics in terms of job autonomy, job feedback, task identity and employee cynicism (affective and cognitive) of food and beverages firms in Rivers State.

• Operational Framework (IMG.file missing here)

Source: Adapted from Hackman and Oldham (1980); Dean, Brandes and Dharwadkar (1998).

Figure 1.1; an operational framework showing the linkages between job characteristics, employee cynicism and organizational culture.

• Aim and Objectives of the Study

The main aim is to assess the relationship between job characteristics and employee cynicism of food and beverages firms in Rivers State. The specific objectives are to;

1. Pin-point the relationship between autonomy and affective cynicism of employees of food and beverages firms in Rivers State.
2. Ascertain the relationship between autonomy and cognitive cynicism of employees of food and beverages firms in Rivers State.
3. Investigate the relationship between task identity and affective cynicism of employees of food and beverages firms in Rivers State.
4. Analyse the relationship between task identity and cognitive cynicism of employees of food and beverages firms in Rivers State.
5. Review the relationship between feedback and affective cynicism of employees of food and beverages firms in Rivers State.
6. Examine the relationship between feedback and cognitive cynicism of employees of food and beverages firms in Rivers State.
7. Evaluate how organizational culture moderates the relationship between job characteristics and employee cynicism of employees of food and beverages firms in Rivers State.

• Research Questions

1. What is the relationship between autonomy and affective cynicism of employees of food and beverages firms in Rivers State?
2. What is the relationship between autonomy and cognitive cynicism of employees of food and beverages firms in Rivers State?
3. What is the relationship between task identity and affective cynicism of employees of food and beverages firms in Rivers State?
4. What is the relationship between task identity and cognitive cynicism of employees of food and beverages firms in Rivers State?
5. What is the relationship between feedback and affective cynicism of employees of food and beverages firms in Rivers State?
6. What is the relationship between feedback and cognitive cynicism of employees of food and beverages firms in Rivers State?
7. How does organisational culture moderate the relationship between job characteristics and employee cynicism of employees of food and beverages firms in Rivers State?

• Research Hypotheses

The following null hypothesis is formulated for this study;

Ho₁ There is no significant relationship between autonomy and affective cynicism of employees of food and beverages firms in Rivers State.

Ho₂      There is no significant relationship between autonomy and cognitive cynicism of employees of food and beverages firms in Rivers State.

Ho₃      There is no significant relationship between task identity and affective cynicism of employees of food and beverages firms in Rivers State.

Ho₄      There is no significant relationship between task identity and cognitive cynicism of employees of food and beverages firms in Rivers State.

Ho₅      There is no significant relationship between feedback and affective cynicism of employees of food and beverages firms in Rivers State.

Ho₆      There is no significant relationship between feedback and cognitive cynicism of employees of food and beverages firms in Rivers State.

Ho₇      How does Organizational culture moderate the relationship between job characteristics and employee cynicism of employees of food and beverages firms in Rivers State?

• Significance of the Study

This study will be of immense relevance to the food and beverages firms, to the government, to scholars and to future researchers. This study will help the food and beverages firms in view of the fact that it will help reveal the extent to which job characteristics relates to employee cynicism. The study will also be of immense relevance to the food and beverages firms because it will help provide recommendations on various ways to eliminate employee cynicism in the workplace thereby enhancing the effective functioning of the organization. The study will be of relevance to scholars and future researchers as it will provide a detailed explanation on the variables under investigation, hence enhancing the wealth of knowledge which could serve as reference material to future researchers.

• Scope of the Study

The scope of this work will cover three broad scopes;

Content Scope: The content scope of this work covers the predictor variables (Job characteristics) and its dimensions, the criterion variables (employee cynicism) and its measures, the moderating variables of the study (organizational culture)

Geographical Scope: The geographical scope of this study was restricted to the selected food and beverages firms in Rivers State

Unit of Analysis: The unit of analysis used is the micro (individual) level of analysis.

•  Limitations of the Study

The sample size is the main limitation of this study. The sample size was drawn from only the food and beverages firms in Rivers State. The geographical scope covered in this study which was restricted to Rivers State is also a limitation of the study. Moreover, the study did not examine all the dimensions of job characteristics and all the measures of employee cynicism, which also served as a form of limitation to this study. The attitude of some of the respondents was also a limitation due to data hoarding by some employees for fear of giving out confidential information.

• Operational Definition of Terms

1. Affective cynicism: This refers to the sentimental and emotional responses towards the organization
2. Job Autonomy: It is the employee’s ability to control their work situation
3. Cognitive cynicism: this is the perception of lack of justice, sincerity and honesty in the organization’s practices.
4. Employee cynicism: employee cynicism is a job attitude that involves frustration and a set of negative feelings towards the distrust of a person or a group or an object
5. Job Feedback: This is the degree to which a worker acquires clear information about his/her performance
6. Organizational culture: These are shared assumptions by the organization’s staff
7. Task identity: It is the level to which the job needs the completion of a “whole” and recognisable work; i.e. starting and ending a job with a visible outcome.

• Organization of the study

This work was discussed in five chapters. Chapter one contains the introduction where we did a detailed background of the study, statement of the problem, operational framework, aims and objectives, research question, research hypothesis, the significance of the study and the scope of the study. Chapter two covers a detailed literature review regarding the variables under study. Chapter three contains a detailed methodology which covers the research design, population, method of data collection and analysis techniques. In chapter four, data presentation and analysis was carried out, also with a discussion of findings. Finally, chapter five consists of the summary, conclusion, recommendation and contribution to knowledge.