ABSTRACT
The study is on friendship ties at workplace and managerial effectiveness in selected Nigerian universities. This study therefore sought to identify the level of the relationship between “proximity” cause of workplace friendship formation and organizational commitment in selected Nigerian universities, to ascertain the degree of the relationship between “proximity” cause of workplace friendship formation and absenteeism in selected Nigerian universities and to determine the nature of the relationship between “Work Value/Life Interest similarities” cause of workplace friendship formation and organizational commitment in selected Nigerian universities; other objectives were to assess the degree of the relationship between “Work Value/Life Interest similarities” cause of workplace friendship formation and absenteeism in selected Nigerian universities, to examine the level of the relationship between “instrumentality” cause of workplace friendship formation and organizational commitment in selected Nigerian universities; and to establish the degree of the relationship between “instrumentality” cause of workplace friendship formation and absenteeism in selected Nigerian universities. This study adopted survey research design. In pursuit of the objectives, a national survey research was carried out in four federal and four state universities in four geopolitical zones of the country purposefully selected from the 1st, 2nd and 3rd generation universities in order to balance the study without bias. A sample size of 1147 was determined from a population of 30,955 drawn from the three major unions in the universities namely: Academic Staff Union of Universities (ASUU), Senior Staff Association of Nigerian Universities (SSANU), and Non-Academic Staff of Universities (NASU) using Freund and William’s statistical formula. The sources of data for the study were primary and secondary. The main instruments used for primary data collected were questionnaire and oral interview. The secondary data were sourced from journal, textbooks, periodicals and internet. The questionnaire was structured in Five-point Likert scale in line with the objectives of the study. Content validity approach was used to ensure that the variables measured were all covered while Factor analysis was used to measure the convergent validity. The instrument was checked for reliability showing Cronbach alpha co-efficient value of 0.84 and thereafter tables, pie charts, percentages and statistical tools (F-test, univariate, multiple regressions) were used for presentation and analysis respectively. Findings of the study indicated that Proximity cause of workplace friendship formation had a very strong positive relationship with organizational commitment in selected Nigerian universities. (FC = 246.94 > FT =10.89; α = 0.05). Proximity cause of workplace friendship formation had a positive but weak relationship with absenteeism in selected Nigerian universities. (FC = 186.23 > FT =10.89; α = 0.05). Work value/life interests similarities (WVLIS) cause of workplace friendship formation had a strong positive relationship with organizational commitment in selected Nigerian universities. (FC = 622.48 > FT =10.89; α = 0.05). Work value/life interests similarities (WVLIS) cause of workplace friendship formation had a positive but weak relationship with absenteeism in selected Nigerian universities. (FC = 373.21 > FT =10.89; α = 0.05). Instrumentality cause of workplace friendship formation had a strong positive relationship with organizational commitment in selected Nigerian universities. (FC = 259.98 > FT =10.89; α = 0.05). Instrumentality cause of workplace friendship formation had a positive but weak relationship with absenteeism in selected Nigerian universities. (FC = 147.22 > FT =10.89; α = 0.05). Based on the study’s findings, the study thus concluded that the employees in selected Nigerian universities do not form friendship ties at workplace for the purpose of being absent from work but for productivity. The study recommended that while participatory, high interdependent tasks that will increase positive core attitudes, performance and reduce absenteeism be encouraged, Nigerian university management should employ an effective, tactical strategic planning at workplace that will reduce frictions within and among staff, while increasing productivity in efficiency and effectiveness of service delivery.
TABLE OF CONTENTS
Declaration ii
Approval iii
Dedication iv
Acknowledgements v
Abstract vi
List of Tables vii
List of Figures viii
CHAPTER ONE: INTRODUCTION 1
- Background of the study 1
- Statement of the problem 5
- Objectives of the study 6
- Research Questions 7
- Research hypotheses 8
- Significance of study 9
- Scope of the study 10
- Limitations of the study 11
- Profile of selected Nigerian universities under study 12
- Profile of Benue State University, Makurdi 12
- Profile of Federal University of Agriculture, Makurdi 19
- Profile of Enugu State University of Science and Technology, Enugu 25
- Profile of University of Nigeria, Nsukka 28
- Profile of Kaduna State University, Kaduna 33
- Profile of Ahmadu Bello University, Zaria 36
- Profile of Ambrose Alli University, Ekpoma 42
- Profile of University of Benin, Benin City 47
- Operational Definitions of Terms 50
References 51
2.0 CHAPTER TWO: REVIEW OF RELATED LITERATURE 52
2.1 Conceptual Framework 52
2.1.1 Concept of Friendship 52
2.1.2 Concept of Workplace Friendship 56
2.1.3 Process of workplace friendship 60
2.1.3.1 Affective Processes of Workplace Friendship 60
2.1.3.2 Cognitive Processes of Workplace Friendship 61
2.1.3.3 Behavioural Processes of Workplace Friendship 61
2.1.4 Factors Influencing Workplace Friendships 62
2.1.4.1 Situational Factors 62
2. 1.4.2 Individual Factors 62
2.1.4.3 Dyadic Factors 63
2.1.5 Development of Workplace Friendship 65
2.1.6 Strategies for Maintaining Workplace Friendships 77
2.1.7 Causes of Workplace Friendship Formation at Workplace 85
2.1.7.1 Proximity Cause of Friendship Formation 85
2.1.7.2 Work-Value/Life-Interest (WVLI) Similarities Cause of Friendship
Formation 86
- Instrumentality Cause of Friendship Formation
- Managerial Effectiveness of Workplace Friendships: 88
Organizational Outcomes 89
2.1.8.1 Organizational Commitment 91
2.1.8.2 Absenteeism 92
2.1.9 Relationship between the causes of Workplace Friendships (WF)
Formation and Organizational Outcomes 94
2.1.9.1 Relationship between Proximity Cause of Workplace Friendships
(WF) Formation and Organizational Outcomes 95
2.1.9.2 Relationship between Work Value/Life Interest Similarities (WVLI)
cause of Workplace Friendships (WF) Formation and Organizational
Outcomes 97
2.1.9.3 Relationship between Instrumentality Cause of Workplace Friendships (WF) Formation and Organizational Outcomes 98
2.2 Theoretical Framework 100
2.2.1 Social Exchange Theory of Friendship 100
2.2.2 Developmental Theory of Friendship 100
2.2.3 Relevance of Theories to the Study 105
2.3 Empirical Review: Prior Researches on Friendship Ties at Workplace 106
2.4 Summary of the Review of Related Literature 113
2.5 Research Gap 115
References 111
3.0 CHAPTER THREE: METHODOLOGY 128
3.1 Research Design 128
3.2 Population of the Study 129
3.3 Sampling Procedure 131
3.3.1 Sample Size Determination 131
3.4 Sources of Data 134
- Methods of Data Collection 134
- Instrument Design 135
- Data Treatment Techniques 136
3.7.1 Survey 136
3.7.2 Pilot Survey 137
3.8 Measurement of Variables 137
3.8.1 Independent Variables 137
3.8.2 Dependent Variables 138
3.9 Validity and Reliability of Instrument 139
3.9.1 Validity of the Instrument 139
3.9.2 Reliability of the Instrument 142
3.10 Model Specification 143
References 144
4.0 CHAPTER FOUR: DATA PRESENTATION AND ANALYSES 147
4.1 Data Presentation 147
4.2 Presentation of Univariate Analysis 149
4.2.1 Frequencies of Friendship Ties (FT) 150
4.3 Test of Research Hypotheses and their Interpretations 162
4.3.1 Hypotheses on Proximity and Organizational Outcomes 162
4.3.2 Hypotheses on WVLIS and Organizational Outcomes 164
4.3.3 Hypotheses on Instrumentality and Organizational Outcomes 165
4.3.4 Findings of Bivariate Analysis of FT on Organizational Outcomes 166
4.3.5 Presentation of Qualitative Data Analysis Results Using QSR NVIVO 167
4.3.5.1 Interview 168
4.3.5.2 Analysis of Interviews 169
4.3.6 Integrated Research Findings 172
4.4 Discussion of Results 173
- Discussion of Findings Related to the Response Rate of the
Questionnaire 173
- Discussion of Findings Related to the Personal Data of the
Respondents 174
4.4.3 Discussion of Findings Related to the Objectives 176
References 186
5.0 CHAPTER FIVE: SUMMARY OF MAJOR FINDINGS,
CONCLUSION AND RECOMMENDATIONS 188
5.1 Summary of Findings 188
5.2 Conclusion 189
5.3 Recommendations 190
Bibliography 193
Appendices 206
LIST OF FIGURES
Figure 1.1: Organizational Chart of Benue State University, Makurdi 18
Figure 1.2: Organizational Chart of Federal University of Agriculture, Makurdi 24
Figure 1.3: Organizational Chart of Enugu State University of Science and
Technology, Enugu 27
Figure 1.4: Organizational Chart of University of Nigeria, Nsukka 32
Figure 1.5: Organizational Chart of Kaduna State University, Kaduna 35
Figure 1.6: Organizational Chart of Ahmadu Bello University, Zaria 41
Figure 1.7: Organizational Chart of Ambrose Alli University, Ekpoma 46
Figure 1.8: Organizational Chart of University of Benin, Benin City 49
Figure 2.1: Model of the Development of Friendships at Workplace 66
Figure 3.1: Conceptual Model of Friendships at Workplace and managerial
Effectiveness in selected Nigerian universities 138
Figure 4.1: Friendship Ties and Managerial Effectiveness in selected
Nigerian Universities 170
LIST OF TABLES
Table 3.1: Distribution of Population of Friendship Ties at Workplace
managerial Effectiveness in Selected Nigerian Universities 130
Table 3.2: Percentage Representative of Selected Nigerian Universities 132
Table 3.3: Determination of Specific Number of Respondents for each
University 133
Table 3.4: Confirmatory Results of Factor Analysis on FT and OO 140
Table 3.5: Causes of Friendship Formation Facets 143
Table 4.1: Questionnaire Distribution and Retrieval 147
Table 4.2: Demographic Analysis of Respondents 148
Table 4.3: Proximity Cause of Workplace Friendship Dimension of
Friendship Ties 150
Table 4.4: Work Value/ Life Interest Similarities (WVLIS) Cause of
Workplace Friendship Dimension of Friendship Ties 152
Table 4.5: Instrumentality Cause of Workplace Friendship Dimension
of Friendship Ties 155
Table 4.6: Organizational Commitment 157
Table 4.7: Absenteeism 160
Table 4.8: Inferential Results of Proximity Cause of Workplace
Friendship and Organizational Outcomes 163
Table 4.9: Inferential Results of WVLIS Cause of Workplace Friendship
and Organizational Outcomes 164
Table 4.10: Inferential Results of Instrumentality Cause of Workplace
Friendship and Organizational Outcomes 165
Table 4.11: Demographic Profile 168
CHAPTER ONE
INTRODUCTION
Background to the Study
Informal relationships among employees within organizations in recent times have become a potential source of influence for job performance and organization success as a consequence of managerial effectiveness. Friendships evolve from existing formal line of operations in the workplace environment and this is maintained for the advantage of the organization. Friendships according to Song (2006) are one of the essential human values and these friendships influence individual attitudes and behaviours. These behaviours could be positive or negative; hence Ellingwood (2001) asserts that positive interpersonal relationships at work have an advantageous impact on both organization and the employees. In the same vein, employees’ negative work attitudes can be mitigated when friends act as close confidants on bad and unpleasant work experiences (Anderson and Martin, 1995; Song and Olshfski, 2008; and Morrison, 2009).
The importance of workplace friendship to organizational outcomes engendered scholars paying attentions to its study. In the early nineteen – thirties, Mayo (1933) in Morrison (2004) brought the topic of workplace relationships to wide attention when he wrote the first management book focusing on the social needs of employees. Mayo advocated the role of socio-emotional factors in determining employees’ behaviour, contending that the extent to which employees received social satisfaction in the workplace was the most powerful influence on productivity. This influence can be seen in the provision of valuable individual and organizational outcomes.
Subsequently, Maslow (1970) developed the classic theory of human motivation, which first described the “hierarchy of needs” and contended that as lower level needs (such as physiological and safety needs) are satisfied, higher level needs (such as social, esteem and self-actualization needs) emerged as motivators. On this note, Steers (1977) declares that human needs have been shown to influence performance in certain jobs. For example, the opportunities to satisfy needs are still studied in organizational contexts, and are brought to be related to organizational commitment, job satisfaction and tendency to leave/turnover intention (Zinovieva, ten Horn, and Roe, 1993) and competence (Medcof and Hausdorf, 1995). Although the simple hierarchy that Maslow envisioned does not adequately reflect the complexity of human motivation, the philosophy still has been used (Bedeian and Wren, 2001).
The context of satisfying ones needs can greatly be influenced by the level of relationships one creates in the work environment. Crabtree (2004) posits that valued work relationships can influence organizational outcomes by increasing productivity, institutional participation and turnover reduction.
Morrison (2005) argues that peer relationships are antecedents of job satisfaction, while Markiewiez, Devine, and Kausilas (2000) found that the quality of friendships was associated with career success and job satisfaction of employees and Gibbons and Olk (2003) further stressed the positive relationships at the workplace through organizational commitment and reduced turnover. The recognition and application of friendship ties in the workplace as a performance strategy has greatly impacted the several organizations in the developed economies as evidenced in many studies earlier mentioned.
Even though workplace friendship has positive impacts on organization outcomes, many organizations mostly, in the developing economies as Nigeria over-looked these positive sides, but focused on the negative effects. Zaleznik (1997) and Song (2006) argued that some of these negative effects include sexual harassment, favouritism, gossip, and wrong impression of the implications of informal relationships in a formal working environment.
On this note, Gordon and Hartman (2009) declare that since people spend so much time together at work, (i.e. approximately forty (40) hours per week), the effect of workers being dissatisfied could be leveraged by employers encouraging interpersonal relationship at workplaces. Supporting this notion, Dachner (2011) declares that encouraging interpersonal relations among workers is important because valued work relationships can influence organizational outcomes by increasing institutional participation, establishing supportive and innovative climates, increasing organizational productivity, indirectly reducing absenteeism and the intent to turnover.
Regardless of the nature of an organization, its industry or the hierarchical levels that exist within it, all organizational activities occur within the context of interpersonal relationships. In addition to this, the innate need for humans to socialize, according to Brown, Siliva, Myin-Germeys, and Kwapil (2007) imply that the work environment presents itself as an eminently salient aspect that contributes to employee satisfaction and well-being. Hence, employees consider social interaction with colleagues a highly valued job aspect that acts as a key determinant of their job satisfaction and organizational commitment (Dur and Sol, 2010). Although work relationships share similar characteristics and qualities with non – work relationships, the organizational context within which the informal and voluntary exchanges occur makes the study of workplace friendships unique.
Ofoegbu, Akanbi and Akhanolu (2012) note that workplace friendships have drawn the attention of, and variously discussed by scholars (Kram and Isabella, 1985; Barley and Kunda, 2001; Berman, West, and Richter, 2002; Mao, 2006; and Miller, Rutherford and Kolodinsky, 2008) as it promotes organizational/employee outcomes and helps achieve goals. They emphasized that efforts should be made by the organizations in Nigeria to enhance or emphasize the importance of performance on appropriate managerial approach to reducing policies and emphasizing workplace friendship among university workers. That is by increasing employees’ understanding and control. Ofoegbu et al (2012) declare that Nigerian work environment is such that the ordinary worker is looking for the slightest excuse to complain of dissatisfaction in respect of pay/wages, supervision ineffectiveness, and unfair promotions, nature of work and unconducive work environment. In fulfilling this gap of complaints comes building relationship (friendship ties) that is sensed to be self-satisfying.
Supporting Mayo (1933) and Maslow (1970) earlier, Onwuchekwa (1993) suggests the creation of more informal organizational climates that would better meet human needs and increase the satisfaction of organizational members. He further explains that where organizational climate is less informal, members of the organization, particularly at the lower levels, will become dissatisfied and frustrated in their work as their affiliation needs are blocked. He also warns that increased unhappiness among organizational members is tantamount to increased problems in meeting organizational goals. The resultant effect, according to Hom and Griffeth (1995), is that these dissatisfied workers may change jobs frequently, increasing production cost because employees may also insist on higher wages since their work is so psychologically unrewarding.
It is therefore imperative to embark on this study where an empirical analysis is carried out on the effect of friendship on the managerial effectiveness in selected Nigerian Universities.
1.2 Statement of the Problem
