Effect Of Stress On Organizational Commitment On Academic Staff Federal Polytechnic, Mubi

Abstract

This study examines the effect of stress on organizational commitment in Federal Polytechnic, Mubi guided by the Job Demands–Resources (JD-R) theory. Survey research design was employed, targeting a population of 703 academic staff using stratified sampling. The sample size of 248 respondents was arrived at using Krejcie & Morgan’s sample size table, out of which 163 representing 66% of the responses were included in the study after data retrieval and cleaning. Data were collected through structured questionnaires, with stress measurement instruments adapted from Karunanithy & Ponnampalam (2013) and organisational commitment indicators from Allen and Meyer (1990). Reliability testing yielded a Cronbach Alpha of 0.82. Data were analyzed using Pearson correlation and regression techniques via SPSS 22. Results revealed that the model accounted for 70.6% of the variance in organizational commitment (R² = 0.706). Job-related factors (B = 0.497, p < 0.001) and organizational factors (B = 0.409, p < 0.001) exerted strong positive effects on commitment, while individual factors (B = -0.107, p = 0.043) had a small but significant negative effect. The study concludes that job-related and organizational stressors are the strongest predictors of organizational commitment, while individual stress slightly hinders it. It recommends addressing workload, clarifying roles, improving organizational support systems, and offering stress management programs to enhance employee commitment.

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