Employee Well-being, Organisational Culture and Employee Performance in Federal Road Safety Commission in Oyo State
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Date
2024-12
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Lead City University, Ibadan
Abstract
The Federal Road Safety Commission (FRSC) plays a critical role in ensuring road safety and enforcing traffic regulations in Nigeria. However, several challenges and complaints; These include inadequate compensation, lack of professional development, high stress levels, and insufficient support systems, all of which contribute to low morale. Poor leadership, corruption, ineffective communication, and lack of recognition further exacerbate organizational culture issues. This study examined the relationship between employee wellbeing, organizational culture and employee performance among FRSC workers in Ibadan, Oyo state. This study adopted a descriptive research design and the study population were FRSC employees in FRSC Eleyele Command, Ibadan, Oyo State. Total enumeration sampling method was used to recruit the
participants in the study. Data was collected using a structured questionnaire, descriptive and inferential statistics was used to analyze collected data. Findings revealed a significant relationship between employee wellbeing, employee performance and organizational culture of FRSC workers in Ibadan, Oyo state. Specifically, the results showed that: Employee emotional well-being has a positive and significant influence on employee performance (β1= 0.793, R2=0.629, t-statistics=3.898>1.96, P-value =0.000 < 0.05 for Work Efficiency, β1= 0.829, R2=0.705, t-statistics=4.413>1.96, P-value =0.000 < 0.05 for Quality of Work). Employee psychological well-being has a positive and significant influence on employee performance (β1= 0.768, R2=0.591, t-statistics=5.972>1.96, P-value =0.050 < 0.05 for Work Efficiency, β1= 0.846, R2=0.716, t-statistics=4.849>1.96, P-value =0.006 < 0.05 for Quality of Work). Employee social well-being has a positive and significant influence on employee performance (β1= 0.552, R2=0.304, t-statistics=4.638>1.96, P-value =0.000 < 0.05 for Work Efficiency, β1= 0.594, R2=0.353, t-statistics=4.633>1.96, P-value =0.000 < 0.05 for Quality of Work); and organizational culture positively and significantly moderate the relationship between employee well-being and performance (β1= 0.137, R2=0.531, t-statistics = 3.728 >1.96, P-value =0.027 < 0.05). Based on this findings, it is recommended that the emotional, psychological, and social well-being of FRSC workers should be prioritized so as to enhance their performance at work.
Keywords: Employee Wellbeing, Organizational Culture, Employee Performance, Work Efficiency
Word Count: 297
Description
Keywords
Employee Wellbeing, Organizational Culture, Employee Performance, Work Efficiency
Citation
Kate Turabia