Employee Well-being, Organisational Culture and Employee Performance in Federal Road Safety Commission in Oyo State

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dc.contributor.authorEzekiel Modebayo TAIWO
dc.date.accessioned2025-06-24T15:20:09Z
dc.date.available2025-06-24T15:20:09Z
dc.date.issued2024-12
dc.description.abstractThe 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
dc.identifier.citationKate Turabia
dc.identifier.otherM.Sc
dc.identifier.urihttps://repository.lcu.edu.ng/handle/123456789/1002
dc.language.isoen
dc.publisherLead City University, Ibadan
dc.relation.ispartofseriesM.Sc
dc.subjectEmployee Wellbeing
dc.subjectOrganizational Culture
dc.subjectEmployee Performance
dc.subjectWork Efficiency
dc.titleEmployee Well-being, Organisational Culture and Employee Performance in Federal Road Safety Commission in Oyo State
dc.typeThesis

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