WORK ATTITUDE AND ORGANIZATIONAL PERFORMANCE: A STUDY OF MID-LEVEL CIVIL SERVANTS IN THE MINISTRY OF EDUCATION, DELTA STATE

Abstract

This examined the influence of work attitude and performance of mid-level civil servants in the Ministry of Education, Delta State. The objectives are to assess the relationship between organizational commitment and organizational performance among mid-level civil servants and to evaluate the extent to which job satisfaction affects organizational performance among mid-level civil servants in the Ministry of Education, Delta State. This study adopted a quantitative descriptive correlational survey design. The study population comprised all mid-level civil servants across ten administrative zones of the Post Primary Education Board (PPEB) in Delta State, the researcher purposively selected a sample size of 50 respondents for the study. Data were analysed using IBM SPSS Version 26, employing descriptive statistics, Pearson’s correlation to test the relationships and predictive strength of the independent variables on performance, all at a 0.05 significance level. The result of the study revealed that there is no significant relationship between organizational commitment and organizational performance among mid-level civil servants in the Ministry of Education, Delta State and that there is no significant relationship between job satisfaction and organizational performance among mid-level civil servants in the Ministry of Education, Delta State. The study found no statistically significant relationship between organisational commitment or job satisfaction and organisational performance among mid-level civil servants in the Ministry of Education, Delta State. This implies that factors such as leadership style, resource availability, institutional policies, and work environment may have a more critical influence on performance outcomes within the studied context. It was recommended among other things that the Ministry should conduct a thorough performance gap analysis to identify structural, resource-based, and managerial factors influencing organisational output, ensuring improvement strategies go beyond employee attitudes.