ORGANISATIONAL SUPPORT SYSTEMS AND EMPLOYEE CONTEXTUAL PERFORMANCE IN CEMENT MANUFACTURING COMPANIES IN SOUTH-SOUTH NIGERIA

Abstract

This study examined the relationship between organisational support systems and employee contextual performance in cement manufacturing companies in South-South Nigeria. Organisational support systems were examined using supervisor support and training/development support, while employee contextual performance was measured using interpersonal facilitation and job dedication. The study was anchored on the Organisational Support Theory and Social Exchange Theory and adopted a correlational survey research design. The population comprised 1,500 management and non-management employees of selected cement manufacturing companies in South-South Nigeria. Using the Taro Yamane formula, a sample size of 316 respondents was determined. A total of 316 questionnaires (100.00%) were distributed, of which 298 (94.30%) were successfully retrieved, while 18 (5.70%) were not returned. No questionnaire was invalid, resulting in 298 valid questionnaires (94.30%) used for the analysis. Data were analyzed using descriptive statistics and the Spearman Rank Order Correlation Coefficient at a 0.05 level of significance with SPSS Version 27. The findings revealed that supervisor support has a strong positive and significant relationship with interpersonal facilitation (r = 0.721, p < 0.05) and job dedication (r = 0.754, p < 0.05). Similarly, training/development support has a strong positive and significant relationship with interpersonal facilitation (r = 0.768, p < 0.05) and job dedication (r = 0.791, p < 0.05). The study concludes that organisational support systems significantly enhance employee contextual performance in cement manufacturing companies in South-South Nigeria and recommends strengthening supervisory support, continuous training and development, mentoring programmes, and career growth opportunities to improve employee commitment and positive workplace behaviours.