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Self-Efficacy, Emotional Intelligence, Achievement Motivation and Work- Value Orientation .Although there is proliferation of studies on career commitment and other constructs, but there ispaucity of research which examined combination of variables such as self-efficacy, emotional intelligence,achievement motivation and work-value orientation as predictors of career commitment of bank workers inOwerri Imo State Nigeria. Therefore, this study is designed to fill such research gaps in Nigeria. Against thisbackground, this study investigated self-efficacy, emotional intelligence, achievement motivation and valueorientation as predictors of career commitment of bank workers in Owerri Imo State Nigeria.Self-efficacy is the belief people have in their ability to perform in a certain way or engage in a specificbehaviour to achieve their desired goals. It is the belief that people are able to perform the actions required tomanage difficult or novel tasks and to cope with the adversity associated with demandingsituations (Bandura, 1997; Ivancevich, et al., 2005; Kreitner & Kinicki, 2004). Virginie and Marc (2010)investigated the effect of national culture value and self-efficacy on organizational commitment in Haiti. Theresult of the study showed that self-efficacy is highly significant, and is the main predictor of organizationalcommitment. Perceived efficacy plays a key role in human functioning because it affects behaviour not onlydirectly, but by its impact on other determinants such as goals and aspirations, out come expectations andperception of impediments and opportunities in the social environment (Bandura, 1995, 1997). They alsoinfluence the course of action people choose to pursue the challenges and goals they set for themselves and theircommitment to them, how much effort they put forth in given endeavors, the outcomes they expect their effortsto produce and how long they persevere in the face of obstacles. Masood, Rabia and Kashif (2013) found thatself-efficacy is fundamental to positive organizational results such as organizational commitment and jobsatisfaction. Self-efficacy influences emotional response of individuals. Jobs become more enjoyable whenindividuals are more competent and confident (Hartline and. Ferrell, 1996.). Moreover, self-efficacy also makesemployees more confident due to its underlying basic regulatory skill to resolve conflicts that might arise withcolleagues, to overcome dissatisfaction, deriving more job satisfaction (Bandura, 1977).Also, emotional intelligence has been found to be predictive of human behavior. It is the ability toperceive and express emotion, assimilate emotion in thought, understand and reason with emotion and regulateemotion in the self and others (Mayer et al., 2000). In this regard, Cherniss (2001) reported that emotionallyintelligent people display cooperation, commitment and creativity which are important for organizationaleffectiveness. Emotional intelligence (EI) has been linked to job performance and emotional labour (Prati, 2003;Law et al., 2004). Understanding and regulation of one‟s emotions as well as understanding other‟s emotions arefactors that affect intrapersonal well-being and interpersonal relations which also affect workers. Someresearchers found that emotional intelligence was positively correlated with organizational commitment of someworkers (Carmeli, 2003; Nikolaou and Tsaousis, 2002; Rozell et al., 2004). Therefore, it is expected thatworkers having high emotional intelligence will also be highly committed to their organizations.Thus, achievement motivation is the desire to perform in terms of a standard of excellence or to besuccessful in competitive situations. Persons who have high need for achievement (nAch) assume personalresponsibility for the solution of tasks or problems, set moderately difficult goals, take calculated risks, and havestrong desire for feedback on their performance as indexed by compensation (Lawson & Shen, 1998). Previousresearchers found significant relationship between need for achievement and organizational commitment (DoddMcCue and Wright, 1996; Mannheim et al., 1997). Most researchers agree that motivation is important in workorganizations; and that individual employees attempt to satisfy many needs through their work and through theirrelationship with an organization (Li, 2006). Hence employees with high need for achievement will likely to bemore committed to their organizations.Tahir. et.al (2008) reports that significant relationship exist between motivation and employeesperformance. Motivation approaches definitely satisfy the needs of the employees and in return, the employeerepays it through their hard work. Identifying the needs and answering it is the most basic approach of everyorganization to earn the commitment of the employees (Chughtai, 2008). With a well motivated workforce, anemployee‟s performance can be manifested on the organizational effectiveness, which allows the individuals tofocus on the development of their work, in terms of behaviour, skills and knowledge, ethics and effectiveness. Ithas been noted that motivation tends to energize the workforce which can result in their expected jobperformance (Byham and Moyer, 2005). Again, the motivational process increases or influence the jobperformance and other work outcomes of an individual that can reach to the employees‟ outmost performanceand even their jobs satisfaction (Strain, 1995 and Chughtai, 2008).Also, Malka and Chatman (2003) defined work value orientations as „work-related reinforcementpreferences, or tendencies to value specific types of incentives in the work environment. Thus, work valueorientations are individual preferences rather than „ought standards‟ that should be preferred (Dose, 1997).Intrinsic and extrinsic work value orientations probably give rise to the formulation and pursuit of intrinsic andextrinsic work goals, respectively. Work goals are more specific than work value orientations because they referto a particular object or end state that is pursued (Oishi, Schimmack Diener, & Suh, 1998; Schwartz, 1994),whereas work value orientations are more general and abstract, because they reflect employees‟ generalwww.iosrjournals.org56 Page

Self-Efficacy, Emotional Intelligence, Achievement Motivation and Work- Value Orientation .preferences towards their jobs. In tandem with many other value researchers (De Witte, 2004; Grouzet et al.,2005; Rohan, 2000; Schwartz, 1994), work goals are considered to be expressions or manifestations of higherorder work values.Sock and Mui (2012) investigated the preferred work values and career commitment of Generation Yteachers in Malaysia, as well as the moderating effect of cultural orientation on the work values-careercommitment relationship of Generation Y teachers. The finding indicates that work values explain 17% of thevariance of career commitment. In addition, intrinsic work values are correlated to career commitment at r .36.Cultural orientation is also found to have significant impact on the work values-career commitment relationshipof Generation Y teachers. Thus, Shahid, Asif, Mohammad, Muhammad and Ansir (2012) reports that theprominent player in determining the career salience was culture. Culture was a combination of values, beliefsand norms and it is shared among the individuals. Value orientation in any organization mostly focused oninternal system of organization and looking for competitive advantage, it encouraged openness to new thoughtsand prepared internal capabilities to adopt new ideas, process, or product successfully. Therefore, it is themotivation of this study to investigate the predictive effect of self-efficacy, emotional intelligence, achievementmotivation and work-value orientation on career commitment of bank workers in Imo State.Theoretical FrameworkThis study is anchored on Meyer and Allen (1997) three-components model (TCM) of organizationalcommitment. The model argues that organizational commitment has three distinctive components: Theaffective, continuance and normative commitments. The affective commitment is the individuals‟ emotionalattachment to an organization. If employees have a high level of affective commitment, the employees willenjoy their relationship with the organization and are likely to stay. Similarly, the continuance commitment isthe degree with which the employees believe that leaving the organization would be costly (Meyer &Herscovitch, 2001). Thus, employees with high level of continuance commitment will stay with an organizationbecause they feel that they must stay. For example, they may feel quitting the job may lead to an unacceptablelength of unemployment. On the other hand, they may feel that they will lose a certain degree of status if theyleave a well-respected organization such as a top law firm, a well known bank or research company.Furthermore, normative commitment is degree the employees feel obligated to the organization or believe thatstaying is the right thing to do (Meyer and Allen, 1997). Thus, the application of this model to the present studyis crucial as it will offer the opportunity for understanding the functional components that could determine anindividual‟s commitment in any work environment. The bank, therefore, is a very important sector of theeconomy involved in various developmental functions. As such, the progress and success of the bank industry indelivering these noble functions, practically depends on their employees level of commitment to work. In thisregard, the three component model (TCM) provides the bases for understanding workers commitment inorganizations.Purpose of studyThe purpose of this study is to investigate the predictive effect of self-efficacy, emotional intelligence,achievement motivation and work-value orientation on career commitment of bank workers in Imo State. Acombination of these variables has not been used to investigate the career commitment of bank workers.Therefore, this study is crucial because it will provide an insight on the relevance of these variables to careercommitment of workers.HypothesesThere is no significant relationship between self-efficacy and career commitment of bank workers.There is no significant relationship between emotional intlligence and career commitment of bank workers.There is no significant relationship between achievement motivation and career commitment of bank workers.There is no significant relationship between work-value orientations and career commitment of bank workers.II.MethodologyResearch DesignThis study adopted a descriptive survey research design in which the researcher cannot manipulate thevariable of interest. Questionnaire was the instrument used to collect data from the respondents on the studiedvariables. The population for the study consists of all bank staff in Imo State Nigeria. A total of 200 participantswere used for the study. The number comprises of twenty (20) staff male and female randomly selected from ten(10) banks in owerri, okigwe, and orlu senatorial districts of Imo State. This number amount to two hundred(200) staff used for the study.www.iosrjournals.org57 Page

Self-Efficacy, Emotional Intelligence, Achievement Motivation and Work- Value Orientation .InstrumentsCareer commitment was measured using a Career Commitment Scale (CCS) developed and validated byCarson and Bedeian (1994), based on the conceptualization and definition of career commitment as onesmotivation to work in a chosen vocation. The scale consists of twelve (12) items designed on a 5-point likertformat ranging from strongly disagree to strongly agree. Increasing scores imply higher career commitmentwhile decreasing scores imply the converse. The scale has reported an internal consistency of 0.76 and areliability of 0.87 using a two week test re test procedure. Some of the items on the scale are (1) My Line ofwork/career field is an important part of who I am (2) I do not feel emotionally attached to this line ofwork/career field. (3) I strongly identify with my chosen line of work/career field.Achievement Motivation was measured using the Achievement Motivation Scale-Revised (Lang & Fries,2006). The AMS-R consist of 15 items with a 5-point rating scale and internal consistencies of .69 and .82,respectively. The AMS-R is based on ideas by McClelland. This scale assumes that achievement motivation canbe viewed as a trait.Emotional intelligence was assessed with emotional intelligence scale developed by Shutte, Malouff, Hall,Haggerty, Cooper, Golden and Dornheim (1998): It is a thirty-three (33) item scale structured on a 5 point likertformat ranging from Strongly disagree (1) to Strongly agree (5). High score indicated increased level ofemotional intelligence, while low scores indicated decreased level of emotional intelligence. The scale reportedreliability co-efficient Cronbach alpha of 0.78 using a two week test re-test reliability technique (Shutte et al,1998). Examples of items on the questionnaire are: 1) I am aware of my emotions as I experience them; 2)When I am in a positive mood, solving problems is easy for me; 3) I like to share my emotions with others; 4) Ihave control over my emotions etc.General Perceived Self Efficacy Scale (GPSS) developed by Schwarzer and Jerusalem (1995) was used toassess the self efficacy of the participants. It is a 10 item statement using a four point scale ranging from (1) Notat all true to (4) Exactly true. The scale reported high internal consistency with a cronbach ranging from .75 and.90 (Schwarzer & Jerusalem, 1995). Examples of items on the questionnaire are: 1. I can solve most problems ifI invest the necessary effort as a banker 2. I can handle whatever comes my way as a banker, etcWork value orientation of participants was measured using intrinsic and extrinsic work value scale by Knoop(1994). The scale contains eight items that represented intrinsic and extrinsic work values. Most of the fourintrinsic work value items (i.e. „an opportunity to use initiative‟, „a job that is interesting‟, „a job that meetsone‟s abilities‟, „a responsible job‟) and most of the four extrinsic work value items (i.e. „good pay‟, „good jobsecurity‟, „not too much pressure‟ and „generous holidays‟) are identical to items used in previous research (Roset al., 1999). Participants reported the extent to which they valued each of them (1 ¼ important; 0 ¼ notimportant). The scale reported reliability co-efficient Cronbach alpha of 0.88.ProcedureThe researchers seek the permission of the management and staffs of the banks used for the study. The purposeof the study was equally explained to them after which the instruments were administered on them and collectedback.Method of Data AnalysisThe data collected were analysis using Pearson Product Moment Correlation.III.ResultsHypothesis OneThere is no significant relationship between self-efficacy and career commitment of bank workers.Table 1. PPMC summary showing significant relationship between self-efficacy and career commitmentof bank workers.Variablescareer commitment of bank 92R.440Df198PSigTable 1 shows that self-efficacy significantly correlates with career commitment of bank workers r (198) .440,p .05. The mean and standard deviation for self-efficacy is 24.34 and 4.92 respectively. With this result the Ho:is thus rejected.Hypothesis TwoThere is no significant relationship between emotional intelligence and career commitment of bank workers.www.iosrjournals.org58 Page

Self-Efficacy, Emotional Intelligence, Achievement Motivation and Work- Value Orientation .Table 2 PPMC summary showing significant relationship between emotional intelligence and careercommitment of bank workersVariablescareer commitment of bank workersemotional Df198PSigTable 2 shows that emotional intelligence correlates with career commitment of bank workers r (198) .528, p .05. The mean and standard deviation for emotional intelligence is 45.51 and 11.19 respectively. With this resultthe Ho: is thus rejected.Hypothesis ThreeThere is no significant relationship between achievement motivation and career commitment of bank workers.Table 3. PPMC summary showing significant relationship between achievement motivation and careercommitment of bank workersVariablescareer commitment of bank workersachievement 198PSigTable 3 shows that achievement motivation significantly correlates with career commitment of bank workers, r(198) .635, p .05. The mean and standard deviation for achievement motivation is 52.15 and 16.14respectively. With this result the Ho: is thus rejected.Hypothesis FourThere is no significant relationship between work-value orientations and career commitment of bank workers.Table 4. PPMC summary showing significant relationship between work-value orientations and careercommitment of bank workersVariablescareer commitment of bank workerswork-value Df198PSigTable 4 shows that work-value orientations significantly correlates with career commitment of bankworkers, r (198) .715, p .05. The mean and standard deviation for work-value orientation is 54.28 and 18.11respectively. With this result the Ho: is thus rejected.IV.Discussion of the FindingsThe study indicates that self-efficacy significantly correlates with career commitment of bank workers r(198) .440, p .05. This suggests the fact that when bank workers are self-efficacious, they tend to be moreproductive, result oriented and committed to their career. This is in line with Virginie and Marc (2010) assertionthat self-efficacy is highly significant, and is the main predictor of organizational commitment. Perceivedefficacy plays a key role in human functioning because it affects behaviour not only directly, but by its impacton other determinants such as goals and aspirations, out come expectations and perception of impediments andopportunities in the social environment (Bandura, 1995, 1997). Self-efficacy also influence the course of actionpeople choose to pursue the challenges and goals they set for themselves and their commitment to them, howmuch effort they put forth in a given endeavor, the outcomes they expect their efforts to produce and how longthey persevere in the face of obstacles. Masood, Rabia and Kashif (2013) found that self-efficacy isfundamental to positive organizational results such as organizational commitment and job satisfaction.Likewise, Dixit and Bhati (2012) believe that employees who are committed to their organization will bringabout sustained productivity. Salami (2008) posits that Organizations need committed workers in order to facethe worldwide economic competition.The result of the study shows that emotional intelligence correlates with career commitment of bankworkers r (198) .528, p .05. This development indicates that for employees to enjoy their job and becommitted to it, they need to develop and express emotional intelligence competence. Working in the bankrequires a banker to have the capacity to understand their clients emotions, feelings and be sensitive to theirverbal and non verbal attitudinal and behavioural dispositions. If this quality is lacking, bankers couldexperience frequent frustrating conflict with their customers and this could negatively affect their commitmentto their job. Thus, emotional intelligence has been found to be predictive of human behaviour. It is the ability toperceive and express emotion, assimilate emotion in thought, understand and reason with emotion and regulateemotion in the self and others (Mayer et al., 2000). In this regard, Cherniss (2001) reported that emotionallyintelligent people display cooperation, commitment and creativity which are important for organizationaleffectiveness. Emotional intelligence (EI) has been linked to job performance and emotional labour (Prati, 2003;Law et al., 2004). Understanding and regulation of one‟s emotions as well as understanding other‟s emotions arefactors that affect intrapersonal well-being and interpersonal relations which also affect workers. Somewww.iosrjournals.org59 Page

Self-Efficacy, Emotional Intelligence, Achievement Motivation and Work- Value Orientation .researchers found that emotional intelligence was positively correlated with organizational commitment of someworkers (Carmeli, 2003; Nikolaou and Tsaousis, 2002; Rozell et al., 2004). Therefore, it is expected thatworkers having high emotional intelligence will also be highly committed to their organizations.Also, the result of the study revealed that achievement motivation significantly correlates with careercommitment of bank workers, r (198) .635, p .05. This implies that when bank workers achieve their dailytarget or meet departmental or organisational goal expectations they could feel that sense of fulfilment,accomplishment and satisfaction. In view of these, they would be committed to their career and careeradvancement. Thus, achievement motivation is the desire to perform in terms of a standard of excellence or tobe successful in competitive situations. Persons who have high need for achievement (nAch) assume personalresponsibility for the solution of tasks or problems, set moderately difficult goals, take calculated risks, and havestrong desire for feedback on their performance as indexed by compensation (Lawson & Shen, 1998).Researchers found significant relationship between need for achievement and organizational commitment(Dodd-McCue and Wright, 1996; Mannheim et al., 1997).Furthermore, the findings of the study shows that work-value orientations significantly correlates withcareer commitment of bank workers, r (198) .715, p .05. This implies that the kind of value experienced andexpressed at work environment has positive or negative implication on workers level of commitment to theircareer. In support of this contention is Sock and Mui (2012) report of the fact that work values explain 17% ofthe variance of career commitment. In addition, intrinsic work values are correlated to career commitment at r .36. Cultural orientation is also found to have significant impact on the work values-career commitmentrelationship of Generation Y teachers. Also, Shahid, Asif, Mohammad, Muhammad and Ansir (2012) reportsthat the prominent player in determining the career salience was culture. Culture was a combination of values,beliefs and norms and it is shared among the individuals. Value orientation in any organization mostly focusedon internal system of organization and looking for competitive advantage, it encouraged openness to newthoughts and prepared internal capabilities to adopt new ideas, process, or product successfully.V.RecommendationBased on the findings of this study, the researchers wish to make the following recommendations:Financial institution(s) should make working in the banks more attractive and rewarding by givingbankers good remuneration, condition of service and appropriate attention to their career needs. If this is donebankers would be motivated to work and be committed to their career.Bankers should ensure that they develop positive attitude to their career by being ethical, selfless andattentive to the needs of their customers and adhere to the challenging demands of their job by beingemotionally literate in their relationship with others.The bank authorities should ensure that their employees are not unnecessarily stressed with workoverload as this could lead to the experience of occupational stress and burnout whose consequence more oftenthan not has negative implication on employees well-being.VI.ConclusionThe economy growth of any nation requires the function of an effective financial sector that would helpstimulate economic activities. Therefore, it is necessary that the banking industry and their employees are givingthe needed support to function efficiently as to enhance societal growth and sustainable [8].[9].[10].[11].Aborisade, R. & Obioha, E. E. (2009). “The Role of Motivation in Enhancing Job Commitment in Nigeria Industries: A Case Studyof Energy Foods Company Limited, Ibadan,” Journal of Social Sciences, 19/2, 149-154Ajiboye, S. O. (2008). Analysis of Causal Factors of Work-Family Role Conflict Among Male and Female Workers. Journal ofSociological Studies, 4 (2), 93- 104.Armstrong M. (2001). Human Resource Management Practice: Handbook, 8th Edition, Kegan Page Ltd., London.Bandura, A. (1995). Exercise of personal and collective efficacy in changing societies. In A. Bandura (Ed.), Self-efficacy inchanging societies (pp. 1–45). New York, NY: Cambridge University Press.Bandura, A. (1997). Self-Efficacy: The Exercise of Control. New York: W. H. Freeman.Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84, 91Brockner, J. (1988). The effects of work l

IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 16, Issue 11.Ver. . Also, emotional intelligence has been found to be predictive of human behavior. It is the ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion