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Co po a e Awa eness S a egies owa ds Employee Sa is ac ion o Sa elli e Se ice
P o ide s in Del a and Edo S a es, Nige ia
UWONOGHO, I1*, OLANNYE, A. P2
*1Depa men o Business Adminis a ion, Facul y o Managemen Sciences, DELSU Business School, Asaba
2 Depa men o Ma ke ing and En ep eneu ship, Facul y o Managemen Sciences, Del a S a e Uni e si y Ab aka, Nige ia
Co esponding Au ho
UWONOGHO, I
Depa men o Business
Adminis a ion, Facul y o
Managemen Sciences, DELSU
Business School, Asaba.
A icle His o y
Recei ed: 20 / 07 / 2025
Accep ed: 28 / 10 / 2025
Published: 06 / 11 / 2025
Abs ac : The cu en co po a e me hodologies a e no longe ele an due o he complex
na u e o he se ice sec o and he need o quick de elopmen , hus, examined he e ec o
co po a e awa eness s a egies and employee sa is ac ion o sa elli e companies in Del a and
Edo S a es o Nige ia using c oss sec ional su ey esea ch design me hod. The s udy applied
h ee (3) dimensions o co po a e awa eness s a egies namely embedded, empowe men and
sys em connec ions s a egies (independen a iable) and employee sa is ac ion as he
dependen a iable. Ques ionnai e was he main ins umen o da a collec ion which was
adminis e ed o wo hund ed and six y-eigh (268) esponden s, ou o which wo hund ed and
i y-six (256) we e e ie ed. Da a ob ained we e analyzed ia desc ip i e s a is ics ( equency
coun , simple pe cen age, mean, s anda d de ia ion, minimum alue, maximum alue,
skewness, ku osis, and Pea son co ela ion), diagnos ic s a is ics ( a iance in la ion ac o and
B eusch-Pagan and Cook-Weisbe g) and in e en ial s a is ics (mul iple eg ession) and analysis
was ca ied ou using STATA 14.0 S a is ical so wa e. The mul iple eg ession esul s
e ealed ha embedded sys em (T- alue = 2.32; P- alue = 0.021), empowe men (T- alue =
3.26 P- alue = 0.000) and dialogue/inqui y (T- alue = 4.011; P- alue = 0.000) signi ican ly
posi i ely in luence employee sa is ac ion. On he basis o he indings, he s udy ecommends
ha managemen o sa elli e companies should incessan ly encou age/main ain dialogue and
inqui y among employees so as o enhance employees’ sa is ac ion. Also, he e is he need o
managemen o sa elli e companies o imbibe a cul u e o employee empowe men so as o
in eg a e employees ully in o he schemes and p ocesses o he o ganiza ion.
Keywo ds: Co po a e Awa eness S a egy, Employee Sa is ac ion, Embedded s a egy,
Empowe men S a egy, Sys em Connec ion.
How o Ci e in APA o ma : UWONOGHO, I. & OLANNYE, A. P. (2025). Co po a e Awa eness S a egies owa ds Employee
Sa is ac ion o Sa elli e Se ice P o ide s in Del a and Edo S a es, Nige ia. IRASS Jou nal o Economics and Business Managemen .
2(11),21-29.
In oduc ion
B oadly speaking, o ganiza ion's success and pe o mance
la gely depends on employees’ skills and knowledge, hence mos
success ul o ganiza ion s i e o ma ch he needs o he business
and hose ela ing o employees. Iden i ying and ma ching he
needs o employees as no ed by Jona han (2023), can be ealized
ia co po a e awa eness s a egies. co po a e awa eness s a egy is
a sys em o p o essional de elopmen ac i i ies o e ed by
managemen o o ganiza ions o educa e lea ne s/employees. As
obse ed by Gaby (2022), co po a e awa eness s a egy consis s o
bo h o mal and in o mal aining o e ed by he managemen o
o ganiza ions o educa e employees in o de o hem o ha e he
equisi e skills and knowledge o be success ul, now and in he
u u e. Gui-Xia and Abdullah (2022) asse ed ha co po a e
awa eness s a egies encompasses digi al and adi ional aining
o ganiza ions use in enhancing skills and knowledge o wo k o ce
h ough aining and de elopmen , embedded, empowe men ,
sys em connec ions, dialogue/inqui y and con inuous lea ning.
On he o he hand, employee sa is ac ion e e s o how
pleasan employees a e wi h hei job and i hei aspi a ions and
needs a e me in he wo kplace. Acco ding o Alshemma i (2023),
employee sa is ac ion is a b oad exp ession ha conno es how
pleased o con en ed employees a e wi h hei o ganiza ion,
employmen and expe iences. Pee man (2023) no ed ha employee
con en men is a i al indica o ha es ablishes whe he o no
employees a e sa is ied wi h hei job. A high sa is ac ion a ing
sugges s ha employees a e pleased wi h he way hei
o ganiza ion ea s hem and a low sa is ac ion a ing sugges
o he wise (Pa ul & Pooja, 2017). Employee sa is ac ion acco ding
o S eben (2023), con ibu es o e en ion and a p edic o o
employee pe o mance. In he iews o Skopak and
Hadzaihme o ic (2022), employee sa is ac ion can s em om
physical elemen s (good sala y and bene i s), and in angible
elemen s (in ol emen , ecogni ion, excellen leade ship, e c.).
Acco ding o
Alkhaldi, Mgbemena and Alghamdi (2021), one s a egy
ia which o ganiza ions can use o sa is y employees is by
os e ing con inuous lea ning; he e o e, o ganiza ions mus o e a
lea ning a mosphe e ha can help imp o e employees’ sa is ac ion.
Based on he o egoing, his s udy in es iga ed he e ec o
co po a e awa eness s a egies (embedded, empowe men and
sys em connec ions, dialogue/inqui y) on employees’ sa is ac ion,
by u ilizing some selec ed sa elli e se ice p o ide s (companies)
in Del a and Edo S a es, Nige ia.
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 21-29
Vol-2, Iss-11 (No embe -2025)
22
S a emen o he P oblem
The elecommunica ion indus y has indeed unde gone
signi ican ans o ma ion in ecen yea s, la gely due o he
in eg a ion o embedded sys ems. Embedded sys ems, which a e
specialized compu ing sys ems designed o pe o m dedica ed
unc ions wi hin a la ge mechanical o elec ical sys em, ha e
become inc easingly i al. This awa eness a e c ucial o
con olling a wide ange o unc ions, including achie ing
employee sa is ca ion and mo e. The e ec i eness o co po a e
awa eness p og ams in enhancing employee sa is ac ion wi hin he
se ice indus y emains an unde esea ched a ea, despi e i s
c i ical impo ance o ins i u ional success. Se ice i ms ace
conside able challenges, including high u no e a es, low
mo i a ion, and inadequa e skills among s a , which can be
a ibu ed o a lack o e ec i e awa eness s a egies. Recen s udies
indica e ha co po a e awa eness ini ia i es can lead o
signi ican ly highe employee sa is ac ion and pe o mance le els.
In iew o he abo e asse ion, i is impe a i e ha o ganiza ions
should pay due a en ion o con inuous lea ning, embedded,
empowe men , sys em connec ion, and dialogue/inqui y.
O ganiza ions whose employees a e no connec ed, empowe ed
and embedded a e liable o expe ience se back; hey may no be
compe i i e, esilien , success ul and p oduc i e. Hence, his
cu en s udy in es iga ed he e ec o co po a e awa eness
s a egies (using i e dimensions o co po a e awa eness s a egies-
embedded, empowe men and sys em connec ions) on employee
sa is ac ion o sa elli e companies in Del a and Edo S a es, Nige ia.
Objec i es o he S udy
This s udy in es iga ed he e ec o co po a e awa eness s a egies
on employee sa is ac ion o i ms in Del a and Edo S a es, Nige ia.
Speci ic objec i es we e o:
Examine he e ec o embedded sys em awa eness
s a egy on employee sa is ac ion o selec ed i ms in
Del a and Edo S a es, Nige ia.
De e mine he e ec o empowe men awa eness s a egy
on employee sa is ac ion o selec ed i ms in Del a and
Edo S a es, Nige ia
Asce ain he e ec o sys em connec ions awa eness
s a egy on employee sa is ac ion o selec ed i ms in
Del a and Edo S a es, Nige ia.
Jus i ica ion o he S udy
This s udy was mo i a ed gi en ha when employees do
no eel connec ed and empowe ed by o ganiza ions, i could lead
o low employee sa is ac ion; his sugges s ha o employees o be
sa is ied, hey mus be i o he job, link wi h colleagues and
make sac i ices o he o ganiza ion by wo king oge he . In iew
o he abo e, i is i al ha o ganiza ions should pay a en ion o
con inuous lea ning, embedded, empowe men , sys em connec ion
and dialogue/inqui y. Mo e so, he e a e limi ed empi ical s udies
on co po a e awa eness s a egies and employee sa is ac ion in
Nige ia; hus, s udy examined he e ec o co po a e awa eness
s a egies (embedded awa eness, empowe men awa eness, sys em
connec ions awa eness) on employee sa is ac ion o sa elli e
companies in Del a and Edo S a es, Nige ia.
Signi icance o he S udy
The indings o he s udy would be i al o managemen o selec ed
i ms, policymake s, human esou ce p ac i ione s and esea che s:
Managemen o Fi m: he s udy will o e managemen
o he selec ed i ms wi h a good unde s anding on how
co po a e awa eness s a egies can help hem imp o e
he le el o employee sa is ac ion. I is also hoped ha
his s udy will o e hem wi h ways o handling
embedded awa eness; empowe men awa eness, sys em
connec ions awa eness s a egies o enable employees
inc ease hei sa is ac ion in a mos posi i e way.
In e es ingly, indings o he s udy will assis
managemen in deciding how co po a e awa eness
s a egies can be used in enhancing employees’
sa is ac ion
Human Resou ce P ac i ione s: he s udy assis ed
human esou ce p ac i ione s o know why employees
beha e in ce ain ways due o co po a e awa eness and
hence de ise means o managing embedded awa eness,
empowe men awa eness and sys em connec ions
awa eness s a egies a hei espec i e wo kplaces.
Managemen Resea che s/S uden s: The s udy o e ed
esea che s wi h a sound backg ound/basis upon which
u he s udies on co po a e awa eness s a egies and
employee sa is ac ion can be done and assis hem o
iden i y u u e esea ch gap(s).
Re iew o Rela ed Li e a u e
Co po a e Awa eness S a egies
In con empo a y en i onmen o business, he success o an
o ganiza ion is dependen on he skills, expe ience and knowledge
employees e ain. Acco ding o Jona han (2023), an o ganiza ion
can be able o iden i y and imp o e employees’ needs, skills,
expe ience and knowledge by means o co po a e awa eness
s a egies. The e m co po a e awa eness s a egy (CAS) is a
sys em o o mal de elopmen p ocess p o ided by o ganiza ions’
managemen o educa e wo k o ce. Gaby (2022) belie ed ha
CAS encompasses o mal and in o mal aining gi en by
o ganiza ions’ managemen o educa e/ ain employees so as o
make hem ha e he equi ed knowledge, skills and expe ience
needed o make employees sa is ied and he o ganiza ion o
succeed.
Gui-Xia and Abdullah (2022) opined ha CAS en ails bo h
con en ional and echnological aining o ganiza ions’
managemen employs in p omo ing employees’ skills, knowledge
and expe ience ia an embedded sys em, empowe men , sys em
connec ions, dialogue/ inqui y and con inuous lea ning among
o he s. Thus, CAS a e comp ehensi e s a egies o plans aimed a
enhancing employees’ skills, knowledge and expe ience in o de o
enhance employees’ sa is ac ion le el. In his s udy, i e (5) CAS
we e employed namely embedded sys ems, empowe men , sys em
connec ions, dialogue/inqui y and con inuous lea ning; he
dimensions o co po a e awa eness s a egies ha we e employed
in his s udy a e discussed as ollows:
Embedded Sys em Awa eness
Embeddedness measu es employees’ engagemen and goes
beyond wha happens in he wo kplace. An embedded sys em as
obse ed by Beki ogulla i (2019) has a signi ican impac on
employees’ sa is ac ion, speci ically o employees ha a e jus
joining he o ganiza ion. Fo ins ance, i employees do no eel
connec ed o he o ganiza ion, he p obabili y o hem lea ing he
o ganisa ion will inc ease exponen ially. Acco ding o Chen and
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 21-29
Vol-2, Iss-11 (No embe -2025)
23
Wang (2019), embeddedness can be disagg ega ed in o h ee (3)
i al elemen s – Fi (employee eels like hey belong o he
o ganiza ion, hus hey would sha e in he alues & goals and
con ibu e meaning ully o he success o he o ganiza ion); Links
(employees when connec ed, can esul in s e n ela ionship a
wo k and ou side o wo k).
In his ega ds, employees s i e o in es hei ime in local
ne wo ks; Sac i ice (i employees appea s o lea e he
o ganiza ion, hey would eel as hough hey a e gi ing up
some hing like meaning ul iendship o a p omising ca ee pa h).
The ou come o lea ing is g ea e han he p omise o no el
oppo uni ies ha can be ob ained om o ganiza ion ou side. Thus,
Demi el and Tohum (2018), sugges ha managemen o
o ganiza ion should pay a en ion o embedded sys ems and s i e
o imp o e hem in o de o enhance employees’ sa is ac ion. In
he same ein, when imp o ing an embedded sys em becomes an
issue o he o ganiza ion, managemen o o ganiza ion should
imp o e boa ding p ocess. Simila ly E e and Se inç (2018) posi ed
ha embedded sys em should no only occu once new employees
join he o ganiza ion, i should be a sys em o cul u e ha mus
con inue. Hence embedded sys em should o m an in eg al pa o
an o ganiza ion’s ongoing e o o engage he wo k o ce.
Empowe men Awa eness
The e m empowe men e e s o employees’ le el o
au onomy and sel -de e mina ion in an o ganiza ion. Acco ding o
Rauza (2018), empowe men allows employees o ep esen hei
in e es in esponsible and sel -de e mined ways while ac ing in
line wi h he s uc u e and au ho i y o he o ganiza ion. In he
iews o Ulu aş (2018), empowe men e e s o he p ocess whe e
employees ge s onge and mo e con iden abou an o ganiza ion,
pa icula ly in managing employee’s own li e and igh s. Thus,
empowe men conno es suppo om he o ganiza ion which help
employees o e come hei eeling o helplessness as well as
helping employees o iden i y and apply hei skills, knowledge
and expe ience in execu ing hei jobs (Lassoued, Awad & Gui a ,
2020) Empowe men is a d i om a de ici -o ien ed o a mo e
s eng h-o ien ed no ion; empowe men o employees has
inc easingly become a managemen no ion and sou ce o
con inuing aining and sel -help o he wo k o ce (Rahmi,
Achmad & Adhimu sandi, 2020). In he wo k en i onmen ,
empowe men is a p ac ical me hod o esou ce-based in e en ion.
Hence, i is seen as a means o inc easing employees’
esponsibili ies and asks. Acco dingly, Rauza (2018) belie ed ha
empowe men has a signi ican impac on employees’ engagemen ,
happiness and job sa is ac ion.
Sys em Connec ions Awa eness
Employees connec success ully wi h an o ganiza ion when
hey eel needed by he o ganiza ion; o his eason such
employees would no p e end o be someone else and may o ally
iden i y wi h he aims, isions and goals o he o ganisa ion (Bicen
& Demi , 2020). O ganiza ions wi h imp o ed sys em connec ions
will make employees eel ha hey can bene i om he
o ganiza ion. Hence, sys em connec ions encompass ecip ocal
p aises, hones eedbacks and encou agemen o mu ual
imp o emen s. Mo e impo an ly, sys em connec ions encou age
cons an in e ac ions be ween managemen and employees.
Acco ding o Ques ed, e al (2018), o ganiza ions ha exp ess
g a i ude o employees and a e p epa ed o es ablish impe a i e
social connec ions wi h employees may expec same in e u n.
Fu he mo e, he pace a which employees connec wi h he
o ganiza ion can be la gely in luenced by connec ions wi hin he
g oup. Hence, when new employees ind ha he e a e ew
employees no connec ed, i indica es lack o social bonds among
he wo k o ce and hence dec eases he sa is ac ion le el o
employees. In he same ein, when he connec ions be ween
employees-employees and managemen -employees a e no
adequa e, i could make employees look o employmen
elsewhe e; his ac may na u ally make some employees eel
dissa is ied wi h hei job (Vans eenkis e, Ryan & Soenens, 2020).
Hence, hese signals may ha e he po en ial o emo ionally
disengaging employees inside he o ganiza ion, hus leading o
dec eased employee sa is ac ion.
Employee Sa is ac ion
Employees who app ecia e he e o s o he company will
wo k ha de and emain wi h he company longe , so making a
space o inspi a ion and ega d wi hin he wo king en i onmen
can con ibu e o company's success (Suliman & Al-Shaikh, 2020).
Employees need wo k hey will no ea o . They need o wo k in a
solid en i onmen wi h in i ing adminis a ion and colleagues, do
signi ican wo k, and ge paid well. A ade p io i izes employees'
ul ilmen , p ocu e imp essi e bene i s such as lowe u no e ,
highe e iciency, posi i e o ganiza ion cul u e, and de o ion
(Rahmi, Achmad & Adhimu sandi, 2020), Concu ing o Rahmi, e
al (2020), con ended ha ul illed wo ke s wo k cons an ly o
achie e he goals o he o ganiza ion
Employees' ul ilmen is a b oadly in es iga ed conce n.
Abd Rahman (2021) opined ha employees' ul ilmen has e ec
on wo k p oduc i i y. The e a e a ious low impac ing employees'
ul ilmen and a ew ound ha wo k en i onmen sa is ac ion
co ela es wi h employees' ul ilmen . Belias, Rossidis,
Papademe iou and Man as (2022) see employees' sa is ac ion as
e alua i e judgmen s made a ound he wo k wi hou
complemen ing he pleasu able en husias ic s a e o he
ep esen a i e. The e a e a numbe o s a egies o explo ing
employees' sa is ac ion. Mode n analys s ha e appea ed ha
employees’ who encoun e s hassles in his/he wo k schedule would
encoun e poo sa is ac ion (Jamal & Siddiqui, 2020). On he o he
hand, Lumban o uan, Ku niawan and Sihombing (2020) con ended
ha co po a e awa eness and good leade ship s yle can lead o
inc eased le el o employee sa is ac ion wi hin he o ganiza ion.
Employee sa is ac ion implies how pleasan he wo k o ce
a e wi h hei jobs and i hei aspi a ions and needs a e me .
Acco ding o Alshemma i (2023), employee sa is ac ion is a b oad
exp ession ha conno es how pleased o con en ed employees a e
wi h hei o ganiza ion, employmen and expe iences. Pee man
(2023) sees employee con en men as a i al indica o ha
es ablishes whe he o no employees a e sa is ied wi h hei job.
A high sa is ac ion a ing sugges s ha employees a e pleased wi h
he way hei o ganiza ion ea s hem and a low sa is ac ion a ing
sugges o he wise (Pa ul & Pooja, 2017). Mwesigwa, Tusiime and
Ssekiziyi u (2020) asse ed ha employees who eel sa is ied wi h
hei o ganiza ion will exhibi posi i e beha iou and his posi i e
beha iou would esul o inc eased o ganiza ional pe o mance,
success and g ow h; hence he le el a which employees a e
sa is ied is o g ea conce n o managemen o o ganiza ions.
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 21-29
Vol-2, Iss-11 (No embe -2025)
24
Theo e ical F amewo k
The s udy's heo e ical ounda ion is based on Kan e 's
(1977) S uc u al Theo y o Employee Beha io (STEB) (Seymou
& Geldenhuys, 2018). The STEB sugges s ha he way
o ganiza ions a e s uc u ed o o ganized g ea ly in luences how
employees hink and ac . Employees' a i udes and beha iou s in an
o ganiza ion a e a ec ed by hei pe cei ed le el o access o
powe , lea ning au ho i y and oppo uni ies wi hin he s uc u e.
Hence, Kan e p oposed ha employees display a ied a i udes
and beha iou s based on he ex en o which di e en s uc u al
suppo s o u ilizing powe , lea ning capabili y, au ho i y and
oppo uni y a e e ec i ely implemen ed
A key elemen , oppo uni y in ol es he chance o enhance
knowledge and skills h ough ad ancemen and mo emen (S eben,
2023). Powe s uc u e pe ains o an indi idual's abili y o u ilize
esou ces, in o ma ion, and suppo in o de o accomplish asks
e ec i ely om hei posi ion o au ho i y (Alshemma i, 2023).
The chance o ob ain necessa y ma e ials, supplies, cus ome s,
money, and pe sonnel o achie e o ganiza ional goals is e e ed o
as esou ce access (Ampo o, Coe ze & Poisa , 2017) while
guidance and eedbacks om subo dina es and supe iso s o
enhance o ganiza ional ou comes such as employee sa is ac ion,
commi men , p oduc i i y, and pe o mance is known as suppo
(Beki ogulla i, 2019). Kan e (1977) as ci ed in Jallad (2021),
sugges s ha an employee's abili y o a ec job esul s, such as
sa is ac ion and pe o mance, is connec ed o he le el o o mal
and in o mal lea ning hey ha e wi hin empowe men s uc u es.
Al hough o mal lea ning helps wi h lexibili y, isibili y, and
c ea i i y, and p e en s dis espec ul beha iou , i is s ill seen as
c ucial and essen ial o inc eased employee sa is ac ion and he
success o he o ganiza ion (Nassani & Al uwaij , 2021).
The e o e, STEB sugges s ha lack o o mal aining (which is
e e ed o asco po a e awa eness) can lead o employee
dissa is ac ion, causing ad e se impac s on bo h employees and he
o ganiza ion. Addi ionally, STEB indica ed ha co po a e
awa eness s a egies could esul o inc eased employee
sa is ac ion and pe o mance. P e ious s udies ha e used STEB o
examine how co po a e awa eness s a egies impac s on
employees' sa is ac ion in de eloped coun ies. The impo ance o
STEB in he p esen s udy lies in i s demons a ion ha by ha ing a
p ope ly o ganized sys em o powe , o mal lea ning au ho i y and
oppo uni ies, employee sa is ac ion and o ganiza ional esul s can
be enhanced. The e o e, STEB p omo es he implemen a ion o
e icien o ganiza ional amewo ks ha encou age co po a e
awa eness.
Empi ical S udies
Ob i he (2024) conduc ed a s udy on co po a e awa eness
s a egies and hei impac on employee sa is ac ion. The esea ch
analyzed how embedded sys ems, empowe men , and sys ems
connec ion a ec employee sa is ac ion. Li e a u e ha was ela ed
was examined o he s udy's objec i es. The esea ch u ilized a
su ey design wi h a desc ip i e app oach. 297 wo ke s chosen
om ou companies loca ed in Del a and Edo S a e. Da a analysis
was conduc ed using a sample size o 162. The su ey se ed as a
ool o ga he ing da a. Desc ip i e and in e ence s a is ics we e
u ilized o analyze he da a ob ained om he ques ionnai e
adminis a ion. All necessa y s a is ical analysis was conduc ed.
The s udy's disco e y showed a no able co ela ion be ween
embedded sys ems and employee sa is ac ion, empowe men and
employee sa is ac ion, and sys ems connec ions and employee
sa is ac ion. I was de e mined ha he success o an o ganiza ion
elies on employee sa is ac ion, which can be a ained h ough
p omo ing embedded sys ems, empowe ing employees, and
os e ing sys em connec i i y.
Ob i he, e al (2024) conduc ed a s udy on how con inuous
lea ning in luences employee sa is ac ion. The s udy's goals we e
accomplished by o mula ing h ee esea ch ques ions and wo
hypo heses. To al popula ion was 297, including employees om
Vin ex Aluminum Asaba, Li e Flou Mill Sapele, Di e en ial
Aluminum, and Nelux Pain Benin. Da a analysis was conduc ed
using a sample size o 162. The su ey was u ilized as a ool o
ga he ing in o ma ion. Desc ip i e and in e ence s a is ics we e
u ilized o analyze he da a ob ained om he adminis a ion o he
ques ionnai e. The esul s o he esea ch showed a s ong
connec ion be ween ongoing educa ion and employee happiness;
he e is a no able co ela ion be ween communica ion and
ques ioning and employee con en men .
Alshemma i (2023) examined how employee
empowe men (Delega ion, Engagemen , T us , Communica ion,
and Mo i a ion) con ibu es o enhancing employee pe o mance
e iciency in he S a e Audi Bu eau o Kuwai . In o de o do so, a
quan i a i e app oach was used, and (243) su eys we e gi en ou
o a g oup om he human esou ces depa men a he S a e Audi
Bu eau o Kuwai . The p ima y da a collec ed was analyzed using
SPSS, e ealing ha he main hypo hesis o he s udy - ha
employee empowe men can enhance employee pe o mance
e iciency - was accep ed. The esul s showed an R alue o 0.901
and explained 81.1% o he a iance. The esea ch sugges ed
o e ing ca ee g ow h oppo uni ies o s a , allowing hem o
assume addi ional esponsibili ies, engage in special p ojec s, and
en ol in p o essional de elopmen p og ams.
Ta a and Demi (2022) examined he po en ial connec ion
be ween o ganiza ional lea ning and job sa is ac ion and he ex en
o which o ganiza ional lea ning can p edic job sa is ac ion. The
da a analysis ound a signi ican link be ween he a iables
"o ganiza ional lea ning" and "job sa is ac ion" ia co ela ion
s udy. Mo eo e , a
Signi ican s a is ical connec ion was ound be ween se en
elemen s ela ed o o ganiza ional lea ning and mode a e wo k
sa is ac ion. The analysis o a basic linea eg ession was
conduc ed o explo e how much o ganiza ional lea ning can p edic
wo k sa is ac ion, showing ha 38.6% o he a iance in job
con en men was in luenced by o ganiza ional lea ning.
Gui-Xia and Abdullah (2022) explo ed i job sa is ac ion
could ac as a media o in he connec ion be ween lea ning
o ganiza ion and o ganiza ional commi men . 452 eache s om
Heilongjiang p o ince in China we e in ol ed in his esea ch.
S uc u al equa ion modelling showed ha wo k sa is ac ion played
a signi ican ole in media ing he connec ion be ween di e en
aspec s o a lea ning o ganiza ion and he o ganiza ion as a whole,
pa icula ly in ela ion o con inuous lea ning, connec ion, and
s a egic leade ship. Job sa is ac ion is a mo e accu a e indica o o
o ganiza ional commi men compa ed o lea ning o ganiza ions.
The esul s a e ho oughly examined, and a holis ic app oach is
ecommended o enhance bo h o ganiza ional lea ning and lec u e
job sa is ac ion ac oss all a eas o he o ganiza ion.
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 21-29
Vol-2, Iss-11 (No embe -2025)
25
Me hodology
The s udy adop ed su ey esea ch design me hod. The
pu pose o his me hod was o collec da a om nume ous
indi iduals o hei pe cep ions on he in luence o co po a e
awa eness s a egies on employees’ sa is ac ion o sa elli es
p o ide s in Del a and Edo S a es, Nige ia. The s udy popula ion
comp ised employees o sa elli e se ice p o ide s in Nige ia,
speci ically Del a and Edo S a es. The s udy popula ion comp ised
o i e hund ed and nine (509) employees o sa elli e se ice
p o ide s’ (DS , GO , and S a Times) in Del a S a e and . h ee
hund ed and se en (307) in Edo S a e. The sample size o his
s udy was ob ained om he popula ion o 816 employees o he
sa elli e se ice p o ide s in Del a and Edo S a e, Nige ia. In his
s udy, he mul i-s age sampling echnique in ol ing p obabilis ic
(quan i a i e) and s a i ied andom sampling was employed. In
p obabilis ic sampling, he Ta o-Yamane’s sample size
de e mina ion o mula was used in ob aining he ac ual sample size
o he s udy. The esea che used s uc u ed ques ionnai e on ou
adjus ed poin Like scale o S ongly Ag ee (SA), Ag eed (A),
Disag ee (D) and S ongly Disag ee (SD). Also, sco es we e
assigned o ques ionnai e i ems as ollows: 1-S ongly Disag ee, 2-
Disag ee, 3-Ag ee and 4-S ongly Ag ee. Fu he mo e, he esea ch
ins umen (ques ionnai e) was adminis e ed o he employees o
he sa elli e se ice p o ide s in Del a and Edo S a es on a ace- o-
ace basis by he esea che alongside wo (2) esea ch assis an s;
his is o ensu e adequa e e ie al o adminis e ed ques ionnai e as
well as adminis e ing he ques ionnai e on employees who a e
knowledge on he esea ch heme and ha e ample ime o espond
o he ques ionnai e. Da a ob ained in he s udy we e analyzed
using desc ip i e, pos -es ima ion, and in e en ial s a is ical ools.
The desc ip i e analysis includes he mean, s anda d de ia ion,
minimum alue, maximum alue, ku osis, skewness, Pea son
co ela ion while pos -es ima ion s a is ics include he a iance
in la ion ac o (VIF), and B eusch-Pagan and Cook/Weisbe g es .
The in e en ial s a is ics include he mul iple eg ession models.
The o mula ed hypo heses we e es ed using esul s o he
mul iple eg ession and analyses was ca ied ou using STATA
16.0 Mic oso S a is ical Package.
Resul s and Findings
Da a P esen a ion
Table 1: Demog aphic Va iables o Responden s
S/N
Pa ame e s
Responden s
F equency=256
Pe cen
1
Gende
Male
Female
To al
163
93
256
63.67
36.33
100%
2
3
4
5
Age
Ma i al S a us
Educa ional
Quali ica ions
Pe iod o
Employmen
18-27yea s
28-36yea s
37-46yea s
47yea s & abo e
To al
Single
Ma ied
O he s
To al
OND/NCE
B.Sc./HND
M.Sc./MBA
O he s
To al
0-2yea s
3-5yea s
5yea s & abo e
To al
132
90
23
11
256
103
149
4
256
22
103
80
51
256
90
132
34
256
51.56
35.16
8.98
4.30
100%
40.23
58.20
1.56
100%
8.59
40.23
31.35
19.92
100%
35.16
51.56
13.28
100%
Sou ce: Au ho ’s Compu a ion (2025)
In his s udy, wo hund ed and six y-eigh (268)
ques ionnai es we e adminis e ed ou o which wo hund ed and
i y-six (256) we e ully comple ed and e ie ed om sampled
esponden s. Appa en ly, Table 4.1 is he demog aphics o 256
ques ionnai es adminis e ed on employees o selec ed sa elli e
companies in Del a and Edo S a es, Nige ia. The esul s e ealed
ha 163(63.67 %) and 93(36.33%) o he esponden s we e males
and emales espec i ely; his sugges s ha majo i y o he sampled
esponden s (who a e employees o he selec ed sa elli e
companies) we e males. The age dis ibu ion showed ha majo i y
o he esponden s ep esen ing 132(51.56%) we e wi hin age
b acke 18-27yea s, 90(35.16%) we e wi hin age b acke 28-
36yea s, 23(8.98%) wi hin age b acke 37-46yea s while he
emaining esponden s ep esen ing 11(4.30%) we e 47yea s and
abo e; his esul implies ha he selec ed sa elli e companies in
Del a and Edo S a es, Nige ia ec ui mo e o young wo k o ce.
Fu he mo e, 103(40.23%) and 149(58.20%) o he
esponden s a e single and ma ied espec i ely while he
emaining 4(1.56%) we e ei he di o ced, cohabi a ing and
sepa a ed espec i ely; his implies ha majo i y o he esponden s
we e ma ied. The da a showed ha 22(8.59%) and 103(40.23) o
he esponden s had ob ained o dina y na ional diploma
(OND)/na ional ce i ica e in educa ion (NCE) and Bachelo o
Science (B.Sc.)/Highe Na ional Diploma (HND) espec i ely. On
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 21-29
Vol-2, Iss-11 (No embe -2025)
26
he o he hand, i was ound ha 80(31.35%) o he esponden s
had ob ained Mas e Deg ees (M.Sc./MBA) espec i ely while
51(19.92%) had ob ained p o essional quali ica ions; his implies
ha majo i y o he esponden s had ob ained highe and ele an
deg ees, hence making hem unde s and he ques ionnai e i ems
and be able o p o ide answe s o hem. In addi ion, he esul s
e ealed ha majo i y o he esponden s ep esen ing 132(51.56%)
had wo ked o hei o ganiza ions o 3-5yea s, 90(35.16%) o 0-
2yea s while 34(13.28%) o 5yea s and abo e.
Table 2: Summa y o Desc ip i e S a is ics (Agg ega e)
S a is ics
EmSa
EmSys
EmLS
SysCon
Mean
3.4592
3.4359
3.3782
3.4205
S anda d De .
0.3150
0.3517
0.4614
0.5864
Minimum Value
1
1
1
1
Maximum Value
4
4
4
4
Skewness
0.1181
0.2114
-1.3871
-1.6730
Ku osis
2.3203
1.8906
6.7160
6.8477
Obse a ions
256
256
256
256
Sou ce: Au ho ’s Compu a ion (2025)
Table 2 is he esul s o summa y o desc ip i e s a is ics on
co po a e awa eness s a egies and employee sa is ac ion o
selec ed sa elli e i ms in Nige ia. The dependen a iable is
employee sa is ac ion (EmSa ) while he independen a iables
we e co po a e awa eness s a egies (Embedded S ya em
Awa eness– EmSysA; Empowe men Awa eness – EmA; Sys em
Connec ions Awa eness – SysConA. The esul s e ealed ha all
he mean alues o he a iables (EmSa A = 3.4592; EmSysA =
3.4359; EmA = 3.4205;) sco ed abo e he 4-poin a ing scale o
2.5; appa en ly, his esul sugges s
ha majo i y o he
esponden s suppo he no ion ha ques ionnai e i ems a e
eliable indica o s o co po a e awa eness s a egies and
employee sa is ac ion Also, he esul s sugges ha he
sa elli e companies p ac ice inco po a e awa eness s a egies
Table 3: Pea son Co ela ion Ma ix
S a is ics
EmSa
EmSys
EmLS
SysCon
EmSa
1.0000
EmSysA
0.1465
1.0000
EmA
0.0568
0.5150
1.0000
SysConA
0.0589
0.3783
0.6159
1.0000
Obse a ions
256
256
256
256
Sou ce: Au ho ’s Compu a ion (2025)
Table 3 is he Pea son co ela ion ma ix o he co po a e
awa eness s a egies dimensions (EmSysA, EmSymA, SysConA),
employee sa is ac ion (EmSa ). The esul e ealed ha all he
dimensions o co po a e awa eness s a egies we e posi i ely
co ela ed wi h employee sa is ac ion. This clea ly indica es ha
he e is posi i e ela ionship be ween embedded awa eness;
empowe men awa eness, sys em connec ions awa eness and
employee sa is ac ion among he sa elli e companies in Nige ia.
This esul implies ha co po a e awa eness s a egies can be used
by sa elli e companies o posi i ely enhance employee sa is ac ion.
Table 4: Va iance In la ion Fac o Resul
Va iables
VIF
1/VIF
Embeddedness
1.41
0.7086
Empowe men awa eness
1.90
0.5267
Sys em Connec ions awa eness
1.91
0.5267
Mean VIF
1.51
Sou ce: Au ho ’s Compu a ion (2025)
Table 4 is he compu a ion o Va iance In la ion Fac o
(VIF) o he dimensions o he independen a iables (EmSys,
EmLs, SysCon) o de e mine whe he he e is he p esence o
mul icollinea i y among pai s o independen a iables o he
s udy. The mean VIF which is 1.51 is lowe han he accep ed
mean VIF o 10.0; his implies ha he empi ical models
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 21-29
Vol-2, Iss-11 (No embe -2025)
27
o co po a e awa eness s a egies (EmSys, Emsym, SysCon,) do no show signs o mul icollinea i y.
Tes o Resea ch Hypo heses
Table 5: Mul iple Reg ession Resul s
Sou ce
SS
D
MS
Numbe o Obs. = 256
Model 1
18.3779
5
3.6755
F(5, 250) = 6.68
Residual
137.518
250
0.5500
P ob. > F = 0.0000
To al
155.896
255
0.6113
R-Squa ed = 0.1179
Adj. R-Squa ed = 0.1002
EmSa
Coe icien
S d E o
- alue
P>/ /
[95% Con idence Le el]
EmSysA
0.3084
0.1327
2.32
0.021
0.0469
0.5699
EmA
0.0285
0.0087
3.26
0.001
0.0457
0.0113
SysConA
0.0191
0.0112
1.70
0.090
0.0030
0.0412
_Cons
2.2238
0.6597
3.37
0.001
0.9245
3.5231
Sou ce: Au ho ’s Compu a ion (2025)
In Table 5, we p esen ed he mul iple eg ession esul s o
co po a e awa eness s a egies (embedded – EmSys; empowe men
– EmS; and sys em connec ions) and employee sa is ac ion and i
was obse ed ha he alues o R-squa ed and adjus ed R-squa ed
we e 0.1179 and 0.1002 espec i ely. This e ealed ha all he
dimensions o co po a e awa eness s a egies accoun ed o abou
11.8 pe cen o he sys ema ic a iance in employee sa is ac ion.
The adjus ed R-squa ed e ealed ha while co po a e awa eness
s a egies a e majo d i e s o employee sa is ac ion, he e a e
o he a iables ha could p edic employee sa is ac ion which we e
no included in he empi ical model o he s udy. The F-s a is ics
(d =5, 250, F = 6.68) wi h a p- alue o 0.000 indica ed ha he
esul is signi ican a 5 pe cen . Also, he coe icien s we e
EmSys(0.3084), Em(0.0285), SysCon(0.0191), indica e ha uni
inc ease in embedded; empowe men , sys em connec ion,
dialogue/inqui y and con inuous lea ning s a egies would lead o
31 pe cen , 3 pe cen , 2 pe cen , 3 pe cen and 4 pe cen inc ease in
employee sa is ac ion espec i ely. The - alues o embedded
awa eness, empowe men awa eness and sys em connec ions
awa eness we e ca ying posi i e signs, hus sugges s ha hey
posi i ely in luence employee sa is ac ion.
Ho1: Embedded sys em awa eness s a egy has no
signi ican e ec on employee sa is ac ion o selec ed
i ms
Decision: On he basis o esul s, he - alue is 2.32 wi h
p obabili y alue o 0.021 which is less han 5 pe cen le el o
signi icance. This led o he ejec ion o he null hypo hesis and an
accep ance o al e na i e hypo hesis ha embedded sys em
lea ning s a egy has posi i e signi ican e ec on employee
sa is ac ion o selec ed i ms in Del a and Edo S a es, Nige ia
Ho2: Empowe men awa eness s a egy has no signi ican
e ec on employee sa is ac ion o selec ed i ms
Decision: On he basis o esul s, he - alue is 3.26 wi h
p obabili y alue o 0.000 which is less han 5 pe cen le el o
signi icance. This led o he ejec ion o he null hypo hesis and an
accep ance o al e na i e hypo hesis ha empowe men lea ning
s a egy has posi i e signi ican e ec on employee sa is ac ion o
selec ed i ms in Del a and Edo S a es, Nige ia
Ho3: Sys em connec ions awa eness s a egy has no
signi ican e ec on employee sa is ac ion o selec ed
i ms.
Decision
On he basis o esul s, he - alue is 1.70 wi h p obabili y
alue o 0.090 which is g ea e han 5 pe cen le el o signi icance.
This led o he ejec ion o he al e na i e hypo hesis and an
accep ance o null hypo hesis ha sys em connec ions lea ning
s a egy has posi i e insigni ican e ec on employee sa is ac ion
o selec ed i ms in Del a and Edo S a es, Nige ia
Conclusion
Based on he indings o he s udy, i can be concluded ha
e ec i e co po a e awa eness s a egies in he selec ed sa elli e
companies in Del a and Edo S a e, Nige ia using he i e
dimensions o co po a e awa eness s a egies (embedded,
empowe men , sys em connec ion, dialogue/inqui y and
con inuous lea ning has signi ican posi i e e ec on employee
sa is ac ion. The s udy also concludes ha employee happiness is
c i ical o he success o o ganiza ion, pa icula ly when hey a e
com o able a wo k. This s udy concludes ha o employees o be
sa is ied, hey mus be i o he job, link wi h colleagues and
make sac i ice o he o ganiza ion by wo king oge he .
O ganiza ion should pay a en ion o he h ee dimensions o
co po a e awa eness s a egies.
Recommenda ions
Based on he s udy indings, he esea che ecommended as
ollows:
Managemen o sa elli e companies should incessan ly
encou age and main ain dialogue and inqui y among
employees so as o enhance employees’ sa is ac ion.
The e is he need o managemen o sa elli e companies
o imbibe a cul u e o employee empowe men ini ia i es
so as o in eg a e employees ully in o he schemes and
p ocesses o he o ganiza ion
Employee sa is ac ion can be inc eased i sa elli e
companies p omo e embedded sys ems; hence,
managemen should suppo and pe suade en enched
beha iou in he wo kplace
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