Effect of Job Autonomy Upon Organizational Commitment of Employees at Different Hierarchical Level

Shalini Sisodia,Ira Das

doi:10.5964/psyct.v6i2.65

Abstract

The main aim of the present study was to examine the effect of job autonomy upon organizational commitment of employees at different hierarchical level. A study was made on randomly selected 100 male employees who work in different organizations in Agra, who were administered Organizational Commitment Scale (by Allen & Meyer, 1990) and Job Autonomy Scale (by Das, Arora, & Singhal, 2000). On the basis of median of the job autonomy scores, the sample was divided into two groups (1) high job autonomy group and (2) low job autonomy group and on the basis of hierarchical level, the employees were divided into two groups (1) 50 high hierarchical level employees’ including managers, etc. and (2) 50 low hierarchical level employees, e.g. clerical staff, etc. The 2x2 factorial design was formed for this purpose and four groups of employees were formed (1) high hierarchy, high autonomy group (2) high hierarchy, low autonomy group(3) low hierarchy, high autonomy group and (4) low hierarchy, low autonomy group. A two-way analysis of variance was employed to compare the level of organizational commitment of each of the four groups. There is a significant difference found between job commitment of employees with high and low job autonomy ( F = 4.670, p < .05). There is a significant difference found between job commitment of employees of high hierarchical group and those of low hierarchical group ( F = 40.691, p < .01) and significant interaction effect found between job autonomy and hierarchical level upon organizational commitment of employees ( F = 6.114, p < .05).

Highlights

IntroductionOrganizational Commitment Organizational commitment or employee loyalty is the degree to which an employee identifies with the organization and wants to continue participating actively in it (Solomon, 1992)
Organizational Commitment Organizational commitment or employee loyalty is the degree to which an employee identifies with the organization and wants to continue participating actively in it (Solomon, 1992).Meyer and Allen (1991) have proposed three-component model of organizational commitment.1
Continuance Commitment: involves commitment based on the costs to leaving the organization that outweigh the benefits of taking a new job in a different organization, or because there is a lack of alternative employment opportunities (“Continuance Commitment,” 2008)

Summary

Introduction

Organizational Commitment Organizational commitment or employee loyalty is the degree to which an employee identifies with the organization and wants to continue participating actively in it (Solomon, 1992). Meyer and Allen (1991) have proposed three-component model of organizational commitment. 1. Affective Commitment: involves the employee’s emotional attachment to, identification with and involvement in the organization. 3. Normative Commitment: involves the employee’s feeling of obligation to stay with the organization. According to Mowday, Steers, and Porter (1979) a strong organizational commitment is characterized by: 1. The extent to which an employee demonstrates a strong desire to remain with the organization; 2. The degree of willingness to exert considerable effort on behalf of the organization; 3. Belief in and acceptance of the organization’s goals and values

Methods

Results

Discussion

Conclusion