Abstract
The main purpose of this study was to determine whether work engagement mediates the relationship between professional commitment and organizational climate. The study employed a quantitative, non-experimental design using a correlational technique. The respondents were the public school non-teaching personnel of the Davao de Oro Division. Mean, Pearson-r, and Regression Analysis were used to determine the study's findings. Moreover, adapted survey questionnaires were used for professional commitment, organizational climate, and work engagement. Results revealed that the level of professional commitment is very high, the level of organizational climate is very high, and the level of work engagement among non-teaching personnel is very high. Further, there were significant relationships between professional commitment and work engagement and between organizational climate and work engagement. In its singular capacity, among professional commitment and organizational climate, organizational climate best influences the work engagement having the highest beta coefficient. However, professional commitment can also influence the working competence but with the support of other variables.
Highlights
Rationale The influence of professional commitment affects work performance
It was found out that professional commitment and organizational climate are associated with work engagement (Kose, 2016; Febriansyah, Pringgabayu, Hidayanti, Febrianti, 2018; & Haugsnes, 2016)
Two available resources are distinguished: job resources, which are associated with organizational climate, and personal resources, which are defined as aspects of the self-connected with perseverance and refer to the ability to successfully control and influence one's environment, such as commitment to a job (Bakker & Demerouti, 2008)
Summary
Rationale The influence of professional commitment affects work performance. In the same way, organizational climate is the force that keeps every member of the organization engaged. Poor work engagement causes dissatisfaction, disruption, and low performance among employees. Those who do not show active engagement towards their job and are hesitant to cooperate with others bring organizational performance drops to a low level (Febriansyah, Pringgabayu, Hidayanti, & Febrianti, 2018). Work engagement research indicates that a high level of engagement results in an increased sense of organizational responsibility, increased job satisfaction, decreased absenteeism and workload ratios, better healthcare and well-being, a display of more organizational ethics, high performance, increased demands on personal efforts, preventive behaviors, and motivation to learn (Schaufeli & Salanova, 2017). It was found out that professional commitment and organizational climate are associated with work engagement (Kose, 2016; Febriansyah, Pringgabayu, Hidayanti, Febrianti, 2018; & Haugsnes, 2016)
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