THE ANTECEDENTS OF AFFECTIVE COMMITMENT THROUGH COHESIVENESS ORGANIZATIONAL CULTURE IN THE HOTEL INDUSTRY: JOB SATISFACTION AS A MEDIATOR

Human resources are very important for an organization to achieve any goal. With good HR management, the achievement of organizational goals can be influenced. Skilled human resources are very valuable and cannot be replaced by natural resources, additional capital, or new technology. Therefore, the importance of human resources, both as managers and employees, is in planning, implementing and supervising the organization. Thus, the current study seeks to examine the effect of organizational culture and authentic leadership on job satisfaction and affective commitment of employees of the North Penajam Paser Regency KUKMPERINDAG Service. All 96 employees were participated in this study and collected using simple random sampling technique. The data analyzed using the Structural Equation Modeling – Partial Least Square assisted by SmartPLS-3. The result indicates that organizational culture and authentic leadership have significant positive relationship with job satisfaction. Also, this study found that organizational culture and satisfaction work have significant positive relationship with affective commitment. Besides that, this study indicates that authentic leadership does not significant relationship with affective commitment. In addition, this study found that job satisfaction mediates the relationship between authentic leadership and affective commitment. This study concludes that organizational culture has a positive and significant effect on employee job satisfaction. This means that the better the implementation of organizational culture, the more it will be able to encourage employee job satisfaction. Organizational culture has a positive and significant effect on employee affective commitment, this can mean that improving organizational culture is able to encourage employee affective commitment. Authentic leadership has a positive and significant effect on employee job satisfaction. This means that authentic leadership can encourage employee job satisfaction.

PurposeTaking an evidence from social exchange theory, this research examines the mediating role of affective commitment in the correlation between internal branding, employee engagement and job satisfaction. The moderating role of work environment on the link between internal branding and affective commitment is also studied in this research.Design/methodology/approachThe data were collected by using well-structured research measures from 215 employees working in the BPO sector of India (Punjab and Chandigarh). The hypotheses were developed, and the conceptual model was validated by applying structural equation modeling. The data were analyzed by using two statistical packages, namely SPSS and AMOS.FindingsThe findings suggest that internal branding has a significant positive relationship with employee engagement, job satisfaction and affective commitment. The mediating effect of affective commitment on the relationship between internal branding and employee engagement was full, whereas on the relationship between internal branding and job satisfaction, it was partial. Work environment also moderated the relationship of internal branding with affective commitment.Research limitations/implicationsThe current study offers significant lessons to management thinkers, human resource (HR), organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance affective commitment, employee engagement and job satisfaction of the employees. The role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if the work environment is not encouraging to an employee as well as to the brand values.Practical implicationsThis study offers significant lessons to management thinkers, HR, organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance employee engagement, job satisfaction and affective commitment of the employees. An important role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if employees are not provided an encouraging work environment.Originality/valueExisting researches on internal branding are theoretical in nature and overlook the empirical impact of internal branding on employee engagement, job satisfaction and affective commitment from the BPO employees' perspective. The study also offers an empirical examination of potential mediator and moderator for internal branding.

Sakila, Kevin Luhika. 2018. The Influence of Job Satisfaction, Affective Commitment, Continuance Commitment, and Normative Commitment to Employee Intention Turnover Grand Palace Hotel Malang. Sarjana's Thesis, Department of Management, Faculty of Economics, Universits Negeri Malang. Advisor: Lohana Juariyah, S.E., M.Si KEY WORDS: Job Satisfaction, Affective Commitment, Continuance Commitment, Normative Commitment, Employee Turnover Intention The hospitality industry is one of the industries that often experience employee turnover problems. Basically, to know the factors causing someone out of the company is very difficult. Before the employee decides to leave the organization, it first appears the intention of the employee to leave the organization (turnover intention). Job satisfaction, affective commitment, continuance commitment, and normative commitment are the four factors that influence employee turnover intention. This study aims to (1) to describe descriptive job satisfaction, affective commitment, continuance commitment, normative commitment and turnover intention of Grand Palace Hotel employees (2) to find out whether job satisfaction, affective commitment, continuance commitment and normative commitment have negative and significant influence against employee turnover intention Grand Palace Hotel.This type of research uses a quantitative approach with multiple linear regression analysis. The population in this study are all employees of Grand Palace Hotel with contract status of 45 respondents. Sampling technique using total sampling technique. Methods of data collection using open and closed questionnaires.From the data analysis, the results obtained that, employee job satisfaction in the high category or satisfied; affective commitment of employees into high or good category; continuance commitment of employee into category enough or good enough; employee normative commitment is high or good category; and employee turnover intention included in the category enough. The result of analysis using SPSS shows that: (1) Job satisfaction has negative and significant effect to employee intention turnover, meaning H1 is accepted; (2) Affective commitment has a negative but insignificant effect on employee turnover intention, meaning H2 is rejected; (3) Continuance commitment has a negative and significant effect on employee intention turnover, meaning that H3 is accepted; (4) Normative commitment negatively and significantly affect employee intention turnover, meaning H4 accepted.The suggestion given by the researcher to the Grand Palace Hotel is as follows: (1) pay attention to employee's job satisfaction level, especially on the attitude that is not satisfied with salary, promotion, and coworkers relationship (2) emotional employees by providing motivation, understanding of the hotel's mission vision, ownership and sense of love towards the organization, increasing employees' self-confidence that they are right to lose if leaving the hotel because other organizations are no better, maintaining an already high normative commitment employee response to items that indicate a lack of sense of debt to the organization (3) and then for employee intent turnover, it is necessary to consider the direction and provision of self-confidence in employees is a business that can dampen the intentions of employees to find another job. In subsequent research to retest or re-examine whether it is true that affective commitment has an insignificant negative effect on the turnover intention of other hotel employees.

Employees' concern for striking a better balance between their work and non-working life has become a feature of the modern workplace in recent times because of significant shifts in both demographic and socio-cultural norms, and this has driven significant changes in the structure and requirements of the labour market. As a result organisations are developing work-life balance (WLB) strategies to enhance the autonomy of employees in the process of co-ordinating and integrating the work and non-work aspects of their lives. More specifically, organisations are increasingly using a co-ordinated communications strategy, referred to as a WLB employer branding strategy in this thesis, to promote the organisations' WLB credentials to prospective and existing employees. The aim of this research study was to examine the impact WLB policies and employer branding activities have on employee perceptions of expectations for WLB organisational support. Furthermore the study sought to identify and understand the factors that lead to employees perceiving that the organisation has fulfilled those expectations for support around their WLB needs and how employees respond in terms of trust, job satisfaction, affective commitment, intention to leave the organisation, in-role and contextual job performance. The study used the concept of a WLB psychological contract to examine these relationships. The WLB psychological contract in this study is defined as those expectations and beliefs an employee has of an organisation to provide a supportive work environment that enhances the employee's sense of balance between their work and non-working life. A cross-sectional research design was used to study the perceptions of employees in the Stage 1 survey and supervisor perceptions of their reports performance in the Stage 2 survey. The sample size for the Stage 1 survey was 627 and 167 supervisors responded to the Stage 2 survey. The sample was drawn from seven Australian organisations from the health, local government and fast moving consumer goods (FMCG) sectors. The study demonstrates that employee perceptions of effective communication of WLB policies and programs and awareness of WLB policies form WLB psychological contracts. Furthermore, WLB supervisor support performed a role in forming WLB psychological contracts due to its moderating influence on WLB policy awareness. Consistent with previous literature demonstrating the positive role of WLB supervisor support and organisational culture, both variables performed an important antecedent role in fulfilling employees' WLB psychological contracts. As expected, a positive relationship between WLB psychological contract fulfilment and enhanced levels of employee trust, job satisfaction, affective commitment and contextual performance directed at both the organisation and colleagues were uncovered. The study also demonstrated that WLB psychological contract fulfilment reduces the employee's intention to leave the organisation. In addition to the main effects relationship trust had with WLB psychological contract fulfilment, trust also mediated the relationship between WLB psychological contract fulfilment and job satisfaction, affective commitment, intention to leave the organisation and contextual performance directed at colleagues (i.e., interpersonal facilitation) in the study. Finally, and counter to expectations, based on sensemaking theory, organisational justice dimensions failed to moderate the relationship between WLB psychological contract fulfilment and trust. The use of signalling theory to examine WLB psychological contract formation presents the most significant contribution of the study. The study also makes a valuable contribution to both the WLB and psychological contract literature by extending the work of other researchers that have focused on the more narrowly defined concept of a work-family psychological contract and employee responses to work-family psychological contract breach. By contrast, this study tests relationships that explain both the formation of the more expansive work-life balance psychological contract and responses to WLB psychological contract fulfilment from the employees' perspective. The study also makes several contributions to practice because the HR function and its managers tend to play an important role in shaping and implementing an organisation's WLB strategy. The study's findings demonstrate the importance for HR practitioners to take a considered approach to the development of WLB policies and communication of WLB programs because of the role they play in creating employee expectations around WLB support. Furthermore, HR practitioners have a key role to play in enhancing supervisor support and facilitating the organisational culture required to fulfill employees' WLB psychological contracts. Finally, influencing employee-related outcomes included in this study (e.g., trust, job satisfaction, affective commitment, intention to leave, performance) are an important part of the HR practitioner's role and the results provide important insights into how these outcomes can be enhanced.

This research was conducted to determine the effect of professional competence and affective commitment on employee job satisfaction. This research was conducted at one of the official offices in West Bandung Regency, where the method used was descriptive and verification methods, with 71 respondents. The data analysis technique used was the path analysis technique to determine the effect of both direct and indirect independent variables. Based on the results of the study shows that professional competence is in the relatively good category. Affective commitment is in the good enough category. Moreover, employee job satisfaction is in the reasonably good category. Based on statistical data processing, it appears that the total professional competence variable has an effect of 24.7%. The total effect of the affective commitment variable is 40.1%. The variables of professional competence and affective commitment to job satisfaction were 64.8%. Meanwhile, other factors that were not studied and contributed to job satisfaction shown by the value of Pyε = 0, 35.2, or 35.2%. Professional competence and affective commitment affect job satisfaction. This result shows that the higher the professional competence of employees and the increase in employee affective commitment, the higher the employee job satisfaction. Other variables affect employee satisfaction, such as motivation, compensation, organizational culture, and other factors not included in this study.

This research was conducted to determine the effect of professional competence and affective commitment on employee job satisfaction. This research was conducted at one of the official offices in West Bandung Regency, where the method used was descriptive and verification methods, with 71 respondents. The data analysis technique used was the path analysis technique to determine the effect of both direct and indirect independent variables. Based on the results of the study shows that professional competence is in the relatively good category. Affective commitment is in the good enough category. Moreover, employee job satisfaction is in the reasonably good category. Based on statistical data processing, it appears that the total professional competence variable has an effect of 24.7%. The total effect of the affective commitment variable is 40.1%. The variables of professional competence and affective commitment to job satisfaction were 64.8%. Meanwhile, other factors that were not studied and contributed to job satisfaction shown by the value of Py? = 0, 35.2, or 35.2%. Professional competence and affective commitment affect job satisfaction. This result shows that the higher the professional competence of employees and the increase in employee affective commitment, the higher the employee job satisfaction. Other variables affect employee satisfaction, such as motivation, compensation, organizational culture, and other factors not included in this study.

This study aims to analyze the influence of perceived organizational support as a mediator between employee participation in decision making toward job satisfaction and affective commitment of non managerial employees. The research was conducted on 211 non managerial employees at factories in one of FMCG company in Indonesia, use structural equation modeling (SEM) method. The results show that perceived organizational support has an influence as a mediator between employee participation in decision making toward job satisfaction and affective commitment. This can be interpreted that employee participation in decision making is considered able to increase job satisfaction and affective commitment of employees if the organization provides support to the employees

This study aims to understand the antecedents of affective commitment and organizational citizenship behavior (OCBO) of technology employees in Chinese IT Companies. Job satisfaction, which is a positive job attitude is identified as the mediator for the relationships between family-supportive supervisor (FSS), challenge job demands, and affective commitment and organizational citizenship behavior (OCBO) of the technology employees in the Chinese IT Companies. IT industry is a promising industry in China. However, the Chinese IT companies have an overtime culture, which is highly related to the commitments of the technology employees. PLS-SEM (partial least squares structural equation modeling) by Smart PLS 3.2 version software is adopted for the data analysis, which includes the measurement model and structural model analysis. 304 technology employees from three Chinese IT companies participated in this research survey. After the data analysis, challenge job demands and FSS are positively related to job satisfaction while FSS is directly connected with affective commitment and OCBO of the technology employees in Chinese IT companies. Moreover, job satisfaction plays a positively mediating role between the exogenous variables and endogenous variables in this study. The current research provides useful insights into the strategies taken that could enhance affective commitment and OCBO of the technology employees in Chinese IT companies.

Purpose: This study was conducted to present the model of the effect of comprehensive quality management on job satisfaction, affective commitment and organizational citizenship behavior in the Ministry of Sports and Youth. Method: The statistical population of this study includes all employees of the Ministry of Sports and Youth, using simple random sampling, 253 of them were selected as statistical samples. The tools used in this study included Hartline and Farrell's job satisfaction questionnaires (1996); Moda et al. (1979) emotional commitment questionnaire; The Organizational Citizen Behavior Questionnaire of Teper et al. (2004) and the Comprehensive Quality Management Questionnaire of Zhang et al. (2000), whose formal content, and structural validity have been confirmed. Also in a study, questionnaires were distributed among 30 employees of the Ministry of Sports and Youth, using Cronbach's alpha, reliability of organizational citizen behavior questionnaires, job satisfaction, emotional commitment questionnaire and comprehensive quality management questionnaire. 0.81, 0.73, 0.75 and 0.76, respectively. To analyze the data, descriptive and inferential statistics (Pearson correlation coefficient, and structural equation model) were used in SPSS and LISREL software at a significance level of P <0.05. Results: The results show that total quality management has a positive and significant effect on emotional commitment (β = 0.67), job satisfaction (β = 0.61) and organizational citizenship behavior (β = 0.85). The results also shows that job satisfaction had a positive and significant effect on organizational citizenship behavior (β = 0.52) and emotional commitment (β = 0.75) and organizational citizenship behavior also had an effect on emotional commitment (β = 0.54). It has a positive and significant effect. Conclusions: Therefore, staff managers in the field of Warsaw should emphasize the presentation of these principles in order to increase productivity in the country's sports. It is suggested that the special method of evaluation of managers of the Ministry of Sports and Youth be designed based on quality awards and that the best managers be identified and encouraged in this regard every year.

Entrepreneurial leadership is critical for the sustainable development of start-ups and plays a key role in employees’ turnover intentions. The purpose of this study was to examine the relationship between entrepreneurial leadership and turnover intentions of employees within enterprises established in the last five years. This paper explored this relationship through multiple serial mediators, specifically, employee affective commitment, job embeddedness, and job satisfaction. A quantitative approach was employed on a sample of 403 participants from 62 ventures. The results demonstrated that entrepreneurial leadership can reduce employee turnover intentions, and the impact is through job embeddedness, job satisfaction, and affective commitment, in series. This study is the first try of a three-serial-mediator model for the relationship between entrepreneurial leadership and turnover intentions, and it leads to a better understanding of the significance of entrepreneurial leadership.

The present study aimed at examining the relationship between self-efficacy and organizational commitment with job satisfaction of office employees of Esfarayen County. Research method can be categorized as descriptive, correlation research. The study population consisted of all office employees who worked in 2014-2015 in offices in Esfaraen County of which 248 employees were selected using stratified random sampling. Data was collected through administrating three questionnaires, Sherer self-efficacy, Meyer and Allen organizational commitment and Barry Field-Roth job satisfaction. The results of data analysis using Pearson's correlation and multivariate regression showed that there was a significant positive correlation between self-efficacy and organizational commitment with job satisfaction of employees, and they predict it positively. Among different types of organizational commitment, affective commitment, normative commitment and continuance commitment were of significant positive relationship with job satisfaction of employees; however, only affective commitment and continuous commitment predicted it positively. The results obtained from data analysis using independent two-sample t-test showed that there was no difference between male and female employees' job satisfaction. The results of one-way analysis of variance showed that there was a significant difference in different age groups, different years of services and different levels of education for job satisfaction of employees. The result suggested that employees who had higher organizational commitment and self-efficacy were of higher job satisfaction.

This study aims to (1) determine and analyze the effect of person-organization fit on affective commitment (2) to determine and analyze the effect of person-organization fit on job satisfaction (3) to determine and analyze the effect of job satisfaction on affective commitment (4) to be able to know and analyze the effect of job satisfaction that mediates person-organization fit on affective commitment. This research is causal. The population in this study were all employees of the Whiz Prime Hotel Khatib Sulaiman Padang, with a total of 51 people. The sampling technique used total sampling where the number of samples was the same as the population, namely 51 people. Collecting data using a questionnaire with a Likert scale. The analysis technique used is through the SmartPLS software. The results of this study found that: (1) person-organization fit has a positive and significant effect on the affective commitment of the employees of Hotel Whiz Prime Khatib Sulaiman Padang. (2) person-organization fit has a positive and significant effect on job satisfaction of employees of Hotel Whiz Prime Khatib Sulaiman Padang. (3) Job satisfaction has a positive and significant effect on the affective commitment of employees of Hotel Whiz Prime Khatib Sulaiman Padang. (4) person-organization fit has a positive and significant effect on employee affective commitment with job satisfaction as a mediating variable for employees of Hotel Whiz Prime Khatib Sulaiman Padang.

This study examines the influence of leader-member exchange (LMX) and locus of control on psychological empowerment, and the subsequent effect of psychological empowerment on employees' job satisfaction, affective commitment, and intention to leave. Data were collected from 316 R & D engineers in Taiwan. The results confirmed that LMX and locus of control have significant effects on employees' psychological empowerment. Psychological empowerment has a positive effect on employees' job satisfaction and affective commitment, and a negative effect on their intention to leave. It is also found that psychological empowerment fully mediates the relationships between LMX, employees' job satisfaction, and affective commitment. In addition, psychological empowerment fully mediates the relationship between employees' locus of control and affective commitment. The findings suggest that the cultivation of a good LMX and selection of employees with internal locus of control are conducive to elevating employees' perceived psychological empowerment, and thus yielding a higher level of job satisfaction and affective commitment on employees.

In today's rapidly evolving work environment, understanding the intricate web of factors influencing job satisfaction is paramount to fostering employee well-being and organizational success. This research employs structural equation modeling (SEM) to analyze the effects of various workplace factors on job satisfaction in the organizational context of the banking sector in the state of Andhra Pradesh, India. This study examined the relationships between job satisfaction and career growth and development, motivation, and compensation, the nature of the job, quality of work life (QWL) factors, relationships and support, safety and welfare, and work factors. This study analyzed the relationships among job satisfaction, employee engagement, internal branding, and emotional commitment in the banking industry. The findings reveal that internal branding directly impacts employee engagement, job satisfaction, and commitment. Employee engagement positively affects job satisfaction and affective commitment, with job satisfaction mediating the relationship between employee engagement and affective commitment. Furthermore, internal branding directly affects job satisfaction and emotional commitment. Investments in internal branding can enhance job satisfaction, employee engagement, and commitment. The study establishes construct reliability and validity, including discriminant validity. The analysis also explored the mediating role of QWL factors in these relationships. The findings indicate that specific workplace factors significantly impact job satisfaction, with QWL factors mediating some of these effects. This research offers valuable insights for organizations pursuing improved employee job satisfaction and well-being.

This study aims to analyze the effect of training on affective commitment, leadership style on affective commitment, affective commitment on job satisfaction and job satisfaction on turnover intention. Research conducted at PT Pertamina International Refinery in West Papua using explanatory research in accordance with quantitative research methods. The technique of collecting data is through a questionnaire. The population and sample are 120 respondents. Data analysis used simple linear regression analysis, after going through validity and reliability tests and classical assumption tests. The results of the study found that training had a significant effect on affective commitment. Leadership style has no significant effect on affective commitment. Affective commitment has a significant effect on employee job satisfaction. And job satisfaction has a significant effect on turnover intention at PT. Kilang Pertamina International West Papua. Job satisfaction is positive on the intention to move means that the intention to move from employees can not be separated from job satisfaction, if employees are satisfied working at PT. Pertamina Refinery, employees will not have the intention to move. Conversely, if employees are not satisfied with their work, there will be a desire or intention from employees to move