Facets Of Organizational Commitment Research Articles

Impacts of effort recognition on nurses’ organizational commitment and turnover intention

PurposeOrganizational commitment could influence nurses’ turnover intention, but we know little about how effort recognition may enhance all three aspects of nurses’ organizational commitment and consequently reduce their turnover intention. This study adopts the self-affirmation theory to examine how the number of effort recognitions received by a nurse may impact the normative, continuance and affective aspects of their organizational commitment and their turnover intention.Design/methodology/approachWe collected two-wave data from the survey responses of 481 nurses in a large medical center in Taiwan between June and August, 2017 and between January and February, 2018 as well as counting the number of times their efforts were recognized as excellent by using patient/family performance appraisal forms in 2016. Bivariate correlation was used to test the hypotheses.FindingsWe found that effort recognition is positively associated with nurses’ normative organizational commitment but not with their continuance or affective commitment. The three aspects of organizational commitment are negatively associated with turnover intention.Practical implicationsNurse managers who hope to reduce nurses’ turnover intention could consider adequately recognizing nurses’ outstanding performance.Originality/valueThe present study is the first to employ the self-affirmation theory to examine the impact of effort recognition on the three aspects of organizational commitment and turnover intention.

Impact of Work Discipline on Organizational Performance: The Moderating Role of Organizational Culture in Pakistan

The purpose of this research is to investigate the relationship between work discipline and organizational performance, with a specific focus on the moderating role of organizational culture within Pakistan's textile industry. The study aims to understand how work discipline and organizational culture impact the performance of textile firms in this context. Data was analyzed using SPSS, employing descriptive statistics as well as factor and regression analyses. A questionnaire utilizing a Likert scale was used to gather data from the Punjab textile sector, with purposive sampling applied. While the research initially targeted 230 participants, 203 responses were ultimately analyzed. The results reveal a strong and positive correlation between work discipline, organizational culture, and organizational performance. Specifically, work discipline is positively associated with improved organizational performance. Furthermore, organizational culture is shown to positively influence performance, highlighting its role in moderating the relationship between work discipline and performance. These findings underscore the significant impact of both work discipline and organizational culture on enhancing organizational outcomes. In conclusion, organizational culture plays a critical moderating role, amplifying the positive effects of work discipline on organizational performance. Future research should explore additional factors that may influence employee performance, including managerial support, work environment, job satisfaction, and individual personality traits. It is also recommended that future studies be guided by current literature and consider aspects of organizational commitment.

The relationship between organizational commitment, commitment to supervisor and servant leadership

The purpose of this study is to empirically establish which effects the facets of servant leadership have on the facets of commitment to supervisor and which effect the facets of commitment to supervisor have on the facets of organizational commitment. To this end, we conducted a survey with 1,756 participants, who roughly represent the German workforce by gender and age, to measure organizational commitment, commitment to supervisor and servant leadership. To test the relationship between the facets of the examined constructs, we analyzed our data using partial least squares path modeling. Our results indicate that commitment to supervisor serves as a relevant, but not the only, antecedent of organizational commitment. Furthermore, our results indicate that affective and normative commitment to supervisor is relatively strongly affected by the servant leadership facets empowerment and stewardship, relatively moderately by forgiveness, authenticity and humility, and relatively weakly by standing back and accountability. Organizations are advised to prioritize the afore-mentioned facets of servant leadership in a corresponding order when selecting and developing managers as servant leaders. The results and findings of our study provide rather comprehensive insights in the complex relationships of organizational commitment, commitment to supervisor and servant leadership, which can serve as a basis for further research and assist the managerial practice.

Organizational Commitment among Selected Employees of a Local University in Manila

Organizational commitment is the emotional bond employees have with their workplace. Employees devoted to their organization typically experience a bond with it, a sense of belonging, and an awareness of its goals, vision, and mission. Employees are said to be dedicated to the organization when their aims align with those of the organization, when they are willing to invest effort on its behalf, and when they wish to retain their relationship with the business. There has been a rise in interest in studying employee commitment to their organizations. There is much curiosity about organizational commitment because it predicts things like turnover, attitude, and happiness. Research in this field has shaped commitment on the job, in one's profession, in one's work group, and in one's work as a whole. Using Meyer and Allen's concept, this research examines the three facets of organizational commitment among a selected group of employees at the Pamantasan ng Lungsod ng Maynila (PLM) to determine if there is a correlation between them. In addition, the research report analyzed how employees with different demographic profiles rate on a scale of organizational commitment. Keywords: Organizational commitment, employees, workplace,

An assessment of demographic variables affecting employees’ organizational commitment in India’s thermal power sector

This study aims to analyze the impact of three demographic variables (gender, age, and work experience) on the commitment levels of employees in the Indian thermal power sector. 379 responses were collected through convenience sampling from the executives of NTPC Ltd, a major power utility in India. The facets of organizational commitment (affective commitment, normative commitment, and continuance commitment) were assessed using a standard scale. The quantitative research was done using statistical instruments of one-way ANOVA and independent sample t-test. The findings revealed a positive correlation between the three components of organizational commitment: affective, continuance, and normative. Further, the results highlighted that age plays an essential role in organizational commitment levels; it is found that commitment increases with the age of employees (F = 5.781, p < 0.01). However, gender is not making any variation in organizational commitment (F = –0.502, p < 0.01). Therefore, male and female employees enjoy equal commitment levels toward their work. The study further indicated that work experience significantly influences organizational commitment (F = 4.800, p < 0.01), and it is found to be greater for more experienced employees.

Heart of Education: The Relationship of Corporate Social Responsibility on the Organizational Commitment of Senior High School Teachers in Caloocan City, Philippines

The research ventures into the connection between Senior High School (SHS) teachers’ organizational commitment (OC) in relation to their experiences on the dimension of Corporate Social Responsibility (CSR) done by their respective educational institutions. The study made use of the 5 CSR dimensions as basis of the experience of the SHS teachers, namely Human Rights and Labor, Environment, Economics, Product Responsibility, and Society. These were related side by side using the 3 Facets of OC which are Affective, Continuance, and Normative. Quantitative and qualitative data analyses have been used to confirm a relationship between the SHS teachers’ OC and the level of experience on the dimensions of CSR. General findings of the study show that problems of scheduling, effectivity and assessment hinders the level of OC that SHS teachers have towards the CSR activities of their educational institution. To address the issue, the research provided a set of suggestions to optimize the CSR in improving the OC of teachers through proper forms of pre-evaluation procedures, post assessment procedures and a set of effective mix of internal and external CSR program recommendations.

Does organizational citizenship behavior predict organizational commitment of employees in higher educational institutions?

Many studies have been conducted in organizations on the topics of organizational commitment and organizational citizenship behavior (OCB). However, there is a shortage of these topics in higher education institutions in the Asian context. Therefore, this article attempts to fill this literature gap. The study examines the influence of organizational citizenship behavior on organizational commitment in the higher education sector in Vietnam. It analyzes the effect of OCB components on three aspects of organizational commitment: affective commitment, normative commitment, and continuance commitment. A self-administered survey was collected from 301 employees working for 21 higher education institutions in Ho Chi Minh City, Vietnam, and the structural equation was analyzed by using Smart PLS-SEM. The results establish that OCB components such as helping, sportsmanship, loyalty, individual initiative, compliance, civic virtue, and self-development influence organizational commitment. Furthermore, “helping” demonstrated the most substantial effect on organizational commitment. The research also found a difference in organizational commitment between groups of respondents based on age and educational level. However, the research was restricted to Ho Chi Minh City universities and future research could broaden the sample size to vocational colleges as well as other Asian contexts. Theoretical contributions, practical implications, and future research directions are discussed.

The Impact of Emotionally Intelligent Academic Leadership on Faculty Members: Evidence from the Education System of India

Abstract This study investigates the impact of emotionally intelligent academic leadership on faculty members’ organizational commitment and citizenship behaviour in selected colleges in south India. The data for the study is collected from 352 faculty members using a survey study approach and assessed through descriptive and inferential statistics. Statistical results suggest that respondents’ perceptions of their academic leaders were more or less similar, and most of them rated self-awareness as the essential characteristic of emotional intelligence of their academic leaders. The findings demonstrate that most faculty members are dedicated to their organization and exhibit relatively high affective commitment compared to other aspects of organizational commitment. The relationship between emotionally intelligent leadership and faculty members’ organizational commitment is partially mediated by faculty members’ citizenship behaviour. This research contributes to the Indian academic system in developing strategies for academic leaders’ emotional growth and increasing the level of commitment and citizenship behaviour of faculty members.

How Does Enlistment Motivation Shape Organizational Commitment? The Role of Career Identity and Organizational Support.

This study, based on the integrative model of commitment and motivation and organizational support theory, examined the mechanism of intrinsic and extrinsic enlistment motivation on three facets of organizational commitment. A three-wave field questionnaire survey was conducted among 1606 Reserve Officers' Training Corps cadets from Chinese universities. The results showed that both intrinsic and extrinsic motivation positively predicted affective commitment, normative commitment, and continuous commitment. The positive effect of intrinsic motivation was stronger than extrinsic motivation. However, the interactive effect of intrinsic and extrinsic motivation negatively predicted the three aspects of organizational commitment. Career identity mediated all the direct effects above. Moreover, organizational support moderated the effects of intrinsic and extrinsic motivation on career identity. When organizational support was low, the positive effect of intrinsic motivation on career identity was stronger; whereas, when organizational support was high, the positive effect of extrinsic motivation on career identity was stronger. Furthermore, extrinsic motivation and organizational support jointly moderated the effect of intrinsic motivation on career identity and the mediating effects between intrinsic motivation and the three facets of organizational commitment. Specifically, when extrinsic motivation and organizational support were low, the direct and mediating effects above were stronger.

Role of Knowledge Management Practices in Indian Financial Sector

Knowledge is inherent in ideas, talent, judgments, relationship, root causes, relationships, concepts and perspective. The purpose of this paper is to examine the impact of knowledge management practices and organizational commitment on the job satisfaction of individual employees. A theoretical model concerning the connections between six facets of Knowledge Management (knowledge acquisition, knowledge sharing, knowledge creation, knowledge application, knowledge codification and knowledge retention), two facets of Organizational Commitment (Keeping up organizational image and Responding to organizational greediness) and job satisfaction is proposed. Then data is collected through face to face questionnaire and also online web based questionnaires and sample is selected on convenience based from the banking sector organization of Coimbatore. The findings of the study show that the organization's commitment to one's work environment and the knowledge management process are closely linked to the job satisfaction of higher employees. Especially intra-organizational knowledge sharing knowledge application and knowledge creation also organization commitment (coping with attachment) seems to be a key factors promoting satisfaction with one’s job in most employee.

Why employee engagement matters? Evidences from Delhi Metro Rail Corporation in India

PurposeThe purpose of this paper is to shed light on the relationship between organizational commitment (OC) and organizational citizenship behavior (OCB) as mediated by employee engagement (EE). The impact of different facets of OC (affective, continuance and normative) and EE (alignment, affectiveness and action-orientation) is examined with respect to OCB.Design/methodology/approachInsights from the literature underpin the hypotheses on how EE mediates the relationship between OC and OCB. Primary data using survey questionnaire were collected from 881 permanent employees of Delhi Metro Rail Corporation (DMRC) in India. Hayes' model 4 has been used for the mediation analysis.FindingsThe analyses show that only one facet of OC- affective commitment and the alignment and action-orientation dimensions of EE positively affect OCB. The relationship between OC and OCB is fully mediated by EE.Practical implicationsThe results imply that engaging employees is pivotal for effectively fostering citizenship behavior among employees. Organizations should be willing to implement strategies and interventions which enhance the emotional experience of employees to foster a sense of belongingness with the organization and engage them.Originality/valueThe paper draws on a unique data set of a prestigious organization in India to provide insights with substantial degree of generalizability into the relationship between OC, OCB and EE, whilst applying a comprehensive definition of these constructs. It is the first study to examine the inter-relationship among different facets of these constructs.

Understanding Affective, Normative & Continuance Commitment through the Lens of Training & Development

The purpose of the study was to analyze nurses' perceptions of the benefits of training and development, as well as their commitment to the organization. Training and development and three facets of organizational commitment are studied using a quantitative survey research design. Structured equation modelling using Smart PLS 3 was used to analyze 290 of 313 responses from public sector hospitals. Training and development, according to the findings, have a strong positive relationship with affective, normative, and continuance commitment. Some of these findings have ramifications for management and administrative staff of hospitals. They must first commit their nursing staff to the hospital in order to ensure the best quality services for their patients. Nurses respond with greater affective, normative, and continuance commitment when they believe a training programmed is designed to meet their professional developmental needs.

Effects of intrinsic motivation on organizational citizenship behaviors of hospitality employees: The mediating roles of reciprocity and organizational commitment

The current study examines the essential role of motivation in workplace settings and the interrelationships among, reciprocity, organizational commitment, and organizational citizenship behavior (OCB). Based on a comprehensive literature review, this study formulates and tests a hypothesized model attempting to understand the interrelationships among three dimensions of motivation (i.e., need for achievement, need for power, and need for affiliation), reciprocity, three dimensions of organizational commitment (i.e., continuous, affective, and normative), and four types of OCB. With data collected from hospitality employees, this research found three intrinsic motivations are critical for nurturing reciprocity which then enhances three aspects of organizational commitment.

Employee engagement as an antecedent of organizational commitment – A study on Indian seafaring officers

Employee engagement has been the most widely researched area of human resource in recent times because of its practical importance in business organizations today. Engagement plays a major role as an antecedent in many organizational outputs like employee performance, commitment, and competitive advantage, etc. This research paper is aimed at identifying the factors contributing to employee engagement and its association with the affective, continuance and normative modules of organizational commitment among Indian ship officers. This research work attempts to explore the correlation existing if any, between work and organizational engagement variables with three aspects of organizational commitment. The whole study is mainly focused on seafarer's perspective and so few alterations in questionnaires of engagement and commitments were made in discussion with experts from the shipping industry. This study confirms that employee engagement is positively associated with affective and normative components whereas, engagement is not significantly associated with continuance component of organizational commitment which is a contradicting result from existing studies where continuance commitment has reported a significant negative relationship with engagement. This study also discloses the fact that the engagement and commitment levels of officers working with deck and engine department did not contrast significantly, nor did they significantly differ between officers working in different types of ships, different designations and between officers with a different experience.

Organizational Commitment and Job Satisfaction in Information Technology Sector

The current research has been done to understand the effect of organizational commitment on job satisfaction and to investigate the demographic factors influencing job satisfaction.233 valid questionnaire responses were received from the employees of an Information technology (IT) sector organization situated in Odisha to know the impact of organizational commitment on their job satisfaction level. Correlation analysis was conducted to find out the intercorrelation between job satisfaction and Organizational commitment and regression analysis was done to know the interrelationship between two or more independent variables with the dependant variable. The findings indicated all aspects of organizational commitment were highly correlated with job satisfaction and significantly influenced job satisfaction. Descriptive analysis results showed that advancement opportunities and timely increase in salary and perks constituted the key factors for increase in level of satisfaction of the employees and secondly gender, age and job experience did not have a positive association with job satisfaction. This research also revealed that IT managers must make fair decisions and concentrate on increasing the allied benefits of their employees so that they feel satisfied and contented with their job. They feel motivated and contribute accordingly for the organization. Satisfied employees promote a sense of responsibility towards the smooth functioning of the organization and exhibit Organization Citizenship Behaviour (OCB).

The impact of Knowledge Management (KM) and Organizational Commitment (OC) on employee job satisfaction (EJS) in banking sector of Pakistan

Purpose: The purpose of this paper is to examine the impact of knowledge management practices and organizational commitment could be a way to nurture job satisfaction and examine how knowledge management practices and organizational commitment can increase individual employees’ job satisfaction.
 Design/methodology/approach: A theoretical model concerning the connections between sixfacets of Knowledge Management (knowledge acquisition, knowledge sharing, knowledge creation, knowledge application,knowledge codification and knowledge retention), two facets of Organizational Commitment (Keeping up organizational image and Responding to organizational greediness)and job satisfaction is proposed. Then data is collected through face to face questionnaire and also online web based questionnaires and sample is selected on convenience based from the banking sector organization of Pakistan.
 Findings:organization commitmentand knowledge management process in one’s working environment is significantly linked with high employee job satisfaction. Especially intra-organizational knowledge sharing knowledge application and knowledge creationalso organization commitment (coping with attachment) seems to be a key factors promoting satisfaction with one’s job in most employee.
 Practical implications:organization commitment and knowledge management has a strong impact on employee job satisfaction, and therefore, managers are advised to implement knowledge management and organization commitment activities in their organizations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work.
 Originality/value: This paper produces knowledge on a practices of KM and organizational commitment that has been largely unexplored in previous all research, individual job satisfaction. Also, it promotes the knowledge management and organizational commitmentliterature to the next stage where the impact of knowledge management and organizational commitment is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue.
 Keywords:Knowledge Management, Knowledge Management Practices,Knowledge Acquisition, Knowledge Sharing, Knowledge Creation, Knowledge Codification, Knowledge Retention, Organizational Commitment, Job satisfaction.

The impact of Knowledge Management (KM) and Organizational Commitment (OC) on employee job satisfaction (EJS) in banking sector of Pakistan

Purpose: The purpose of this paper is to examine the impact of knowledge management practices and organizational commitment could be a way to nurture job satisfaction and examine how knowledge management practices and organizational commitment can increase individual employees’ job satisfaction. Design/methodology/approach: A theoretical model concerning the connections between sixfacets of Knowledge Management (knowledge acquisition, knowledge sharing, knowledge creation, knowledge application,knowledge codification and knowledge retention), two facets of Organizational Commitment (Keeping up organizational image and Responding to organizational greediness)and job satisfaction is proposed. Then data is collected through face to face questionnaire and also online web based questionnaires and sample is selected on convenience based from the banking sector organization of Pakistan. Findings: organization commitmentand knowledge management process in one’s working environment is significantly linked with high employee job satisfaction. Especially intra-organizational knowledge sharing knowledge application and knowledge creationalso organization commitment (coping with attachment) seems to be a key factors promoting satisfaction with one’s job in most employee. Practical implications: organization commitment and knowledge management has a strong impact on employee job satisfaction, and therefore, managers are advised to implement knowledge management and organization commitment activities in their organizations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work. Originality/value: This paper produces knowledge on a practices of KM and organizational commitment that has been largely unexplored in previous all research, individual job satisfaction. Also, it promotes the knowledge management and organizational commitmentliterature to the next stage where the impact of knowledge management and organizational commitment is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue. Keywords: Knowledge Management, Knowledge Management Practices,Knowledge Acquisition, Knowledge Sharing, Knowledge Creation, Knowledge Codification, Knowledge Retention, Organizational Commitment, Job satisfaction.

Workplace Spirituality and Organizational Performance in Indian Context: Mediating Effect of Organizational Commitment, Work Motivation and Employee Engagement

Prior research on workplace spirituality has mostly looked at the antecedents and consequences of the construct. The purpose of the present research is to investigate the mediating effect of employee commitment, employee engagement and work motivation in the relationship between workplace spirituality and organizational performance in Indian context. Using standardized self-report measures and structural equation modelling (SEM), present research finds that two facets of organizational commitment (namely, affective and normative), employee engagement and work motivation partially mediate the relationship. Implications of these findings for academic theory as well as HR managers are discussed.

Does franchisor ethical value really lead to improvements in financial and non-financial performance?

PurposeAlthough ethical management would seem to be a core responsibility in today’s business climate, empirical research and practical applications in the hospitality industry remain scarce. Hence, the aim of this study is to examine the influences of ethical value and corporate philanthropy on the foodservice industry in South Korea.Design/methodology/approachFrequency, reliability, confirmatory factor, correlation and structural equation modeling analyses were used.FindingsThe results indicate that, overall, ethical value directly influences corporate philanthropy and two aspects of organizational commitment (i.e. continuous and affective). Corporate philanthropy, in turn, positively relates to organizational commitment dimensions as well as financial and non-financial performance. Affective and continuous commitments lead to improvements in both financial and non-financial performance.Practical implicationsThe strategic importance of ethical value and the following philanthropic activities in the foodservices is demonstrated from the findings of this research.Originality/valueThe current study is the first to develop and test an empirical model which accounts for the effects of ethical value on both financial and non-financial performances in the franchisor–franchisee relationship.

Existing organizational culture typologies and organizational commitment at a selected higher education institution in South Africa

The study investigates the relationship between organizational culture and organization commitment at a higher education institution in South Africa. Quantitative research approach was used and 30 participants were chosen at random from academic and non-academic employees of the university. Furthermore, in order to gather data, the study used a structured questionnaire regarding the effects of existing organizational culture on organizational commitment. Pearson correlation analysis was used to determine the relationship between existing organizational culture typologies and facets of organizational commitment. The study revealed that different culture typologies bring about different levels of organizational commitment. Moreover, support of culture had a strong significant relationship with normative and continuance commitment. This means that if the organization shows the sense care and support to its employees, they will develop an obligatory sense of belonging and help the organization in attaining its objectives.