Facets Of Organizational Commitment Research Articles

Entitlement attitude in the workplace and its relationship to job satisfaction and organizational commitment

<B>Background</b><br /> This article is focused on the entitlement attitude in an organizational context. Its purpose was to examine the relationship of entitlement and its 3 components (active, passive and revengefulness) with job satisfaction and organizational commitment.<br /> <br /> <B>Participants and procedure</b><br /> Two independent studies were conducted to examine the discussed relationships. In study 1 and study 2 there participated respectively 110 and 95 full-time employees from both genders working in public and private organizations. The 30-item Bulgarian version of the Entitlement Questionnaire was used. Job satisfaction measurement included employees’ affective response to their overall job and to various aspects of their job. The three aspects of organizational commitment (affective, instrumental and normative) were measured.<br /> <br /> <B>Results</b><br /> Active entitlement had a positive effect on satisfaction with results, satisfaction with supervisor, pay satisfaction and overall job satisfaction. It was not related to organizational commitment. Passive entitlement had a positive effect on satisfaction with tasks, but it correlated negatively with pay satisfaction. Higher level of passive entitlement predicted instrumental commitment. Revengefulness was negatively related to task satisfaction, satisfaction with supervisor and overall satisfaction, and had a negative effect on affective commitment.<br /> <br /> <B>Conclusions </b><br /> Different forms of entitlement have a diverse influence on the various aspects of job satisfaction and components of organizational commitment. Active and passive types of entitlement are more adaptive, whereas revengefulness is a maladaptive and dysfunctional attitude.

The Interface between Motivational and Emotional Facets of Organizational Commitment among Instructors at Higher Education

Teachers in higher education domain play a decisive role in advancing economic developments as well as nurturing the well-being of the societies. Thus, the issue of university instructors’ commitment and the factors influencing its development should be a compelling priority for higher education administrations. The present study aims to extend the research on teacher organizational commitment by investigating the contribution of job motivation and emotion regulation to teacher commitment at higher education. To this purpose, 135 English as a foreign language (EFL) instructors from different higher education institutes and universities took part in this study. They were requested to complete a battery of three questionnaires: Organizational Commitment Questionnaire (OCQ), Work Tasks Motivation Scale for Teachers (WTMST), and Emotional Regulation Questionnaire (ERQ). Findings demonstrated that both emotion regulation and motivation had a positive significant correlation with teacher organizational commitment. Moreover, findings obtained via regression analysis showed that among job motivation components, identified regulation was the best contributor of teacher organizational commitment. Also, among the subscales of emotion regulation, reappraisal strategy was a better predictor of teacher organizational commitment. Findings are discussed in details with respect to the implications for both theory and practice in higher education.

PENGARUH BUDAYA ORGANISASI DAN PERSEPSI DUKUNGAN ORGANISASI TERHADAP KOMITMEN KARYAWAN

The purpose of this study is to investigate the influence of organizational culture and perceived organizational support toward organizational commitment. The instrument was used in this study were organizational commitment scale is based on aspects of organizational commitment, organizational culture scale is based on aspects of organizational culture and perceived organizational support scale based on aspects of the perceived organizational support. This study was involved 203 banking employees. The results showed that organizational culture and perceived organizational support significantly influenced of organizational commitment. It means organizational culture and perceived organizational support contributed to increasing organizational commitment. Meanwhile, organizational culture has a greater contribution to organizational commitment than perceived organizational support. This study also showed that two aspects of organizational culture contributed to organizational commitment, there were espoused values and artifacts. An espoused value has a higher contributed to organizational commitment. Meanwhile, for perceived organizational support, fairness aspect contributed to organizational commitment.

The relationship between perceived organizational justice and organizational commitment: A case study of female teachers

Aim: The aim of this study was to determine the relationship between perceived organizational justice and organizational commitment of female teachers in Iran. Methodology: One hundred fourteen female teachers were randomly selected using descriptive-correlational method. For data gathering, the Colquitt's Organizational Justice Questionnaire and May-Allen's Organizational Commitment Questionnaire were used. The validity of the questionnaires was verified according to the viewpoints of experts in educational sciences and management. The reliability of the questionnaires estimated using Cronbach's α coefficient in a primary study on a 30-people sample, organizational justice questionnaire α =0.913 as well as Organizational Commitment Questionnaire α =0.924. After data gathering, they were analyzed based on research hypotheses using multivariate analysis of variance as well as multiple regression analysis. Results: The results indicated that there is a positive and significant relationship between all components of organizational justice and the aspects of organizational commitment. In addition, there is a significant predictive relationship among procedural justice, interactional justice, and distributive justice with continuous commitment and normative commitment. Conclusion: According to the theory of equity, it can be predicted that the personnel reacts toward the presence or absence of organizational justice at workplace. The increase of attachment and dependence is one of such reactions. That is, if the personnel witness that justice is not observed in the organization, they will feel some sort of tension, and therefore, they try to reduce their own dependency and commitment to the organization. In such cases, their organizational commitment may be diminished. Conversely, if they feel that organizational justice exists in the organization, they will be motivated to embrace more duties, tasks, and responsibilities so that, thereby, they would fulfill their debts to their career and consequently their organizational commitment would be increased.

Investigating the Relationship between Organizational Citizenship Behavior and Various Aspects of Organizational Commitment of Mehran’s Educators

This study aims to investigate the correlation between organizational citizenship behavior and various aspects of organizational commitment of educators of Mehran city. Population includes all educators of Mehran’s education organization in 2012. The samples include 80 educators selected by use of randomized sampling method. The instruments used in the study include two organizational commitment and citizenship behavior questionnaires. Results show that there is a meaningful relationship between the educators’ organizational commitment and their citizenship behavior. In other words, the more organizational commitment of the educators, the better their citizenship behavior will be. The loyal human resources affect on the organization’s effectiveness through preserving organizational values and goals. Moreover, there is a meaningful relationship between citizenship behavior and the variables emotional commitment, continual commitment and regulative commitment.

Peranan Komitmen Organisasi dan Employee Engagement terhadap Kesiapan Karyawan untuk Berubah

This study had two objectives, the first was to find out the role of organizational commitment and employee engagement to readiness for change. Second was to find out the determinants of readiness for change based on aspects of organizational commitment (i.e., identification, involvement, and loyalty) and dimensions of employee engagement (i.e., organization, leadership, team member, job and individual). Self-administered questionnaires were used to measure the three variables. There were 206 plantation employees involved in this study. The result showed that organizational commitment and employee engagement contributed to employee readiness for change. This study also found two aspects of organizational commitment and two dimensions of employee engagement contributing to employee readiness for change. This study could be the guidelines for the policy makers in implementing policies of better human resources. 
 Keywords: organizational commitment, employee engagement, readiness for change, plantation employees, human resource

Goal orientation and organizational commitment

PurposeThe purpose of this paper is to paper examine goal orientation and organizational commitment in relation to employees' job attitudes and performance in a hospital. Specifically, it investigates the effects of mastery and performance goals on different facets of organizational commitment and how these effects impact individuals' job outcomes.Design/methodology/approachThe paper utilized an online survey to collect data from 497 hospital employees. The conceptual model was tested using a three‐step mediation procedure of structural equation modeling with maximum likelihood estimation.FindingsThe results indicate that while mastery goal is related to the three components of organizational commitment, performance goal is only related to affective commitment. Although affective and normative commitment are both related to job satisfaction, only the former is linked to employees' performance.Research limitations/implicationsThe survey is conducted in an East Asian hospital. To ensure greater generalizability of the results, future research should be conducted using a broader Asian sample, preferably, in a different organizational setting, and using longitudinal methods in addition to online surveys.Practical implicationsWhen managing employees with Asian backgrounds, establishing mastery goal orientation can potentially cultivate higher organizational commitment. Managers may consider aligning affectively and normatively committed employees with more complex job assignments because these employees typically exhibit desirable job attitudes and innovative job performance.Originality/valueThe contributions are two‐fold: managerially and scholarly. Identifying employees' mindset in relation to goal orientation and commitment allows firms to effectively manage employees' performance. The paper also provides evidence for rethinking constructs' relevancy outside of North America.

Survey and analysis in organizational commitment and influencing factors of clinical nurses at tertiary hospital in Shenzhen

Objective To study the organizational commitment and influencing factors of clinical nurses at tertiary hospital in Shenzhen. Methods 347 clinical nurses from a tertiary hospital were select-ed by stratified random sampling and investigated and analyzed for organizational commitment with ques-tionnaires. Results Total score for organizational commitment of clinical nurses was (60.45±9.99),in which, from the highest to the lowest, the scores for five aspects were normative commitment (14.49±2.97), affective commitment (13.50±3.57), ideal commitment (11.69±3.20), economic commitment (11.27±3.23), opportunity commitment (9.50±3.30),respectively, their influencing factors included age, nursing age, mari-tal status, professional tide. Conclusions The organizational commitment of clinical nurses is at higher-middle level, their influencing factors are multi-dimensional, demographic characteristics have different im-pact on five aspects of organizational commitment. Key words: Tertiary hospital; Clinical nurse; Organizational commitment; Demographic char-acteristics

A field study on organizational commitment, professional commitment and peer mentoring

This study investigates attitudes and citizenship behaviors of IS workers in the software industry by examining relationships among various facets of organizational commitment, professional commitment, and a particular organizational citizenship behavior (OCB) called peer mentoring. Results revealed that one facet of organizational commitment, affective commitment, was positively associated with peer mentoring, while a second facet, normative commitment, was negatively associated with peer mentoring. A third facet of organizational commitment, continuance commitment, had no significant relationship with peer mentoring while professional commitment was positively associated with peer mentoring. Our results also found a positive and significant interaction between professional commitment and affective commitment, and a negative and significant interaction between professional commitment and normative commitment in predicting OCBs, suggesting that managers of software professionals can foster OCBs by focusing on specific facets of commitment

Job satisfaction, organizational commitment, and flight attendants’ turnover intentions: A note

This study looks at the effects of job satisfaction, organizational commitment, and individual factors on flight attendants’ turnover intentions. It makes use of samples of the attendants from a Taiwanese airline company. From the results of a logistic regression analysis, two aspects of organizational commitment (i.e. normative commitment and continuance commitment) as well as job-itself satisfaction were found significantly negative impact on flight attendants’ turnover intentions. In addition, wage and martial status were found to be significant predictors of turnover intentions.

The association between training and organizational commitment among white‐collar workers in Malaysia

The exploration of the relationship between organizational commitment and training is still in its early stages. Although there have been several studies reported on training and organizational commitment in Western countries, very little has been done in respect of the local professionals in Malaysia. This research investigates the association between five training variables (availability of training, support for training, motivation to learn, training environment and perceived benefits of training), and various aspects of organizational commitment (affective commitment, normative commitment, continuance commitment and overall organizational commitment). The availability of training, support for training, motivation to learn, training environment, perceived benefits of training were all significantly correlated with affective commitment, normative commitment and overall organizational commitment. The training environment and perceived benefits were also significantly correlated with continuance commitment. However the availability of training, support for training and motivation to learn were not significantly correlated with continuance commitment. This suggests that despite other forms of commitment, Malaysian workers do not feel that they need to remain in an organization that has made available the training, given support for the training and were motivated to learn. Otherwise, results suggest that on the whole, training does seem to have an influence on organizational commitment. The practical implication of this is that managers, who are so desirous of enhancing organizational commitment among their subordinates, should pay more attention to training.Annual income was found to correlate positively with affective commitment and overall commitment. Age and tenure were not significant predictors of overall organizational commitment contradicting studies in the West. This demonstrated that Malaysians might have different attitudes towards organizational commitment. The older they are and the longer they stay within an organization do not imply that they will be committed towards their organization. This phenomenon can be attributed to the uncertain business environment in Malaysia.

Job satisfaction as a mediator of the relationship between role stressors and organizational commitment

This paper investigates the potential mediating role of job satisfaction between role stressors, namely role conflict and role ambiguity as sources of stress, on the one hand, and various facets of organizational commitment, namely affective, continuance and normative, on the other. A sample of 361 employees in a number of organizations in the United Arab Emirates was used. Path analysis revealed that role ambiguity directly and negatively influences both affective and normative commitments. Results also revealed that job satisfaction directly and positively influences affective and normative commitments and negatively influences continuance commitment‐low perceived alternatives. Results further suggest that both role conflict and role ambiguity directly and negatively influence job satisfaction. It was also found that job satisfaction mediates the influences of role conflict and role ambiguity on various facets of organizational commitment, except continuance commitment‐high personal sacrifice. Implications, future lines of research and limitations are discussed.

Job Satisfaction as a Mediator of the Relationship Between Job Stressors and Affective, Continuance, and Normative Commitment: A Path Analytical Approach

This article investigates the potential mediating role of job satisfaction between job stressors—namely, role overload-quantitative, role overload-qualitative, and lack of career development—as sources of stress on the one hand, and various facets of organizational commitment—namely, affective, continuance, and normative—on the other hand. A sample of 361 employees in a number of organizations in the United Arab Emirates (UAE) was used. Path analysis revealed that role overload-quantitative directly and negatively influences both job satisfaction and affective commitment and that lack of career development as a source of stress directly and negatively influences job satisfaction. Findings also suggest that job satisfaction mediates the influences of role overload-quantitative on various facets of organizational commitment. Implications, future lines of research, and limitations are discussed.

Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership.

B. M. Bass ( 1985 ) proposed that the Multifactor Leadership Questionnaire consists of 5 factors: 2 facets of transactional leadership (Contingent Reward and Management-by-Exception) and 3 facets of transformational leadership (Charismatic Leadership, Individualized Consideration, and Intellectual Stimulation). A confirmatory factor analysis involving hospital nurses revealed some support for this 5-factor representation, but a 2-factor Active-Passive model was also tenable, because the transformational components and Contingent Reward were all highly correlated. Alternatively, differential relationships to a series of outcomes, including intent to leave and J. P. Meyer and N. J. Allen's (1991) facets of organizational commitment, were observed as a function of the leader behaviors involved.

“Ask not what your country can do for you”: The normative basis of organizational commitment

Three hypotheses on the relations between instrumental and normative values and facets of organizational commitment were tested and confirmed, using a sample of candidates for officers' training course in the Israel Defence Forces. Affective commitment (identifying with the goals and values of the organization) is related only to normative values, manifested by a preference for working in organizations that are meaningful to society. Continuance behavior (the desire to retain or maintain membership in an organization) is related to both normative and instrumental values, manifested by a preference for working in organizations that provide benefits to the individual. Extra-role behavior (the willingness to exert extra effort on behalf of the organization) is mostly related to normative values. The contribution of the results to clarifying the conceptual confusion regarding organizational commitment is discussed.