Continuance Organizational Commitment Research Articles

Nurturing Affective and Continuance Organizational Commitment By Developing Cognitive and Affective Attitudes Toward Work

Nurturing Affective and Continuance Organizational Commitment By Developing Cognitive and Affective Attitudes Toward Work

Nurturing affective and continuance organizational commitment by developing cognitive and affective attitudes toward work

The study aimed to examine the effect of employees' attitudes toward their work on organizational commitment. To deepen the concept of the study, literatures were reviewed. The study used descriptive assessment and correlational research design. The population of the study was all the employees of the Divine Word College of Laoag. It used research questionnaires to gather the data and inferential statistics were used to analyze the data, thus, Weighted Mean and Pearson r correlation were used. The study found that the attitude of employees toward their work and their organizational commitment were high. The Pearson r correlation results suggest that overall, there is a significant correlation between attitude toward work and organizational commitment. However, taking it separately, only affective and continuance commitment is associated with cognitive and affective toward work but not with normative commitment.

Intrinsic Retention: Job Involvement, Job Satisfaction, Affective Organizational Commitment, and Extrinsic Retention: Continuance Organizational Commitment, Pay Satisfaction; and, Knowledge Sharing Behavior.

This research evaluated the employee perspective of job retention strategy and its relationship with knowledge-sharing behavior. It has given insight pertaining to employee turnover reduction and securing the sharing of knowledge behavior. A research assessment form was used to collect data. The questions were adapted from previous related studies. Convergence validity and reliability tests were used for scale- items, discriminant validity, and correlation coefficients were used for scale’s linear relationship, and hierarchical regression to analyze significant predictors and relationships. The three hundred twenty-six (326) target employee respondents were surveyed. They were randomly selected from different types of agribusiness sectors. The research results showed that employees’ perspectives on variables such as intrinsic retention affective organizational commitment (IRAOC) and extrinsic retention pay satisfaction (ERPS) revealed the highest positive relationship and significant predictor to knowledge sharing behavior (KSB). Both intrinsic retention (IR) and extrinsic retention (ER), overall, had a positive impact and highly significant predictor of KSB outcome, ER was most observed to have a positive relationship and highly significant predictor of KSB in Agribusiness enterprises. The research only studied the Agribusiness sector of the Philippines registered MSMEs in the Northern Mindanao region specific to Bukidnon province. The data collected were solely quantitative. And it only focused on the employees. Further studies would be preferred to study the owner or employer perspective and expand the scope of the study. The enterprise could use the importance of incorporating extrinsic and intrinsic retention strategies and practices to avoid employee turnover in the agribusiness sector and secure knowledge to be shared among employees. This research incorporated job retention strategies as intrinsic or extrinsic. Each retention strategy has been defined according to its nature of retaining employees. This has been presented clearly and each has been assessed in its relationship to knowledge-sharing behavior. Keywords were Intrinsic Retention: Job Involvement, Job Satisfaction, Affective Organizational Commitment, Extrinsic Retention: Continuance Organizational Commitment, Pay Satisfaction; and, Knowledge Sharing Behavior.

Workplace social capital mediates the relationship between authentic leadership and three dimensions of organizational commitment of hospital nurses: A cross-sectional study.

This study aimed to examine the mediating effect of workplace social capital on the relationship between authentic leadership and the three dimensions of organizational commitment: affective, normative, and continuance. In January 2019, anonymous self-reported questionnaires were distributed to 1220 nurses working in the general wards of two university hospitals in Japan. Structural equation modeling was used to examine the mediating effects of workplace social capital on the relationship between nurse managers' authentic leadership and the three dimensions of organizational commitment. Six hundred and fifty-nine data points were analyzed (valid response rate=54.0%). Participants' average age was 28.6 years (standard deviation: 6.6), and 93.3% were female. The mediation indirect effect of workplace social capital between authentic leadership and organizational commitment was statistically significant in the models of affective organizational commitment and normative organizational commitment, but not in the model of continuance organizational commitment. The effects of authentic leadership and workplace social capital had different impacts on each of the three dimensions of organizational commitment. Nurse managers' authentic leadership and workplace social capital can enhance nurses' positive commitment to the organization.

The Role of Organizational Efforts in Mitigating the Adverse Effects of Workplace Mistreatment on Attitudinal Responses

Despite increasing attention to workplace mistreatment in organizations, few studies have investigated the consequences of such negative experiences on employees. Using the Canadian Public Service Employee Survey (PSES) data (about 80,000 observations), this study examines the relationships between workplace mistreatment and outcomes at work and the moderating role of organizational efforts in preventing and handling workplace mistreatment among Canadian federal government employees. Empirical results of an OLS regression and logit model document that perceived workplace mistreatment, in terms of workplace harassment and discrimination, is negatively related to job satisfaction and continuance organizational commitment and positively related to turnover intention. The analysis also shows that the linkages between workplace mistreatment and the three outcomes were weaker when organizational efforts aimed at dealing with workplace mistreatment were perceived to be high. Implications of these results for research and practice are discussed.

When does commitment backfire: Linking employee continuance commitment to silence behavior

IntroductionExtant studies on organizational commitment emphasize affective organizational commitment and consequently ignore the unique role of continuance organizational commitment. To determine whether high continuance commitment is beneficial, we employed conservation of resources theory to explore how continuance commitment leads to emotional exhaustion and silent behavior. ObjectiveThis study examines the mediating effect of emotional exhaustion on the relationship between continuance commitment and silence behavior, and the moderating role of age. MethodWe recruited 157 employees in China to complete a three-wave survey measuring continuance commitment, emotional exhaustion and silence behavior, respectively. ResultsOur results show that continuance commitment is positively related to emotional exhaustion and, in turn, triggers more silent behavior, especially for those old employees; the indirect effect is more significant. ConclusionAlthough employers intend to keep human resources, this study indicates that continuance commitment may bring negative consequences. Moreover, old age will magnify the effect of continuance commitment on emotional exhaustion and further strengthen silence behavior.

Continuance in organizational commitment: The role of emotional intelligence, work‐life balance support, and work‐related stress

AbstractThe study uses the job demands‐resources (JD‐R) theory to examine the effects of work‐related stress, life‐work balance support, and emotional intelligence on the organizational continuance commitment of workers in under‐resourced organizations. Quantitative cross‐sectional survey data were collected from 212 workers at selected independently owned schools in western Zimbabwe. Correlation and multiple‐regression analyses techniques were used to analyze the data. Positive significant relationships were found between all three independent variables (work‐related stress, work‐life balance support and emotional intelligence) and organizational continuance commitment. Hayes’ PROCESS analyses results demonstrated that emotional intelligence significantly moderated the effect of work‐related stress on organizational continuance commitment, and that of work‐life balance support and organizational continuance commitment. The results highlight the importance of factors including work‐related stress, work‐life balance support, and emotional intelligence in efforts to help inadequately resourced entities retain employees.

Analysis of Organizational Commitment against Employee Performance with Organizational Culture Moderation (Study at Walisongo State Islamic University (UIN) Semarang)

This research that is done in University Agama Islam Walisongo Semarang. Data used by primary data taken with questionnaire with 82 respondents for sample research. The writer did the reseach by using purposive sampling, with some criteria. Those criteria are the respondents have to had level stratum -2 for level education and tree year minimum in a work periode. Analysis appliance weared by instrument test, the test reliability, and while the test models, test the Adj R2 (coefficient of determination), Test the hypothesizing used regression analysis, test the F Test (Goodness of Fit), and test the moderation using analysis path (path analysis). The results of the analysis in this study resulted in regersi determination coefficient of 0.423, or in other words, changes in performance can be influenced by effective commitment, continuance commitment, normative commitment and organizational culture of 43.3%. The results of this study indicate that affective commitment does not affect the employee performance, ccontinuance commitment has the influence a significant effect on employee performance, normative commitment does not effect on employee performance, organizational culture did not moderate the influence of affective organizational commitment to employee performance, organizational culture did’t moderate the influence of continuance organizational commitment to employee performance and organizational culture moderates the effect of normative commitment on employee performance.

Peran Komitmen Organisasi terhadap Kesejahteraan Karyawan Perguruan Tinggi Islam di Bandung

This studi aims to examine the effect of organizational commitment on employees' well-being. This causality research involvig 721 respondents recruited using simple random sampling. Organizational commitment was measured using Organizational Commitment Questionnaire (OCQ) based on the concept from Meyer and Allen, while well-being was measured using instrument developed by Butler and Kern. The results show that affective and normative organizational commitment did not affected well-being, while continuance organizational commitment has a significant effect on well-being. Employees with affective-based organizational commitment show different behavior compared to continuance- and normative-based. This commitment made the employees choose to continue the job by considering how comfortable they work, which is related to their well-being.

PSYCHOLOGICAL EMPOWERMENT AND ORGANIZATIONAL COMMITMENT: EVİDENCE FROM THE TOURİSM INDUSTRY

Purpose: This study intends to explore the link between psychological empowerment (PE) and organizational commitment (OC) with the data obtained from tourism sector employees in Turkey. Accordingly, the goals of the study are: i) To measure the level of OC (affective, normative and continuance commitment) among employees in the tourism sector in Turkey ii) To measure the level of PE (meaning, competence, self-determination and impact) iii) To examine the relationship between PE and OC. To test the proposed relationship, three hypotheses are developed; H1: PE will have a positive impact on affective commitment. H2: PE will have a positive impact on normative commitment. H3: PE will have a positive impact on continuance commitment. Research Methods: Each variable was measured using a 5-point Likert scale ranging from “strongly disagree” (1) to “strongly agree” (5). PE was measured by 12 items developed from the study of Spreitzer (1995). OC was measured by 9 items developed from the study of Meyer & Allen (1997). The data of the study were obtained both through the questionnaire technique via Google form and face to face interviews. Of the 118 respondents 80(68%) were men, and 38 (32%) were women. The majority of the participants (45%) are ranged in age from 17 to 25 years. Of the participants, %31 have üniversity educations and %46 have been working between 3 and 5 years in the company. The majority of the participants have an income ranging from 4001-6000 ? (Turkish Liras) where the net minimum wage is wage for single people is 2,826 ? ($377) a month. Data from 118 employees have been evaulated by using of the SPSS 20.0 program Results and Discussion: The findings of the study reveal that the level of AC (mean = 3,81), NC (mean = 3,53), and CC (mean = 3,82) is moderate among tourism sector employees. Continuance commitment appears to be the highest of the three components of the OC which is not surprising as the respondents of the survey are from Turkey which has high unemployment rate (13,4 percent in February of 2021). In high unemployment work environments employees are likely to exhibit higher levels of CC because of the higher penalty of job loss. In such environments feelings of job insecurity among employees creates an incentive to embrace their current employment and thus they remain loyal and committed to their organization(Shapiro-Stiglitz, 1984). In terms of the correlations between the variables, the results reveal that all of the variables show significant positive correlations. On the other hand the findings indicate employees in tourism sector felt that they are not empowered enough by their organization (mean = 2,65). that the level. This result suggests that although employee empowerment is proved to be a useful tool, managers are resistant to share their power. Overall, consistent with other studies (Joo et al., 2010; Choong et al., 2011; Rawat, 2011; İbrahim, 2020), findings of the study indicate that PE has positive and significant impacts on AC (ß = .31, p< .01), NC (ß = .26, p< .05), CC (ß = .21, p< .05). Therefore it is evident that there is a need to improve the current situation at tourism companies with respect to all the components of the PE which in turn would enhance OC levels of employees. Implications: This research suggests that employees’ empowerment experiences directly affect their commitment level and thus in order generate high degree of OC, the tourism companies should develop training programs to foster managers in understanding appropriate practices and behavior sets that will enhance employee empowerment. However, it is useful to evaluate the results of the research in consideration of some constraints. First of all, the present study is carried out in Turkish companies in the tourism sector and the sample size is quite small. Therefore, one may debate that generalization of the results is questionable. Future research should observe a broader set of in order to identify if any the differences exist in relation to the characteristics of its industry. Researchers should also look to impact of leadership styles, ethical climate, corporate reputation on OC.

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.

Organizational Communication in Relation to the Organizational Commitment among Local Government Employees, Panglao, Bohol

This study intended to find out the relationship between the level of communication effectiveness and the three dimensions of organizational commitment among the employees of the Local Government of Panglao, Province of Bohol. The research engagement utilized the quantitative method, using a descriptive-normative survey in gathering the data. The inclusion criteria in this particular study were the randomly selected 17respondents of the 30 top management and the 161 of the 370 rank-and-file and job order employees of the Local Government Unit (LGU) of Panglao at 95% confidence level and 5% degree of error. It underwent an ethics review to ensure that the “do-no-harm” was observed in the study’s entire conduct. The result shows that respondents often used the unmediated or interpersonal method in communicating with the higher-ups. The unmediated method of face-to-face is moderately effective. In lateral communication, the unmediated face-to-face and mediated methods of SMS/text messaging are very effective. Furthermore, respondents in all groups have moderate affective, continuance, and normative commitment levels. A significant correlation is found between the level of communication effectiveness on both affective and continuance organizational commitment. However, an inverse correlation between the level of communication effectiveness and normative organizational commitment was found. Although proven repeatedly in research, communication effectiveness and organizational commitment are directly correlated but not always directly correlated. In the context of the study, that term limit affects such. Of the three dimensions of organizational commitment, only the affective and continuance commitment reveals a significant direct correlation with communication effectiveness.

THE ROLE OF GRIT AS A MODERATOR IN THE RELATIONSHIP BETWEEN JOB INSECURITY AND ORGANIZATIONAL COMMITMENT

Job insecurity has become a phenomenon that often occurs in pandemic situations. The purpose of this study is to examine the relationship between job insecurity and organizational commitment as a variable and at the level of dimension. In addition, this study explores the moderating role of grit on the relationship between job insecurity and organizational commitment, especially during the pandemic which has an impact on many cases of layoffs. Participants were 200 employees who were obtained online using the method of convenience sampling. This research is quantitative, using measuring tools, namely the Organizational Commitment Questionnaire, Job Insecurity Measurement, and The Grit Scale. The data processing method used is the hierarchical multiple regression test. The results showed that there was no significant relationship between job insecurity and overall organizational commitment, also at the level of dimension such as affective organizational commitment, continuance organizational commitment, and normative organizational commitment. In addition, there was no significant moderating role of grit in the relationship between organizational commitment and job insecurity. This indicates that someone who has high job insecurity does not necessarily have an impact on reduced commitment to the organization.

PENGARUH PEMODERASI GENDER DAN JENIS PEKERJAAN PADA HUBUNGAN ANTARA ORGANIZATIONAL TENURE DAN KOMITMEN ORGANISASIONAL

This research aims to find out the effect of organizational tenure on the organizational commitment of employees in the textile and garment industries. The implication of the article was useful to inspire managers in preparing strategies to increase organizational commitment and to develop the employees. This research used 129 samples from textile and garment’s employee. Research methods that had been used are the regression test and the subgroup analysis. The result of the research was the affective, normative and continuance organizational commitment was not influenced by organizational tenure. White-collar occupational group, blue-collar occupational group, female gender, and male gender was not the moderation variable. The finding that we had is the organizational commitment was not influenced by organizational tenure, but the affective, normative and continuance organizational commitment was influenced by occupational group and gender. Keywords: organizational tenure, affective commitment, normative commitment, continuance commitment, gender

Auditors’ client commitment: a reason to stay when organizational and professional commitment are low

In the context of auditing, client commitment has been defined as a form of dedication contributing to value-added service without compromising objectivity. While the importance of organizational and professional commitment for auditors’ retention has already been established, very few studies have examined the effect of client commitment on intention to stay. The present study seeks to extend prior research on client commitment by applying affective, continuance and normative components to this target, in order to examine their additional and interaction effects on intention to stay. Our sample consists of 281 auditors working for CPA firms. We find that normative and continuance client commitment have a positive effect on the intention to stay in the organization, in addition to the effects of affective and continuance organizational commitment. Normative professional commitment has a positive effect, only when organizational commitment is high. Altogether, our results suggest that when organizational and professional commitment falter, client commitment remains the only force pushing auditors to stay, its effect then becoming even stronger. The managerial utility of promoting client commitment to selectively retain service-oriented auditors is discussed.

Optimal educational climate among students at risk: the role of teachers’ work attitudes

One of the most significant phenomena among students at risk is low resilience. However, very little is known about teacher-related factors that affect students’ resilience. Therefore, the main aim of this study was to shed light on the relationships between teacher-level (affective and continuance organizational commitment, professional commitment, burnout, and job characteristics) and student-level variables (optimal educational climate, OEC: the needs of belonging, respect from others, autonomy, self-efficacy, and self-fulfillment), as OEC is viewed as a main source of students’ psychological resilience. A sample of 243 teachers and 1777 10th-grade students from 44 nationwide secondary schools in Israel participated in this study. The study included the entire population of this selected cohort. Using hierarchical linear model (HLM) coefficient models, we found two major factors that significantly predicted students’ OEC: teachers’ affective organizational commitment and teachers’ job characteristics. These findings indicate that schools may serve as a protective factor for students at risk, since schools can strengthen teachers’ affective abilities in order to ensure their students’ psychological resilience. These findings are especially important when working with students at risk, who tend to be exposed to a wider range of stress factors, both individually and academically. The importance of these relationships becomes even greater considering the effects of the COVID-19 epidemic, which has had a significant global impact on many aspects, including students’ relationships with schools and teachers.

Linking Organizational Commitment and Organizational Trust in Health Care Organizations

Abstract Background and purpose: Health care organizations should apply new methods to motivate their employees be more effective and successful. This can be achieved by commitment to the organization and trusting their managers. Therefore, health care organizations must take care of the commitment and trust aspects in order to have a full knowledge of employees and to increase organizational performance and effectiveness. The present study aims to link sub-dimensions of organizational trust and sub-dimensions of organizational commitment of administrative personnel of health care organizations. Methodology: The survey was conducted among 156 administrative personnel in health organizations in Turkey. Sub-dimensions of organizational trust and sub-dimensions of organisational commitment were linked and correlated. Nyhan and Marlowe’s OTI survey was used for the assessment of organizational trust and Meyer’s and Allen’s OCQ for the assessment of organizational commitment. Correlation, Path analysis and Structural Equation Modelling (SEM) were used to analyse the data with the help of SPSS and SmartPLS programs. Results: Results suggest that trust in organization has a positive impact on effective organizational commitment and continuance organizational commitment, however, has not impact on normative organizational commitment. Additionally, trust in supervisors has a positive impact on affective organizational commitment, continuance organizational commitment and normative organizational commitment. Conclusion: Awareness of organizational trust and commitment can be beneficial to leaders and managers, as they can handle, develop and empower their workers better with this information. Moreover, the key point is that all leaders and managers should focus on creating an atmosphere that will make workers very more committed and trusting, hence, to enable them perform beyond their formal duty requirements.

The Social and Economic Exchange Relationships in the Context of Organizational Commitment

Social Exchange Theory (SET) is one of the fundamental theories that has presented theoretical viewpoint in the several disciplines such as anthropology, social psychology, and sociology. It is known that the theory roots which early conceptualized by Thibault & Kelley (1959), Homans (1961), Blau (1964) and Emerson (1962, 1972) base on back to the 1920s (Malinowski, 1922). The main idea of exchange theory is to a series of interactions that generate obligations (Emerson, 1976). At this point, the findings from social exchange studies have many contributions and benefits in order to understand workplace behaviors (Cropanzano & Mitchell, 2005). SET has been one of the main theories that provide a wide comprehension upon exchange dynamics both at an interpersonal and organizational level. Divided into two categories, namely social (SE) and economic (EE), exchange relationships have seen to be related to many organizational outcomes, including organizational commitment (OC), which can be defined as employees’ attitude towards their organization. The present study purposes to determine the correlation between SET and sub-dimensions of OC (affective commitment and continuance commitment). Data of the study has been obtained from 186 employees who work in private sector in Turkey and analyzed through Statistical Package for the Social Sciences. Results indicated that Social Exchange is positively related with affective commitment and continuance commitment, Economic Exchange was found to be negatively related with affective commitment and positively correlated with continuance commitment.

A COMPREHENSIVE ANALYSIS OF THE RELATIONSHIP BETWEEN OFF-THE-JOB EMBEDDEDNESS AND CONTINUANCE COMMITMENT ON INTENTION TO STAY: BASED ON PLS-SEM

“Employee’s Intention to Stay” as a term is broadly used in organization surroundings. The administrators must be identifying the importance of their staffs not only inspiring them to stay but also discourage them from seeking a better job to another place. Conversely, Job embeddedness is a construct which explains the reason for an individual’s choice to stay or leave by considering the community and organizational forces that may retain employee on the workplace. Thus, the current study examined the relationship between off-the-job embeddedness, continuance commitment and employee’s intention to stay using a sample of 177 employees of ICT industries. Simple Random probability sampling technique and partial least squares structural equation modelling (PLS-SEM) approach were employed to examine the relationship as drawn by the hypotheses. The findings of this paper discovered that there was a significant positive relation between fit and links dimension of off-the-job embeddedness, organizational continuance commitment and intention to stay. These outcomes suggest that organizations like the ICT industry (technology organization) need to consider off-the-job embeddedness relationships along with continuance organizational commitment when developing programs designed to affect the intention to stay decisions of members.

An examination of the relationship between careerism and organizational commitment, satisfaction, and performance

Purpose Using psychological contract theory as its foundation, the purpose of this paper is to examine the important, but under-explored, relationship between careerism and organizational attitudes among workers in India. Design/methodology/approach In total, 250 middle-level executives, working in six manufacturing plants of motorbike companies located in Northern India, were surveyed. Findings As hypothesized, careerism was found to be negatively related to affective commitment, organization satisfaction and perceived organizational performance. Contrary to expectations, however, careerism was positively related to continuance and normative commitment. Research limitations/implications The study is based on a cross-sectional survey. Also, because the motorbike industry is male dominated, all the executives surveyed are men. Practical implications Despite concerns that employees with more transactional relationships with their employers are no longer loyal to their organizations, this study demonstrates that Indian employees with a higher careerism also have higher levels of normative and continuance organizational commitment. Originality/value Prior research has produced conflicting results as to whether employees with more careerist, transactional psychological contracts with their employers have more negative organizational attitudes. This study contributes to research on psychological contract theory and careerism in today’s turbulent career landscape while also answering calls to examine the generalizability of western theories of careers in non-western countries.