Dimensions Of Organizational Commitment Research Articles

Job Motivation and Organizational Commitment of NGO Employees: Inputs for an Improved Employee Retention

This study aimed to assess the intrinsic and extrinsic motivational factors affecting job satisfaction and organizational commitment among employees of Tinig ng Silangan Inc. A survey questionnaire served as the primary data collection instrument, with 33 employees selected as respondents through purposive sampling. The collected data were encoded and subjected to statistical analysis, utilizing mean calculations, T-tests, and ANOVA to evaluate significant differences in responses. Additionally, Pearson r was employed to examine the relationship between variables related to remote work and employee engagement. The findings indicate that respondents expressed general satisfaction with both intrinsic and extrinsic factors influencing their job motivation, along with a high level of organizational commitment. However, no significant relationships were found between intrinsic or extrinsic factors and affective or continuance commitment. Notably, normative commitment demonstrated a significant relationship with the intrinsic factor "achievement." Significant correlations were also observed between "recognition" and all dimensions of organizational commitment, as well as between "work itself" and "development potential." Affective commitment was significantly associated with the "responsibility" factor, while no significance was noted for continuance or normative commitment. Furthermore, a strong link emerged between "advancement" and affective commitment. Despite the generally positive assessment of motivational factors, respondents highlighted challenges, including insufficient funding, lack of job security, minimal financial support, and an unclear career progression due to the organization's non-governmental status. Overall, while respondents showed a commitment to the organization, priorities included improving financial stability, salary, and personnel standards.

Investigating Organizational Commitment as a Turnover Intention Mitigation Tool

This article aims to explore whether the relationship between academic staff turnover intention and organizational commitment is influenced by organizational commitment dimensions. The study employed a cross-sectional research approach to analyze quantitative data at an individual level. Information on the research variables was gathered from 878 academic staff members at 8 Ugandan universities via a survey questionnaire. SPSS version 25 was employed in the analysis to evaluate the suggested model. The results of empirical research show that the intention to depart is significantly and negatively impacted by organizational commitment. It is notable that both the affective and normative commitment dimensions exhibit a significant decrease in turnover intention. The findings also support the idea that there is no statistical relationship between the intention to leave voluntarily and continuously. Previous research on the relationship between organizational commitment and turnover intention has concentrated on how organizational commitment affects turnover intention across various domains. The individual contribution of organizational commitment dimensions in predicting turnover intention in the education domain has been scarce. Our study aims to close the gap by illuminating the predictive role of affective, normative, and continuance commitment as a measure of staff retention in higher education institutions in emerging economy.

Organizational Silence and Organizational Commitment: Empirical Evidence from the Greek Public Sector

Organizations perform better and have less employee turnover when the latter voice their suggestions and concerns. This study explores how organizational silence factors affect organizational commitment and job satisfaction. Given the limited related empirical evidence, this study investigated a randomly selected sample of 205 participants currently employed in a Greek public organization. To collect data, a structured questionnaire was used and multiple linear regression analysis was implemented to test hypotheses. Results showed the existence of the silence climate that leaded to employees’ silence behavior and negatively affected all dimensions of organizational commitment and job satisfaction. This study may help public entities’ management, especially in cases of countries with bureaucratic inefficiencies in the public administration, in order to successfully implement structural changes enhancing communication channels reducing thus silence and increase employee commitment and satisfaction.

Employer Brand Attractiveness and Organizational Commitment: The Moderating Role of Organizational Support

The primary purpose of this article is to determine the relationship between employer brand attractiveness, which is considered to be critical in achieving sustainable human resource management and organizational commitment, and to reveal the moderating role of perceived organizational support in this relationship. The research was conducted on the employees of 5-star hotels in Manavgat, one of the most popular tourist destinations in Turkey. Data were collected between June and October 2023. The hypothetical model was developed based on the results obtained and was tested using the AMOS program (IBM SPSS AMOS 22). Accordingly, the Process macro (model 1) was found to be the most appropriate model for determining moderating effects. The results of this study revealed a positive relationship between the economic, social, development, and application dimensions of employer brand attractiveness and organizational commitment. On the other hand, it was concluded that interest value did not have a statistically significant effect on organizational commitment. Moreover, it was also determined in the results of this study that perceived organizational support has a moderating role in the relationship between employer brand attractiveness dimensions and organizational commitment. It is believed that the research findings concerning the relationships between the variables and the moderating effect of perceived organizational support will contribute to filling a gap in the relevant literature. In light of the findings, a number of theoretical and practical implications have been presented for tourism and hospitality organizations and academicians on sustainable human resource management.

Implementation of the Village Sustainable Development Goals Policy (Study in Sri Mulya Village, Sinar Peninjauan District, Oku Regency, South Sumatra Province

<p><span class="s37">The aim of this village sustainable development research is to describe the implementation of village sustainable development goals in Sri Mulya Village, Sinar Peninjauan District, OKU Regency, South Sumatra Province. Apart from that, this research also aims to identify factors that can support or hinder the implementation of village sustainable development goals in Sri Mulya Village, Sinar Peninjauan District, OKU Regency, South Sumatra Province. The theory in this research uses the theory put forward by Soren C. Winter (2006). According to Winter, the success of implementing a policy can be seen based on 3 variables, namely the behavior of inter-organizational relations with the dimensions of organizational commitment and inter-organizational coordination, the behavior of implementers (</span><span class="s37">lower level</span><span class="s37"> bureaucracy) with the discretionary dimensions and the behavior of the target group with the dimensions of positive and negative responses. The type of research used is qualitative descriptive research. The research results show that the implementation of village sustainable development goals in Sri Mulya Village as seen from the 3 variables of Soren C. Winter (2006) has not been implemented optimally with problems including: Commitment is only verbal because there is no concrete action which causes there is no sense of awareness to be involved, Coordination between organizations is limited to reporting without any feedback as an effort to provide guidance on the implementation of village sustainable development goals in Sri Mulya Village. The village government takes the decision as a form of discretion. The decision taken was to continue updating the data with existing human resources, because there were elements implementing data updates who should have been involved but did not help. The community gave a positive response in the form of cooperation during village data collection. The negative response is that there are still doubts from the community about the Village Sustainable Development Goals </span><span class="s37">program</span></p><p class="s34"><span class="s23">Keywords:</span></p><p class="s35"><span class="s29">Village Sustainable Development Goals, Implementation, Community Welfare</span></p><p><span class="s37"><br /></span></p>

The Role Of Organisational Commitment In Mediating Work-Life Balance On Employee Performance

The current study proposed to examine the mediating role of organisational commitment dimensions in the relationship between work-life balance and employee performance at BPR Denpasar City, with assets exceeding 100 billion. With a sample of 249 employees, the research reveals a notable gap in prior studies regarding utilising organisational commitment dimensions as mediators. Questionnaires were used to gather data, which SEM-PLS analysis techniques were then used to process. The findings show that Work-life balance has a positive and significant impact on employee performance, affective commitment, continuance commitment, and normative commitment. Affective, continuance and normative commitment significantly influence employee performance. Affective commitment, continuance commitment, and normative commitment mediate the results of work-life balance and employee performance.

Enhancing Organizational Commitment Among Academic Librarians: Career Development Indicators as Facilitating Conditions

Librarians’ commitment is crucial for the success of any library. However, this subject has become a concern to library management as it dominates recent library literature. Hence, this study examined the effects of career development indicators on the organizational commitment of librarians in university libraries in Southern Nigeria. Survey research design was used for the study. The population comprised 556 professional librarians from university libraries in Southern Nigeria. The total enumeration sampling technique was used and the questionnaire method was employed for data collection. A returned rate of 94.2% (n = 524) was obtained. Data analysis was done using multiple regression analyses. Findings revealed that career development indicators had both significance and insignificance influence on the dimensions of organizational commitment of librarians in Southern Nigeria. Consequently, the study concluded that investing in career development indicators like mentoring and training will help to boost the organizational commitment of librarians, ultimately leading to increased productivity.

A STUDY OF THE IMPACT OF EMPLOYEE LOYALTY ON ORGANIZATIONAL PERFORMANCE BASED ON IMPROVING ORGANIZATIONAL COMMITMENT

This study explores the intrinsic mechanism by which organizational commitment affects organizational performance. The study introduces employee loyalty as a mediating variable, perceives organizational support as a moderating variable, and constructs a moderated mediating effect model based on these variables. We conducted an empirical test with hierarchical regression and other methods, utilizing survey data from 335 employees in Chinese companies. The results revealed that: 1) all three dimensions of organizational commitment positively influence employee loyalty, with affective commitment having the strongest effect; 2) employee loyalty partially mediates the relationship between various dimensions of organizational commitment and organizational performance; 3) the relationship between various dimensions of organizational commitment and organizational performance; 4) the sense of organizational support positively moderates the relationship between organizational commitment and employee loyalty; and 5) employee loyalty typifies organizational performance improvement by enhancing employee performance and work engagement. This study expands research on the relationship between organizational commitment, employee loyalty, and organizational performance. Additionally, it enriches the relevant theoretical connotation and provides useful enlightenment for enterprises to enhance employee loyalty and improve organizational performance.

Does Servant Leadership Induce Organizational Commitment Through Job Satisfaction? Evidence from the Telecom Sector

This research aims at explaining if the job satisfaction mediates relationship between servant leadership dimensions and organizational commitment dimensions. A set of three separate questionnaires were developed. Furthermore, respondents were selected using judgmental sampling and 450 sets of instruments were distributed among people working for the telecom sector in three waves, each wave being apart from the other with a time lag of one month. However, not all the respondents filled the set of three instruments, consequently, 397 useable sets were used as the final sample. Upon collecting the data, data were analyzed by employing three separate structural equation models. Results indicate job satisfaction partially mediates servant leadership and organizational commitment dimensions with exception of only two cases; persuasive mapping and normative commitment where mediation is full in nature, and wisdom and continuance commitment where no mediation is found. After analyzing the results, it is recommended that telecom sector must understand the importance of leadership and its importance in enhancing organizational commitment among employees. It is further recommended that future researchers should conduct similar studies in other industries as well.

Dampak Struktur Organisasi terhadap Komitmen Organisasi: Perbandingan Antara Sektor Publik dan Swasta

A good organizational structure will have an impact on employee organizational commitment. This study aims to examine the impact of organizational structure on organizational commitment in public and private sector companies in Banjarmasin. The three main structural dimensions included in this research are formalization, centralization (in the form of a hierarchy of authority and participation), and standardization. 100 questionnaires were distributed to 8 public and private companies in Banjarmasin and a sample of 80 valid questionnaires was obtained. The research results show that all structural dimensions have a relationship with organizational commitment in both sectors, except for authority hierarchy. Among the structural dimensions, formalization shows the greatest correlation with organizational commitment in public companies, while participation has the largest correlation with organizational commitment in private companies. Employee demographics have no impact on dimensions of organizational structure or commitment in either the private or public sectors. In addition, position in the private or public sector does not mediate the relationship between organizational structure and organizational commitment.

The impact of organizational commitment on knowledge management processes in project-based organizations with the mediating role of employee motivation

The purpose of this research is to investigate the effect of organizational commitment (with three dimensions of emotional commitment, continuous commitment, and normative commitment) on knowledge management processes (KMP) in project-based organizations, considering the mediating role of employee motivation. This research has an applied purpose and a descriptive and quantitative nature, which was conducted with a survey strategy. The statistical population is managers and experts of first-class construction companies in Tehran. Data collection was done through a standard questionnaire with 58 questions and hypotheses were tested with SmartPLS. The findings showed that emotional commitment and continuous commitment have a positive effect on employee motivation in project-oriented organizations, respectively, 0.56 and 0.2. Also, employee motivation has a positive effect of 0.51 on KMP in project-oriented organizations. Therefore, employee motivation plays a mediating role in influencing the dimensions of organizational commitment to KMP. But normative commitment does not have a positive effect on employee motivation in project-oriented organizations. On the other hand, employee motivation is influenced by their commitments to the organization and will have positive effects on intellectual capital management, KM and ultimately business performance. Among research backgrounds, the effect of organizational commitment dimensions on improving KMP with the mediating role of employee motivation in project-oriented organizations has not been investigated. It is expected that the results of this research can finally provide scientific and executive solutions to improve the performance of project-oriented organizations through the improvement of these components.

Job insecurity and employee commitment during COVID-19: mediating the role of quitting intention in family-owned hotels

ABSTRACT Using the social exchange theory, this article explores how quitting intention mediates job insecurity and organisational commitment in family-owned hotels during the COVID-19 period in Ghana. A conceptual model was developed to give a clear perspective of the study. Literature was empirically reviewed on job insecurity, the link between job insecurity and employee commitment, and employee job insecurity vis-a-vis quitting intention. Questionnaires, were used to elicit employees’ views on the key variables of the study. The partial least square structural equation modelling (PLS-SEM) technique using SmartPLS-3 for the analysis. The result shows that job insecurity significantly impacts the various dimensions of organisational commitment. Also, quitting intention mediates the relationship between job insecurity and commitment. The study sheds new light on the underlying mechanisms linking job insecurity to organisational commitment in family-owned hotels. The study will provide insights to practitioners in the hospitality and tourism industry in the formulation of policies which are merged with economic recovery strategies during crisis management.

Comparative Analysis of QWL and Organizational Commitment among selected Public and Private Sector Banks in Karnataka, India

Two of the most important psychological phenomenon that affects an organization’s survival and growth are quality of work life and organizational commitment. The primary objective of this research study is to examine the association between quality of work life and organizational commitment and also to make a comparative analysis of quality of work life and organizational commitment between public and private sector bank employees. To conduct this research, the researcher has used stratified random sampling technique. The required information was collected from 322 people employed in public and private sector banks in and around Mysore and Bangalore city. A structured questionnaire was prepared by considering standard components of quality of work life and organizational commitment. The factors for Quality of work life considered for the study were adequate and fair compensation, use of capacities at work, social integration, occupied space by work in life, work condition, opportunities at work, constitutionalizing at work and social relevance and importance of work. Similarly, the dimensions of Organizational commitment were affective, continuance and normative component. The collected information was then subjected to pearson’s correlation to examine the association between quality of work life and organizational commitment. Descriptive and inferential statistics were used to make a comparison between public and private sector bank employees. Results of the analysis revealed that the factors of quality of work life had a positive and significant relationship with the dimensions of organizational commitment. The results also indicated that there was no significant difference in the commitment of employees working in public and private sector banks. However, difference was seen only with adequate and fair compensation and use of capacities among public and private sector banks.

Disentangling the relationships between talent management, organizational commitment and turnover intention: Evidence from higher educational institutions in India

AbstractWhile a substantial body of research demonstrated that talent management practices and organizational commitment are linked to turnover decisions, little is known about the mechanism unfolding this process. This research aims to unravel the relationship between various dimensions of talent management and organizational commitment and turnover intention. First, a moderated moderated‐mediation is conceptualized, and relationships are studied by collecting data from 435 faculty members from higher educational institutions (HEIs) in southern India. Then, after checking the psychometric properties of the survey instrument by structural equation modeling (SEM), the data were analyzed using Hayes's PROCESS macros. The findings indicate that (i) talent recruitment strategies positively predict organizational commitment and talent engagement, (ii) talent engagement is positively related to organizational commitment, and (iii) talent engagement mediates the relationship between talent recruitment strategies and organizational commitment. Further, the results documented that talent acquisition (first moderator) and talent development (second moderator) influence the relationship between talent recruitment strategies and talent engagement. Additionally, the results support talent retention in strengthening the relationship between talent engagement and organizational commitment. The previously established negative relationship between organizational commitment and turnover intention has been fortified in this study. To the best of our knowledge, the three‐way interaction between talent recruitment strategies, talent acquisition, and talent development is investigated for the first time, representing a pivotal contribution to the bourgeoning literature on talent management. The theoretical and practical implications are discussed.

ORGANIZATIONAL COMMITMENT, EMPLOYEES PERFORMANCE AND ISLAMIC WORK ETHICS: HALAL RESTAURANT PERSPECTIVE

Halal restaurants are a staple for Muslims. Employee performance is an important element in increasing the number of visitors to halal restaurants. This study aims to analyze the effect of Islamic work ethic on employee performance, the effect of Islamic work ethic on organizational commitment; and the effect of organizational commitment on employee performance. This study uses a type of quantitative research. The population in this study is all halal restaurant employees who have halal certification in Indonesia. Sampling using purposive sampling with certain criteria. Data collection techniques using a questionnaire. While the data analysis of this study uses SEM PLS.The results of this study indicate that the Islamic work ethic variable has an influence on employee performance, Islamic work ethic has a positive effect on the dimensions of organizational commitment. In addition, the results of this study indicate that organizational commitment variables affect employee performance. This research has two contributions, namely empirical and policy aspects. The results of this study are additional literature related to empirical evidence of the influence of Islamic work ethics and organizational commitment to halal restaurants. In addition, the results of this study help halal restaurants in sustainable development.

Organisational Culture and Employee Commitment of Academic Staff: The Moderating Effect of Job Satisfaction

Purpose of the article: This study investigated the contribution of organisational culture to the three dimensions of organisational commitment (normative, affective and continuance) of academic staff as moderated by job satisfaction.Methodology/methods: The study adopted the quantitative method using a descriptive survey. One hundred and seventy-four (174) academics in Lagos, Nigeria selected through non-probabilistic methods participated in the survey. The data was gathered using three validated questionnaires through Cronbach Alpha. Descriptive and inferential statistics were employed for the data analysis.Scientific aim: To ascertain the effect of organisational culture on commitment of academic staff and confirm if job satisfaction mediates this effect.Findings: It was observed from the outcome that there is a significant positive relationship among the variables of the study. The results also showed that the organisational culture contributed significantly to organisational affective commitment of academic staff. It also showed that that the organisational culture contributed significantly to organisational normative and continuance commitment of academic staff. The contribution of the organisational culture was seen to be significant on composite organisational commitment of academic staff just as job satisfaction slightly moderated the effect of organisational culture on the commitment of academics and the effect was found to be significant.Conclusions: The study concluded that the organisational culture and job satisfaction have a positive impact on organisational commitment. University management can improve staff commitment through review of their organisational culture elements and job satisfaction

To moonlight or not to moonlight: The role of organisational commitment dimensions in secondary employment decisions among higher education teachers

AbstractThis study aims to explore the relationship between organisational commitment dimensions and moonlighting intentions. Using a sample of 189 teachers from various higher educational institutions (HEIs), the study employs Structural Equation Modelling (SEM) to examine the impact of organisational commitment dimensions (affective, continuance, normative) on moonlighting intentions. The results of the study indicate a negative relationship between organisational commitment dimensions and moonlighting intentions, suggesting that higher education institutions can reduce moonlighting intentions among faculty members by fostering a positive work environment that promotes organisational commitment. The findings of this study have implications for organisations, as they suggest that increasing employees' affective and normative commitments decrease their intentions to engage in moonlighting. Additionally, the study highlights the importance of understanding the antecedents of moonlighting intentions, as it can help organisations to implement policies and practices that reduce the likelihood of employee moonlighting.

THE EFFECT OF INTRINSIC, EXTRINSIC MOTIVATION AND ORGANIZATIONAL COMMITMENT ON MILLENNIAL EDUCATOR’S JOB PERFORMANCE

Intrinsic and extrinsic motivation, organizational commitment, and job performance are major components of development inherent in every individual which every educational institution considers as an essential goal to achieve. For this, the primary purpose of the study was to determine the level of intrinsic and extrinsic motivation and organizational commitment exerted significant effect on the level of job performance of millennial educators. A descriptive correlational research was conducted involving 143 randomly selected millennial educators in the Diocese of Malolos. The findings revealed that the intrinsic motivation (p-value of 0.037) was found significant and extrinsic motivation (p-value of 0.908) was found not significant in relation to Job Performance. The combined effect of intrinsic and extrinsic motivation revealed that there was no significant influence with job performance (p-value of 0.174) of the educators. However, the influence of organizational commitment on job performance was found not significant. These findings indicated that the three dimensions of organizational commitment namely affective (0.65), continuance (0.016) and normative (0.025) were not directly correlated with the job performance of the millennial educators. Generally, the study proposes that extrinsic motivation may be examined to help millennial educators to enhance job performance and that school management may take a deeper look at organizational commitment of the educators to help them foster healthy and conducive work- relationship between and among employees as well as the administrators.

THE ROLE OF AUTHENTIC LEADERSHIP IN ENHANCING ORGANIZATIONAL COMMITMENT: EVIDENCE FROM EGYPT

The purpose of this paper is to explore the effect of toxic leadership on organizational commitment from the point of view of employees in cement sector companies in Egypt. The study used a survey questionnaire. Respondents were 310, The descriptive analytical approach was applied. The study used regression analysis to determine the relationship between the independent variable on the dependent variables. The results of the regression analysis proved that authentic leadership dimensions (Self-awareness, Balanced Processing, Internalized Moral Perspective, and Relational Transparency) has a positive and significant effect on organizational commitment dimensions from the point of view of employees in cement sector companies

“Stay” or “Leave”: Influence of employee-oriented social responsibility on the turnover intention of new-generation employees

With the new-generation employees gradually becoming the main force in various industries, it becomes the core issue of organizational research that how to reduce the turnover rate of new-generation employees to obtain key talents, develop sustainable business strategies, and stabilize the organizational system environment. Existing research focuses on the field of the turnover intention (TI) of new-generation employees. However, systematic discussions on TI influencing factors and processes are few. From the perspective of employee-oriented social responsibility (ESR), combining the Price–Mueller turnover model, 243 valid responses to questionnaire surveys of new-generation employees from 17 electronics industry enterprises in northern China are collected to explore the mechanism of ESR on the TI of new-generation employees, mediating effect of organizational commitment, and moderating effect of perceived organizational support (POS). Results show that when the ESR level is high, new-generation employees tend to follow the logic of the “stay” mentality to reduce the tendency to leave firms. In addition, the three dimensions of organizational commitment: affective commitment (AC), normative commitment (NC), and continuance commitment (CC) have significant mediating effects on the relationship between ESR and TI. POS moderates the relationship between ESR and AC and that between ESR and NC, but this moderating effect does not exist between ESR and CC. This study provides empirical evidence in the Chinese context for the literature on the factors affecting the turnover of new-generation employees in enterprises. It also presents policy implications for enterprise managers and social decision-making departments to optimize enterprise human resource strategies and adapt to a dynamic external environment.