Employee Organizational Commitment Research Articles

Optimalisasi Komitmen Organisasi Karyawan Bagian Produksi PT. Hino Motors Manufacturing Indonesia Kabupaten Purwakarta Melalui Pengembangan Karier dan Kepuasan Kerja

The success of such a company lies in the role of every employee who has a strong commitment to its organization, because each employee whose strong commitments mean that they are willing to engage themselves with the company is characterized by a strong level of loyalty and dedication to the company. Then, from there, the commitment should be observed by every company. Some of the factors that can make the organization's commitment strong are how the company looks at the career development and job satisfaction of each of its employees. This research aims to find out the relationship between career development and job satisfaction and the organizational commitment of employees of the Production Division at PT. Hino Motors Manufacturing Indonesia in the district of Purwakarta. The research uses quantitative approaches and nonprobability sampling. Data analysis techniques using validity tests, reliability tests, classical assumption tests, double linear regression tests, and hypothesis tests are interpreted by interpreting the output tables of the Statistical Package for Social Science (SPSS) software program version 26. The results of this research show that career development has a partial influence on employee organization commitment, and job satisfaction has a partial impact on employee organization commitment. Furthermore, career development and employment satisfaction have a simultaneous effect on the commitment of employees in the production division of PT. Hino Motors Manufacturing Indonesia, Purwakarta district. This means that the more companies pay attention to employee career development, the higher levels of employee satisfaction can further strengthen the organization's commitment.

The relationship between the behavioral integrity and organizational commitment the mediating effects of the job satisfaction and psychological safety

Purpose This study aims to apply the affective events theory and psychological contract theory to investigate how job satisfaction and psychological safety mediate the effect of the behavioral integrity of supervisors on the organizational commitment of employees. Design/methodology/approach A questionnaire survey was conducted using purposive sampling. In total, 500 questionnaire copies were distributed, and 453 responses were collected, of which 441 were valid (valid response rate = 88.2%). Findings The behavioral integrity of supervisors has a direct negative effect on organizational commitment but significant positive effects on job satisfaction and psychological safety, and job satisfaction and psychological safety have significant positive effects on organizational commitment. Job satisfaction and psychological safety have significant mediating effects on the association between the behavioral integrity of supervisors and the organizational commitment of employees. Practical implications Leaders and top management should “practice what they preach,” integrate honesty into organizational culture through training and establish a code of conduct to ensure that employees uphold their commitments. Companies should establish appropriate disciplinary systems and norms related to work and other aspects of organizational culture; they should also establish fair, just and open assessment systems to minimize the gap between their employees’ actual and expected earnings. Originality/value This study is the first to simultaneously consider the mediating effects of job satisfaction and psychological safety on the association between behavioral integrity and organizational commitment.

A STUDY OF STAFF MOTIVATION AND ORGANIZATIONAL COMMITMENT IN THE HOTEL INDUSTRY

Maia Toidze E-mail: maia.toidze@bsu.edu.ge Doctor of Social Sciences, Batumi Shota Rustaveli State University Batumi, Georgia https://orcid.org/0009-0007-1179-7763   Abstract: It suggests that successful companies know the importance of commitment and motivated employees for business efficiency. In this paper, we aimed to study the interrelationships of professional motivation and organizational commitment of employees in the tourism sector, particularly in medium-sized hotels. Also, the influence of factors such as organizational trust and organizational culture on motivation and commitment. The empirical research was carried out in medium-sized hotels.  In the study, 110 participants were included from various positions.The statistical analysis was an evaluation by SPSS software program   P≤ 0,05 is considered statistically significant. According to our study, hotel staff's organizational commitment is above average; It is suggested that internal motivation is leading for employees. Notably, a statistically significant relationship was revealed between staff internal motivation and organizational commitment. The statistically significant linkage was revealed between intrinsic motivation and affective, also intrinsic motivation, and normative commitment. The study found that t organizational units' components are of static importance concerning trust components. A statistically significant relationship was found between professional motivation and the confidence level components in an organization.  According to factor analysis, trust is essential in staff organizational commitment and motivation. Based on our study, we have thought that companies' management should pay more attention to social capital development in organizations. Moreover, the company management should be interested in motivating and commitment to the staff of their companies. It is advisable to introduce a culture of employee motivation, organizational loyalty, and organizational trust assessment and self-assessment, the analysis of which will be used in the development of motivation strategies. However, in introducing a motivational system, much emphasis should be placed on stimulating intrinsic motivation.   Keywords: Hotel industry, motivation, organizational commitment   JEL classification: D 23

The effect of job satisfaction and moonlighting intentions with mediating and moderating effects of commitment and HR practices an empirical study

Moonlighting as a practice, the limelight was gained during the COVID-19 pandemic due to remote work involving flexible work, which saved employees’ commuting time to the office and has become a potential source of income for individuals seeking other jobs. The authors examined the phenomenon of moonlighting by assessing the relationships between job satisfaction, organizational commitment, and moonlighting intentions. The authors also examined the mediating effects of employee organizational commitment and economic intentions and the moderating role of human resource practices on the relationship between job satisfaction and moonlighting intentions. The data were gathered for five reflective constructs of this empirical study—job satisfaction, organizational commitment, human resources practices, economic intentions, and moonlighting intentions—by surveying IT-enabled industry employees in Hyderabad. The data from 311 valid responses were subjected to structural equation modeling analysis using IBM AMOS version 28. The model-fit indices from SEM analysis indicate excellent model fit. The structural model from SEM analysis reveals that 50% of the variance in moonlighting is accounted for by job satisfaction and organizational commitment. The factor of job satisfaction is statistically significant and influences the moonlighting intentions of employees in IT-enabled industries. Job satisfaction has a positive impact on organizational commitment, and when organizational commitment increases, moonlighting intentions decrease. Organizational commitment partially mediates moonlighting intentions through job satisfaction. The study also assessed the moderating role of human resource practices on the relationship between job satisfaction and moonlighting intentions. The moderation analysis results reveal statistically significant and positive moderating effects of human resource practices on intentions to moonlight through job satisfaction. The slope analysis indicated that human resource practices strengthen the positive relationship between job satisfaction and moonlighting.

Interaction Effect of Management Communication and Workplace Formalization on Shared Goals and Commitment of Employees During Post-Merger and Acquisition Integration

This research analyzes the effect of management communication on shared goals and organizational commitment of employees during post-merger and acquisition integration. In addition, we examine whether a work policy in terms of formalization could moderate the effect of management communication on shared goals of employees. Survey data were collected from 209 employees at a company in the power and energy sector in Thailand which was acquired by another company. We implemented multisource data collection to prevent common method variance issues in cross-sectional surveys. Partial least squares structural equation modeling was then used to analyze the data. Based on the findings, we discovered supporting evidence confirming the positive association between management communication and shared goals. Shared goals also mediate the effect of management communication on organizational commitment. Moreover, moderating effect analysis showed that the degree to which management communication affects shared goals is stronger among employees in the work units that have high levels of formalization than those in work units that have low levels of formalization. In essence, our study provides new evidence showing that workplace formalization could be the factor that intensifies the degree to which management communication encourages employees to develop shared goals. Our research also provides some implications for human capital development and policy recommendations during organizational change.

ANALISIS PENGARUH JOB DEMAND DAN WORK FAMILY CONFLICT TERHADAP ORGANIZATIONAL COMMITMENT DENGAN BURNOUT SEBAGAI VARIABEL MEDIASI

This research aims to obtain empirical evidence regarding the influence of job demands and work family conflict on organizational commitment through the mediation of burnout. The population in this study were employees of the West Sumatra Financial Services Authority (OJK). The sample collection technique is total sampling, that is, the entire population is sampled. The data analysis technique uses Structural Equation Modeling (SEM) with SmartPLS software. Based on the results of research tests, it shows that job demand has a positive and significant effect on burnout. Work family conflict has no positive and significant effect on Burnout, Job demand has no positive and significant effect on Organizational Commitment of employees, Work family conflict has no positive and significant effect on Organizational Commitment, Burnout has a positive and significant effect on Organizational Commitment. indirectly, Job demand influences Organizational Commitment through Burnout as mediation and Work family conflict does not influence Organizational Commitment through Burnout as mediation West Sumatra Financial Services Authority employees.

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.

Analisis Pengaruh Gaya Kepemimpinan Konsultatif dan Beban Tugas terhadap Tingkat Komitmen Karyawan di PT. Bank BCA KCP Bali

This research aims to investigate the influence of consultative leadership style and task demands on employee organizational commitment at PT. Bank BCA KCP Bali, as well as to measure the extent to which leadership and task demands influence the organizational commitment of employees at PT. Bank BCA KCP Bali. This research was carried out at PT. Bank BCA KCP Bali with a research object population involving all employees. The number of respondents involved was 53 people. The results of the F-test (simultaneous) show that all the variables studied have a significant influence on increasing the commitment of PT employees. Bank BCA KCP Bali, with an F-calculated value that exceeds the F-table value at a significance level of □= 5%. Partially, the t-test results show that the most significant variable influences the commitment of PT employees. Bank BCA KCP Bali is a task demands variable, with a t-count value that is greater than the consultative leadership variable which has a smaller t-count value.

Impact of Extrinsic Job Satisfaction Factors on Organizational Commitment of Banking Sector at Pokhara Metropolis

The paper aims at examining the influence of extrinsic JS factors on organizational commitment of employees in banking sector of Pokhara Metropolis. Non-managerial employees of government, joint- and non-joint venture commercial banks comprising 102 males and 107 females were approached for opinion survey. A questionnaire consisting of five-point Likert scales along with demographic questions were disseminated to collect the data. Using descriptive  and analytical method, the results were obtained. The results revealed that a high level of extrinsic job satisfaction appeared when employees have friendly relation with supervisors, while they were least satisfied with pay. It implies that banking employees get satisfied if their supervisor treats them as friends. The study also found those employees’ emotional feelings like loyalty, and having an affiliation with their organization was enthusiastic. Similarly, they believe better to stay in the current organization as the organization has providing something for them, because leaving current organization will need extra costs for them. Thus, there was a higher position of affective commitment and moderate level of continuance and normative commitment of employees. Finally, it was found that extrinsic job satisfaction dimensions have constructive significant impact of employees’ commitment at work place, indicating a high level of extrinsic factors play a pivotal role to satisfy the banking employee and thereby their organizational commitment. The study contributes to analyze extrinsic job satisfaction factors in banking sectors and which factor play significant role to create their commitment of employees in workplace.

Organizational Commitment Among Employees: A Case Study of Private Higher Education Administrative Staff

Organizational Commitment is considered as one of the most important factors that emotionally attach employees into organization. Such commitment is needed to reach organizational goals. This study aims at exploring and analyzing the Organizational Commitment among administrative staff at private higher education in Jakarta, one of the biggest cities in Indonesia, that consists of thousands of higher education Institutions. The mothod used in this study is descriptive qualitative. The data was gathered using questionnaire that consist statements represent three types of Organizational Commitment, which are affective, continuance and normative. The results of this research reveal several facts about the organizational commitment of administrative employees. The first fact shows that the organizational commitment of employees who have worked at private higher education for a long time is higher compared to employees who have worked for less. This shows that emotional bonding between employees and the organization are formed over time. This fact is also supported by data that employees who have a longer work period have stronger emotional bonding than employees who have a shorter work period. However, another fact has been revealed is that the work period doesn’t prevent employees to move to other organizations that provide better opportunities and advantages for them.

The Relationship Between Corporate Social Responsibility and Employee Organizational Commitment in Multinational Corporations in Ho Chi Minh City

Based on the theoretical background of previous studies and the increasing context of personnel turnover in multinational companies, the authors conduct this study with the research objective to test and measure the impact of Corporate Social Responsibility (CSR) on employee’s organizational commitment through the effect of organizational identification and organizational trust. The combined qualitative and quantitative research methods were used to process and analyse the data. Research data was collected from 271 employees working in multinational corporations in Ho Chi Minh City. The study also discusses and provides some governance implications to help MNCs improve their social responsibility towards social and non-social stakeholders, employees, customers and the government as well as increase employee organizational engagement through identification and trust in the organization.
 Keywords: corporate social responsibility, employee organizational commitment, organizational identification, organizational trust

Transformational leadership and employee’s career satisfaction: Role of psychological empowerment, organisational commitment, and emotional exhaustion

Transformational leadership is essential for employees’ empowerment as it significantly enhances leadership qualities and increases employees’ satisfaction. Accordingly, the lack of comprehensive exploration and understanding has motivated us to examine the relationship between transformational leadership, psychological empowerment, organisational commitment, career satisfaction, and the moderating role of emotional exhaustion. The objectives of this study are (1) to study the relationship between transformational leadership, psychological empowerment, organisational commitment, and career satisfaction of employees, (2) to evaluate the mediating role of psychological empowerment and organisational commitment in relationship between transformational leadership and career satisfaction, and (3) to evaluate moderating role of emotional exhaustion on relationship between transformational leadership, psychological empowerment, and organisational commitment. Data was collected via cross-sectional structured questionnaires by 513 bank employees. Results indicate that transformational leadership significantly relates to empowerment and organisational commitment of employees but is insignificantly associated with career satisfaction. Moreover, transformational leadership significantly influences employees’ career satisfaction through the mediation of empowerment and commitment. Moderation analyses revealed that higher emotional exhaustion weakens employees’ empowerment and transformational leadership, which further weakens the direct relationship between transformational leadership and psychological empowerment and association between transformational leadership and commitment. This research can assist managers in developing retention strategies for employees to enhance psychological empowerment, organisational commitment, and career satisfaction of employees. 

PENGARUH LINGKUNGAN KERJA, DUKUNGAN KERJA, DAN KOMPENSASI TERHADAP KOMITMEN ORGANISASI ASTRA HONDA MOTOR

Employee commitment to the company is one guarantee for maintaining the continuity of the company. Employees who have commitment will work optimally with concentration, thought, energy and time and ensure that the tasks carried out are in accordance with the organization's goals. This research aims to determine the influence of work support, empowerment and organizational commitment on employees of ASTRA Honda Motor Gombong City. The population and sample in this research were all ASTRA Honda Motor Gombong City employees, totaling 50 people using saturated samples, data collection methods using questionnaires, analysis techniques using normality tests, multicollinearity tests, heteroscedasticity tests. T test (partial), f test (simultaneous), multiple linear regression test and coefficient of determination (R²). The research results show that the work environment has a positive and significant effect on employee organizational commitment; work support does not have a positive and significant effect on employee Organizational Commitment; the role of costs has a positive and significant effect on employee Organizational Commitment; and the work environment, work support, and rewards simultaneously influence the Organizational Commitment of employees at Astra Honda Motor, Gombong city.

The Influence of Cultural and Personal Properties on Job Performances and Organizational Commitment in Teleworkers

Abstract The paper presents the results of research on the impact of national culture, big five personality traits, and emotional intelligence on job performances and organizational commitment in teleworkers in West Balkan countries. These impacts were also determined for employees in conventional working arrangements, which enabled a comparison of the results for these two groups of respondents. The research was conducted in the countries of the West Balkan and included 313 respondents. National culture and emotional intelligence have a greater impact on job performances and organizational commitment for employees in conventional working arrangements than in teleworkers. Big five personality traits in some cases affect stronger for employees in conventional working arrangements, while in some cases they affect more powerfully in teleworkers. Teleworkers are less influenced by the environment, and thus less influenced by national culture. Also, teleworkers have fewer opportunities to use emotional intelligence in achieving business goals.

Relationships between leadership style and organizational commitment: The moderating role of the system of work

The article fills a crucial gap in the literature in the area of relationships between leadership style and organizational commitment. In spite of the actuality of the theoretical nature and growing practical importance of the issue, no attempt has been made to examine the relationship in the context of its moderation by the work system in light of the widespread increase in remote working in response to the COVID-19 pandemic and post-Covid digitalization of the working environment by now. As a result, the key purpose of the paper is to investigate the moderating role of the work system in the relationship between leadership style and organizational commitment. The work system is understood as remote or onsite working. The empirical research is based on the survey done for Poland in the year 2022. The obtained primary data were analyzed within the Structural Equation Model (SEM) analytical framework. The main findings prove that transactional leadership has a greater impact on the organizational commitment of remote workers, while transformational leadership has a stronger impact on the organizational commitment of employees who work onsite. Therefore, from the practical perspective, organizations can increase the organizational commitment of their employees by adopting appropriate leadership behaviors by leaders. These behaviors should be adapted to the work system, depending on whether employees work remotely or on-site. Based on these results, organizations can better design working conditions contributing to greater employee commitment, which in turn will translate into organizational performance.

The Effect of Perceived Organizational Support on Sales Employee's Organizational Commitment in PT X

Departemen sales menjadi salah satu departemen yang sangat penting untuk menunjang keberhasilan perusahaan karena tugas utama sales adalah mendapatkan konsumen yang dapat memberikan keuntungan secara finansial untuk perusahaan. Karyawan sales diharapkan bekerja lebih keras agar perusahaan dapat selalu unggul diantara kompetitor lainnya. Besarnya tuntutan pekerjaan yang diberikan serta kurangnya dukungan yang diperoleh dari perusahaan membuat beberapa sales tidak dapat bertahan dan memutuskan untuk keluar dari perusahaan. Hal ini mengindikasikan rendahnya komitmen organisasi pada karyawan sales. Tujuan penelitian ini adalah untuk mengetahui pengaruh persepsi dukungan organisasi terhadap komitmen organisasi pada karyawan sales di PT X. Responden penelitian ini adalah karyawan sales di PT X cabang Makassar yang telah bekerja lebih dari satu tahun, dengan jumlah 44 orang. Teknik pengumpulan data dalam penelitian ini menggunakan skala Persepsi Dukungan Organisasi dan Komitmen Organisasi. Hasil analisis regresi linear menunjukkan bahwa terdapat pengaruh Persepsi Dukungan Organisasi Terhadap Komitmen Organisasi dengan nilai signifikansi sebesar 0,000. Persepsi dukungan organisasi memberikan pengaruh sebesar 73,7% terhadap komitmen organisasi. Penelitian ini memberikan implikasi berupa informasi kepada perusahaan terkait dampak persepsi dukungan organisasi terhadap komitmen organisasi karyawan.

Investment sector employees’ career adaptability and organisational commitment

Orientation: An understanding of career adaptability and organisational commitment has become a thought-provoking phenomenon facing many contemporary organisations in the investment sector.Research purpose: This study aimed to investigate the relationship between career adaptability and organisational commitment among employees in the investment sector.Motivation for the study: There is an increasing need to understand employees’ capability to successfully manage changes that occur in the work context and how these impact their commitment to the organisation.Research approach: study adopted a quantitative research approach. A biographical questionnaire, Career Adapt-Abilities Scale, and Organisational Commitment Questionnaire, were administered among 200 permanent employees in the investment sector. Descriptive statistics, correlations, independent t-tests, and regressions were used to analyse the data.Main findings: The results showed a significant positive correlation between career adaptability and organisational commitment of employees who work in the investment sector. These results supported a predictive relationship between some demographic variables, career adaptability, and organisational commitment.Practical implications: Organisations should consider agile approaches to career adaptability given the constantly changing work environment in the Fourth Industrial Revolution and aim to achieve organisational commitment through the alignment of individual and organisational values and goals.Contribution: The findings provided valuable insight and knowledge about career adaptability and organisational commitment particularly for employees in the investment sector.

Relationship between quality of work life and organizational commitment among Health care staff in Gorgan city

Background and Objective: Organizational commitment has been considered the objective and efficient achievement of the organization's goals and values, the achievement of the individual's role in relation to the goals and values, and the achievement of the organization for its own sake. This study was conducted to investigate the quality of work life (QWL) and organizational commitment and their relationship with each other. Materials and Methods: A descriptive-analytical cross-sectional study was conducted in 2022. In total, 80 health service workers of Gorgan city participated in the study in a random stratified manner. The data were collected using valid and established questionnaires of Walton's QWL and Allen and Meyer's organizational commitment and were analyzed with descriptive methods and statistical tests in SPSS software (version 23). Results: The average age of the participants was 40.11 ± 9.04 years. The majority of participants were female (69.3%). In general, 18.9% of the participants had a low QWL, 66.8% had an average QWL, and 14.3% had a high quality of life. In addition, 11.1% of people had low organizational commitment, 77.1% had medium organizational commitment, and 11.8% had high organizational commitment. A statistically significant relationship was observed between the QWL and organizational commitment (P=0.001). Conclusion: The QWL and organizational commitment of employees were evaluated at moderate levels, and with the increase in the QWL, organizational commitment also increased. The managers of the university and health centers should pay more attention to the quality of their working life and provide measures to improve it to be able to increase the level of commitment and attachment of their employees.

Organizational Commitment of Employees at Bank of North Sumatra

This research aims to determine the level of organizational commitment possessed by Bank of North Sumatra employees. The approach used in this study is quantitative. The population in this study were bank employees at the Bank of North Sumatra, with a sample size of 172 employees. The sampling technique used in this research is incidental sampling. Furthermore, data was collected using an organizational commitment scale in the form of a Likert scale. The organizational commitment scale was distributed directly to research subjects. After the data is collected, the data is processed using SPSS statistical software. The results of this research show that the majority of employees at the Bank of North Sumatra have low organizational commitment. Based on these findings, the Bank of North Sumatra is encouraged to take action to increase employees' organizational commitment in order to overcome the problem of low organizational commitment among its employees. A few actions that companies can take to increase employee organizational commitment are providing an environment that can reduce employees' stress levels and providing coaching for employees to manage work stress well. These actions are important because employees who have high commitment will work harder to achieve company goals and will be more responsible for their work and loyal to the company when compared to employees who do not have high organizational commitment. Therefore, having highly committed employees will make it easier for employees to achieve their goals and achieve success.

The mediating role of Organizational identification and Employee organizational commitment on the association between Employee empowerment and management innovation

ABSTRACT This study examines the role of Employee empowerment as a driver of management innovation and the mediating role of two employee behavioural factors, Organizational identification and Employee organizational commitment, on the association between Employee empowerment and management innovation. Data were collected from 156 middle-level managers in Australian organizations using mail and online survey questionnaires and analysed using structural equation modelling. The results show a direct positive association between Employee empowerment with both dimensions of management innovation (practices and techniques). Further, Organizational identification was found to mediate the association between Employee empowerment and management innovation techniques and Employee organizational commitment was found to exhibit a direct association with management innovation. The findings provide organizations with an insight into the critical role of Employee empowerment, Organizational identification and Employee organizational commitment in influencing the extent of use of management innovation.