Employee Commitment Research Articles

ANALYSIS OF HUMAN RESOURCE QUALITY, ENVIRONMENT, AND BENEFITS ON PERFORMANCE MOTIVATION AFFECTING EMPLOYEE PERFORMANCE

This study aims to analyze the influence of human resource quality, work environment, and performance allowances on work motivation, which impacts employee performance at PT Tasindo Mandiri Indonesia. The research employs a quantitative approach with a descriptive and associative design. Data were collected through a survey using questionnaires distributed to employees, and data analysis was conducted using Smart PLS software. The results indicate that the work environment and performance allowances have a positive and significant impact on employee motivation and performance. A comfortable and harmonious work environment enhances work enthusiasm, while adequate performance allowances serve as a rewarding factor that boosts productivity. Conversely, human resource quality has a positive but insignificant influence on motivation and performance, suggesting that other factors such as managerial recognition and work-life balance play a more dominant role in determining productivity. Furthermore, high work motivation significantly contributes to performance improvement. Therefore, companies are encouraged to strengthen training programs, create a more supportive work environment, and ensure a transparent and fair compensation system to enhance employee loyalty and performance sustainability.

Employee loyalty in Malaysian organizations: A quantitative approach to assessing its role in sustainable economic growth

Employees’ loyalty is essential for improving the organization’s performance, thus aiding sustainable economic growth. The study examines the relationship between employee loyalty, organizational performance, and economic sustainability in Malaysian organizations. The results indicate a robust positive correlation between organizational performance and employee loyalty, suggesting loyalty drives productivity, profitability, and operational efficiency. Additionally, the study highlights organizational performance as a mediator that connects loyalty to aggregate-level economic consequences, such as resilience and adaptability under volatile market conditions. The research emphasizes the role of leadership, company culture, and work environments that support cultivating loyalty. It also highlights how loyal employees can be a cornerstone of innovation and corporate social responsibility, which aligns with Malaysia’s sustainable development agenda. By addressing this, organizations are encouraged to adopt measures that can foster loyalty and ensure long-term economic sustainability, including employee engagement initiatives, talent management, and recognition systems. Research to come should investigate longitudinal dynamics, cross-cultural comparisons, and sector-specific factors to cement a better base of understanding about the impact of employee loyalty on organizational and economic outcomes.

THE EFFECT OF SOCIODEMOGRAPHIC, LABOUR, AND ORGANIZATIONAL FACTORS ON EMOTIONAL INTELLIGENCE, INTERNAL MARKETING, JOB SATISFACTION AND LIFE SATISFACTION OF PROFESSIONALS IN PORTUGAL

Purpose: The aim is to assess whether sociodemographic, labour, and organizational characteristics present differences in the average values of emotional intelligence, internal marketing, commitment, work determinants, performance, loyalty, job satisfaction and life satisfaction of employees’ active professionals in Portugal. Theoretical Framework: Recent literature has reported that Emotional intelligence is a topic that arouses a lot of interest, especially in organizations, as it allows individuals to manage their own emotions and, in turn, a better understanding of the emotions of others, which provides more stable interpersonal relationships both with peers and with others hierarchical superiors. Thus, there is still much to investigate and learn about organizations with human resources equipped with emotional intelligence are therefore more likely to achieve the desired productivity and success and their employees, in turn, have more satisfaction performing the functions assigned to them. Design/Methodology/Approach: We carried out an inferential quantitative analysis on a sample of professionals working in Portugal (n=1310), to find out whether their sociodemographic, professional, and organizational characteristics present differences in the average values of emotional intelligence, internal marketing, commitment, work determinants, performance, leadership, job satisfaction and life satisfaction of active professionals in Portugal. Findings: The results obtained reveal that professionals working in Portugal are moderately satisfied and their average levels of satisfaction present most sociodemographic, professional, and organizational characteristics, for the dimensions of internal marketing, emotional intelligence, performance, loyalty, commitment, satisfaction with life and job satisfaction, statistically significant differences in the average values of their satisfaction. Research, Practical & Social implications: At the organizational level, in the same way that an external customer needs positive experiences to be considered by the organization, a professional has to feel valued to perform their tasks successfully. Therefore, organizations must promote their internal marketing strategies by enhancing the recognition of their professionals. Originality/Value: The study demonstrates that Portuguese organizations must also invest in the implementation and development of internal marketing, valuing and recognizing their professionals, in order to strengthen organizational sustainability.

Employee Well-Being Programs and Their Effect on Organizational Commitment: An Analytical Study with Special Reference to Private Bank Employees

Employee well-being programs are critical for fostering a productive and committed workforce. Employee well-being initiatives are crucial for cultivating a productive and motivated staff, particularly in high-stress sectors such as private banking. Workers in this sector frequently endure extended working hours, elevated client expectations, and stringent performance standards, resulting in stress and job unhappiness. Well-being initiatives, such as mental health support, financial aid, flexible work arrangements, and career development programs, are essential for sustaining employee morale and organizational commitment. This study examines the effects of such initiatives on staff retention and satisfaction in private banks, utilizing empirical data from 122 respondents. Diverse statistical methodologies, such as factor analysis, correlation, regression, and hypothesis testing, are utilized to assess the efficacy of these activities. The findings reveal a robust positive correlation between well-being programs and organizational commitment, indicating that employees who receive organized support have increased job satisfaction and reduced turnover intentions. The report emphasizes that financial assistance and healthcare benefits substantially improve employee loyalty, whereas work-life balance programs foster long-term involvement. The findings highlight the imperative for private banks to invest in comprehensive well-being programs to enhance workforce stability and organizational performance. Through the implementation of comprehensive well-being initiatives, private banks can diminish employee turnover while fostering a more dedicated, engaged, and high-performing team.

Performance of Millennial Employees of Four-Star Hotels in Medan City with Harmonious Dedication as an Intervening Variable

This study examines the performance of millennial employees in four-star hotels in Medan, with harmonious dedication as an intervening variable. The research employs the Partial Least Square – Structural Equation Model (PLS-SEM) for data analysis. The findings indicate that workload does not significantly influence harmonious dedication or employee performance. Conversely, worker autonomy positively impacts both harmonious dedication and employee performance. Work passion significantly affects employee performance but does not contribute to harmonious dedication. Work innovation plays a crucial role, significantly influencing both harmonious dedication and employee performance. Additionally, harmonious dedication enhances employee performance and serves as a mediating variable in the relationship between work innovation and employee performance. However, it does not mediate the effect of work passion on performance. These results highlight the importance of worker autonomy and work innovation in improving employee performance, while workload and work passion have limited direct effects. The study provides insights for hotel management to focus on enhancing autonomy and innovation to boost employee dedication and performance. Future research can explore additional factors influencing millennial employee performance in the hospitality industry.

Investigating the impact of soft TQM practices on employees’ organizational commitment in governmental Sudanese petroleum organizations

PurposeThis study aims to investigate and analyze the impact of soft total quality management (TQM) practices on employees’ organizational commitment in Sudanese governmental petroleum organizations and to propose targeted strategies on how to enrich the soft TQM practices.Design/methodology/approachThe study used questionnaires to gather data from employees at Sudanese governmental petroleum organizations that adopt quality programs. A stratified random sampling procedure was followed and generated a sample size of 253. Data were analyzed via regression.FindingsThe study examined the relationship between employee’s organizational commitment and five soft TQM practices, namely training and education, top management commitment, employee empowerment, involvement and teamwork. These practices collectively explain most of the variance in the employees’ organizational commitment in Sudanese governmental petroleum organizations with R2 = 75%. All independent variables are positively and statistically significant at a 5% significance level. Training/education was inferred as the most influencing factor, and teamwork was the least important among the five practices.Practical implicationsThe positive relationship between soft TQM practices and organizational commitment suggests several actionable strategies for organizations. By fostering a culture that emphasizes continuous learning, empowerment and involvement, organizations can improve not only the quality of their products and services but also overall productivity. High levels of organizational commitment reduce turnover rates, which in turn lowers recruitment and training costs associated with replacing employees. Encouraging teamwork and employee involvement fosters a collaborative environment where innovation can thrive. Finally, policymakers could use these findings to advocate for the adoption of TQM practices in public sector organizations.Originality/valueThe findings from this study underscore the importance of soft TQM practices – specifically training and education, top management commitment, employee empowerment, involvement and teamwork – in enhancing employees’ organizational commitment. This focus on human-centric practices provides an important contribution to existing literature, particularly in contexts that are underrepresented in TQM research, such as developing countries and governmental organizations. It demonstrates how abstract TQM principles translate into practical outcomes like increased employee commitment, which is a crucial factor for organizational success.

PENGARUH PERCEPTION OF ORGANIZATIONAL SUPPORT TERHADAP KOMITMEN AFEKTIF PEGAWAI DIMEDIASI OLEH INTENTION TO STAY PADA PONDOK PESANTREN JABAL NUR KANDIS SIAK

This research aims to determine the relationship between Perception of organizational support and employee Affective Commitment through Intention to Stay at the Jabal Nur Kandis Siak Islamic Boarding School. The research method used is quantitative research. The population in this study were all employees and teachers who worked at the Jabal Nur Kandis Siak Islamic Boarding School. The sampling technique used was purposive sampling, so that a sample of 89 respondents was obtained. The data collection technique used was using a structured questionnaire. The instrument testing technique in this research is validity and reliability testing using PLS (Partial Least Square) as the measurement. The results of this research show that Perception of Organization and Intention to Stay have a direct and significant effect on the Affective Commitment of Employees and Teachers who work at the Jabal Nur Kandis Siak Islamic Boarding School. Likewise, Perception of organizational support has a significant direct effect on Intention to Stay and Intention to Stay has been proven to be able to mediate the relationship between Perception of organizational support and Affective Commitment of Employees and Teachers who work at the Jabal Nur Kandis Siak Islamic Boarding School.

Pengaruh Beban Kerja dan Komitmen Organisasi Terhadap Loyalitas Karyawan pada Human Initiative Depok

This study aims to determine the Effect of Workload and Organizational Commitment on Employee Loyalty at Human Initiative Depok. This study uses a quantitative method with a sample used in this study as many as 53 respondents. The sampling technique uses saturated sample theory. Data collection uses the SPSS 26 program. Data analysis uses validity tests, reliability tests, classical assumption tests, regression analysis, determination coefficient analysis in hypothesis testing. The results of the study and hypothesis show that the value of the regression equation Y = 30.121 + 0.361 X1 T test obtained a t count value> t table or (2.728> 1.675) and with a p value <Sig. 0.050 or (0.050 <= 0.090). Thus H01 is rejected and Ha1 is accepted, meaning that there is no significant effect of workload on employee loyalty. While the T test obtained a t count value> t table or (3.964> 1.675) and is strengthened by a p value <Sig. 0.050 or (0.000 < 0.050). Thus H02 is rejected and Ha2 is accepted, meaning that there is a significant positive influence of organizational commitment on employee loyalty. Workload (X1) and Organizational Commitment (X2) have a significant effect simultaneously on Employee Loyalty (Y). This is evidenced by the regression equation Y = 24.789 + 0.184X1 + 0.398X2. The correlation coefficient value obtained is 0.512, meaning that it has a moderate relationship. The determination coefficient value is 0.261 or 26.1% while the remaining 73.9% is influenced by other factors. The f test obtained the Fcount value> Ftable or (8.894> 2.790) and is strengthened by the p value < Sig. 0.050 or (0.000 <0.050). Thus H03 is rejected and Ha3 is accepted.

Organizational Culture Dimensions and Employee Commitment: A Correlational Study of Educational Institutions in Pakistan

The work environment affects all aspects of an organization and enables people to perform optimally. The current study investigates the relationship between organizational culture dimensions and employee commitment in educational institutions in Pakistan. It was quantitative research with a survey method research design. A convenient sampling technique was used to select 120 teachers and 30 head teachers at secondary schools. For the data collection, a self-developed 25-item questionnaire was used to measure various dimensions of organizational culture and employee commitment. Statistical Package for Social Sciences (SPSS) 20 was used for data analysis with descriptive statistics and Pearson correlation. The findings revealed a strong positive relationship between organizational culture and employee commitment (r=.932), with communication practices showing the strongest dimensional correlation (r=0.72). Moreover, it is indicated that organizational culture is critical in influencing employee commitment. Specifically, effective communication practices, leadership styles, and recognition systems significantly impact employees' emotional and professional attachment to the organization. Organizations should foster transparent communication, recognize employee achievements, and promote collaborative teamwork to enhance commitment. These findings contribute to understanding how organizational culture can be leveraged to improve employee retention and institutional performance in educational settings.

Organizational climate and its influence on employee’s commitment to companies – a case study in Portugal

Organizational climate affects employee commitment and thus influences turnover. Because the environment of organizations is adaptable to various factors, including the social context and its norms, we identified relationships of commitment and leadership with the organization. The objective of the study was to understand the organizational environment and its influence on employee satisfaction and to verify whether there is a positive correlation between commitment and turnover. A quantitative approach was used; a questionnaire was applied to 85 individuals, aged 16–90, with market experience in Portugal, of which 49.4% were male and 50.6% were female. The results did not corroborate the expected correlation. Commitment decreases with an increase in the intention to leave due to employee dissatisfaction and lack of motivation, which then leads to an increase in turnover. It is necessary to improve communication and leadership to improve the organizational climate and increase employee commitment, thus reducing turnover.

ANALISIS TEORITIS KOMITMEN KARYAWAN: KAJIAN KOMPREHENSIF STRATEGI PENGEMBANGAN LOYALITAS ORGANISASI

This theoretical analysis examines the conceptual frameworks and scholarly perspectives on employee commitment in organizations, synthesizing current literature to develop a comprehensive understanding of commitment-building strategies. Through an extensive review of contemporary organizational behavior theories, we explore the multifaceted nature of employee commitment and its theoretical implications for organizational success. The study analyzes various theoretical models of employee commitment, identifying key constructs and their interrelationships. The analysis reveals that employee commitment is conceptualized through multiple theoretical lenses, including social exchange theory, organizational support theory, and the job demands-resources model. This paper contributes to the academic discourse by proposing an integrated theoretical framework for understanding and developing employee commitment, considering both individual psychological factors and organizational contextual elements.This study examines the evolution of employee commitment concepts within the modern business context, focusing on theoretical frameworks including Social Exchange Theory, Organizational Support Theory, and the Job Demands-Resources Model. Employee commitment is regarded as a critical element for organizational success and stability, encompassing affective, continuance, and normative dimensions. In addition to psychological factors, work environment, and job satisfaction, the research highlights the need for a holistic approach in strategies to develop employee loyalty. Through a literature analysis, this study aims to provide comprehensive insights and strategic recommendations for enhancing employee engagement and retention within organizations.Keywords: employee commitment theory, organizational loyalty, theoretical framework, organizational behavior, workplace psychology

Empowerment leadership to improve work engagement through affective commitment in employees of the HR division at PT Perkebunan Nusantara I Regional 4 Surabaya, Indonesia

Empowerment leadership to improve work engagement through affective commitment in employees of the HR division at PT Perkebunan Nusantara I Regional 4 Surabaya, Indonesia

Material and Immaterial Compensation as a Determinant of Employee Organizational Commitment

The success and failure of any organization largely depend on talented and competent employees. Through human resource management (HRM) practices and policies, organizations strive to ensure committed employees. One of the fundamental practices they use is undoubtedly material and immaterial compensation. Adequate management of such compensation may contribute to greater employee engagement in achieving the set goals, realizing the mission, and fulfilling the vision of the organization. In such ways employees confirm their affiliation with the organization, which classifies them as committed employees. The paper assumes that the adequate application of material and immaterial compensation in organizations in Bosnia and Herzegovina (BiH) may improve employee organizational commitment. This ultimately has a positive impact on the effectiveness and efficiency of organizations. The research was conducted in 128 BiH organizations with more than 50 employees across four sectors. The hypotheses were tested applying the Principal Components Analysis (PCA) through the Kaiser-Meyer-Olkin (KMO) values and Bartlett's test of sphericity and the regression analysis. The results show a statistically significant positive impact of material and immaterial compensation on employee organizational commitment. Creating more agile policies and practices of human resource management, especially those related to material and immaterial compensation, can significantly improve employee commitment as well as the entire organizational effectiveness.

Happy Workers, Healthy Business: The Impact of Sustainable Human Resource Management and Workplace Happiness on Employee Engagement of Women Employees in Tea Plantations

As globalization accelerates and environmental awareness expands, it is imperative for organizations to align their business practices with sustainable development goals. This research examines the substantial connection between sustainable human resource management (SHRM) practices and employee happiness, with a focused emphasis on their direct impact on employee engagement. Quantitative research has been used for this particular research, employing both descriptive and causal research methods. It effectively analyzes a sample of 473 women workers from one of India’s largest tea plantations. The results clearly indicate a strong and positive relationship between SHRM practices, employee happiness, and employee engagement. Industries, particularly the tea plantation sector, must prioritize initiatives that foster employee engagement. By deliberately cultivating a work environment that promotes sustained joy and fulfillment, tea plantations can significantly enhance employee commitment and build long-term loyalty. These findings provide critical theoretical insights into the undeniable role of SHRM and employee happiness in driving employee engagement forward.

Pengaruh Kepemimpinan Transformasional, Budaya Organisasi dan Komitmen Organisasi Terhadap Employe Engagement pada Lembaga Pembinaan Khusus Anak Kelas II Manokwari

The success of an organization or institution is highly dependent on the performance and involvement of employees in carrying out their duties. One of the main factors that can improve employee performance is employee engagement, which reflects the level of engagement, commitment, and enthusiasm of employees at work. There are several variables that can be used as factors that affect employee engagement, namely transformational leadership, organizational culture, and organizational commitment. This study aims to find out how the influence of transformational leadership, organizational culture, and organizational commitment on employee engagement at the Manokwari Class II Special Children's Development Institution. This type of research is a quantitative research with an explanatory approach, with a total of 47 respondents. The research method used is a survey with the collection of primary data through questionnaires and secondary data from various related sources. Data analysis was carried out using Validity Test, Reliability Test, Multiple Regression Analysis, Determination Coefficient Analysis (R2), t-Test, F-Test, and then the data was analyzed using SPSS 29.0. The results of the study showed that transformational leadership had no effect on employee engagement, from the results of the t-test a t-count value of 1,126, while a t-table value of 1,679 was obtained. Organizational culture affects employee engagement, the results of the t-test obtained a t-count value of 2,319, while a t-table value obtained a value of 1,679. Organizational commitment has no effect on employee engagement, the t-test results obtained a t-count value of 0.552, while the t-table value obtained a value of 1.679. From the results of the research that has been tested, the Manokwari Class II Special Children's Development Institution can strengthen Transformational Leadership, develop organizational culture, and increase organizational commitment so that employee engagement in the institution can be increased.

The Impact of Work Environment Efficiency in Employee Organizational Commitment in Saudi Arabia

Purpose – This paper analyses the impact of work environment efficiency in employee organizational commitment in Saudi Arabia, including the relationship between Job satisfaction, job security, employees’ participation, work conditions with organizational commitment. Research Design– Data for this study was collected from 176 participants working in Saudi Arabia. Findings – The research findings have validated the constructive influence of Job satisfaction, work conditions, job security, and employee participation on organizational commitment. This underscores the importance of cultivating a favourable work milieu, guaranteeing job security, and engaging employees in decision-making procedures. Originality/value - This study’s originality stems from extensive research on the dynamics surrounding work environment in Saudi Arabia. Its value also arises from the development of a conceptual framework that explains work motivation and its efficiency on organizational commitment of employees. As a result, the outcomes provide the impact of different factors which enhance loyalty with more job satisfaction and minimize job turnover.

The Nexus between Macroeconomic Factors and Petroleum Prices in Tanzania: Evidence from 1990 to 2023

The Public Service in Kenya is encountering numerous problems that demand attention to achieve its maximum capability of delivering high-quality services to citizens. The study is to assess the influence of employee commitment on the performance of state departments in Kenya. Data obtained was then analysed through descriptive statistics, frequencies, and correlational analysis, that the correlation between variables organisational commitment and organisational performance is strong and significant (r = 0.610, p < 0.01), indicating a positive relationship and the findings then presented through tables, bar charts, and histograms. Research limitations are constraints of time and difficulty in gathering information from state department officers. The results revealed that employee commitment improves productivity, service delivery, cost efficiency, and a positive work environment in state departments. Thus, the state departments should implement are Strengthen Leadership and Management, Employee Engagement, Improve Working Conditions, Promote Employee Well-being, and Implement Fair Policies and Practices.

The right fit: how the alignment between customer orientation and service climate boosts employee commitment and customer loyalty

The right fit: how the alignment between customer orientation and service climate boosts employee commitment and customer loyalty

The Role of Authentic Leadership and Organizational Culture on Work Behavior Mediated By Work Engagement of Employees in LPD Kuta District

By understanding the work behavior of employees, the company will find it easy to manage and understand its employees with the aim of creating a consistent and positive work environment, so that all activities in the company run well and can make a profit for the company. Factors that influence a person's work behavior but indirectly and slowly but gradually make changes in the person's behavior, namely authentic leadership and organizational culture factors. This study was conducted based on field phenomena that indicate inadequate employee work behavior, allegedly caused by the weak role of authentic leadership, organizational culture and work engagement. The study aims to analyze the influence of authentic leadership and organizational culture on work behavior through work engagement. The associative causal research method with respondents LPD employees in Kuta District. The number of samples involved in this study was 69 respondents using the Slovin formula with proportional stratified random sampling. Data collection was carried out using a questionnaire. The data analysis technique used is SmartPLS. The results of the study showed that authentic leadership has a positive and significant effect on work behavior. Organizational culture has a positive and significant effect on work behavior. Authentic leadership has a positive and significant effect on work engagement. Organizational culture has a positive and significant effect on work engagement. Employee work engagement has a positive and significant effect on work behavior. Work engagement is able to mediate the indirect effect of authentic leadership on work behavior. Work engagement is able to mediate the indirect effect of organizational culture on work behavior. Suggestions that can be given to increase employee dedication are to increase employee enthusiasm for their work. For example, a company makes a challenge to choose the best division or team every month and gives rewards to the team that wins. Leaders can increase awareness around them about ethics according to morality and honesty, especially superiors so that they can provide examples or role models to subordinates, as well as increase responsibility and create order for others so that they can run well.

Peran Komunikasi dan Kerjasama Tim Terhadap Loyalitas Kerja Karyawan pada PT. Boo Young Indonesia

The purpose of this research is to examine the role of communication and teamwork on employee work loyalty at PT. Boo Young Indonesia. This research was conducted using quantitative methods, the population in this study was 150 people. Sampling used the Slovin formula with an unsaturated technique with a sample size of 60 respondents. The data collection technique uses a questionnaire and is distributed directly to PT employees. Boo Young Indonesia. Data analysis using smartPLS 3.0. The results of the research show that communication has an effect on employee loyalty because the t-statistic value is 11,957 > t-table 1.96 and the p-value significance value is 0.000 > 0.05, so communication can be used as a measure of whether an employee has high or low work loyalty. Teamwork has a positive effect on employee loyalty because the t-statistic value is 44,577 > t-table 1.96 and the p-value is 0.000 < 0.05, the better the teamwork, the more it will influence employee loyalty, and vice versa. Communication and teamwork simultaneously have a positive effect on employee loyalty because the variability of the communication construct (X1) and teamwork (X2) is 94.0%, which means they simultaneously have a strong effect due to values ​​above 0.75, so that if communication and teamwork are improved simultaneously the same, then this will affect the loyalty of an employee.