Higher Levels Of Organizational Commitment Research Articles

Relation between Innovation, Professionalism, Participation and Organizational Commitment for Faculty Nursing Educators

Background: Most of the educators had innovation, participation and organizational commitment. The current study aimed to assess relation between innovation, participation and organizational commitment for faculty nursing educators. Design: Descriptive correlational research design was utilized to fulfill the aim of this study. Subject: A sample was included 118 educators accordingly. Setting: this study was conducted in faculty of nursing educators. Tool: The data collection tool consisted of 4 tools; tool (1): Siegel Scale of Support for Innovation It included two parts: Part I: personnel data of the educators;Part II: Siegel Scale of Support for Innovation (SSSI). Tool (2): Modified professionalism scale): and Tool (3): Participation scale Tool (4): Educators Organizational commitment questionnaire. Results: Nearly two thirds of nurse educators (62.7%) have high level of total innovation, more than half of nurse educators (52.5%) have high level professionalism, half of the nurse educators (50%) have high level of participation, and nearly one third of them (32.2%) have high level of organizational commitment. Also, there were positive correlation between innovation, participation and organizational commitment among nurse educators. Conclusion: The study concluded that the nursing educator's innovation was higher percentage, followed by then participation and finally organization commitment. Recommendation: The study recommended the integration of designed nursing national and international congress to enhance their organizational commitment.

The Mediating Effect of Psychological Capital on Authentic Leadership and Organizational Commitment among Catholic Higher Education Institutions in Batangas

Philippine higher education institutions (HEIs) constantly deal with challenges of increased employee attrition and turnover rates, more recently due to the enhanced attractiveness of free public college education in the country. More than ever, private HEIs call for administrators who exemplify a leadership style that enhances employee commitment. This study determined the mediating effect of psychological capital on the relationship between authentic leadership and organizational commitment among employees of Catholic HEIs in the Batangas province. Explanatory sequential mixed method design was utilized. Sample of the study comprised full-time academic and non-academic employees of the six Catholic HEIs in Batangas who did not hold any administrative position during the conduct of the study. The respondents accomplished a questionnaire containing standardized items for organizational commitment, authentic leadership and psychological capital. Selected respondents participated further in interviews to explore on their experiences of authentic leadership and organizational commitment. Results revealed that employees of Catholic HEIs perceived very high levels of authentic leadership among their immediate heads and they have high levels of organizational commitment and psychological capital. Authentic leadership significantly influenced the employees’ psychological capital and organizational commitment. Nevertheless, psychological capital was not found to mediate the effect of authentic leadership on organizational commitment. The insights shared by respondents during the interviews reinforced concepts of authentic leadership and organizational commitment. A Human Resource (HR) module on leadership is proposed to contribute to the business sustainability of these Catholic HEIs.

Job Resources and Organizational Commitment in Finnish Company Units in Finland and Russia

This article compares organizational commitment and its predictors in the units of two Finnish companies operating in Finland and Russia. The research questions are: which of the two countries has a higher level of organizational commitment and do different job resources affect the organizational commitment of Finnish and Russian employees? The research data was collected in a web survey (N=636). Cross tabulation, variance analysis and binary logistic regression analysis were used as the analysis methods. Russian employees were more committed in both organizations compared with their Finnish counterparts. Based on the regression analysis, development opportunities and the support of colleagues influenced the organizational commitment of both Finnish and Russian employees. Opportunities for influencing one’s work also affected commitment among Finns. By contrast, satisfaction with management or salary had no statistically significant effect on organizational commitment in either of the countries. Both in Finland and in Russia organizations must invest in employee well-being, especially development possibilities and supportive work communities in order to enhance affective organizational commitment. This study adds to the limited comparative research on Finland and Russia and the predictors of affective organizational commitment in these countries.

The Influence Factors that Affect Employee Retention (A Case Study in One of the Tops Electricity Organization in Thailand)

This research aimed to determine factors that affect to employee retention, a case study in one of the top electricity organization. The objectives of this research were: 1) study the factors that can affect to the employee retention in an organization; 2) Explain the influences factors that affect to the employee retention in an organization. The questionnaires were used as a data collection instrumental for 400 sets. The data analysis was used the descriptive statistic such as frequency, percentage, mean, standard deviation (S.D.), and the hypothesis testing in this research was multiple linear regression analysis (MRA) at significant level of .05. In this research, the results presented that 1) the overall level of Employee retention was neutral, when considering of independent variables from high to low, the results revealed that deeply high level of organizational commitment were highest; then followed by the job satisfaction; and the job satisfaction in the work was the least, 2) the results from the hypothesis testing of the Influence Factors that impact affect to employee retention, a case study in one of the top electricity organization. The most influencing factor was organizational commitment, followed by job satisfaction and organizational culture respectively at significant level of 0.05. Keywords: Organizational Culture, Job satisfaction, Organizational Commitment, Employee Retention, State Enterprise in Thailand.

Organizational Commitment Is Negatively Associated with Burnout Among Nephrology Nurses

This study examines the association between burnout and organizational commitment in nephrology nurses working in hemodialysis. A cross-sectional study of all nurses working in a hospital hemodialysis unit was conducted. Low to medium level of burnout and a high level of organizational commitment were documented. A significant negative correlation was found between burnout and organizational commitment. Burnout was significantly higher among nurses who had made a career shift in the past, and lower levels of burnout were documented among married nurses. In a multivariate analysis, lower levels of burnout and a higher number of children were significantly associated with higher organizational commitment. Burnout is a negative independent predictor for organizational commitment. Inter ventions focused on reducing burnout among nurses should be implemented to improve organizational commitment.

Study of hospitals in Jordan shows negative effect of job stress on both perceived organizational support and organizational commitment

PurposeThe authors decided to study the impact of stress on performance in hospitals because long hours are common and high levels of performance are required at all times. Medical errors may cost lives and swift responses to patient needs are demanded. With so much pressure, it’s not surprising that stress in hospitals is a common complaint from staffDesign/methodology/approachTo test their four hypotheses, the authors contacted all five public hospitals and the 41 private hospitals in Amman. Two public and four private agreed to participate. The end result was that 500 questionnaires were usable in the study. The respondents all completed the questionnaire, which contained 30 items – 13 to measure job stress, 11 to measure POS, and six to measure organizational commitment.FindingsThe study of 500 hospital workers in six hospitals in Amman, Jordan, revealed a significant negative effect of job stress on both perceived organizational support (POS) and organizational commitment. The results also highlighted the significant full negative mediating effect of POS on the relationship between job stress and organizational commitment.Originality/valueBased on the results of the research, they advise hospital management to focus on their human capital and ensure their leadership styles inspired high levels of organizational commitment. The results indicate that one way to inspire devotion and increase commitment is to manage stress levels. The research also reveals the positive impact of minimizing stress on POS.

Organizational Trust, Psychological Empowerment, and Organizational Commitment Among Licensed Practical Nurses.

In this study, we examine the influence of organizational trust on organizational commitment among licensed practical nurses (LPNs). Guided by prior research and theory, we also consider whether psychological empowerment mediates the influence of organizational trust on organizational commitment. To accomplish these tasks, we examine data from our survey of all registered LPNs in a Midwestern US state on their levels of organizational trust, psychological empowerment, and organizational commitment. Using path decomposition procedures, we isolate the net effect of organizational trust on organizational commitment into total, direct, and indirect effects. Our findings suggest that organizational trust is positively associated with higher levels of organizational commitment. Furthermore, more than a fifth of this relationship is mediated through one's level of psychological empowerment. These findings provide some insight into antecedents of organizational commitment among LPNs. The results of this investigation are especially timely considering the extant issues associated with staffing levels in facilities employing LPNs in the United States.

Job Satisfaction Dimensions and Organizational Commitment: Tools to Understand Employee Turnover Intention of IT/ITES Industry of the Gujarat State with a Focus on BPO Segment

Attrition is one of the biggest challenge for any industry as it comes with many demerits such as loss of productivity, incurring of various costs such as training & development, recruitment etc. According to the Compensation Trends Survey conducted by Deloitte Human Capital Consulting, the IT/ITES industries of the Indian market have faced 15% of the attrition that is higher for any industry. Thus, the companies of this industry are focusing to decrease the turnover intention in order to reduce the actual employee turnover. The aim of this research is to find out the influence that Job Satisfaction and organizational commitment have on the turnover intention on the employees. Various research suggests that organizational commitment and turnover intentions are negatively correlated. Also, the studies suggest that Job Satisfaction and employee turnover intentions have a negative relationship. This study has been conducted to examine the relationship between Job Satisfaction, organizational commitment, and turnover intention for the IT/ITES industry employees with a special focus to BPO segment. The researchers have taken data from 500 employees of the BPO segment from 3 major cities of Gujarat i.e. Ahmedabad, Gandhinagar and Baroda. The researchers have used Multiple regression and ANOVA to examine the influence of the organizational commitment & job satisfaction on the turnover intention. The result shows that higher level of organizational commitment reduced the turnover intention. This research can help the BPO organizations to formulate & implement the strong retention strategies. Also, this study provides a direction to the academicians to explore further dimensions of the research in the various industries as well as various regional backgrounds.

Pengaruh Gaya Kepemimpinan, Komitmen Organisasi dan Motivasi Kerja Terhadap Kinerja Perusahaan

This research was conducted at PT. Prosperous Indobali Trada all branches in Bali. Data collection is done by questionnaire with saturated sampling technique. The number of employees who become respondents is as many as 46 people. Data Analysis Method used in this research is to use multiple linear regression analysis. Based on the results of the analysis found Leadership Style has a positive and significant effect on company performance. This shows that the greater the leadership style the company will increase. Positive and significant organizational commitment to the company's performance. This shows the higher level of organizational commitment, the higher the company will be. Positive and significant work motivation on company performance. This shows the higher level of work motivation, the higher the increase in the company.
 Keywords : Leadership Style; Organizational Commitment; Motivation; Performance.

How work values and organizational outcomes differ by generational cohort in Malaysia's manufacturing sector

An empirical study of 164 employees at seven large‐scale manufacturers in Malaysia's Penang Free Trade Zone suggests that work values, job satisfaction, organizational commitment, and turnover intention of various generational cohorts differ. Baby Boomers have a higher level of organizational commitment and job satisfaction than their coworkers in Generation X and Generation Y, while Generation Xers have the lowest level of intention to quit. In addition, Baby Boomers have a high level of intrinsic, altruistic, and prestige work values, while Generation Xers have higher intrinsic, extrinsic, social, and prestige work values. In illuminating how organizational outcomes vary by generational cohort, this study suggests ways that human resource professionals can tailor their policies and practices to achieve organizational goals.

Demographic Characteristics as Antecedents of Organisational Commitment

The purpose of this study was to investigate employees’ demographic characteristics as antecedents of organizational commitment. Using a combination of descriptive statistics and multiple regression analysis on data collected from a population of staff at CNG Rwanda, the study finds the following: Employees recorded high levels of organizational commitment. Age and gender significantly negatively affected overall organizational commitment, continuance and normative commitment, while marital status affected the same significantly positively. Work experience and duty station affected affective commitment positively but continuance commitment negatively. Employee’s work location significantly affected continuance and normative commitments. Level of formal education insignificantly affected all types of commitment consistently. The findings imply that demographic characteristics played a significant role as antecedents of organizational commitment. Generalization of these findings is, however, limited to the studied organization. It is therefore recommended that a bigger sample from a well-mixed set of organizations across Rwanda should be studied.

Organizational commitment, rewards and education in the Philippines

PurposeThe theory of organizational commitment (OC) was originally developed in the context of Western societies. Therefore, its application to a non-Western country may be easier and more successful if that country’s society has been historically influenced by Western cultures. Based on this understanding, this paper aims to investigate the relationship between OC and rewards among employees in one of East Asia’s developing countries most significantly influenced by Western cultures.Design/methodology/approachHierarchical regression analysis was conducted using survey data obtained from 2,363 employees working for 11 Japanese manufacturing companies in the Philippines.FindingsThe paper revealed that the variables measuring intrinsic rewards were strongly related to OC than extrinsic and social rewards, suggesting that the antecedents of OC in the Philippines resemble more closely those found in the west than in the east. This tendency was found to be stronger for university graduates, whose OC is influenced more significantly by intrinsic rewards and less by social rewards, compared to that of non-graduates.Research limitations/implicationsThe major limitation concerns reliability. This study used self-report data from individual respondents; this may result in common method bias relationships between variables being inflated.Practical implicationsThe results of this study could support the revision of human resource management practices, enabling workers to contribute to their companies on a long-term basis in countries where Western cultures have influenced employees’ mindsets and attitudes.Originality/valueIntrinsic rewards impact OC more than other rewards in the Philippines due to its history of Westernization and recent industrialization. This research is the first, to the best of the author’s knowledge, to verify this assumption, and should assist managers of companies in the Philippines, and perhaps, in other developing countries influenced by Western cultures, in formulating strategies to foster high levels of OC among their employees.

Is More Commitment Always Better? A Study on the Side Effects of Excessive Organizational Commitment on Work–Family Conflict

Despite the growing interest in and efforts for work–family balance, actual improvements in work–family balance have not been that significant in South Korea (e.g., increase in karoshi). This study considers an overly organization-oriented perspective as one of the reasons for this, and focuses on the side effects of excessive organizational commitment (OC) on work–family conflict (WFC), unlike most previous studies focusing on the positive effects of OC. Using the Korean Civil Service Survey, we found that OC has a significant U-shaped relationship with WFC and this U-shaped relationship appeared only in dual-income families. The results showed that when OC is too high, a negative transfer of resources from work to family overwhelms a positive transfer, thereby encroaching upon individuals’ personal lives. Therefore, organizational supports for employees to successfully perform their roles in the family while maintaining a high level of OC are needed.

The Relationship between Organizational Culture and Organizational Commitment

The main purpose of this research is to investigate the relationship between organizational culture and organizational commitment, in Information Technology (IT) companies in Jordan. A convenience sample was selected from employees working in 24 IT companies in Jordan. A total of 711 questionnaires were distributed among them; 371 were returned, and 342 were valid for statistical analysis, resulting in response rate of 52 percent. Linear regression analysis was also used to test the hypothesis. The results of the analysis indicated that there is a positive and significant relationship between organizational culture and organizational commitment. Based on the results, the research provides several recommendations. IT companies in Jordan should place emphasis on building better culture, in order to achieve higher levels of organizational commitment. The research also suggests that future research should take job satisfaction as a mediator variable of the relationship between organizational culture and organizational commitment.

Romanian Street Level Bureaucracy: A Descriptive Foundation

Despite our relatively broad and robust understanding of street level bureaucracy in a Western context, this area of inquiry remains somewhat understudied in an Eastern European context. This is particularly problematic for Romania, where poor educational stock, weak accountability mechanism, and rather frail media make front line bureaucrats’ behavior disproportionately critical to public service provision. This article partially fills this void and brings a much needed overview of street-level bureaucracy in Romania. Relying on recent survey data collected from 407 front line workers, the study covers four key public administration services (taxation, consumer, environmental, and labor protection) and street-level bureaucracy, describes demographics, values, work environment, and attitudes towards rules and citizens. It shows that Romanian front line workers are relatively willing to bend and break the rules if their organizational goals demand so, and that they enjoy important levels of discretion and work autonomy. These bureaucrats also depict high levels of organizational commitment, low levels of uncertainty tolerance, and high power distance. The article concludes with comments and implications for future research in policy implementation at the front lines.

Leader–member exchange social comparisons and follower outcomes: The roles of felt obligation and psychological entitlement

In the current study, we aimed to extend the understanding of how and when leader–member exchange social comparison (LMXSC) influences followers’ work behaviour. Based on social exchange theory, we argue that felt obligation to one's leader is a mediator of the relationship between LMXSC and follower outcomes. Further, we posit that the relationship between LMXSC and felt obligation will occur over and above overall LMX quality. We also investigate whether the effect of LMXSC is not consistent across employees but influenced by their level of psychological entitlement (PE). We found evidence that LMXSC was associated with followers’ organizational commitment in Study 1 (using data collected in two phases from 188 employees) and both organizational commitment and job performance in Study 2 (based on data collected in two phases from 300 employees and their 34 supervisors) via felt obligation towards the leader. In both studies, we found this relationship was significant while controlling for LMX quality, suggesting that perceptions of relative LMX standing are more influential than overall LMX quality. Moreover, high levels of PE reduced employees’ feelings of obligation to reciprocate positive treatment and the extent to which they exhibit higher levels of organizational commitment and job performance. Our findings show that individual differences play a significant role in determining the outcomes of exchange relationships.Practitioner points Followers do not evaluate their Leader–member exchange (LMX) relationship in isolation from their co‐workers, and social comparisons in this context have powerful effects on followers. If leaders want to motivate their followers, treating each follower in the same way and avoiding differentiation may be ineffective. Followers appear to be more willing to reciprocate when they perceive a better LMX relationship with the leader than their co‐workers’ LMX relationship with the leader. Managers should be cognizant that followers with varying levels of psychological entitlement may respond differently to LMX relationships. As such, managers could decide to invest more heavily in building strong relationships with followers low in psychological entitlement, as these followers are likely to respond more positively to favourable treatment by the leader. Managers should be aware that the norm of reciprocity might not apply to the same extent when employees are high in psychological entitlement; and thus, other influence tactics may be required to get the most out of these employees. Managers should set clear guidelines and expectations on followers early in the employment relationship. When entitled employees are made fully aware of the relationship expectations, they may be more prepared to meet them.

The Analysis of the Differences in Organizational Commitment and Job Performance by the DISC Behavior Types and Yin-Yang and the Five Elements in Saju Myeongri: Focusing on Franchise Workers

While the franchise industry is becoming very influential in the South Korean economy, its business environment has recently worsened. In particular, since the franchise industry needs to be sensitive to consumers’ needs due to the high speed of changes in consumption, it needs to systematically manage human resources in an organization with the objective of surviving in the rapidly changing business environment. This study aimed to determine how organizational commitment and job performance differed in terms of personal characteristics, including personality and behavior types. One-way ANOVA and Duncan’s new multiple range test program was used for comprehensive survey analysis. In terms of DISC behavioral types and in Saju Myeongri, the individuals who had a plan and were patient and passionate showed higher levels of organizational commitment or job performance. Also, the lower the relationship with colleagues, the higher the job performance. Although this study is very theoretical, it will be applied widely to management performance if various studies continue to be conducted on the basis of DISC behavior types and Saju Myeongri.

Burnout in Tourism and Hospitality SMEs: the Moderating Role of Organizational Commitment

This paper investigates the role of organisational commitment in reducing the negative influence of employees’ burnout, expressed through emotional exhaustion, cynicism, and reduced professional efficacy, on tourism and hospitality SMEs’ performance. Using data collected from 788 tourism and hospitality SMEs’ frontline employees operating in Egypt, the findings show that a higher level of organizational commitment diminishes the negative influence of employee burnout on performance. These findings hold important implications for tourism and hospitality SMEs in the Middle-Eastern and North-African region, especially in relation to the important role organisational commitment plays in regulating burnout negative influences.

Predictors of organizational commitment among university nursing Faculty of Kathmandu Valley, Nepal

BackgroundIncreasing work efficiency, improving psychological health, decreasing turnover, turnover intention, and absenteeism may be dependent on organizational commitment of an employee. This study was carried out to identify the predictors of organizational commitment among university nursing faculty within Kathmandu Valley, Nepal.MethodsA cross-sectional analytical study was conducted based on a sample of 197 nursing faculty selected from 18 nursing colleges affiliated to 5 universities in Kathmandu Valley by using a proportionate stratified random sampling technique. Structured questionnaires regarding socio-demographic information, perceived faculty developmental opportunity, job satisfaction, perceived organizational support, and organizational commitment were used for data collection. Double data entry and data cleaning were done by using Epi-data software; and data analysis was carried out with SPSS version 16 software. Binary regression analysis was used to identify the predictors of organizational commitment and the adjusted odds ratio (AOR) was also calculated.ResultsThe findings of this study showed that a majority of respondents had moderate level of organizational commitment (68%) followed by high level (29%) and low level (3%). This study also revealed that the nursing faculty who had a master’s degree in nursing, a permanent appointment, and job satisfaction had a high level of organizational commitment. On the contrary, this study also revealed that the nursing faculty who were in the position of assistant instructor to assistant lecturer level and more than 5 years of work experience within same organization were less likely to have a high level of organizational commitment.ConclusionsNursing faculty within Kathmandu Valley have a moderate level of organizational commitment. The predictors of organizational commitment are higher education in nursing, position, type of appointment, current organizational tenure, and job satisfaction. Therefore, an organizational authority must pay attention to the modifiable predictors of organizational commitment to enhance organizational commitment of its nursing faculty. This will help to reduce faculty turnover, increase quality of teaching and student’s satisfaction.

Emotional Labor and Organizational Commitment Among South Korean Public Service Employees

I examined the relationship between emotional labor and organizational commitment with 208 South Korean public service employees and used structural equation modeling to analyze the data. The results indicated that deep acting was positively associated with the 3 components of organizational commitment, namely, identification, affiliation, and exchange, and the identification commitment component in particular. However, no significant relationship was found between surface acting and the 3 components of organizational commitment. Thus, South Korean public service employees with a strong sense of organizational identity and who feel valued by their organization may generate positive emotions and engage in deep acting, leading to a high level of organizational commitment.