Employee Organizational Commitment Research Articles

The Influence Of Financial Compensation And Work Ethic On The Organizational Commitment Of Employees At PT Perkebunan Nusantara IV Work Unit Palm Oil Mill (PKS) Gunung Meliau

The purpose of this study is to examine the impact of financial compensation and work ethic on the organizational commitment of employees at PTPN IV Gunung Meliau Palm Oil Mill Unit. This research employs a quantitative approach. The sample in this study consists of all employees of PTPN IV Gunung Meliau Palm Oil Mill Unit, totaling 125 employees. This study uses multiple linear regression, correlation coefficient, coefficient of determination, F-test, and t-test. The results indicate that financial compensation and work ethic simultaneously affect organizational commitment. Furthermore, financial compensation and work ethic partially have a significant impact on organizational commitment

Effect of Training on Employee's Performance and Organizational Commitment: Evidence from Takaful Industry

The research study aims to analyze the effect of Training on the employee performance and organizational commitment of the employees of the takaful industry of district Peshawar. The sample of the research study is comprised of 161 takaful employees randomly selected from different takaful organizations namely, Dawood Takaful, Jubilee Family Takaful, Adamjee Family Takaful, and Pak Qatar Takaful. Linear Regression Analysis has been applied to analyze the effect of training on employee performance and organizational commitment. It has been found that training has a significant effect on employee performance and organizational commitment. The research recommends that the HR department should provide relevant and need-based training to the employees. Moreover, it suggests that training should be provided on a regular basis to not only improve the performance of the employees but to enhance the organization's commitment.

Employee power needs, leadership, and employee organizational commitment: A case study of high‐tech enterprises

AbstractIndustry 4.0 brings opportunities and challenges to organizations. Studies have shown that employees with higher power needs have a higher level of organizational commitment, which is also affected by transactional leadership. However, existing studies lack effective conversion pathways and do not adapt to the new environment of Industry 4.0. From a systematic perspective, this paper covers eight high‐tech fields, such as electronic information, biotechnology, and medicine, and establishes a comprehensive model. We use multi‐level regression analysis and the bootstrap method to explore the transformation path of employee power needs to organizational commitment. The results show that in high‐tech enterprises, employee power needs positively affect out‐of‐role behaviours, and there is also a positive correlation between out‐of‐role behaviour and organizational commitment. In addition, employee out‐of‐role behaviours play mediating roles. Transactional leadership moderates the relationship between out‐of‐role behaviours and organizational commitment. This study explains (1) the driving force of employee power needs on out‐of‐role behaviours and (2) the complexity of changing organizational commitments, and expands the adjustment path of leadership. This study considers the enterprise as a system that helps various departments carry out collaborative actions and produce a synergistic effect, thereby improving the organizational commitment of employees and the overall effectiveness of the enterprise. It is of great significance to the management optimization and leader motivation of high‐tech enterprises, especially Industry 4.0 strategic emerging enterprises. In the future, we can also develop a system for leadership and employee power needs to help organizations analyse organizational commitment to improve organizational efficiency.

The Influence of Burnout and Teamwork on Organizational Commitment in Pekanbaru City Branch Family Pharmacy Employees

This study aims to look at the effect of Burnout and Teamwork on Organizational Commitment in Employees of the Family Pharmacy, Pekanbaru City Branch. This type of research is using quantitative research. The population in this study were all employees of the technician section totaling 102 people. This study used employees of the technician section of the Pekanbaru City Branch of the Family Pharmacy as the object of research. The sampling method uses saturated samples, namely 102 respondents. The analysis method used in processing this research data is descriptive statistical analysis, classical assumption test, multiple linear regression analysis and the coefficient of determination using a significance level of 0.05. The data processing of this research uses the help of SPSS 23 software. The results showed that there was a negative and significant influence between burnout on organizational commitment. There is a positive and significant influence between teamwork on organizational commitment. There is a simultaneous positive and significant influence between burnout and teamwork on organizational commitment.

Enhancing affective and continuance commitment to the organization through affective and cognitive attitude toward work

The study aimed to examine the influence of attitude toward work on the organizational commitment of employees. To deepen the concept of the study, literatures were reviewed. The study applied descriptive assessment and correlational research design. The population was all employees of the institution. Questionnaires were used to gather the data and inferential statistics were used to analyze the data. The study found that the attitudes of employees toward their work and organizational commitment were high. The analysis of variance suggests that overall, there is a significant correlation between attitude and organizational commitment. However, taking it singly, there is no correlation between attitude and normative organizational commitment. Thus, the study suggests that management needs to enhance employees' organizational commitment through improving affective and cognitive attitudes toward work.

PENGARUH ISLAMIC LEADERSHIP DAN MOTIVASI KERJA TERHADAP KOMITMEN ORGANISASIONAL: KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI

The objective of this research is to explain the affects of Islamic leadership and work motivation on job satisfaction and organizational commitment of employees at PT Usaha Utama Bersaudara (PT UUB). Data was collected using a survey method involving all employees (86 individuals) through a questionnaire with 68 Likert scale statements and observations. The data was analyzed using SPSS 24 and the Sobel Test. The results of the study demonstrate that Islamic leadership and work motivation have a significant impact on job satisfaction, but not on organizational commitment. Job satisfaction significantly affects on organizational commitment and fully mediates and strengthen the relationship between Islamic leadership and work motivation on organizational commitment. Therefore, the company should strengthen Islamic leadership through training that emphasizes Islamic values, enhance motivation with effective strategies and incentives, and improve job satisfaction by enhancing the work environment, recognition, and employee welfare. By doing so, PT Usaha Utama Bersaudara can increase job satisfaction, which positively impacts and strengthens employees' commitment to the organization.

The Mediating Role of Corporate Communication in the Effect of Leadership Style on Organizational Commitment and Research

Today, highly competitive conditions, numerous alternatives for consumers, and rapidly changing market conditions make it increasingly difficult for businesses to survive. For these and many other reasons, businesses have had to transform themselves to remain relevant, create efficient working environments, and get one step ahead of the competition. As a result, concepts such as employee attitudes and behaviors, manager-employee relationships, leadership styles, organizational commitment, and organizational communication have become crucial for businesses. The purpose of this research is to examine the effect of the leadership styles of managers on the organizational commitment of employees and investigate the mediating role of corporate (organizational) communication in this relationship in order to contribute to the literature and act as a guide for managers. In this context, leadership styles, organizational commitment, and corporate (organizational) communication are discussed along with relevant theoretical frameworks, and these theories are supported by survey research conducted with public employees working in municipalities on the European Side of Istanbul.

Effect of Incentives on Organizational Commitment in Insurance Companies in Uasin Gishu County, Kenya

Purpose: To assess the effect of incentives on organizational commitment in insurance companies in Uasin Gishu County, Kenya. Methodology: Quantitative techniques were used for both data collection and analysis. The target population was 754 respondents who were drawn from the insurance companies in Uasin Gishu County. the sample size was 260 determined using Krejcie and Morgan table 1970 Appendix V. After the sample size of 260 respondents. Simple random sampling was used to select the respondents to participate in the research study, but after it had been determined how many from each of the insurance companies that participated. Data was analyzed using descriptive (mean, standard deviation, frequencies, skewness, and kurtosis) and Inferential Statistical Techniques. Under Inferential Statistics, regression analysis was used to determine the effect of a set of independent variables (high involvement work systems) on a dependent variable (organizational commitment), Co-efficient of Correlation using the Statistical Package for Social Sciences (SPSS) version 25.0 package. Results: There is a significant effect of incentives on Organizational Commitment in insurance companies in Uasin Gishu County, Kenya. This implies that the organizational commitment of employees is pegged on the use of incentives by insurance companies amongst their employees. Conclusion and Recommendations: Based on a positive social exchange pay raises, commissions regular promotions build engagement among employees to encourage teamwork, boost morale and motivation for organizational commitment. The insurance company should effectively Communicate the incentive program that they have in place to the employees and execute it as communicated. The incentive program should be engaging, user-friendly where employees can participate in development and reap the benefits for sustained organizational commitment. The incentive programs should be as diverse as possible to help in attracting and retaining talent.

Identifying the Components of Organizational Culture in Hospital Environments: A Qualitative Study

Background: Weak organizational culture is one of the main factors of inefficiency in hospitals. Identifying the type of organizational culture of hospitals is an important step in increasing productivity. Therefore, this study was conducted with the aim of identifying the components of organizational culture. Methods: This qualitative study was conducted in Shahid Sadoughi Hospital in Yazd in 1400. The statistical population included the nurses of Shahid Sadoughi Hospital in Yazd. The sampling method used in this study was purposive and snowball sampling. To collect data, semi-structured interviews were used. The content analysis method was used to analyze the texts using MAXQDA version 10 software. Results: In this study, 13 experts were interviewed. The results of the data analysis showed that the 11 main components of organizational culture at Yazd University of Medical Sciences are rational, ideological, agreement and participation, hierarchical, constructive, passive, work and open culture, club, stronghold, flexible, Learner, and value orientation. Conclusion: The identified components of organizational culture can help healthcare managers and policymakers to improve service quality, job satisfaction, and organizational commitment of employees, improve organizational performance, and increase patient satisfaction.

The Influence Of Transformational Leadership, Job Satisfaction, And Work Motivation On Organizational Commitment (Study On Bendega Restaurant Employees)

The culinary industry is currently growing rapidly in Indonesia, especially in restaurants that are easily found with a variety of dishes. One of them is Bendega Restaurant, which emerged along with the growth of the culinary business in the city of Denpasar. The existence of Bendega Restaurant stalls continues to survive amid the onslaught of the emergence of many restaurants. This study aims to determine whether work motivation can affect organizational commitment at Bendega Restaurant. The sample in this study was 54 respondents obtained based on the total employees of Bendega restaurant as many as 54 employees. Data was collected through interviews and surveys. The collected data were analyzed by classical assumption test, multiple linear regression analysis, coefficient of determination, simultaneous test, and partial test. The results of this study indicate that transformational leadership has a positive and significant effect on organizational commitment in Bendega Restaurant employees, job satisfaction has a positive and significant effect on organizational commitment in Bendega Restaurant employees, and work motivation has a positive and insignificant effect on organizational commitment in Bendega Restaurant employees. The implications of this research are divided into two, namely theoretical and practical. The theoretical implications of this study support the theory of organizational commitment. Practical implications support that transformational leadership can increase employee organizational commitment.

The Influence of Organizational Culture and Job Satisfaction on Organizational Commitment in Employees (Case Study: Education and Training Center for Supervision of the Financial and Development Supervisory Agency)

The Influence of Organizational Culture and Job Satisfaction on Organizational Commitment in Employees (Case Study: Education and Training Center for Supervision of the Financial and Development Supervisory Agency)

Analysis of Employee Organizational Commitment: Using Four Independent Variables

This research focuses on exploring effective efficiency in employee treatment by examining organizational commitment influenced by organizational culture and compensation, with performance and satisfaction serving as mediators. The research location was conducted at an accommodation service in Lampung with a population of 80 employees. Data collection used a saturated sampling technique for 77 employees who wanted to contribute to filling in statements related to this research. SEM-PLS is employed to uncover direct and indirect effects, yielding the following findings: Performance is directly impacted by organizational culture and compensation. Organizational commitment, however, is not directly affected by either organizational culture or compensation. On the other hand, job satisfaction is directly influenced by organizational culture and compensation. Furthermore, organizational commitment is directly influenced by performance rather than job satisfaction. Regarding indirect influence, performance variables and job satisfaction have no significant effect, so the two exogenous variables, namely organizational culture and compensation, can directly influence organizational commitment without going through performance or job satisfaction variables

Implementation of transformational leadership in increasing the organizational commitment of civil servants

Leaders have an important role in an organization. Various tasks are the responsibility of the leader in an organization, including increasing the organizational commitment of civil servants at the Andi Jemma Airport Operator Unit Office. This can also be influenced by the leadership style used by a leader, one of the leadership styles that can affect the organizational commitment of civil servants is transformational leadership. The purpose of this study is to explore the implementation of transformational leadership in improving the organizational commitment of civil servants at the Andi Jemma Airport Operator Unit Office. This research uses exploratory research with a qualitative approach. Primary data sources in this study are the results of questionnaires and secondary data sources from the exploration of various journals. Activities in data analysis are data reduction, data presentation, and conclusion drawing or verification. The research results show that to achieve optimal results and maintain organizational sustainability, the role of human resource (HR) quality is key, which affects organizational performance and success. Transformational leadership style, with aspects of employee empowerment, effective communication, and individual development, emerges as an approach that has the potential to increase employee organizational commitment. The implementation of transformational leadership can form an environment that motivates and inspires employees to be dedicated to the organization, positively impacting the performance and existence of the organization, as in the case of Andi Jemma Airport.

The influence of workplace Confucian culture on employees’ organizational commitment through the modelling role of moral identities

PurposeThis article aims to provide a theoretical unifying framework for workplace Confucian culture and employees’ organizational commitment (OC) through the modelling role of moral identities. The context is education in Vietnam.Design/methodology/approachBased on employees’ OC theory, a theoretical model was built. Administrative staff and teachers were asked to participate in the study with the assistance of preschool educational institutions in Vietnam. A survey was performed, and data from 421 participants were collected. The moderated structural equation technique was used to test hypotheses.FindingsThe study has demonstrated the positive impact of workplace Confucian culture applications on employees’ perceptions and participation in corporate social responsibility (CSR). The study also confirms the positive impact of employees’ perceptions and participation in CSR. In addition, another conclusion is the moderating effect of moral values on the relationship between workplace Confucian culture and aspects of CSR.Research limitations/implicationsThe study focuses on Confucian-culture employees in workplaces, suggesting that their perception of CSR may differ from those from other backgrounds. The authors then plan to state the comparison in further research. The main finding of the study is that WCC and CSR affect employee OC, but there are other factors that could be influenced by WCC and CSR. Future research should explore these factors to improve the current model.Practical implicationsConfucian ideology has been constructed and developed for a long time, but this study has examined its practical implications for favourably effecting human behaviour, thereby demonstrating its potential in organizational culture and practical application.Social implicationsThis theoretical framework can be profitably used in educational organizations.Originality/valueThe study adds to the body of research on OC in two ways. The first way is to explain how a beneficial organizational factor – the Confucian workplace culture – contributes to employees’ OC. The second way involves examining the effects of moral identity on participation and perception of CSR.

Impact of Employee Environmental Concerns on Sustainable Practices: Investigating Organizational Commitment and Job Satisfaction

Environmental issues are gradually increasing due to increases in carbon emissions, overproduction, plastic use, the burning of fossil fuels, etc. Therefore, ecological sustainability is a primary concern for society and the upcoming generation. Considering this, the present research objective is to examine the factors influencing employee eco-friendly behavior (EEBH) and firm environmental performance (FEP). Cross-sectional data were accumulated from 403 employees working in casual dining restaurants in China and analyzed through partial least squares structural equation modeling (PLS–SEM) approaches (i.e., PLS algorithm, bootstrapping, blindfolding, and PLS prediction). The findings support the significant effect of environmental concern (ENVC) on employee organizational commitment (EOC), employee job satisfaction (EJoS), and EEBH. In addition, EOC and EJoS directly and indirectly influence EEBH. Furthermore, EOC also mediates the link between ENVC and EJoS. Finally, the findings also show that EEBH stimulates environmental performance. By showing the links between these elements, it has been emphasized that EEBH is a precondition of good organizational productivity and how it contributes to enhancing the EJoS and overall firm’s health. It challenges managers to create a work environment that is conducive to sustainability for improved customer relations and a strong reputation for the organization in society.

ORGANIZATIONAL COMMITMENT OF EMPLOYEES: EMPIRICAL EVIDENCE FROM TELECOM SECTOR IN KERALA

In the modern world, businesses operate in a very competitive and constantly changing environment. Therefore, organisations need to have highly skilled and dedicated personnel. Therefore, any company must address the demands that foster employee dedication. Organisational commitment refers to the psychological attachment that employees form with their organisation. Given the paucity of research on the organisational commitment of employees in the telecom sector, the present study focused on filling that gap. The study aimed to explore the levels of organisational commitment of telecom sector employees in Kerala. It also aimed to investigate the association of age and work experience with organisational commitment in the telecom sector. The study was conducted based on primary data collected from the employees working in Jio and BSNL using the structured questionnaire. The study found that employees have moderate levels of affective commitment and lower levels of normative and continuance commitment. Employees’ overall organizational commitment is recorded at a moderate level. The study also noted significant differences in organisational commitment among employees in different age groups and employees with different years of work experience. Commitment increases as age increases and experience increases. The study has implications for recruiting employees and formulating practices for service excellence

The Influence of Transformational Leadership and Compensation on Employee Performance with Organizational Commitment as Mediation at Pelita Bangsa University

This research aims to determine the effect of transformational leadership and compensation on employee performance with organizational commitment as a mediating variable. This research was carried out at Pelita Bangsa University, Cikarang, Bekasi Regency, with the object being the employees who worked there. The population of this study was Pelita Bangsa employees with a sample of 117 respondents. This research is quantitative research using the SEM method and using the Lisrel 8.8 application as a data processing tool. This research shows that transformational Leadership has been proven to partially have no positive and significant effect on Employee Organizational Commitment. Compensation can partially has a positive and significant effect on employee Organizational Commitment. Partial Transformational Leadership have a positive and significant effect on employee performance. Compensation partially have a positive and significant effect on employee performance at Pelita Bangsa University.. Organizational Commitment can partially have a positive and significant effect on employee performance at Pelita Bangsa University. Organizational commitment in this research is a full mediating variable, because it mediates the variables of transformational leadership and compensation on performance

The Impact of Demographical Variables on Organizational Commitment of Employees In Tribhuvan University

The Impact of Demographical Variables on Organizational Commitment of Employees In Tribhuvan University

The influence of human resource management policies on employee behaviour related outcomes and organisational resilience during COVID-19

PurposeThis study examines the effect of Human Resource Management (HRM) policies in respect to workplace flexibility and employee empowerment on two employee behaviour related outcomes (employee organisational commitment (EOC) and collegiality) and organisational resilience during the COVID-19 pandemic.Design/methodology/approachData were collected using an online survey questionnaire managed by Qualtrics. The questionnaire was distributed to the lower, middle and senior managers of 1,000 Australian organisations with 337 responses used in the analysis.FindingsThe findings indicate that workplace flexibility exhibits a direct and indirect (through collegiality) significant positive association with organisational resilience, and employee empowerment exhibits a direct and indirect (through both EOC and collegiality) significant positive association with organisational resilience.Originality/valueThe results highlight the importance of implementing desirable HRM policies in respect to empowering employees and enhancing workplace flexibility due to their role in facilitating organisational resilience both directly and indirectly through their influence on employee behaviour related outcomes, specifically EOC and collegiality.

The interplay of bureaucratic, humanistic work environment and organizational commitment

The study aimed to examine the interplay of bureaucratic, humanistic work environments and the organizational commitment of employees. To deepen the concepts of the study, literatures were reviewed. The study used a descriptive assessment and correlational research design. The population of the study were the employees of the Divine Word College of Laoag. To gather the data, validated questionnaires were used and weighted mean and Pearson r correlation were used to analyze the data. The findings indicate that the bureaucratic environment is higher than the humanistic environment which is at a moderate level and the organizational commitment of employees is also high. The correlation analysis demonstrates that there is no correlation between the bureaucratic, humanistic work environment and the organizational commitment of the employees. The higher organizational commitment is not caused by the work environment as suggested in the study, but it may be caused by other factors that are not considered in the current study. Thus, it is important to conduct other studies to investigate other factors like psychological factors and organizational factors that affect organizational commitment.