Organizational Commitment Scale Research Articles

Three-Factor Structure of Adult Attachment in the Workplace: Comparison of British, French, and Italian Samples

The goal was to compare three-factor and two-factor solutions and construct validity of the Adult Attachment in the Workplace (AAW) questionnaire. Participants were 660 volunteers from three countries (France, Italy, and Great Britain). The two-factor model of Neustadt, Chamorro-Premuzic, & Furnham (2006) and the three-factor theoretical model of Collins and Read (1990) were compared. Construct validity was assessed by calculating correlations among the two- and three-factor AAW, the Workplace Attachment Scale, and the Organizational Commitment Scale. The three-factor structure differentiated between the three attachment styles, i.e., secure, preoccupied, and avoidant. There were moderate, significant correlations between AAW, workplace attachment, and affective commitment. Confirmatory factor analysis indicated that the three-factor structure fit the data better. Furthermore, the AAW, the Workplace Attachment Scale, and the Organizational Commitment Scale can be considered independent. In line with previous empirical evidence, a further distinction is noted between avoidant and preoccupied styles in the workplace.

간호조직문화가 간호사의 직무만족과 조직몰입에 미치는 영향 : 중소병원을 대상으로

The purpose of this study was to identify job satisfaction and organizational commitment depends on their organizational cultures. A survey, including the Organizational Culture Scale, Job Satisfaction Scale and Organizational Commitment Scale, was administered to 276 nurses working at 4 small to medium sized hospitals in B city. The dominant organizational culture of nursing organization was relation-oriented culture. The mean score of job satisfaction and organizational commitment was 2.68 and 4.25 respectively. Job satisfaction and organizational commitment were positively correlated with innovation-oriented, task-oriented and relation-oriented culture. Organizational commitment was negatively correlated with rank-oriented culture. Innovation-oriented, clinical career, relation-oriented and rank-oriented culture were variables influencing on job satisfaction and innovation-oriented and rank-oriented culture were major variables influencing organizational commitment. In conclusion, innovation-oriented and rank-oriented culture had a significant influence on nurses` job satisfaction and organizational commitment. Therefore, we have to develop strategies to enhancing the innovation-oriented culture and to reducing the rank-oriented culture.

YEREL YÖNETİMLERDE ÇALIŞANLARIN ÖRGÜTSEL BAĞLILIĞI ÜZERİNE BİR İNCELEME: ÇANKIRI BELEDİYESİ ÖRNEĞİ

In this study, it is thought that organizational commitment is significant in terms of the development and the success of the organization. In this context, the aim of the study is to measure the level of organizational commitment of the municipality employees by means of Three Component Model of Organizational Commitment scale. It is thought that this kind of studies contribute to raise the service qualities of the organizations which aims to meet the diverse needs of the community. Many researches asserted that the more organizational commitment creates the high performance. Moreover, the employees with high level of commitment contribute overcoming the problems during the time of crisis and they are reliable. In this discriptive study, Three Component Model of Organizational Commitment scale , which was developed by Allen and Meyer, translated into Turkish by Gundogan, and rearrenged for municipalities by Yilmazer, was aplied to 200 employees in different departments of the Cankiri Municipality.

Job Satisfaction and Organizational Commitment among Public and Private Engineers

The present study is aimed at exploring the job satisfaction and organizational commitment among engineers of government and private organizations. Sample of the study consisted of 25 government engineers and 25 private engineers belong to Jodhpur District. All the employees have been in the age range of 30 to 45 years with service experience ranges between 5 to 15 years and may be of both the services and working in government and private sectors. For this purpose Job Descriptive Index (Smith, Kendall and Hulin, 1969) adopted for Indian settings by Sayeed and Sinha (1981) and further translated in Hindi (by the standard two-time process) and successfully used on a sample other than industrial organizations (Sinha, 1993) and Organization commitment scale developed by Puja Gupta, (2003) was used. Results indicated there is significant difference between engineers of government and private organizations on job satisfaction and organizational commitment.

Examination of organizational commitment levels of physical education and sports teachers according to various variables (case study of Kutahya province)

This study was conducted to examine the organizational commitment of the physical education and sports teachers, working in the center of Kutahya Province of Turkey, on the basis of their socio-demographic characteristics. One-hundred-and-twenty-six (126) physical education and sports teachers voluntarily participated in the study. Turkish version of the Organizational Commitment Scale developed by Allen and Meyer (1991) was used in this study for data collection. In order to set significant differences (I±=0.05) in the scope of the study, non-parametric statistical tests of Mann-Whitney U and Kruskall-Wallis tests were conducted according to the results of normality test. In conclusion while affective commitment of the participants' was found to be the highest continuance commitment was found to be the least. Also significant differences emerged between participants' organizational commitment sub dimensions and their gender, age, marital status and professional experience.

Organizational Commitment Viewed from Manager’s Transformational Leadership Style

ABSTRACT The research aims at testing empirically the influence of manager’s transformational leadership style on organizational commitment. The proposed hypthesis is positive relationship between manager’s transformational leadership style and organizational commitment.The subjects of the research are 40 employees of Batik Company “Nyonya Indo”. The subjects used in the research should meet the requirements, i.e.: 1). Men and women, 2). Permanent employee, 3). Have been working at least for a year. Transformational leadership style and organizational commitment scales were used to collect the data. The method of data analysis used is product moment correlation of Pearson through SPSS program of 17.00 for windows version. The result shows that there is significant positive correlation between manager’s transformational leadership style and organizational commitment. This is depicted in r = 0,297 and p < 0,05. It means that the higher the transformational leadership style is applied, the higher the organizational commitment and vice versa. The number of the influence of manager’s transformational leadership style on organizational commitmentis 7,841 %. Keywords: organizational commitment, transformational leadership style,

Organizational Commitment and Job Satisfaction as Determinant of Primary School Teachers Turnover Intention

This study examines the predictive power of organizational commitment and job satisfaction on primary school teacher’s turnover intention. Two hundred primary school teachers participants were selected from 20 primary schools out of one hundred primary school in ijebu north local government area of Ogun State through stratified and simple random sampling techniques the school were selected from two (2) constituencies in ijebu north local government area which are Ifelodun and Ijebu-Igbo. Seven (7) schools were selected from ifelodun and thirteen (13) public primary schools were randomly selected from ijebu. Ten (10) teachers (male and female) were randomly selected from each school making a total of two hundred (200). The selection of the schools was based on the population and the geographical territory of the consistency. Three instruments, Turnover Intention Scale, organization commitment scale and intrinsic motivation inventory were utilized in the study. Multiple regression (stepwise) and simple percentage were used for analysis. Findings showed that the two determinant variables (organizational commitment and intrinsic motivation) when taken together, determined the criterion variable (turnover intention). Finding also indicated that organization commitment was the most potent contributor to the prediction of turnover intention of primary school teachers. The implications of these findings for the government, policy makers and employers of labor, who are interested in effective functioning and retention of workers, were discussed.

Determination of Relationships of Nurses’ Professional Commitment to Organizational, Work and Family Commitment by Structural Equation Model

The commitment forms of individuals regarding their private and work lives have been subject to various researches in an independent or interactive way. In this study, a model has been developed and tested for defining the relationship between the nurses’ professional commitment and organizational, work and family commitment. The study was conducted with the nurses employed in 7 state hospitals with 500 or over bed capacity and 3 medicine faculties under the body of Ankara Ministry of Health through questionnaires. 355 nurses were chosen via proportional distribution method in stratified sampling. The relationship between work commitment scale and continuance commitment part of the organizational commitment scale and the relationship between family commitment scale and professional commitment scale are not significant. Except for the correlation between professional commitment scale and affective commitment part of the organizational commitment scale, the correlations are quite weak.

Effects of core self-evaluations on the job burnout of nurses: the mediator of organizational commitment.

ObjectiveTo explore the impact of Core self-evaluations on job burnout of nurses, and especially to test and verify the mediator role of organizational commitment between the two variables.MethodRandom cluster sampling was used to pick up participants sample, which consisted of 445 nurses of a hospital in Shanghai. Core self-evaluations questionnaire, job burnout scale and organizational commitment scale were administrated to the study participants.ResultsThere are significant relationships between Core self-evaluations and dimensions of job burnout and organizational commitment. There is a significant mediation effect of organizational commitment between Core self-evaluations and job burnout.ConclusionsTo enhance nurses’ Core self-evaluations can reduce the incidence of job burnout.

Hubungan Antara Persepsi Terhadap Keadilan Kompensasi dengan Komitmen Organisasi di Hospitality Industry

The increase number of turnover each year in hospitality industry causes by inappropriate commission. The employee’s perception of inappropriate compensation’s issue will decrease a commitment of employee to the organization that will affect to the discharge of organization. This study aiming to see the relationship between perception of compensation’s justice with organizational commitment in hospitality industry. Methodology this study is a quantitative research that used linier regression technique and two stage cluster sampling technique to collect the sampels. The respondents are an employee at 6 hotels, 3 motels, 1 resort, 3 bars, 2 restaurants, 2 hospitals, and 4 travel agents with 189 employees. Acting as the measuring device in this research is 26 valid items on scale of perception of compensation’s justice ranging between 0,385 to 0,743 and the coefficient reliability is 0,945. While in scale of organizational commitment there were 37 valid items with validity items ranging from 0,247 to 0,688 and the coefficient reliability is 0,939. The statistic analysis result showed that there a positive relationship and significant between perception of compensation’s justice with organizational commitment (r = 0,826, p = 0,000). The aspects perception of compensation’s justice were employee’s is a thought, feelings, and behavior about the justice in giving the compensation. The effective contribution to perception of compensation’s justice with organizational commitment is 68, 2 percent. Futher analysis showed that was a very strongly relationship between perception of compensation’s justice with affective commitment component (r=0,802). Keywords : Perception of compensation’s justice, organizational commitment, and hospitality indust

Hubungan Antara Komitmen Organisasi dan Perilaku Kewargaan Organisasi pada Fungsionaris Partai Golkar di Bali

A phenomenon called "Job Hopping" political elites facing the elections affects the instability of the party. This phenomenon is related to the lack of organization commitment and organizational citizenship behavior at the party functionaries. By committing to the organization, the party functionaries are able to identify themselves to the task and purpose and loyal to the organization. It then makes functionaries to demonstrate Organizational Citizenship behavior. This study is aimed at determining the relationship between organizational commitment and Organizational Citizenship Behavior at Golkar Party functionaries. This research is a quantitative correlation. The subjects are Golkar party functionaries in Bali by 97 people with age criteria to join at least 5 years, between the ages of 25-65 years and a minimum of High School education/ equivalent. Method of collecting samples is the convenience method. Methods of collecting data are the Organizational Commitment Scale with its reliability 0.814 and Organizational Citizenship Behavior Scale with its reliability 0.791. Normality of commitment organizational variable is 1.127 and Organizational Citizenship Behavior variable is 0.878. Linearity of organizational commitment variable and Organizational Citizenship Behavior variable are 0.000. Data analysis method is by using techniques of the Pearson product moment correlation. The result shows that there is a significant positive relationship between organizational commitment and Organizational Citizenship Behavior on Golkar party functionaries in Bali with 0.529 correlation values and probability value 0.000. Keywords: Organizational Commitment, Organizational Citizenship Behavior, Golkar Party Functionaries

Flourishing of information technology professionals: Effects on individual and organisational outcomes

The aim of this study was to investigate the relationship between flourishing and individual and organisational outcomes, including job satisfaction, organisational commitment, organisational citizenship behaviour, turnover intention andcounterproductive behaviour. A convenience sample (N = 205) was taken of employees in information technology organisations in South Africa. A biographical questionnaire, the Mental Health Continuum Short Form, Job Satisfaction Scale, Organisational Commitment Scale, Turnover Intention Scale, Organisational Citizenship Behaviour Scale and a Counterproductive Behaviour Scale were administered. Flourishing affected job satisfaction, organisational commitment, organisational citizenship behaviour and organisational commitment directly and indirectly. Job satisfaction had strong direct effects on organisational commitment (positive) and turnover intention (negative), and a moderate negative effect on counterproductive work behaviour. Flourishing affected turnover intention indirectly and negatively via organisational commitment.

How can core self-evaluations influence job burnout? The key roles of organizational commitment and job satisfaction

This study aimed to explore how core self-evaluations influenced job burnout and mainly focused on the confirmation of the mediator roles of organizational commitment and job satisfaction. A total of 583 female nurses accomplished the Core Self-Evaluation Scale, Organizational Commitment Scale, Minnesota Satisfaction Questionnaire, and Maslach Burnout Inventory-General Survey. The results revealed that core self-evaluations, organizational commitment, job satisfaction, and job burnout were significantly correlated with each other. Structural equation modeling indicated that core self-evaluations can significantly influence job burnout and are completely mediated by organizational commitment and job satisfaction.

Komitmen Organisasi Karyawan Outsourcing Kabupaten Kudus Ditinjau dari Stress Kerja

ABSTRACT This study aims to determine empirically the relationship between job stress and organizational commitment on outsourced employees in Kudus. The population in this study were outsourced employees in Kudus and the samples were 200 outsourced employees that were selected by accidental sampling technique. Job stress scale and organizational commitment scale were used to collect the data and the result was analyzed using the product moment correlation that was calculated by SPSS 15.0 for windows. The results showed that there was a significant negative relationship between job stress and organizational commitment (r = - 0.648, p <0.01). Keywords : Commitment organization, outsourcing, stress work

An audit of employee commitment to enable leaders to manage organisational talent

Leaders in motor manufacturing companies are faced with the challenge of talent attraction, development and retention due to constant changes in manufacturing technology. Yet, these leaders are expected to recruit, train and retain specialist skills due to the highly specialised nature of their manufacturing business processes. Another threat faced by these leaders is the loss of skilled talent to their competitors. These challenges have, therefore, created the need to audit employee commitment in a manufacturing organisation in order to enable leaders to initiate talent management practices. It is against this background that this paper poses the question: What is the nature of organisational commitment of manufacturing employees for leaders to be able to manage talent? This question was addressed through a quantitative study of organisational commitment dimensions. The main objective of this study was to audit the organisational commitment dimensions (as measured by Meyer and Allen’s Organizational Commitment Scale) within a manufacturing organisation. The data was collected using a survey on a random sample size of N=371, all of whom were employees of a South African motor manufacturing organisation. The results of this study indicate that there are significant differences between organisational commitment dimensions namely; affective, normative and continuance commitments. These findings provide valuable information to assist leaders to propose talent management interventions vital for organisational talent attraction, development and retention

The Relationship between How Compensation Is Configured and the Level and Components of Commitment to Work – Findings Based on Allen and Meyer’s Organisational Commitment Scale

One of the most important problems in modern HRM is to design innovative solutions related to human capital management, which uses the maximum involvement and commitment to the organisation. One of the most critical solutions in this field is the system of remuneration. This article examines correlations between these areas. The first part of the paper provides a theoretical explanation of the basic assumptions, including definitions and concepts of commitment, elements of compensation, and Allen &amp; Meyer’s Organizational Commitment Scale theory. The second part presents the main conclusions and findings related to the configuration of compensation with the level and components of commitment to work gained by correlation analysis. The most important final outcome is that there are only a few significant correlations among commitment and its components. The main factor that is correlative with the affective component of commitment is the level of remuneration.

The Relationship between Human Resource Management Practices and Organizational Commitment: A Field Study

To begin with, of the most important factors that affect the operational performance of the companies is the human resources. Therefore, the development of organizational commitment needs effective human resource management practices. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment in companies which operate in the province of Konya/Turkey. From various previous studies, 56 HRM practices items were adopted for this study. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance”. In this study, Pfeffer (1998)’s scale of human resources management practices and Mowday & Steers (1979)’s organizational commitment scale, Ahmad, & Schroeder (2003) version were used. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers (n=169) except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies.

PENGARUH KUALITAS KEHIDUPAN KERJA TERHADAP KOMITMEN ORGANISASI PADA KARYAWAN

Abstract&#x0D; This study aims to determine the effect of the quality of working life on organizational commitment in employees especially employees in PT. Mutualplus Global Resources in December 2013. Measurement scales used in this study was: Quality of Work Life Walton, in Zin (2004), and Bellingham &amp; Meek, in Mas'ud (2004). The organizational commitment scale adapted from Allen &amp; Meyer measurements, in Zin (2004) and Mowday, Steers &amp; Porter, in Mas'ud (2004). The samples used in this study was 60 employees of PT. Mutualplus Global Resources. The method used is quantitative research with using the research data collection techniques such as interviews, observation, and using a questionnaire. The data analysis technique used was a simple regression analysis using the statistical software program SPSS version 18.00. Based on the results of hypothesis testing concluded that the quality of work life and a positive significant effect on organizational commitment in employees the product moment correlation coefficient is 0,697. However, due to the categorization of the quality of work life and organizational commitment included in the category with each having the same number of proportion, amounting to 80%, it can be concluded that the quality of work life of employees quite fulfilled that commitment of employees have also not too strong or weak against the organization. Major variables influence the quality of working life on organizational commitment show correlation of 0,486 which means that the variable quality of work life affects the organizational commitment about 48,6 % and the remaining 51,4 % is influenced by other variables.&#x0D; Key Word : Organizational Commitment and Quality of Work Life

The moderating effects of inner-directed and other-directed behavior styles on the relationship between organizational commitment and organizational citizenship behavior

The aim of the present study was to investigate the moderating effects of inner-directed and other-directed behavior styles on the association between organizational commitment and organizational citizenship behavior in a sample of Iranian bank employees. A total of 249 volunteer employees (140 males, 109 females) were included in this study. All participants were asked to complete Organizational Commitment Scale (OCS), Organizational Citizenship Behavior Scale (OCBS), and Personal Behavior Styles Scale (PBSS). The results revealed that inner-directed and other-directed behavior styles moderated the relationship between organizational commitment and organizational citizenship behavior. Inner-directed style amplified the relationship between organizational commitment and organizational citizenship behavior, whereas other-directed style showed an opposite impact on this relationship. It can be concluded that inner-directed individuals experience strong sense of control on their daily life events and do not have need to reinforcement and control from the organization. Whereas, other-directed individuals experience lack of control and they have strong need to reinforcement and supervision from outside.

Effect of Job Autonomy Upon Organizational Commitment of Employees at Different Hierarchical Level

The main aim of the present study was to examine the effect of job autonomy upon organizational commitment of employees at different hierarchical level. A study was made on randomly selected 100 male employees who work in different organizations in Agra, who were administered Organizational Commitment Scale (by Allen & Meyer, 1990) and Job Autonomy Scale (by Das, Arora, & Singhal, 2000). On the basis of median of the job autonomy scores, the sample was divided into two groups (1) high job autonomy group and (2) low job autonomy group and on the basis of hierarchical level, the employees were divided into two groups (1) 50 high hierarchical level employees’ including managers, etc. and (2) 50 low hierarchical level employees, e.g. clerical staff, etc. The 2x2 factorial design was formed for this purpose and four groups of employees were formed (1) high hierarchy, high autonomy group (2) high hierarchy, low autonomy group(3) low hierarchy, high autonomy group and (4) low hierarchy, low autonomy group. A two-way analysis of variance was employed to compare the level of organizational commitment of each of the four groups. There is a significant difference found between job commitment of employees with high and low job autonomy ( F = 4.670, p < .05). There is a significant difference found between job commitment of employees of high hierarchical group and those of low hierarchical group ( F = 40.691, p < .01) and significant interaction effect found between job autonomy and hierarchical level upon organizational commitment of employees ( F = 6.114, p < .05).