Significant Predictor Of Organizational Commitment Research Articles

Examining transformational leadership, job satisfaction, organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees

Leadership, job satisfaction, organizational commitment and trust have become important processes for healthcare management in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. Considering the rapidly changing healthcare technology and higher levels of occupational complexity, healthcare organizations are increasingly in need of engaging in leadership development in any given area of expertise to address ever-changing nature of the industry and the delivery of quality of care while remaining cost-effective and competitive. This paper investigates the perceptions of both public servants and private sector employees (outsourcing) on transformational leadership, organizational commitment, organizational trust and job satisfaction in Turkish healthcare industry. Additionally, the paper analyzes the predictability of organizational commitment based on employee – both public servants (physicians, nurses, administrative personnel and other healthcare professionals) and private sector employees (outsourcing) (auxiliary services such as administrative assistants, security personnel, kitchen, laundry and housekeeping employees) – perceptions of transformational leadership, job satisfaction and organizational trust. Using a survey instrument with items adopted from the transformational leadership inventory (TLI) [Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142], the organizational commitment questionnaire [Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage], the organizational trust inventory (OTI) [Cummings, L. L., & Bromiley, P. (1996). The occupational trust inventory (OTI): Development and validation. In R. Kramer & T. Tyler (Eds.), Trust in organizations: Frontiers of Theory and Research (pp. 302–330). Thousand Oaks, CA: Sage] and job satisfaction survey (JSS) [Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, 693–731], this quantitative study was conducted among 2108 healthcare employees (public servants and private employees) in two large government hospitals in Turkey. The study findings indicate a significant difference between the public servants and private sector employees in terms of their perceptions on two dimensions of transformational leadership (being an appropriate model, providing individualized support), overall transformational leadership and one dimension of job satisfaction (communication). The two dimensions of job satisfaction – operating procedures and communication – as well as organizational trust were the significant predictors of organizational commitment of public servants, whereas the two dimensions of leadership – individualized support and fostering the acceptance – as well as the two dimensions of job satisfaction – promotion and contingent rewards – and organizational trust were the significant regressors of organizational commitment of private sector employees. In addition, there is a significant difference between the predictors of the dimensions of organizational commitment (transformational leadership, job satisfaction and organizational trust) in terms of public servants versus private sector employees. Finally, organizational trust has a significant effect on overall organizational commitment as well as its three dimensions for public servants and private employees.

Exploring the Relationship between Job Satisfaction Dimensions and Organizational Commitment among Nigerian Banks Employees

The study examined relationship between job satisfaction dimensions and organizational commitment among Nigerian banks employees. Structured questionnaire was used to collect data from respondents. Judgmental sampling was used to select 10 banks while simple random sampling method was employed to select seven (7) respondents from each bank totaling seventy (70) as sample size from Osogbo metropolis. Both correlation and multiple regressions were used to analyze the data. The result revealed that job satisfaction dimensions have positive significant relationship with organizational commitment. The result also revealed that work condition and supervision were independently significant predictors of organizational commitment. It was concluded that conditions attach to work and mentoring relationship are the most motivators to Nigerian banker staff. The study therefore recommended that management of Nigerian banks need to develop strategies to deal with the needs of those bank staff that experience less job satisfaction and commitment by improving the conditions attached to their job and given assurance of job security as well as good mentoring relationship.

Self-efficacy and optimism as predictors of organizational commitment among bank employees

This study explored self efficacy and optimism as the predictors of organizational commitment among bank employees. The data was collected from 150 employees, which consisted of equal number of employees of private (n=75) and semi public sector (n=75) banks of Sargodha. The variables of the study were measured through Organizational Commitment Questionnaire (Mowday, Steers, & Porter, 1979), General Self Efficacy Scale (Schwarzer & Jerusalem, 1995) and Optimism Subscale of PsyCap Questionnaire (Luthans, Avolio, Avey, Norman, & Combs, 2006) respectively. Correlational analyses indicated that self efficacy was positively correlated with optimism and organizational commitment while the optimism and organizational commitment had no correlation. Multiple regressions revealed that self efficacy emerged as significant predictor while the optimism was not significant predictor of organizational commitment. Furthermore it was revealed that employees of private sector banks have higher level of organizational commitment than those of semi public sector banks. It was also explored that professionally qualified employees have higher level of organizational commitment than non-professionally qualified employees. Limitations of the study and suggestions for future research are also discussed.

Organizational Commitment As Influenced by Leadership Behavior of Administrators, Job Satisfaction and Burnout of Teachers: A Structural Equation Modeling

This study was conducted to determine the best fit model of organizational commitment. Specifically, it established the interrelationship among leadership behavior, job satisfaction, burnout, and organizational commitment. Quantitative research design was utilized in this study. The data were gathered from the teachers among the randomly selected academic institutions in Region XI, Philippines. Moreover, sets of survey questionnaires were used as instruments to obtain information from the participants. Pearson product moment correlation was used to find the significance of the relationship between the independent and dependent variables. Stepwise multiple regression analysis was used to identify the variables that best predict organizational commitment and likewise Structural Equation Modeling was used to identify the model that best fits organizational commitment. The findings revealed that the over-all leadership behavior of administrators and organizational commitment of teachers were high. On the other hand, the job satisfaction of teachers was moderate and their degree of burnout was low. Furthermore, the leadership behavior, job satisfaction, and burnout were highly correlated with organizational commitment, and found to be significant predictors of organizational commitment. Finally, the best fit model of organizational commitment was the Hypothesized Model 5, which passed all the goodness of fit indices criteria.

Organizational Commitment And Turnover Intentions Of Marketing Managers

<span>Previous research has increased our understanding of organizational commitment; however, few researchers have analyzed the antecedents and consequences of organizational commitment of marketing managers. A structural equation model explaining the organizational commitment of 335 marketing managers was developed and tested. Higher levels of distribute justice, job satisfaction, promotional opportunity and seniority were significant predictors of organizational commitment. Marketing managers intention to leave their jobs was highly influenced by their degree of organizational commitment. Kinship responsibility was not a significant predictor in the model.</span>

Career satisfaction, organizational commitment, and turnover intention

Purpose – The purpose of this paper is to investigate the impact of personal characteristics (goal orientation) and contextual characteristics (organizational learning culture and developmental feedback) on employees' career satisfaction, organizational commitment, and turnover intention.Design/methodology/approach – Subjects were drawn from four Fortune Global 500 companies in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in outcome variables.Findings – The results indicate that career satisfaction is predicted by organizational learning culture and performance goal orientation. Organizational learning culture, developmental feedback, and learning goal orientation are the significant predictors of organizational commitment. Finally, organizational learning culture, career satisfaction, and organizational commitment turn out to be the predictors of turnover intention.Practical implications – By enhancing organizational learning culture and by...

Job Satisfaction and Organizational Commitment among Employees in the Sultanate of Oman

This study investigated the nature of relationships of demographic factors (age and job tenure) and job satisfaction facets with organizational commitment. The study also sought to determine the impact of demographic factors and job satisfaction facets on organizational commitment. A sample consists of 128 employees from service industry selected randomly. Employees were given a Job Descriptive Index (JDI) questionnaire and the Organizational Commitment questionnaire (OCQ). Pearson’s product moment correlation coefficient and multiple regression analyses were used to analyze the data. The Results of the study show that the mean values of job satisfaction and organizational commitment are at moderate side. A moderate significant positive relationship was found among job satisfaction facets, demographic factors, and organizational commitment. Supervision, pay, overall job satisfaction, age, and job tenure were the significant predictors of organizational commitment.

Factors Influencing Organizational Commitment among Hospital Nurses

Purpose: The purpose of this study is to examine the effective factors of organizational commitment among hospital nurses. Method: The subjects were 250 registered nurses working in 3 hospitals in Busan. Data were obtained by self-reported questionnaires from the 10th of June to 30th of June, 2009. Data were analyzed by frequency and percentage, t-test, ANOVA and Sheffe's test and stepwise multiple regression. Result: Mean of job satisfaction was (range of scale: 20-100), internal marketing was 69.49 (range of scale: 25-125), job stress obtained (range of scale: 45-180), and organizational commitment got (range of scale: 15-75). The extent of the organizational commitment had differences according to the age (F=3.300, p=.039), educational level (F=3.21, p=.042), religion (F=3.30, p=.021), position (F=5.837, p=.003), and career length (F=2.642, p=.035). The influencing factors in organizational commitment of hospital nurses were job satisfaction, internal marketing, and age. =.503. The job satisfaction has the highest significant predictor of organizational commitment. Conclusion: The influencing factors on organizational commitment were job satisfaction, internal marketing and age. Thus it is needed to improve the job satisfaction and internal marketing of hospitals' nurses and to provide care and support to younger nurses.

Organizational Commitment of Social Workers: An Exploratory Study

This study explored organizational and individual predictors of organizational commitment in a sample of social workers employed in a variety of different settings. The results revealed that investiture socialization tactics, role conflict, and the type of organization were significant predictors of organizational commitment. Those social workers who experienced lower levels of role conflict and who were socialized into an organization using the investiture tactics that emphasize newcomers' capabilities and build upon their values and perceptions had higher levels of organizational commitment. Additionally, the results suggest that organizational commitment is related to the type of organization. Social workers in mental health settings were most highly committed to their organizations. Based on the findings of this study, implications for social work practice and research are discussed.

How Corporate Social Responsibility Influences Organizational Commitment

A growing number of studies have investigated the various dimensions of corporate social responsibility (CSR) in the literature. However, relatively few studies have considered its impacts on employees. The purpose of this study is to analyze how CSR affects the organizational commitment of employees based on the social identity theory (SIT). The proposed model was tested on a sample of 269 business professionals working in Turkey. The findings of the study revealed that CSR to social and non-social stakeholders, employees, and customers were the significant predictors of organizational commitment. However, there was no link between CSR to government and the commitment level of employees.

Religiosity and Work-Related Attitudes Among Paraprofessional and Professional Staff in Assisted Living

ABSTRACT This study assessed relationships between religiosity and work-related attitudes among paraprofessional (N = 182) and professional staff (N = 125) in assisted living. The attitudes examined included job satisfaction, co-worker satisfaction, and organizational commitment. Staff members were selected from 61 facilities in Maryland. Data were collected from staff using self-administered questionnaires. Greater religiosity was associated with higher job satisfaction and greater organizational commitment among paraprofessional staff. When considered together with age, sex, and education, religiosity emerged as a significant predictor of organizational commitment for paraprofessional staff. Since lack of commitment predicts staff turnover, these findings have practical implications for administrators who want to increase staff retention.

Innovative human resource practices and organizational commitment: an empirical investigation

In the contemporary business environment, human resource (HR) is an indispensable input for organizational effectiveness. Hence, an effective management of human resources has an important role to play in the performance and success of organizations. Competitive pressures have encouraged organizations to be proactive in diagnosing HR problems and to adopt more innovative HR practices since these were no longer a matter of trend, but rather of survival. The present study attempted to explore the relationship of three dimensions of innovative human resource practices (IHRPs): that is, the extent of introduction of IHRPs, their importance for organizational goal achievement and satisfaction with implementation of IHRPs, with organizational commitment (OC). Regression analyses showed that the perceived extent of introduction of innovative human resource practices by the organizations was the most significant predictor of organizational commitment.

Searching for Committed Employees

Today, organizations are facing threat of survival and growth. They can be successful by collective effort and commitment of all employees. An empirical study was conducted to identify determinants of organizational commitment including organizational and individual characteristics. Organization structure, and communication were taken as organizational characteristics, Age, work experience, educational qualification, and locus of control were considered as individual characteristics. Data have been collected from public sector, private sector and multinational corporations. Senior and middle level executives participated in the study. Among all independent variables, organizational structure, communication and educational qualification were found, as significant predictor of organizational commitment. Independent variables explained 27.05% of variance. Implications of the findings have been discussed for developing human resource policies.

Incorporating organizational justice, role states, pay satisfaction and supervisor satisfaction in a model of turnover intentions

In this study, two data sets were used to examine the relationship among organizational justice, role states, pay satisfaction, supervisor satisfaction, organizational commitment and withdrawal cognitions. The results showed that procedural justice was an important, direct predictor of supervisor satisfaction, while distributive justice predicted pay satisfaction. Both justice variables were only indirect predictors of organizational commitment. Role conflict was a significant predictor of organizational commitment both directly and indirectly through supervisor satisfaction, but role ambiguity was a predictor of only supervisor satisfaction and not organizational commitment. Pay satisfaction and supervisor satisfaction had a direct influence on withdrawal cognitions. Study 2 tested and supported the validity of the best model from Study 1.

The Effect of Demographics, Work Status, and Relative Equity on Organizational Commitment: Looking Among Part‐Time Workers

AbstractThis study investigated differences in organizational commitment among part‐time workers. This contrasts with the traditional comparison of differences between part‐time workers and their full‐time counterparts. The most significant predictors of organizational commitment among part‐timers were their perceptions of relative equity and job satisfaction, compared with full‐timers. Neither demographics nor work status were significant after controlling for relative equity and satisfaction. Satisfaction acted as a partial mediator between the independent variable, relative equity, and the dependent variable, organizational commitment. This research indicates that organizations need to recognize that part‐timers' attitudes toward their jobs depend a good deal on their perceptions of their treatment relative to full‐time employees.RésuméCette étude analyse les differences d'engagement envers l'employeur chez les employés à temps partiel seule‐ment, au lieu de la comparaison traditionnelle entre les employés à temps partiel et les employés à temps plein. Les prédicteurs les plus significatifs de I'engagement envers I'employeur chez les employés à temps partiel sont la perception de l'équité relative de leur traitement par rapport aux employés à temps plein, et la satisfaction associée à leur travail. Ni les critères démo‐graphiques, ni le rang dans la hiérarchie sur le lieu de travail ne s'avèrent significatifs après normalisation, compte tenu des variables équité relative et satisfaction. La satisfaction joue le rôle de médiateur partiel entre la variable indépendante, équité relative, et la variable dépendante, engagement envers I'employeur. Ces résul‐tats indiquent que les employeurs ont besoin de reconnoitre que les attitudes de travail des employés à temps partiel dépendent beaucoup de la faeon dont ceux‐ci ont I'impression d'ětre traités par rapport aux employés a temps plein.

Job Conditions and Intentions to Quit

Higher quitting rates and concerns with satisfaction and commitment are common in resort industries. A field study at a large mountain resort was conducted to assess the degree to which specific job conditions influenced stress, job satisfaction, organizational commitment, and assessment of occupational alternatives, and how these in turn, influenced intentions to quit. Specifically, it was thought that job demands, supervisory style, pay satisfaction, role conflict, and training issues would influence psychological stress levels, job satisfaction, and organizational commitment which would affect intentions to quit. A questionnaire assessing these constructs was given to 440 full-time employees of a ski resort. Two hundred usable questionnaires were returned. Path analysis was used to assess the model. Results showed that supervisory style, prolonged static work postures, high levels of workload, and role conflict were predictors of psychological stress. Role conflict, psychological stress, and job satisfaction were significant predictors of organizational commitment, and organizational commitment was indeed negatively linked to intent to quit. The strongest predictors of intentions to quit were job satisfaction and organizational commitment. Subsequent analyses attempted to differentiate between levels of organizational commitment and job satisfaction as well as between seasonal and year round employees using additional job condition variables which were not included in the original path analysis. This group of additional variables included the Work Environment Scales, and other job conditions such as repetitiveness, task significance, skill utilization, departmental cooperation, and job security. Staff support, autonomy, job involvement, and task clarity were found to significantly discriminate between low, medium, and high levels of both satisfaction and organizational commitment. Several of the additional job condition variables differentiated between employment type (seasonal vs. year round), thus implying that these other job conditions may influence employee ITQ through the mediating constructs of organizational commitment and job satisfaction.