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The measurement of organizational comitment
... Therefore, they should be highly committed to their organization to be able to carry out their duties properly and correctly. Employees who have high organizational commitment will actively participate and willingly exert considerable effort to achieve organizational goals (Mowday et al., 1979). Therefore, authors suggest that organizational commitment, especially for public servant is crucial. ...
... Furthermore, they are intrinsically motivated to maintain their membership in the organization as a means to achieve their meaning and purpose. They also are more likely to experience positive emotion related to their job and have emotional attachment to their organization (Allan et al., 2019;Mowday et al., 1979). Taken together, there seems to be some support to indicate that meaningful work is positively corelated to organizational commitment. ...
... To measure organizational commitment, modified version by Suherlan (2017) of Organizatioan Commitment Questionnaire (Mowday et al., 1979) was employed. The scale consists of three aspects, namely identification, involvement and loyalty. ...
Organizational commitment and work meaningfulness are very important for employees to have, but research related to this is still limited, especially on civil servants. This research aims to investigate the relationship between work meaningfulness and organizational commitment of civil servants of East Kalimantan Province. A total of 72 civil servants participated in this study. Data is collected using a scale Organizational Commitment Questionnaire dan Work and Meaning Inventory. The result revealed that work meaningfulness significantly contributes to organizational commitment with an R2 value of 0.708, p <0.01.
... • Una única fuerza de carácter económico (Becker, 1960), o afectivo Mowday et al., 1979). • Tres componentes de índole afectiva, económica, y moral (Allen y Meyer, 1990). ...
... Definido como la ligazón psicológica que une al trabajador con la empresa, que le impulsa hacia un desempeño superior al que tiene por obligación. Su principal referente de estudio es el equipo de Porter, que en base a sus trabajos iniciales, centrados en averiguar el impacto que tiene la satisfacción laboral y el Compromiso Organizacional en la rotación de los empleados , desarrollaron un modelo de medida del compromiso que utiliza el cuestionario conocido como OCQ de Porter (Organizational Commitment Questionnaire) (Mowday et al., 1979). Según sus autores, pretendían una herramienta de aplicación Ávila Vila, S., Pascual Faura, M. Marco filosófico del compromiso organizacional: propuesta de un modelo de estudio de este tipo de compromiso SECCIÓN TRIBUNA -205-fácil y genérica (Porter et al., 2005), que se sigue empleando con frecuencia (Bermejo et al., 2014;Serra et al., 2014). ...
... Finalmente, su propuesta se concretó en base a las siguientes tres dimensiones: -Afectiva. Ligazón emocional que une al trabajador con la organización (Kanter, 1968), consecuencia de su apego con los objetivos y valores de su empresa al margen de un interés puramente instrumental (Buchanan, 1974), que se traduce en un fuerte deseo de conseguir el logro organizativo (Mowday et al., 1979). De las tres dimensiones de su modelo, la afectiva es la que presenta mayor cantidad de estudios (Cernas y Nava, 2019;Meyer y Allen, 1997;Meyer et al., 2002;Poon, 2013), lo que demuestra el sentir general de la comunidad investigadora sobre cuál es la principal fuente de Compromiso Organizacional. ...
El objetivo de este trabajo se centra en la discusión y propuesta de un nuevo modelo de estudio del Compromiso Organizacional, ya que una investigación tan fragmentada como la actual, derivada de la diversidad de modelos que se han sucedido desde los inicios de su estudio (Becker, 1960), ha generado una gran confusión. Confusión, que ha sido alimentada también por los especialistas en análisis factorial, al centrarse en exceso en la interpretación matemática de sus resultados y olvidar la naturaleza misma de la medida. Circunstancias que justifican: a) el desarrollo de un marco filosófico del Compromiso Organizacional, que le dé soporte desde una doble perspectiva: la del trabajador, y la de la organización en función del estilo de liderazgo con que se emplea su dirección; b) la discusión, en base al marco referido, de la propuesta tridimensional de Allen y Meyer (1990), ya que como ha quedado suficientemente demostrado en diversas investigaciones (Bergman, 2006; Cohen, 2003; Jong-Wook, Price, & Mueller, 1997; Solinger, Van Olffen, y Roe, 2008), no todas sus dimensiones miden este tipo de compromiso; c) la concreción de la propuesta misma, basada en la investigación empírica realizada a tal fin, de un nuevo modelo de estudio que sirva de guía a la parte empírica de las investigaciones futuras. El presente trabajo, propone un nuevo modelo de Compromiso Organizacional, que lo define como un constructo de una sola dimensión de carácter afectivo, que viene moderada por la concepción ética del trabajador.
... Buchanan (1974) and Wall (1980) confirm that employees feel tightly closed to goals and values of the organization toward organizational commitment. Previous researches also reveal that high performance is surely fulfilled by highly committed employees than less committed ones (Mowday, Steers, & Porter, 1978;Steers, 1977). Put it another way, according to Yousef et. ...
... Employees feel more attachment to the organizational goals and values toward organizational commitment (Buchanan, 1974;Cook & Wall, 1980). As reviewed by Mowday et al. (1978), the concept of organizational commitment is defined as from the two main perspectives: behaviors and attitude. It is the relation between an individual's identification and involvement with the organization in which people work for. ...
... It is the relation between an individual's identification and involvement with the organization in which people work for. Moreover, organizational commitment can be symbolized by at least there elements "1) a strong belief in arid acceptance of the organization's goals and values; 2) a willingness to exert considerable effort on behalf of the organization; and 3) a strong desire to maintain membership in the organization" (Mowday et al., 1978;Steers, 1977) and is a process of identification (Reichers, 1985). From recent researches, according to Yousef et al. (2017), organizational commitment is originated from 3 distinct categories. ...
Due mainly to the importance of organizational commitment for both employees and employers, it has been the subject attracting researchers over the last few decades. Therefore, the paper aims to build a model of antecedents strengthening organizational commitment. First, the paper reviews six main concepts including organizational commitment, intrinsic motivation, extrinsic motivation, employee voice, organizational identification and perceived organizational support. Next, Five-point Likert scale is used to measure those factors with two hundred and forty-nine fulltime Vietnamese employees who are working at 34 Vietnamese organizations from a variety of sectors such as tax, banking, health service, airlines, education and business. Finally, quantitative research is obtained by using EFA, CFA analysis and structural equation modeling. The findings show that three prominent factors positively affecting organizational commitment are intrinsic motivation, extrinsic motivation and organizational identification.
... For example, an employee who is satisfied with the organization acts with a sense of commitment to the purpose and values of the organization and, as a result, the quality of the work experience is observed to be positive (Cook & Wall 1980). Mowday et al. (1979) are the most renowned researchers on this topic. According to them, those with organizational commitment have a strong belief in accepting the aims and values of the organization. ...
... According to them, those with organizational commitment have a strong belief in accepting the aims and values of the organization. They are also eager to demonstrate the effort required for the organization and are very willing to stay in the organization (Mowday et al., 1979). It is expected that those who are committed to the organization will, therefore, act accordingly to the organization's aims and will not immediately reject any innovation that will benefit the organization. ...
... Organizational Commitment Questionnaire (OCQ) with 15 questions is widely used in the literature to evaluate the commitment of employees to their organization. However, Mowday et al. (1979) utilized six emotional commitment questionnaires for this purpose. The results showed strong evidence of internal consistency, pre-test post-test reliability, and covariance validity on OCQ. ...
The second issue in 2020 of the quarterly published JEMI explores enterprise development and innovation. The behavioral determinants of the economic ventures indicated by the authors is a continually developing trend of research in economic sciences. Contemporary enterprises are increasingly investing their resources in obtaining information on factors that stimulate employee behavior in order to increase efficiency or develop innovation. Behavioral approach is also used in seeking answers to questions about the development of small and medium enterprises (SMEs) posed by entities responsible for supporting the SME sector. In economic sciences, behavioral approaches result from an interdisciplinary view on the behavior of people participating in economic life. The behaviors of entrepreneurs, managers, other participants in an organization, clients, and entities supporting economic activities are an essential subject of research interest. The presented articles show the research perspectives that contribute to the development of a behavioral stream in economic sciences.
The first article proposes a triangulation of theoretical foundations for behavioral research in economic sciences. Dominika Korzeniowska and Łukasz Sułkowski reviewed the scientific literature and analyzed 37 articles and 21 monographs selected from scientific databases. As a result of their research, the authors concluded that by adopting different research perspectives in behavioral economics, rather than just a cognitive one, it is possible to enrich both theoretical and empirical foundations in scientific research. Discovering human economic behavior can be done using methods and techniques appropriate to research, e.g. in behavioral or evolutionary trends. The authors conduct their analysis in relation to three paradigms: cognitive, behavioral and evolutionary, and then come to the conclusion that these approaches should not be treated as competitive but complementary knowledge of economic behavior. For example, the evolutionary approach in psychology makes it easier to explain the genetics of certain automatic response patterns that have developed during evolution. Its usefulness is expressed in the possibilities of creating an image of the human economic mind or economic society. In turn, the use of behavioral approaches, according to the authors, allows finding ways to eliminate the effects of mental traps appearing in the processes of making economic decisions and other problem situations. The authors in their research refer to three research trends, but ultimately encourage the search for other theories and concepts in the study of human economic behavior and their impact on business ventures.
The next article presents field studies carried out in West Sumatra. The authors use psychoeconomic factors lying on the side of entrepreneurs to study failures in their business operations. An essential aspect of the research is the identification and analysis of opportunistic behavior and its impact on the success or failure of operations. Hafiz Rahman, Eri Besra, and Nurhayati conducted quantitative research using multiple and partial regression analysis on a sample of 1541 young entrepreneurs from the West Sumatra province in Indonesia, who had experienced failures in their earlier enterprises. It was found that psycho-economic factors, together with the opportunistic behavior of individuals, more or less, caused the entrepreneurial failure. The obtained research results also formed the basis for the claim that opportunistic behavior can be seen as both a source of business success and failure. The authors believe that the research should be of interest to the Indonesian government, as it suggests that the creation of entrepreneurial resilience takes place in a process that also considers the failures of undertaken enterprises. Young entrepreneurs usually draw conclusions from the mistakes they made, which is why it is postulated to support them even in situations of failure, e.g. through entrepreneurship capacity building programs. In addition to economic and business knowledge, it is necessary to build mental resilience, develop maturity, logically consider the choice of alternatives, improve decision-making processes, and deal with social pressure.
The subject of interest of the author of the third article is organizational behaviors that affect high performance. Przemysław Zbierowski presented the results of his research, conducted on a sample of 406 enterprises, using the computer-assisted personal interview (CAPI) technique. Based on the collected research material, the author analyzed the impact of high-performance organizational features on actual organizational performance, and the indirect impact on organizational citizenship and entrepreneurship-oriented behavior. As the author notes, his research contributes to the scientific debate in at least three ways. Firstly, it confirms that the features of high performance have a strong impact on the actual performance of the enterprise, which is not surprising but verifies the hypothesis. Secondly, it indicates entrepreneurial orientation as a partial mediator in this relationship. Finally, he discovers the very strong impact that high-performance features have on the organization's civic behavior. The article also has practical implications. The obtained research results form the basis for developing organizational citizenship and entrepreneurship orientation through the skillful use of high-performance factors.
Behavioral research trends in economic sciences also include the research presented in the fourth article regarding employee behavior and their development stimulated by managerial coaching. Ghulam Abid, Saira Ahmed, Tehmina Fiaz Qazi, and Komal Sarwar filled the research gap in the field of sustainable employee development in the organization. The research conducted by them is pioneering. The authors relate to the context of work and individual differences in promoting a thriving workplace. The intervention mechanism of self-efficacy and prosocial motivation in the relationship between managerial coaching and thriving at work was explored using a sequential mediation approach. Data were analyzed using Hayes' Process Model 6 based on 1,000 bootstrap resampling with an actual sample of 221 respondents. The obtained results confirm that managerial coaching increases employee self-efficacy. The goal of coaching is to increase the employee's sense of self-efficacy in connection with a particular activity so that he or she can perform his or her tasks effectively and efficiently. Efficiency among employees directly activates positive moods that help engage employees and trigger prosocial behavior. This study contributes to the detection of awareness related to the links between prosocial motivation and employee development and provides an additional, comprehensive analysis of the procedure for obtaining the positive effects of managerial coaching.
Another group of articles relates to the behavioral aspects of developing innovation in enterprises in relation to employees, as well as the implementation of innovation by customers. Determinants of innovation in enterprises have become the subject of the research interests of Izabella Steinerowska-Streb and Grzegorz Głód. The authors presented the results of their research, which was conducted on a sample of 353 Polish family businesses. In the course of the conducted research, it was possible to determine whether family businesses that introduced the creative ideas of their employees were more innovative than others. The company's innovativeness can be expressed in the product, process, marketing, or organizational area. The authors also examined the relationship between the innovation of family businesses and their involvement in activities that stimulate creative thinking, build trust in the workplace, stimulate employee development, and support team integration. The study revealed that family businesses that are aware of the importance of creative employees, and that bring their employees' creative ideas into business practice, are more innovative than other family businesses. In addition, it was found that an increase in company innovation exists when the company supports employee development.
Interesting behavioral aspects are presented in the research on employee resistance to implementing technological innovations. Çiğdem Sıcakyüz and Oya Hacire Yüregir conducted a study of medical personnel at a public hospital in Adana, Turkey, to investigate the reasons for employee resistance to implementing an IT system. The Technology Acceptance Model (TAM) was expanded to include factors such as affective commitment, gender, and age. Based on the data collected from 291 surveys, a regression analysis was conducted, which led to the formulation of conclusions regarding the usefulness of information technology, its ease of use, and affective commitment. It was examined whether demographic factors such as age, gender, position, and tenure are associated with resistance to implemented technological innovations. The results of this study confirm earlier models of technology acceptance. The practical implications of the study relate to the need to increase employee participation in making decisions about the change process. The examined resistance of employees to technological innovations should also be treated as an essential voice in the discussion of problems related to managing change in the organization.
In the article presented by Neema Mori and Rosallia Mlambiti, attention was focused on the acceptance of product innovation by customers. The research was carried out in Tanzania using the example of mobile banking services. To examine the impact of demographic factors on the adoption of innovative mobile banking services, Rogers' Diffusion Innovation Theory (DIT) was applied to 416 clients of a leading bank in Tanzania. Regression results showed a positive and significant relationship between income level and education on the one hand, and the adoption of mobile banking on the other. Practical implications refer to the recommendations to develop promotional practices and awareness campaigns and capture customer demographic profiles to encourage them to use mobile banking. The study showed the importance of using the situational theory to adopt innovative technologies in banking services in Tanzania. The authors indicate that this approach to research issues, broadens the understanding of the importance of demographic factors, especially in relation to the Sub-Saharan African region, and also contributes to a better understanding of mobile banking from the point of view of the bank's customers in Tanzania.
The last article covers a bibliometric analysis of published research results in the field of business innovation, its financing, and policy framework. The analysis was based on the resources of the Web of Science Core Collection using Vosviewer for the period 1990–2019. The researched publications were divided according to the research area, and then the research gaps were identified. In total, 437 articles were found that went through various stages of selection. 32 publications were analyzed in detail, and the study presents citations received by each of these selected publications and their summaries. Thematically grouped summaries show the areas that the researchers paid more or less attention to. The conducted research allowed the authors to state that the countries involved in a higher level of innovation had a higher level of publication. Few studies on this topic have been developed in emerging economies such as Africa and Asia, excluding China and Taiwan. A similar situation was noted for countries in the Middle East. Most of the research comes from the United States and European countries. The article also refers to aspects such as the time horizon of research, approach, and research methods. The results of the presented research allow readers to get acquainted with the current state of publications on the subject of financing innovation and policy in this field.
The editors express the hope that the articles presented will contribute to the development of knowledge on behavioral aspects of the functioning of enterprises and the development of innovation. The authors' extension of the research perspective with behavioral determinants, strengthens our belief in the legitimacy of supporting this research trend in JEMI. We thank all the researchers and authors for enriching their studies, broadening the perspective of resolving complex management problems, and developing innovation in organizations dispersed in geographical, economic, and cultural terms. We hope all readers will find this second issue of JEMI in 2020 both interesting and informative.
... For example, an employee who is satisfied with the organization acts with a sense of commitment to the purpose and values of the organization and, as a result, the quality of the work experience is observed to be positive (Cook & Wall 1980). Mowday et al. (1979) are the most renowned researchers on this topic. According to them, those with organizational commitment have a strong belief in accepting the aims and values of the organization. ...
... According to them, those with organizational commitment have a strong belief in accepting the aims and values of the organization. They are also eager to demonstrate the effort required for the organization and are very willing to stay in the organization (Mowday et al., 1979). It is expected that those who are committed to the organization will, therefore, act accordingly to the organization's aims and will not immediately reject any innovation that will benefit the organization. ...
... Organizational Commitment Questionnaire (OCQ) with 15 questions is widely used in the literature to evaluate the commitment of employees to their organization. However, Mowday et al. (1979) utilized six emotional commitment questionnaires for this purpose. The results showed strong evidence of internal consistency, pre-test post-test reliability, and covariance validity on OCQ. ...
Although information systems provide many benefits to the organization, many organizations are experiencing difficulties with the process of change. Resistance to change is one of the most considerable challenges in this phase. This study aimed to investigate the causes of resistance by healthcare personnel to IT in Adana Numune Hastanesi, which is a state-run hospital located in Adana, Turkey. The Technology Acceptance Model (TAM) was expanded by adding factors such as affective commitment, gender, and age. Logistic regression analysis was carried out on the research model through 291 collected survey data using SPSS (version 21). The overall percentage accuracy prediction was 55.3% for parameters of the initial model and 80.8% for the stepwise model after the third step. According to the results, while the factors “perceived usefulness of IT,” “perceived ease of use of IT,” and “affective commitment” were found to have an influence on the resistance of use of IT, demographic factors such as age, gender, position, and tenure were not related. Managers should create an environment for increasing staff commitment by including them in decision-making and process changing. Thus, not only could the manager use the organizations’ resources productively, but also future change projects could be carried out effectively, roughly, and timely. Therefore, through its committed personnel, the hospital could sustainably compete with its competitors in the market and make more profit.
... For the organizational commitment, it was synthesized through the works of Mowday, Steers, & Porter (1979), Meyer & Allen (1993) ...
... Reilly and Chatman (1986) also mentioned that commitment has different bases (components of commitment) that cause attachment to different foci. Mowday (1979) described commitment in three aspects: commitmentrelated behaviors, attitudinal commitment, and loyalty to the organization. ...
... This OCQ was contained with a 15 item self-report survey that was designed to measure employees' satisfaction and especially to commitment in the organizations by asking degree of their agree and disagree. Within this instrument's details were examined internal consistency, test-retest reliability and validity (Mowday, 1979), ...
With the rapid changes that affect many dimensions of organizations and human capital, the learning organization has emphasized the benefits of abilities in adaptation or changing in order to maintain potentials within organizations and human resources. The
purposes of this study were (1) to determine the level of learning organization and organizational commitment, (2) to explore the statuses of learning organization and organizational commitment, and (3) to investigate the relationship between learning organization and organizational commitment in the World-Class Standard secondary schools in Nakhon Pathom Province of Thailand. There were two approaches used in this study, both quantitative and qualitative. Firstly, data was gathered from a sample using a quantitative method, and the sample was 303 teachers from nine World-Class Standard secondary schools in the province. The quantitative data was collected by using a survey questionnaire to investigate the level of learning organization and organizational commitment in the schools. The analytical methods of this study consisted of descriptive statistical analysis and Pearson correlation analysis. The quantitative data was analyzed through a computerized statistical program to present descriptive statistics that measured the level and the relationship of learning organization and organizational commitment. Secondly, qualitative data was gathered through in-depth interviews from five key informants and were analyzed by content analysis. In the World-Class Standard secondary schools in Nakhon Pathom province of Thailand, the findings indicated a moderate level of learning organization and organizational commitment. However, the relationship between them existed in this study with a strong relationship (r=0.772**, p<.01). In addition, the level of learning organization and organizational commitment were explained by the qualitative approach in details to show better understanding on the moderate level of learning organization and organizational commitment in the schools. The findings also indicated that there were some practices and activities that the policy makers, the school principals, and the teachers should adopt to improve as these are possible ways to gain the higher levels of learning organization and organizational commitment. The recommendations in this study will be a positive influence and benefit to individuals involved, and educational institutions, as a part of preparation of educational management in the 21st century.
... Job satisfaction, mostly studied in relation to stress and burnout, has been considered an important factor predicting turnover (Cooley & Yovanoff, 1996). Work-related commitment has also been identified as an important variable in understanding the work behavior (i.e., absenteeism, turnover) of employees in organizations (Meyer & Allen, 1997;Morrow, 1993;Mowday, Steers, & Porter, 1979). ...
... Turnover intentions are recognized as the strongest predictor of actual turnover. In the past, some researchers viewed such intentions as one of the main features of organizational or career commitment (Mowday et al., 1979). However, recently, more researchers differentiate intention to remain in or leave the organization or profession as a separate variable from organizational or career commitment (Hackett et al., 2001;Meyer et al., 2002). ...
... Organizational commitment is defined as "the strength of identification with and involvement in a particular organization" (Mowday, et al., 1979). In this study, organizational commitment refers to an employee's state of mind to put more energy, time, and effort into one's current employment setting. ...
Early childhood programs need to provide children and families with stability, continuity, and quality of care. Yet, the high turnover of early childhood staff is problematic to the secure and positive development of children, quality of programs, and the future of the field. The purpose of the study was to examine: 1) pre-K teachers’ work attitudes (e.g., job satisfaction, organizational commitment, career commitment) and turnover intentions, which have been found to be predictors of employee turnover; and 2) if there were any difference in their work attitudes and turnover intentions depending on policy-amenable teacher characteristics that can be regulated by public and institutional policies (e.g., education, certification, salary, benefits) and by auspices (e.g., public schools, community-based organizations [CBOs]). In the national pre-K movement, in which most of the state-funded pre-K initiatives are delivering services through both public schools and CBOs, it was necessary to investigate the relationships among policy-amenable teacher characteristics, work attitudes, and turnover intentions of pre-K teachers in both settings. Responses from 355 teachers (including 179 public school teachers and 176 CBO teachers) working in Universal Pre-Kindergarten program in New York City were collected using a questionnaire, which included the following: 1) Early Childhood Job Satisfaction Survey; 2) Organizational Commitment Questionnaire; 3) Career Commitment Scale; 4) Turnover Intentions Questionnaire; and 5) Personal Data Form. The study found that: 1) teachers’ work attitudes were negatively correlated with their turnover intentions; 2) there were significant differences in the teachers’ level of education, certification, salary, and benefits between pre-K teachers in public schools and those in CBOs; 3) teachers’ work attitudes and turnover intentions varied by policy-amenable teacher characteristics and by auspice; 4) CBO teachers showed higher turnover intentions than public school teachers; and 5) highly educated and certified CBO teachers showed high turnover intentions when they received low levels of benefits. To ensure the high quality of education in all early childhood programs, the high turnover intentions of qualified teachers in private sectors should be addressed. Based on the findings of the study, four policy recommendations were suggested.
... As a matter of fact, the main reasons for the importance of employees' retention are shortage of skilled and professional staff, the lack of work force for the sake of demographic changes, alteration of the new work force expectations, variety of work force, entrepreneurial actions, insufficient educational programmes and increase in competition. In fact, all of these reasons accentuate the importance of the employees' retention [78][79][80][81]. Actually, due to the important role that employer brand plays in employees' retention, the main hypothesis of this research is explained as follows: Main Hypothesis: there is a positive and significant relationship between employer brand and employees' retention. ...
... This shows that manager should give authority to his or her employees so that they can be motivated, committed as well as satisfied and help the organization to reach its goals [90][91][92][93][94][95][96][97][98][99][100]. Organizations that use authorization as a strategy for involving employees have more employer attractiveness [70][71][72][73][74][75][76][77][78][79][80][81][82][83][84]. Consequently, we can expect that: H7. ...
... Corporate social responsibility is related to voluntary social and environmental measurements of the organization in its business operations and in interactions with stakeholders [75][76][77][78][79][80][81][82][83][84][85][86][87]. It is defined as organizations' aids to the society instead of just focusing on maximizing their profits [83][84][85][86][87][88][89][90][91][92][93]. ...
Due to the fact that employer brand is important in recruiting the best applicants besides retaining the current employees, the purpose of this article is to explore the relationship between employer brand and employees' retention. For this purpose, Iran Melli Bank was chosen as statistical population and the branches of the Bank in the City of Tehran were chosen as the sample which was divided into five regions: center, north, south, east and west by cluster sampling method. Moreover, in every region, some branches were selected randomly and 530 questionnaires were distributed among bank employees and 380 questionnaires were collected totally. Then, structural equations modeling based on partial least squares for data analysis was used. According to the findings, there is a positive and significant relationship between employer brand and its dimensions including compensation, brand and reputation, authority, work environment, corporate social responsibility and employees' retention.
... Sheldon (1971) defined commitment as a positive evaluation of the organization and the organizational goals. Mowday, Steers, and Porter (1979) identified commitment-related behaviors and commitment-related attitudes. Meyer & Herscovitch (2001) classified the definitions or the concepts of the term 'organizational commitment' into two dimensions: unidimensional construct and multidimensional construct. ...
... Many researchers used a representative to the organizational commitment in terms of schools. Mowday, Steers, and Porter (1979) defined teacher commitment as the strength of an individual's identification with and involvement in a particular organization. There are three related factors: (1) a strongly belief in and acceptance of the organization's goals and values; (2) a willingness to exert considerable effort on behalf of the organization; and (3) a strong intent or desire to remain with the organization. ...
... Employee retention was attributed to not only economic gains, but more so to affective influence. Porter and his followers hence defined commitment as "the relative strength of an individual's identification with and involvement in a particular organization" (Mowday, Steers and Porter 1979;p.226). ...
This study aimed to measure the levels of organizational commitment of teachers and their performance and to evaluate the influence of organizational commitment on teacher performance in basic education high schools in Shwe Pyi Thar Township, Yangon Region in Myanmar. Survey research design was adopted. The descriptive statistics were used to described the individual demographic information of the participants in the study by frequency and percentage, and to evaluate the influence of organizational commitment of the teachers on teacher performance, Stepwise Multiple Regression Analysis (MRA) was applied. Participants of the study were 210 teachers of four basic education high schools in Shwe Pyi Thar Township, Yangon Region in Myanmar. The result showed the level of teachers’ organizational commitment is high, and the level of teachers’ performance is highest. The result also showed that affective commitment can only influence on task performance of teachers in those schools in Shwe Pyi Thar Township, Yangon Region in Myanmar.
Keywords: Organizational Commitment, Teacher Performance
... Organizational commitment is defined as a relative strength of an individual in measuring the level of his involvement in the organization (Mowday et al., 1982). Moreover, organizational commitment is commonly conceptualized as an affective attachment to an organization characterized by shared values, a desire to remain in the organization, an action characterized by shared values, a desire to remain in the organization, and a willingness to exert effort on its behalf (Mowday et al., 1979;Allen & Meyer, 1990). Furthermore, organizational commitment is seen to the degree of attachment and loyalty felt by individual employees to their organization (Mowday et al., 1979;Alas & Edwards, 2005). ...
... Moreover, organizational commitment is commonly conceptualized as an affective attachment to an organization characterized by shared values, a desire to remain in the organization, an action characterized by shared values, a desire to remain in the organization, and a willingness to exert effort on its behalf (Mowday et al., 1979;Allen & Meyer, 1990). Furthermore, organizational commitment is seen to the degree of attachment and loyalty felt by individual employees to their organization (Mowday et al., 1979;Alas & Edwards, 2005). ...
... Moreover, the leadership questions were based on the Leadership Behavior Development Questionnaire-Form XII (LBDQ-XII) by Stogdill (1963). On the other hand, the workrelated attitudes, namely job satisfaction was based on Weiss et al., (1967), career satisfaction was based on Greenhaus et al. (1990), and organizational commitment was based on Mowday et al. (1979). ...
This study intends to unearth the relationships and the impacts between leadership styles and work-related attitudes among the social services employees in Penang. The leadership styles have been identified as a major factor in determining the success or failure of organizations. This also has been associated with the behavior of the leaders in manning the employees toward the organizations' vision, mission, and goals. Moreover, the leadership styles had been associated with the employees' performance. In this context, the employees' work-related attitudes, namely job satisfaction, career satisfaction, and organizational commitment. The employees of social services department had been identified for this study. They were given a self-administered questionnaire in getting their insight on their work-related attitude concerning the leadership styles of their superiors. Thus, the study employed the study tools of Leadership Development Behavior Questionnaire (Form XII), job satisfaction, career satisfaction, and organizational commitment. This study discovered the implications between leaders' leadership styles on employees' work-related attitudes.
... 6. Organizational commitment is an individual's identification with and involvement in a particular organization (Mowday, Steers, & Porter, 1979). ...
... More agreement indicated more organizational commitment. The measure was created by Mowday, Steers, and Porter (1979). Estimates of internal consistency revealed a standardized alpha of .86. ...
... It has been suggested from literature review that, there are several and distinct ways to explain commitment. According to Mowday, Porter and Steers (1979), commitment is defined as "a strong desire to maintain membership in an organization" (Mowday, Porter & Steers, 1979). Similarly, Buchanan (1974) defined it as identification of values and goals between an organization and individual while Meyer and Allen (1984) defined it as an exchange of behavior or action to receive benefits capable of being appreciated by others. ...
... It has been suggested from literature review that, there are several and distinct ways to explain commitment. According to Mowday, Porter and Steers (1979), commitment is defined as "a strong desire to maintain membership in an organization" (Mowday, Porter & Steers, 1979). Similarly, Buchanan (1974) defined it as identification of values and goals between an organization and individual while Meyer and Allen (1984) defined it as an exchange of behavior or action to receive benefits capable of being appreciated by others. ...
... Bireylerin iş tatminlerinin yüksek olması, bireylerin işini sevdiği ve işine yönelik pozitif değerlere sahip olduğunu ifade etmektedir (Özpehlivan, 2018: 45). Mowday, Steers ve Porter (1978) tarafından yapılan çalışmada, mesleki bağlılığı yüksek olan çalışanların, daha iyi iş performansı, daha yüksek iş tatmini ve üretkenlik; daha az devamsızlık ve geç kalma davranışında bulundukları sonucuna ulaşılmıştır. İş tatmininde önemli olan bir faktör de mesleki bağlılıktır. ...
Bu çalışmanın amacı, turist rehberlerinin mesleki canlılık düzeylerinin mesleki bağlılıkları üzerindeki etkisinin belirlenmesidir. Türkiye’de eylemli olarak çalışan turist rehberleri çalışmanın evrenini oluşturmaktadır. Evrenin tamamına ulaşılması zaman, ulaşılabilirlik, maliyet gibi kısıtlardan dolayı mümkün olmadığından örneklem alma yoluna gidilmiştir. Araştırmada veri toplama yöntemi olarak anketten yararlanılmıştır. Bu kapsamda toplamda 379 anket değerlendirmeye alınmıştır. Araştırma sonucunda mesleki canlılığın mesleki bağlılık üzerinde anlamlı ve pozitif yönde bir etkisi olduğu belirlenmiştir. Araştırma sonucunda mesleki canlılık ile mesleki bağlılık arasında anlamlı ve pozitif yönde bir ilişki olduğu sonucuna ulaşılmıştır. Bunun yanı sıra mesleki canlılığın tüm boyutları (tutku, dinçlik, ustalık, iş tatmini) ile mesleki bağlılık arasında pozitif yönde ve anlamlı ilişkiler tespit edilmiştir.
... TI has been regarded as a final act of employees to make an actual decision to quit (Mobley, 1982;Mowday, Steers and Porter, 1978) and relates to employees' intent to quit jobs as a planned behavior (Fishbein and Ajzen, 1977). TI is also referred to as a conscious purpose to quit the organization (Tett and Meyer, 1993). ...
... Örgütsel bağlılık, bireyin örgütün amaçlarına ve değerlerine inanması, örgüt yararına çaba harcaması ve örgüt üyeliğini sürdürmeye istekli olması ile oluşan bir yapıdır (Mowday, Steers ve Porter, 1978). Bu yapıda, bireylerin enerjilerini ve sadakatlerini, içinde bulundukları çevreye yansıtmaları önemlidir (Kanter, 1968). ...
The purpose of this study is to determine the mean effect sizes of the relationship of organisational trust with organisational justice, organisational commitment, and organisational citizenship behaviours in educational organisations. In accordance with this purpose, a meta-analysis was conducted that included studies published between 1997 and 2020 with regard to the specified relationships. In total, 34 studies (Ntotal = 17,271) were included in the meta-analysis concerning the relationship between teachers’ organisational trust and organisational justice perceptions, 35 studies (Ntotal = 15,874) for the relationship between organisational trust and organisational commitment, and 27 studies (Ntotal = 14,991) for the relationship between organisational trust and organisational citizenship behaviours. The meta-analysis also included studies that examined these variables in terms of their sub-dimensions. The included studies consisted of researches conducted in the United States (USA), China, Indonesia, the Netherlands, Iran, Israel, Canada, Kuwait, Malaysia, Pakistan, Thailand, Taiwan, and Turkey. The examination of funnel plots, Duval and Tweedie’s Trim and Fill technique, Orwin’s Fail-Safe N analysis, and Egger’s regression test confirmed an absence of publication bias. Fisher’s ɀ coefficient was used for effect size analyses performed using a random-effects model. The mean effect size of the relationship between organisational trust and organisational justice was determined to be at a high level, whereas the relationship of organisational trust with organisational commitment and organisational citizenship were at a moderate level. The results of the meta-analysis also showed that these relationships did not differ in terms of the sub-groups of grade-level (primary to lower secondary or upper secondary), study-type (article or graduate thesis), or study-year (2010 or before, 2011 to 2015, and 2016 or after), but the relationship of organisational trust with organisational commitment and organisational citizenship significantly differed in terms of country groups (America, Europe, Asia, and Eurasia).
... Contractor commitment drives the effectiveness, efficiency, and reliability of organizational performance, and ensures compliance to standards (Nguyen, Chovichien, & Takano, 2013). To this end, our paper adopted the three-component model (TCM) proposed by Allen and Meyer (1990), as well as Mowday et al. (1979), in which the three dimensions are affective, continuance, and normative commitment. Affective commitment (AC) is defined as "identification with, involvement in, and emotional attachment to the organization" (Allen & Meyer, 1996, p. 253). ...
This study examined the relationship between commitment (specifically the affective, continuance and normative aspects of commitment) and the delivery of road infrastructure in Uganda. The study employed a cross-sectional survey design with a sample of 266 that was purposively selected from road project engineers related to the Uganda National Roads Authority, the Ministry of Works and Transport, and the Uganda National Association of Building and Civil Engineering Contractors. A self-administered questionnaire was used to collect the data. Exploratory factor analysis and multiple regression analysis were used to analyze the data. The findings indicate that all three indicators of commitment (affective, continuance, and normative) significantly affect the delivery of road infrastructure projects, though in varying degrees. The researchers recommend the implementation of mechanisms to enhance the three forms of commitment in the delivery of road infrastructure projects in Uganda. Notwithstanding other factors, the paper makes a contribution to the area of road construction in the developing country context by extending previous qualitative findings which focused solely on a case-based approach. This will enable policymakers and practitioners to gain an appreciation of the key dimensions of contractor commitment that may influence the delivery of road infrastructure projects in developing countries.
... Untuk tujuan kajian ini pengkaji telah membuat sedikit perubahan untuk disesuaikan dengan keperluan sekolah. Manakala alat pengukur bagi komitmen terhadap organisasi pula diadaptasi daripada (Mowday, Steers, & Porter, 1979). ...
The characteristics of Islamic leadership are an important construct of a principal because it has a relationship with organizational commitment. This study was conducted in a religious secondary school from the NGO network IKRAM Musleh. This quantitative study uses a questionnaire instrument to collect data. The questionnaire was built based on the book `Education of Children in Islam ', by Abdullah Naseh Ulwan. The organizational commitment instrument used the `Organizational Commitment Questionaires' (OQC) questionnaire by Mowday, Porter and Steers (1982) which contained 22 questions. Descriptive and inferential statistical analysis methods were used to look at the level of organizational commitment dependent variables, independent variables of Islamic leadership characteristics and their relationship to organizational commitment. The results show that there is a relationship between the characteristics of Islamic leadership to the commitment of teachers. The three constructs of the characteristics of Islamic leadership used are the basis for strengthening the principal's relationship with Allah SWT and also the relationship with human beings. As a result of this finding, school stakeholders will be able to design a consolidation program to maintain the authority of the principal.
Keywords: Characteristics of Islamic Leadership, Organizational Commitment
... Más tarde, surge la perspectiva actitudinal del compromiso, que lo define como una ligazón psicológica de carácter afectivo entre el empleado y su organización que le empuja a actuar por encima de su obligación contractual (Mowday et al., 1974). En el año 1979, el equipo de Porter desarrolla y valida el cuestionario denominado OCQ (Organizational Commitment Questionnaire) (Mowday et al., 1979), herramienta que se sigue empleando con frecuencia en estudios sobre este tipo de compromiso (Ávila, 2019;Ávila y Pascual, 2019;Bermejo et al., 2014;. ...
Desde finales del siglo pasado, el sector de la seguridad privada en España se ha concretado como un agente económico y social de relevancia, lo que se deriva del impacto que tiene su volumen de negocio en la economía del país y de la gran cantidad de empleo estable que propicia la figura jurídica de la subrogación de personal. El objetivo de este trabajo se centra en dar respuesta a dos cuestiones básicas sobre la aplicación de la subrogación de personal en las empresas de seguridad: de una parte, entender las ventajas que reporta su aplicación; y de otra, averiguar si menoscaba el compromiso de los empleados que son subrogables. Para ello, tras realizar una revisión de la literatura científica del compromiso organizacional y del marco legal que regula este tipo de servicios, se presentan los resultados de una investigación empírica en una muestra de 706 trabajadores de una multinacional del sector. Posteriormente, se realiza el análisis de las ventajas que procura dicha figura jurídica, para concluir, finalmente, que se comporta como: un agente moderador de la complejidad asociada con la transmisión de empleados entre contratistas de seguridad; un elemento de estabilidad laboral que no tiene influencia en el compromiso del personal subrogable; y un factor que aporta certeza y calidad al servicio que reciben las empresas cliente de las de seguridad. Se derivan importantes implicaciones que resultan clarificadoras de las consecuencias que tendría para el sector que se limitara o impidiera su negociación entre patronal y sindicatos.
... Sebagai suatu konsep yang banyak diminati oleh kalangan akademisi maupun praktisi, keterlekatan kerja memiliki kedekatan konseptual dengan dengan beberapa konsep manajemen lainnya, seperti: job involvement (Lodahl & Kejner, 1965), job satisfaction (Locke & Latham, 1990), organizational commitment (Mowday, Steers, & Porter, 1979), positive affectivity (Watson, Clark, & Tellegen, 1988), flow (Csikszentmihalyi, 1990), organizational citizenship behavior (Organ, 1997), personal initiative (Fay & Frese, 2001), dan workaholism (Bakker, Schaufeli, Leiter, & Taris, 2008). ...
Industri minyak sawit Indonesia yang memainkan peran
stratejik baik bagi kepentingan nasional maupun di forum global
menghadapi berbagai tantangan bisnis baik dari lingkungan alam,
lingkungan sosial, maupun manajerial. Salah satu tantangan
manajerial yang dihadapi perusahaan perkebunan sawit adalah
semakin menurunnya pasokan sarjana pertanian. Hal ini selain
karena fenomena talent shortage dan talent war, juga terkait dengan
munculnya digital generation di industri minyak sawit Indonesia.
Hal ini disadari atau tidak akan menjadi hambatan bagi perusahaan
perkebunan sawit untuk meraih sasaran keuntungan (profit), pertumbuhan (growth) dan pula kelanggengan bisnis (sustainability).
Untuk menemukan solusi atau formula yang tepat dalam
menghadapi tantangan tersebut, buku Sustainable Growth Formula
ini memadupadankan dua domain yang berbeda, yaitu domain
praktisi yang pragmatis dengan domain akademisi yang konseptual.
Karena hal tersebutlah buku Sustainable Growth Formula ini
disusun dalam tiga bagian utama. Bagian pertama membahas
mengenai Fenomena Industri yang merupakan bagian dari domain
praktisi. Bagian pertama ini terdiri dari dua bab. Bab 1 yang
membahas menegnai peranan stratejik dan tantangan bisnis yang
dihadapi perusahaan perkebunan sawit di Indonesia dewasa ini. Bab
2 yang menguraikan mengenai digital generation yang memiliki
karakteristik yang berbeda dari generasi sebelumnya dan mengalami
kesulitan untuk dapat menyatu seutuhnya dengan karakteristik
pekerjaan di industri minyak sawit.
Dari bagian pertama diperoleh kesimpulan bahwa perusahaaan
perkebunan menghadapi tantangan manajerial berupa bagaimana
mengembangan sumber daya manajerial yang dapat efektif bekerja
dalam kurun waktu yang lama dan juga efektif bekerja dalam
lingkungan yang mengalami perubahan terus menenerus. Untuk
menjawab pertanyaan tersebut, dikembangkanlah bagian kedua
yang membahas mengenai Landasan Konseptual. Bagian kedua ini
berupaya untuk menelusuri konsep dan teori manajemen yang
relevan terutama sekali yang berkaitan dengan kapabilitas dinamis
atau dynamic capability (Bab 3), ketangkasan berlapis jamak atau
multi-layer agility (Bab 4), deksteritas belajar atau learning dexterity
(Bab 5), keterlekatan kerja holistik atau holistic work engagement
(Bab 6) dan budaya belajar atau learning culture (Bab 7).
Berdasarkan pemahaman yang mendalam dan terpadu dari
konsep dan teori manajerial tersebut, dihasilkan bagian ketiga yaitu
Rekomendasi Empirik. Rekomendasi yang dibangun lewat hasil
temuan dari studi empirik yang dilakukan terhadap 477 sumber daya
manajerial dari 196 perusahaaan perkebunan sawit swasta di
Indonesia. Studi empirik tersebut untuk menguji secara sebuah
model penelitian dan dari hasil pengujian statistik terbukti bahwa
sembilan hipotesis diterima secara signifikan. Berdasarkan hasil
tersebutlah dikembangkan sustainable growth formula bagi perusahaan perkebunan sawit agar dapat mengatasi tantangan bisnis
yang dihadapi. Dan dalam menerapkan formula yang direkomendasikan tersebut, perusahaan perkebunan sawit juga disarankan
untuk mempersiapkan tiga hal. Pertama, transformasi budaya
perusahaan menuju budaya belajar. Kedua, pengembangan kepemimpinan berbasis multi-layer agility. Ketiga pengelolaan talenta
berbasis learning dexterity.
Semoga kiranya buku ini dapat memberikan inspirasi bagi para
akademisi manajemen dan juga para praktisi manajemen di industri
minyak sawit Indonesia. Besar harapan bahwa hasil pemikiran dari
buku ini dapat menjadi awal bagi tumbuh dan berkembangnya
penelitian-penelitan lanjutan dan juga praktek-praktek manajemen
berbasis penelitian ilmiah. Bukan hanya praktek manajemen berbasis commonsense semata. Dalam penyusunan buku ini, penulis
mendapatkan bantuan dan dukungan yang berhingga dari berbagai
pihak. Karenanya perkenakan untuk menghaturkan terima kasih
yang mendalam kepada berbagai pihak.
Pertama, penulis mengucapkan terima kasih kepada Prof. Dr.
Sasmoko, M.Pd; Dr. Sri Bramantoro Abdinagoro; dan Dr. Engkos
Achmad Kuncoro selaku dewan promotor yang telah menyediakan
waktu, pikiran, dedikasi, dan kesabaran untuk membimbing sehingga dihasilkan model penelitian yang komprehensif
Kedua, penulis mengucapkan terima kasih kepada Prof. Dr.
Adler Haymans Manurung; Dr. Bayu Krisnamurthi; dan Agustinus
Bandur, Ph.D selalu dewan penguji yang telah memberikan ide
pemikiran kritis yang berharga sehingga buku ini menjadi karya
ilmiah yang lebih elegan dari berbagai sudut pandang pemikiran.
Ketiga, penulis mengucapkan terima kasih kepada Prof. Dr.
Harjanto Prabowo selaku kedua dewan guru besar sekaligus rektor
dari Universitas Bina Nusantara yang telah mengajarkan penulis
mengenai systematic literature review sehingga memudahkan saya
untuk mengembangkan novelty dari studi empirik yang dilakukan.
Keempat, saya mengucapkan terima kasih Prof. Bahtiar S.
Abbas, Ph.D selaku pimpinan DRM BBS Binus University dan Prof.
Dr. Ir. Edi Abdurachman selaku pimpinan terdahulu yang telah
memberikan dukungan dan persetujuan sehingga penulis dapat
menyelesaikan buku ini dengan baik
Kelima, saya mengucapkan terima kasih kepada Prof. Dr. Dyah
Budiastuti selaku “ibu” dari DRM BBS Binus University yang
senan-tiasa meluangkan waktu dan pikiran memotivasi penulis
dalam melewati berbagai hambatan teknis maupun non-teknis yang
terkait dengan penulisan dan penerbitan buku ini.
Keenam, penulis mengucapkan terima kasih kepada Prof. Dr.
Mts. Arief; Prof. Dr. Gerardus Polla; Dr. Muhammad Hamsal; Dr.
Asnan Furinto; Dr. Setyo Hari Wijanto, Dr. Yosed Dedy Pradipto;
Dr. Shidharta; Dr. Boto Simatupang; Dr. Pantri Heriyati; Togar
Napitupulu, Ph.D; Bakhtiar H. Simamora, Ph.D; dan Dr. Wibowo
Kosasih selaku dewan dosen yang telah memberikan inspirasi dan
ide pemikiran yang menjadi material berharga bagi penulisan buku
ini
Ketujuh, penulis mengucapkan terima kasih kepada seluruh
mahasiswa DRM-2016 untuk kerjasama dan persahabatan yang
saling menguatkan dalam penulisan buku ini: Dr. Nurdin Tampubolon,
Dr. Ismirianti Nasip, Dr. Dominikus Edwinarto, Dr. Jimmy Lizardo,
Dr. Telisiah Utami Putri, Arya Permadi, Siddik Siregar, Agus
Syamsudin, Andreas Djiwandono, Argogung Murba, Jo Johny, Nelly
Santoso. Agung Yunanto, dan Gion Darwis. Saya merasa bangga dan
terhormat menjadi bagian sejarah orang-orang hebat seperti Anda
sekalian.
Kedelapan, penulis mengucapkan terima kasih kepada Dr.
Sukrisno Njoto, Bapak Gregorius Pramudya, Bapak Analgin
Ginting, Bapak Alexander Paulus, Bapak Amri Daulay, Yudi
Hariyanto dan segenap tim di Supreme Learning International yang
secara tidak langsung telah mendukung penulisan buku ini.
Semoga kiranya buku ini dapat memberikan kontribusi yang
bermanfaat bagi perkembangan ilmu manajemen pada umumnya
dan kemajuan praktek manajemen di industri minyak sawit
Indonesia pada khususnya. Semoga kiranya kebaikan seluruh pihak
yang telah membantu hadirnya buku ini mendapatkan balasan
kebaikan yang berlimpah dari ALLAH yang maha pengasih lagi
maha penyayang. Aamiin.
Dr. Nopriadi Saputra, ST, MM
Master Trainer
Supreme Learning International
... Data collection using a Likert scale questionnaire instrument scores 1-5. The questionnaire contained four variables to detect the relationship between organizational and professional commitment, job, satisfaction, and job performance as shown in Table 1 [22]. Table 1 informs that the organizational commitment consists of 6 indicators, and 4 indicators for each professional commitment, job performance, and job satisfaction. ...
This study confirms the correlation model constructed among organizational abilities variables of secondary school teachers. The organizational abilities variables are: organizational commitment, and professional commitment, job satisfaction, and job performance. The samples are secondary school teachers selected using purposive sampling techniques. Data were collected through a rating scale questionnaire (1-5) and analyzed using Lisrel 8.0 program. The results show that professional commitment has a significant effect on organizational commitment and job satisfaction with values of 2.72 and 2.60. Other findings that organizational commitment and job satisfaction have an effect on job performance with values of 2.36 and 2.02. Empirically, the results concluded that the correlation among the variables theoretically fulfilled the fit criteria.
... Bazı araştırmacılar örgütsel bağlılığı, Mowday, Steers ve Porter (1979), gibi tek boyutlu bir kavram olarak görmüştür. Bununla birlikte, Allen ve Meyer'e (1990) göre örgütsel bağlılık bireyin örgüte olan psikolojik bağlılığı olup, bu bağlılık duygusal bağlılık, devamlılık bağlılığı ve normatif bağlılık olarak üç boyuttan oluşmaktadır (Serinikli, 2019;Örücü ve Kışlalıoğlu, 2014). ...
İçsel pazarlama uygulamalarında işletmeler, daha iyi hizmet sunabilmek için çalışanlarını iç müşteri olarak görerek onların istek ve ihtiyaçları doğrultusunda uygun iş ortamları hazırlayıp iş tatminlerini yükselterek örgütsel bağlılıklarını arttırmayı hedeflemektedirler. Bu çalışmanın amacı, bankacılık sektöründe kullanılan içsel pazarlama faaliyetlerinin, çalışanların örgütsel bağlılıkları üzerindeki etkisinin ve bu etkide iş tatmininin aracılık rolünü belirlemektir. Çalışmada, özel bir mevduat bankasının 226 çalışanına bir anket uygulaması yapılmıştır. Elde edilen verilerin analizlerinde, tanımlayıcı istatistikler ile PLS algoritmasına bağlı yapısal eşitlik modellemelerinden (PLS-SEM) faydalanılmıştır. İleri sürülen hipotezlerin analizi sonucunda bankaların kullandığı içsel pazarlama faaliyetlerinin çalışanların örgütsel bağlılıklarını pozitif yönlü ve anlamlı etkilediği ayrıca bu etki üzerinde iş tatmininin kısmi aracılık rolü olduğu saptanmıştır.
... Başlangıçta bireyin kurumuna karşı duyuşsal hissiyatı olarak görülen bağlılığın bu ilgiyi nereden aldığına ilişkin birkaç olası sebep vardır. Bunlardan birincisi çalışanın samimiyeti, ikincisi sadakati ve üçüncüsü de giderek artan uyumudur (Cook ve Wall, 1980;Mowday, Steers ve Porter, 1979). ...
Bu çalışmanın amacı, öğretmen algılarına göre algılanan müdür yönetim tarzı ve içsel motivasyonun örgütsel bağlılık ile ilişkisini betimlemektir. Bu amaçla çalışmaya katılan öğretmenlerin algılanan müdür yönetim tarzı, içsel motivasyon ve örgütsel bağlılık düzeyi betimlenerek, değişkenler asındaki ilişkiler araştırılmıştır. Araştırmanın çalışma grubunu 2018-2019 eğitim öğretim yılı Edirne ili Uzunköprü ilçe merkezinde yer alan toplam 26 resmi ilk ve orta dereceli okullarda görevli 480 öğretmen oluşturmuştur. Analizler 391 veri seti üzerinden yapılmıştır. Birinci bölümünde çalışmaya katılan öğretmenlerin kişisel bilgilerinin yer aldığı veri toplama aracının ikinci bölümde Üstüner (2016) tarafından geliştirilen “Algılanan Müdür Yönetim Tarzı Ölçeği”, Dündar, Özutku ve Taşpınar (2007) tarafından geliştirilen “İçsel Motivasyon Ölçeği” ve Üstüner (2009) tarafından geliştirilen “Öğretmenler için Örgütsel Bağlılık Ölçeği” yer almıştır. Verilerin analizinde SPSS 18 paket programı kullanılmıştır. Araştırmada betimsel istatistik analizleri, t testi, tek yönlü varyans analizi ve regresyon analizi yapılmıştır. Elde edilen bulgulara göre, öğretmenlerin işbirlikli müdür yönetim tarzı algı düzeyinin oldukça yüksek, otoriter müdür yönetim tarzı algı düzeyinin düşük, ilgisiz ve karşı koyucu müdür yönetim tarzları algı düzeyinin ise oldukça düşük düzeyde, içsel motivasyon algı düzeyinin oldukça yüksek ve örgütsel bağlılık algı düzeyinin yüksek düzeyde olduğu görülmüştür. Araştırmada ayrıca cinsiyet ve branş değişkenine göre anlamlı farklılık olduğu, kıdem değişkenine göre anlamlı farklılık olmadığı bulgusuna ulaşılmıştır. Araştırmada algılanan işbirlikli müdür yönetim tarzı ve içsel motivasyonu ile öğretmenlerin örgütsel bağlılığı arasında pozitif ve orta düzeyde anlamlı bir ilişki bulunmuş ve öğretmenlerin algılanan işbirlikli, otoriter, ilgisiz, karşı koyucu müdür yönetim tarzları ile içsel motivasyonun onların örgütsel bağlılığının anlamlı bir yordayıcısı olduğu belirlenmiştir.
... The data collection instrument for this study has been borrowed from several previous studies. For organizational commitment we have taken into account the scale of Mowday, Steers and Porter (1979). The employee empowerment was measured through the scale developed Men (2010). ...
Developing an environment which promotes the organizational commitment among employees is one of the most essential factors for sustainable organizational development. This may be argued, based on the literary evidences that committed employees can lead to higher organizational productivity. Organizational commitment has received impressive attention of researchers, however the studies on commitment among people in education sector in Pakistan yet to receive its due attention. The objective of this study is therefore, to explore the influences of working environment, employee empower-ment, training & development on organizational commitment among employees working in business schools in Karachi, Pakistan. The data were collected using close ended questionnaire from 346 employees both faculty and administrative staff. Convenient sampling technique is used to gather the data. The collected data were analyzed using Structural Equation Modeling (SEM). The results of the study indicate that all the factors significantly influence the organizational commitment. The results of this study are anticipated to be value addition in higher education policies.
... Mowday"s questionnaire was a measurement tool developed in 1979 to assign a value (and then assess that value) of an individual"s dedication and longevity within an organizational environment by calculating a numerical figure to assign with their expected "stay time" to said organization (Mowday, Porter, & Steers, 1979). Each question is answered of its own merit, and given a value using a Likert Scale. ...
... Bağlılık, amaçlar ve değerler de dahil olmak üzere, bireyin örgüte karşı genel bir tepkisini yansıtan, daha global bir kavramdır. Oysa, iş doyumu, çalışanların iş deneyimlerine bağlı olarak işlerine ve/veya işlerinin bazı yönlerine gösterdikleri tepkidir [29]. Đş doyumu-örgüte bağlılık ilişkisini inceleyen bazı çalışmalarda bağlılığın iş doyumuna yol açtığı [30]; diğer bazı çalışmalarda da iş doyumu ile bağlılık arasında karşılıklı ilişki olduğu öne sürülmektedir [31]. ...
... Mangers should be taken care of employees' well-being and give value to their contribution. Consequently, affective affection increases desire to be remains the part of the organization and always enthusiastic to give more efforts for fulfilment of organisational goals (Mowday et al. 1979, Abdullah 2011, Karim & Noor 2006. Salami and Omole (2005) found that organisational commitment is a key function of the various variables such as job satisfaction, motivation, decision making, organisational support, reward, better communication and leadership styles. ...
The main purpose of this study is to investigate reliability of the construct, determining the factors that influencing the level of teacher's commitment in Educational Institute and to examine the level of teacher's commitment. The analysis of the data by using Cronbach Alpha, which are used for check the reliability of the construct and Exploratory Factor Analysis is used for determining the factors. The population of this study includes 192 teachers worked in Educational Institute in Northern India. Self structured questionnaires were distributed for collecting the responses of the teachers. The finding of this study that required questionnaire is reliable for measuring the commitment level of teachers. After applying Exploratory Factor Analysis, there is two factors influence commitment level of teachers, one is Affective Commitment and second is Normative Commitment. This study concluded that commitment is really important for retaining employees in the organization and increases efficiency of employees. It improves student's performance and overall growth of the organization. All factors are positively correlated with each other. Normative commitment is most influencing factor as compare Affective commitment. The area of this research is limited and neither and nor classifying the Education Institute. Further research recommended with the comparison between public and private education institutions, study on single Educational Institution and explore with more statistical techniques.
... Elements of the form could be, for example, loyalty to the organisation, the willingness to work hard for the employer or the intent to stay with the company (Wells, Thelen & Ruark, 2007). In the same way, Mowday et al. (1979) consider it to be proven that commitment is correlated with a strong intrinsic motivation. Commitment develops as a result of an exchange-based relationship between individual and organisation (Mael & Ashforth, 1992), in which the employee perceives himself/herself and his/her company as two separate psychological units (Rousseau & Parks, 1993;Levinson, 1965). ...
This article should contribute to corporate communication theory by considering the mechanisms of distance communication (telecommuting) between mobile teleworkers and their organisation, as well as the role of a functional communication on both; the factual and relationship level in enhancing employee motivation. Despite its importance for organisations and leaders, there is considerable confusion about effects on motivation, associated with distance communication in the context of mobile telework. This article aims to provide a degree of clarity by identifying, analysing and discussing the main linkages to employee motivation found in general and relevant science literature, as well as scientific publications in common databases, to stimulate and provide directions for future research. Corporate communication and motivation literature, as well as scientific papers in this field has not yet adequately considered this concept. This may be due to confusion regarding to the definition of motivation, and to concerns about overlaps with related constructs such as engagement, organisational commitment, organisational identification or affiliation. This article closes the gap with an appropriate model, mirroring the found main concepts and enhancers of employee motivation as well as the associated communication effort on different "integration levels". The article discusses linkages between motivation and distance communication, which suggest research potential in the field of HR-Management and Organisational Development (OD). The study just as well encourages communicators in telework-teams, to consider effects of communication strategies and tactics. The aim of this analysis is also to inspire responsible person and departments to show up the communication needs of employees in mobile telework. This conceptual article provides an overview of motivation and communication theory literature, aiming to identify the main aspects for motivated employees. It suggests motivation as a hierarchical psychological state on different levels, of how strong employees in mobile telework are linked to and integrated into their organisation, against the background of distance communication.
... The extent to which organizational members are committed to the organization plays an important role in their behavior at the workplace (Meyer & Allen, 1991). In scholarly literature, commitment is commonly conceptualized as identification with the organization and the belief in or acceptance of organizational goals (Mowday et al., 1979;Pool & Pool, 2007;Porter et al., 1974). From the definition of what constitutes a work team, commitment highlights the extent to which team members see themselves as embedded within the larger organizational system. ...
While entrepreneurial orientation (EO) has traditionally been defined and operationalized as a firm-level phenomenon, recent studies extended the construct to the individual-level (IEO). We theorize how teams might draw on the EO of their individual members, forming what we call Team EO, and pose that EO will manifest in corollary attitudes and behaviors among employees to enable its organizational pervasiveness. Building on social exchange theory, theories of organizational citizenship and extra-role behavior, we conceive and explore how risk-taking, proactiveness, and innovativeness within a team, in conjunction with its trust in the manager and commitment to company goals, affect performance. Results from an fsQCA analysis with 71 teams from a large service-sector company show that proactiveness and innovativeness serve as substitutes and need to be combined with a commitment to company goals to achieve high performance.
... Eslami dan Gharakhani (2012) berpendapat bahwa komitmen sebagai peraturan yang berusaha menjelaskan konsistensi yang melibatkan sikap, nilai-nilai, perilaku dan melibatkan pilihan perilaku. Beberapa penelitian menunjukkan bahwa karyawan yang berkomitmen memiliki keyakinan yang lebih kuat untuk menerima tujuan dan nilai-nilai organisasi, menyatakan keinginan yang lebih besar untuk mengerahkan upaya atas nama organisasi, dan memiliki keinginan yang lebih kuat untuk mempertahankan keanggotaan organisasi (Kanter, 1989;Sheldon, 1971;Mowday et al., 1979;Mowday et al., 1982;Legge, 1995) sehingga karyawan yang berkomitmen terhadap organisasi lebih cenderung bekerja secara stabil dan produktif. ...
Tujuan dari penelitian ini, yaitu untuk menganalisis dan mengetahui pengaruh profesionalisme, motivasi berprestasi, komitmen organisasi terhadap intensi berwirausaha karyawan. Populasi pada penelitian ini, yaitu karyawan yang bekerja di departemen keuangan. Responden pada penelitian ini ada 100 responden yang ada di beberapa perusahaan di kota Surabaya, Sidoarjo, Gresik, Mojokerto dan Malang yang diambil berdasarkan teknik purposive sampling. Alat analisis yang digunakan, yaitu regresi linear berganda dengan program SPSS versi 25. Hasil penelitian menunjukkan bahwa (1) profesionalisme berpengaruh positif signifikan terhadap intensi berwirausaha karyawan; (2) motivasi berprestasi berpengaruh positif signifikan terhadap intensi berwirausaha karyawan; komitmen organisasi berpengaruh positif signifikan terhadap intensi berwirausaha karyawan.
... Penelitian Mowday (1979) dalam Kusuma (2013) menyatakan bahwa komitmen organisasi menunjukkan dukungan yang cukup kuat terhadap nilai dan sasaran organisasi yang ingin dicapai. Komitmen Satuan Kerja, merupakan hal Determinan Efektivitas Penerapan... yang penting dalam menerapkan penerapan suatu sistem dalam suatu organisasi. ...
The purpose of this study is done to determine the level of work units, central governmentsupport, guidance SAKIP evaluation of implementation, and quality and quantity of humanresources of the effectiveness of the implementation of SAKIP. This research is quantitativeresearch, collected by survey through questionnaires. The sample consisted of employees amountedby 110 respondents. This study sampling technique using non-probability sampling with saturated samples (sampling census). The results showed that the working unit commitment andthe quality and quantity of human resources affect the effectiveness of SAKIP, while the centralgovernment support and evaluation guidelines on the implementation SAKIP have no influenceon the effectiveness of SAKIP.Ke ywords: Effectiveness SAKIP Implementation, Government Agencies Performance Accountability System, Employees
... Affective Commitment is measured using the organizational commitment questionnaire (OCQ) developed by Mowday, Steers, and Porter (1979) with a total of 10 items. Examples of statements on a scale are, "I am focused on achieving my next task." ...
... The items included in the questionnaire are adopted from related research studies (Ashmos & Duchon, 2000;Janssen, 2000;Leiter, Harvie & Frizell, 1998;Mowday, Steers & Porter, 1979;Scott & Bruce, 1994). This helped the researcher to ensure the reliability of the tool. ...
The purpose of this paper is to identify the traits of destructive leadership as experienced in an educational setting and investigate its impact on teachers' performance in terms of their commitment to work, the perceived meaningfulness of their work and their innovative behavior. A total of 90 Pakistani teachers from elementary schools in public and private sectors took part in this cross-sectional study. The data was collected through an online questionnaire and analyzed quantitatively to establish correlation between the identified variables of this study. Results of the study show that toxic leadership, bullying, abusive supervision and narcissistic attitude show as the traits of destructive leadership in some of the educational settings in Pakistan. Furthermore, these destructive leadership traits have a significant negative impact on teachers' commitment to work. However, the nature of this service industry and teachers' passion towards their work could explain how destructive leadership has not been able to effect teachers' perceived meaningfulness of their work and their innovative behavior. This study contributes to the scarce knowledge of how traits of destructive forms of leadership show in educational settings in Pakistan and effects of destructive leadership on different aspects of teachers' performance at work.
... Employees' commitment can be defined as the degree to which the employee feels devoted to their organization (Akintayo, 2010). It is also stated as the degree of identification and involvement that individuals have with their organization's mission, values and goals (Mowday, 1979). This definition is focusing on more attachment and devotion of the employees with the overall organizational practice and culture. ...
This paper endeavors to examine the relationship between occupational health and safety measures on employees’ commitment in Bangladeshi RMG sector. In pursuance of this examination sufficient data were collected about a sample of 20 Bangladeshi RMG Companies and evaluated duly using regressions analysis. The results reveal that an occupational health and safety measure has a statistically significant and strong positive relationship with employees’ commitment in Bangladeshi RMG sector. The present study contributes to the existing stock of knowledge by examining the impact of health and safety measures on employees’ commitment in the context of an emerging economy such as Bangladesh.
... Οργανωσιακή αφοσίωση Η οργανωσιακή αφοσίωση στην παρούσα εργασία θεάται, ως ο βαθμός ταύτισης του ατόμου με τον οργανισμό και συμμετοχής σε αυτόν. Η αφοσίωση χαρακτηρίζεται από ισχυρή πίστη και αποδοχή των οργανωσιακών στόχων και αξιών, προθυμία καταβολής υπέρμετρης προσπάθειας για τον οργανισμό και υψηλή διάθεση παραμονής σε αυτόν (Mowday, Steers, & Porter, 1979). ...
Η ύπαρξη οργανωσιακών συγκρούσεων στο χώρο του σχολείου αποτελεί μία πραγματικότητα. Η παρούσα έρευνα σε 210 εκπαιδευτικούς δευτεροβάθμιας εκπαίδευσης, εστιάζει το ενδιαφέρον της στη διερεύνηση των επιλεγόμενων στρατηγικών διαχείρισης συγκρούσεων των εκπαιδευτικών με την διεύθυνση του σχολείου και πως αυτές σχετίζονται, με την επιδεικνυόμενη ηγετική συμπεριφορά της διεύθυνσης και την οργανωσιακή αφοσίωση των εκπαιδευτικών. Οι τρεις συνεργατικές στρατηγικές διαχείρισης συγκρούσεων (ενσωμάτωση, συγκατάβαση, συμβιβασμός) συσχετίζονται θετικά με την υποστηρικτική συμπεριφορά της διεύθυνσης και την οργανωσιακή αφοσίωση και αρνητικά με την περιοριστική. Διαφαίνεται η σημασία της υιοθέτησης υποστηρικτικής ηγετικής συμπεριφοράς από μέρους της διεύθυνσης του σχολείου, σε σχέση με την επιλογή συνεργατικών στρατηγικών διαχείρισης συγκρούσεων από τους εκπαιδευτικούς, καθώς και της αποφυγής της περιοριστικής συμπεριφοράς, καθότι συσχετίζεται αρνητικά με την επιλογή συνεργατικών στρατηγικών. Τέλος, η χρησιμοποίηση της κατευθυντικής ηγετικής συμπεριφοράς προβληματίζει, καθότι συσχετίζεται θετικά με την υιοθέτηση της επιβολής.
... Most of the organisational commitment research concentrate on an organization's emotional attachment and commitment to organisational principles. according to [45] describe OC as Relative strength of the identity and participation of an employee in a specific organization, defined by three variables (1)Strong confidence and understanding of the objectives and principles of the organization ;(2)A readiness on behalf of the organization to make significant efforts ;(3)A great desire to preserve organizational membership. the principle of OC relates to an individual's readiness to contribute to an organization's success, allegiance and engagement to achieve its objectives and not only offering the utmost to the organization but also acting as an obstacle to the organization's leaving [42].conceptualize it as an organisational model consisting of three parts: (a)Affective, (emotional connection and organizational identity) which refer to the employees' readiness to engage their egos with the organization activities due there is a mutual ground in organization values [2]. ...
Organizational commitment has been acknowledged as a psychological state describing the connection between an employee and his or her organization, and this state means the choice to proceed or discontinue participation in an organization. However, limited studies have been conducted in bank sector to examine the impact of organizational justice on organizational commitment, especially in Middle East countries. Purpose: of this study to examine the impact of organizational justice on organizational commitment among employee bank. Methodology: The study conducted in Trade Bank of Iraq, Baghdad. data collection tool by questionnaire. 177 valid questionnaires have been analyzed by SPSS software. Main Findings: showed that all the three components of organizational justice, namely; distributive justice, Procedural justice and Interactional justice has a positive and significant impact on organizational commitment among bank employees. Implications/Applications: The research is useful to banks that face decreased their employees ' commitment and, make the banks less fear of decreasing employee allegiance to the bank and, on the other, allow it to accomplish its objectives effectively and efficiently. Originality/Novelty: This study contributes to enrich the body of knowledge in Middle East countries particularly in Iraq and bank sector by examining the impact of organizational justice on organizational commitment.
This study aims to prove and analyze the Effect of leadership style, nurse performance, organizational commitment and job satisfaction of nurses at Dr. Hospital. Drajad Prawira Negara Attack Banten Indonesia. to prove a causal relationship between the independent variables. , intermediate variable, and dependent variable. The population in this study was a total sampling of 280 nurses and nursing managers. While the data collection technique is through a questionnaire. The data were processed and analyzed using SmartPLS 3.0. The model was tested using structural equation modeling (SEM) analysis. The results showed that: 1). Transformational and transactional leadership styles have a significant effect on nurse job satisfaction 2). Nurses' work performance has a significant effect on the quality of nurses' work 3). Organizational commitment has no significant effect on nurse job satisfaction. 4). Nurse performance has a significant effect on job satisfaction of among nurses at Hospital Dr. Drajad Prawira Negara Serang Banten Indonesia.
Purpose: Marginality and isolation have been found to negatively impact physical educators. Despite a significant body of research, few studies have included important personal attributes like teacher emotions. The purpose of this study was to examine relationships of teacher marginality, isolation, and emotions (enjoyment, anger, and anxiety) with intrapersonal job beliefs (turnover intention, perceived accomplishment, and organizational commitment). Methods: Physical educators (N = 227; 51% Female) from the US participated in the study. Results: Experienced teachers reported higher enjoyment, those with less experience reported more anger, and teachers in urban and secondary schools reported higher turnover intention. Hierarchical regression showed emotions add significant variance in relationships with job beliefs, and the interaction between marginality and emotions may help explain teacher perceptions and agency. Discussion/Conclusion: Marginality and teacher emotions, together, impact teacher well-being and job beliefs. Emotions warrant further investigation and may provide mechanisms to understand reactions to marginality and coping.
Primarily due to the importance of organizational commitment for both employees and employers, over the last few decades, the model of antecedents has continued to attract researchers. Hence, in this paper, the authors aim to build a model of antecedents to strengthen organizational commitment. In this study, the authors reviewed six main concepts and then applied the quantitative methods to research. The findings show that the three most prominent factors positively affecting organizational commitment are intrinsic motivation, extrinsic motivation, and organizational identification. This model will facilitate leaders to make plans of action to design suitable and efficient policies for motivating employees to increase their job performance and be more committed to their organization.
Employees are very valuable resource of any organization and especially the committed employees. Thus, exploring organizational commitment and its correlates is of immense importance. Current study attempts to explore the relationship between organizational commitment and self efficacy and the moderating effect of gender role orientation. Results showed a positive correlation between organizational commitment and self efficacy. Regression analysis indicated gender role orientation along with self efficacy to be the strongest predictor of organizational commitment among employees.
This research was to examined about: (1) the effect of CSR implementation to organizational commitment, and (2) the role of ICSR to moderate the effect of CSR implementation to organizational commitment. This research method used is descriptive and sensus. From 36 respondents (CV. Kebun Raya Indonesia-Yogyakarta). Data collection techniques among other things by distributing a questionnaire (questionnaire), interviews, observation, and participatory model use Focus Discussion Group. Data collection tool in the form of questionnaire and FGD. Analysis hypothesis using regression analysis with Baron and Kenny's Model. Based on research results, it can be concluded that there was direct effect of CSR to organizational commitment. Beside that, ICSR as moderate variable on the effect of CSR to organizational commitment
Key Words: CSR, commitment organization, ICSR, participatory model, FGD
Tujuan penelitian ini adalah: 1) Untuk mengetahui pengaruh masa kerja terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal, 2) untuk mengetahui pengaruh kepuasan kerja terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal dan untuk mengetahui pengaruh lingkungan kerja terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal. Hipotesis penelitian adalah variabel masa kerja berpengaruh signifikan terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal, variabel kepuasan kerja berpengaruh signifikan terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal dan variabel lingkungan kerja berpengaruh terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal. Populasi dari penelitian ini adalah karyawan pada PT. Lingga Tiga Sawit Sigambal. Jumlah populasinya adalah sebanyak 39 responden. Hasil penelitian menunjukkan bahwa: 1) masa kerja berpengaruh positif dan signifikan terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal, kepuasan kerja berpengaruh positif dan signifikan terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal dan lingkungan kerja berpengaruh positif dan signifikan terhadap komitmen organisasi pada PT. Lingga Tiga Sawit Sigambal. Kata kunci: Masa kerja, Kepuasan kerja, Lingkungan kerja, Komitmen organisasi
This study aims to examine the effect of strategic leadership, organizational culture, and learning organizations on organizational performance through good corporate governance. This study used 100 leaders at AIA Financial in the East Indonesia region. The test method is carried out to test the seven hypotheses formulated in this study using partial least square. The results of the study show that the three strategic leadership variables, organizational culture, and learning organizations have a significant effect on good corporate governance. Further testing then found that strategic leadership had no significant effect on organizational performance. However, organizational culture, learning organizations, and good corporate governance have a significant effect on organizational performance.
Örgütsel bağlılığın, araştırma görevlilerinin verimliliği, performansı ve iş tatmini gibi iş çıktıları üzerinde önemli etkilere sahip olduğu düşünülmektedir Bu sebeple çalışmanın amacı, araştırma görevlilerinin örgütsel destek algıları ve örgütsel bağlılık düzeyleri arasındaki ilişki ve bu iki kavram arasındaki ilişkide araştırma görev-lileri ve danışmanları arasındaki iletişimin aracılık etkisini incelemektir. Böyle bir ilişkinin test edilmesi için Baron ve Kenny’ nin aracılık (mediation) analiz modeli kullanıl-mıştır. Örneklem olarak devlet üniversitesinde ki 225 araştırma görevlisi seçilmiştir. Veri toplama aracı olarak ise anket yöntemi seçilmiştir. Bu çalışmanın analizin bulguları ise, araştırma görevlilerinin örgütsel bağlılıkları ile örgütsel destek algıları arasında anlamlı ve pozitif bir ilişkinin olduğunu, lider-üye etkileşiminin bu ilişkide kısmi aracılık etkisi gösterdiğini ortaya koymuştur.
Organizational commitment is thought to have important impacts on the work outcomes of research assistants such as efficiency, performance and job satisfaction. Therefore, the aim of the study is to investigate the relationship between research assistants' organizational support perceptions and organizational commitment levels and the relationship between research assistants and consultants in the relationship between these two concepts. The mediation analysis model of Baron and Kenny was used to test such a relationship. As a sample, 225 research assistants at the state university were selected. The survey method was chosen as a data collection tool. The findings of this study show that there is a significant and positive relationship between the organizational commitment of the research assistants and their perceptions of organizational support, and the interaction between leader and member shows a partial mediating effect in this relationship.
Bu çalışmada bir üniversite hastanesinde görev yapan hemşirelerin iş güçlüğünü oluşturan faktörler ve bu faktörlerin iş doyumu ve örgütsel bağlılık düzeyi üzerindeki etkisi belirlenmeye çalışılmıştır. İş güçlüğü faktörleri temel bileşenler analizi ve varimax yöntemiyle; iş güçlüğü faktörlerinin iş doyumu ve örgütsel bağlılık düzeyi üzerindeki etkisi stepwise regresyon analiziyle belirlenmiştir. Temel bileşenler ve varimax analizi sonucunda iş güçlüğünü oluşturan 32 madde özdeğeri 1’den büyük olan 10 faktör altında toplanmıştır. Temel bileşenler ve varimax analizi sonucunda belirlenen bu 10 faktör toplam varyansın .6968’ini açıklamıştır. Stepwise regresyon analizine göre; iş güçlüğü faktörlerinin iş doyumu ve örgütsel bağlılık düzeyi üzerindeki etkisinin negatif yönlü olduğu saptanmıştır
The study aims to test and analyze organizational commitments of employees that are influenced by distributive and procedural justice in Surabaya. This study is included in the type of research survey used for explanation or confirmatory intent, or also called research for hypothesis testing i.e. to explain the influence of inter-variable or causal relationship between variables through Hypothesis testing. The sample of this study amounted to 100-200 respondents consisting of creative industry employees in Surabaya. The sampling technique on this study was done by proportional method of random sampling. Data is obtained through the dissemination and re-collection of questionnaires and then analyzed by using SEM. The purpose of the research is to identify the organizational commitment of employees who are the distributive and procedural justice influenced in Surabaya obtained through research by making model designs. The relationship model of the researched variables results in a distributive and procedural justice that has an important link to organizational commitments. The results of this study also have significant for distributive and procedural justice so that the organizational commitment of employees in Surabaya is optimal.
Herramienta que ofrece a las empresas catalanas una visión general de la dinámica de la conciliación de la vida laboral y personal. También una recopilación de experiencias concretas que ayudan a crear e implementar cambios en la organización y la gestión del tiempo de trabajo.
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