Gotowe bibliografie tematyczne / Employee commitment

Gotowa bibliografia na temat „Employee commitment”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 20 lutego 2023

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Artykuły w czasopismach na temat "Employee commitment"

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OBENG, ANTHONY FRANK, PRINCE EWUDZIE QUANSAH, ERIC COBBINAH i STEPHEN ABIAM DANSO. "Organizational Climate and Employee Performance: Examining the Mediating Role of Organizational Commitment and Moderating Role of Perceived Organizational Support". International Journal of Human Resource Studies 10, nr 3 (31.08.2020): 238. http://dx.doi.org/10.5296/ijhrs.v10i3.17395.

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Engaging employees and being supportive in enhancing their well-being in an organization is very paramount. Past studies show that these practices and policies are beneficial to the commitment level of the employer and the employee in the attainment of employee performance. This study was then conceptualized to examine the moderating effect of perceived organizational support on the relationships between organizational climate and organizational commitment and organizational commitment and employee performance. Also, the mediating effect of organizational commitment in the relationship between organizational climate and employee performance. Drawing on employees from the power generation companies in Ghana, a systematic sampling method was employed in choosing 371 respondents for the study. Hierarchical regression in SPSS software (version 23) was employed to analyze the hypotheses. It was observed that organizational commitment partially mediated the relationship between organizational climate and employee performance. However, perceived organizational support had no moderation effect on the relationship between organizational climate and organizational commitment. Furthermore, perceived organizational support had no moderation effect on the relationship between organizational commitment and employee performance. These results suggest that with an effective organizational climate, organizational support does little to strengthen or weaken employee performance. The practical implication is also discussed.
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Puspita, Theresia Yunie. "PENGARUH PERSEPSI KARAKTERISTIK PEKERJAAN DAN DUKUNGAN ORGANISASI TERHADAP OCB DENGAN MEDIASI KOMITMEN PERTUMBUHAN DAN NORMATIF KARYAWAN". Jurnal Sosial dan Teknologi Terapan AMATA 1, nr 1 (23.02.2022): 25–32. http://dx.doi.org/10.55334/epic.v1i1.195.

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This research aims to determine the effect of perceptions of job characteristics and organizational support for OCB by mediating growth commitment and normative commitment of employees in the Engineering Division at PT. Adya Graha Surabaya. This research uses a quantitative approach that focuses more on hypothesis testing, while the data analysis technique uses path analysis, which looks at the relationship between job characteristics and organizational support felt by employees towards OCB through mediating growth commitments and employee normative commitments. The research findings indicate that perceived job characteristics significantly influence employee growth commitments, and employee growth commitments have a significant relationship with OCB, and also indicate that perceived job characteristics significantly influence OCB by mediating employee growth commitments. The results also show that perceived organizational support significantly influences employees' normative commitment, and normative commitment significantly influences OCB.
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MUELLER, CHARLES W., JEAN E. WALLACE i JAMES L. PRICE. "Employee Commitment". Work and Occupations 19, nr 3 (sierpień 1992): 211–36. http://dx.doi.org/10.1177/0730888492019003001.

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DeCotiis, Thomas A., i J. Michael Jenkins. "Employee Commitment". Cornell Hotel and Restaurant Administration Quarterly 26, nr 4 (luty 1986): 70–75. http://dx.doi.org/10.1177/001088048602600419.

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Muhyi, Herwan Abdul. "THE INFLUENCE OF ORGANIZATIONAL CULTURE AND ORGANIZATIONAL COMMITMENT ON EMPLOYEE PERFORMANCE (Study in PT Pelayaran Samudera Selatan Jakarta)". Strategic : Jurnal Pendidikan Manajemen Bisnis 10, nr 2 (13.09.2010): 1. http://dx.doi.org/10.17509/strategic.v10i2.1081.

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Organizational culture and organizational commitment are the two factors that related to unoptimal employee performance The purpose of this research is to know, firstl; the implementation of organizational culture,organizational commitment, employee performance; and secondly, the influence of organizational culture and organizational commitment on the employee performancet. Variables of this research consist of organizational culture (X1), organizational commitment with subvariables; affective commitment (X2), continuance commitmen (X3), normative commitment (X4). and employee performance (Y).This research use explanatory method to explain causal relation among variables through hipotetical assessment. The population of the research is all employees worked in PT Pelayaran Samudera Selatan Jakarta. All of the employees became respondens of this research. The indicators of organizational culture are based on the Stephen Robbins Theory, organizational commitment indicators adoptedfrom Meyer and Allen Theory, and employee performance based on Bernardin and Russel theory. Generally, it is found that the perception to organizational culture, organizational commitment and employee performance of PT pelayaran Samudera Selatan can be categorized as good. From the path analyses, it is found that the organizational culture and organizational commitment has a strong positive impact either partially or simultancy on the employee performance.
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Hidayati, Elly Wahyu, Achmad Sani Supriyanto i Vivin Maharani Ekowati. "Work Commitment as A Mediator of Work Environment Effect on Employee Performance". Management and Economic Journal (MEC-J) 5, nr 1 (26.04.2021): 59–66. http://dx.doi.org/10.18860/mec-j.v5i1.11421.

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This study aims to examine the effect of work environment on work commitments, work commitment on employee performance, and work commitment as a mediator of work environment influence on employee performance. The samples are 43 KPPN employees in Malang. Data are collected directly from the respondents through questionnaires and analyzed with path analysis using SPSS software. The result shows that work environment has a positive and significant influence on work commitment, and work commitment also has a positive and significant effect on employee performance. Therefore, work commitment proves to be a mediating variable.
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Anindita, Rina, i Adventia Emilia Seda. "How employee engagement mediates the influence of individual factors toward organizational commitment". Problems and Perspectives in Management 16, nr 1 (15.03.2018): 276–83. http://dx.doi.org/10.21511/ppm.16(1).2018.27.

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Employee engagement affects the Employer Commitment which has influence on the expression desired by someone in relation to their professional attitude, connecting the work with personal life for psychological, cognitive, emotional, and their personal feelings as a whole, so that employees engagement towards a company will drive the employees’ performance. This is proved by the previous studies, but they have not included individual factors as the force that forms employee engagement or organizational commitment, specifically because seeing how the consequences of employee engagement produced. In this study, the authors consider the influence of individual factors towards organizational commitment mediated by employee engagement, which distinguishes this study from the previous ones. The objectives of this study are: first, to discover how individual factors affect employee engagement; second, to find out how employee engagement affects Organizational Commitment of employees; Third, to discover how individual factors affect organizational commitment. This study is conducted among the respondents all of whom are employees within MICE industry in Indonesia using questionnaire. Data analysis in was performed this study using Structural Equation Modeling (SEM) method. The results of this study show that high individual factors will form high employee engagement, high employee engagement will form high organizational commitment, and high individual factors will form high organizational commitment. In this study, it is found that there is an influence of individual factors towards organizational commitment mediated by employee engagement.
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Yamin, Ahmad Hudi, i Setiyawan Setiyawan. "The Influence of Leader Behaviour, Work Atmosphere, and Job Satisfaction on Employee Commitments in the Secretariat of the Regional House of Representatives". International Journal of Research and Scientific Innovation 09, nr 05 (2022): 30–35. http://dx.doi.org/10.51244/ijrsi.2022.9503.

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The success of the organization is determined by its employees’ commitments. Employees with a strong affective commitment are motivated to achieve greater levels of job performance and make meaningful contributions to the firm. This study focused on the effect of leader behavior, work atmosphere, and job satisfaction on employee commitment in the secretariat of the regional House of Representatives in Pasuruan, East Java, Indonesia. This study is quantitative approach and using explanatory research. Sample of this study is 28 employees. This research aims to analyze the partial and simultaneous influence as well as determine the dominant variable that influence the commitment of employees of the Secretariat of the Regional Representative Council of Pasuruan Regency. Based on this study, the conclusion obtained is that the normality test results are known that the data is distributed normally. This study found that leader behavior, work atmosphere, and job satisfaction simultaneously influence the employee commitment. Partially, only job satisfaction that influence the employee commitment. Both leader behavior and work atmosphere don’t have effect on employee commitment. This study also found that job satisfaction as a dominant variable that influence employee commitment.
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Radosavljevic, Zivota, Vesna Cilerdzic i Milan Dragic. "Employee organizational commitment". International Review, nr 1-2 (2017): 18–26. http://dx.doi.org/10.5937/intrev1702018r.

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Aziz, Hassan Mahmood, Baban Jabbar Othman, Bayar Gardi, Shahla Ali Ahmed, Bawan Yassin Sabir, Nechirwan Burhan Ismael, Pshdar Abdalla Hamza, Sarhang Sorguli, Bayad Jamal Ali i Govand Anwar. "Employee Commitment: The Relationship between Employee Commitment And Job Satisfaction". Journal of Humanities and Education Development 3, nr 3 (2021): 54–66. http://dx.doi.org/10.22161/jhed.3.3.6.

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Rozprawy doktorskie na temat "Employee commitment"

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Crome, David. "Developing employee commitment to create committed employees". Thesis, Anglia Ruskin University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.400602.

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Lloyd, David. "Improving employee commitment". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0016/MQ47756.pdf.

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Beck, Karen. "The development of affective organisational commitment /". Title page, contents and summary only, 1997. http://web4.library.adelaide.edu.au/theses/09PH/09phb3933.pdf.

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Taing, Meng Uoy. "Employee Commitment: The Combined Effects of Bases and Foci". [Tampa, Fla] : University of South Florida, 2009. http://purl.fcla.edu/usf/dc/et/SFE0002893.

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Sucharski, Ivan Laars. "Influencing employees' generalization of support and commitment from supervisor to organization". Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file, 191 p, 2007. http://proquest.umi.com/pqdweb?did=1253510051&sid=2&Fmt=2&clientId=8331&RQT=309&VName=PQD.

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Lee, Wing-yee Angela. "A study of organizational commitment of IT professionals /". Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14724170.

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Paz, Jonathan. "Effective Strategies to Increase Employee Commitment and Reduce Employee Turnover". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7323.

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Organizational leaders know that employee turnover negatively impacts an organization's finances and can be a result of a lack of employee commitment. Guided by Yukl's flexible leadership theory, this single case study was used to explore strategies that senior leaders have used to increase employee commitment and reduce employee turnover. Vice presidents and directors from a U.S. Fortune 500 financial firm in New Jersey participated in semistructured interviews. The 5 participants have implemented effective strategies to increase employee commitment and reduce employee turnover. Data collection comprised face-to-face interviews, review of company documentation, external website content, and member checking to explore effective strategies to increase employee commitment and reduce employee turnover. Data analysis involved organizing information and data and coding it appropriately corresponding to a 5-step data analysis process. Using thematic coding, data were organized into topics based on the conceptual framework of flexible leadership theory. Three primary themes emerged from data analysis: effective and truthful communication, effective leadership and feedback, and improving organizational atmosphere and work environment. Leaders can implement effective employee commitment strategies for increased trust and motivation to enhance productivity and performance in an organization and stimulate the economy. The implications of this study for positive social change include the potential to increase job satisfaction and reduce the unemployment rate.
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Shepherd, Jeryl Lynne. "Employee commitment after change at work". Thesis, University of Bedfordshire, 1999. http://hdl.handle.net/10547/338907.

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Human resource management advocates consider that obtaining employees' affective commitment to the organisation is an important objective. A key part of this concept is concerned with employees' identification with organisational goals and values. Recent research however, indicates that employers want employees to maintain their commitment levels even though organisations are undergoing periods ofextensive change that impact on many aspects of these goals and values. In the literature, employee commitment is regarded as a stable construct that nothing seems to alter. Despite this, there is increasing evidence to suggest that commitment may change if something in the organisation changes. To date, little research has sought to measure the impact of organisational changes on employee commitment. This study seeks to find out if commitment is altered by organisational changes or if commitment remains constant after the implementation of change. It also examines the impact of a range ofvariables on employees' commitment levels not previously addressed in the literature. The study adopted a cross sectional design. Data was collected by use of both quantitative techniques, (incorporating the British Organisational Commitment Scale or BOCS) and qualitative approaches, in three organisations located in the South East of England. An evaluation of the BOCS' reliability and dimensionality was carried out. In contrast to the literature, an eight item scale was shown to be superior, providing the best fit to the data. BOCS was found to comprise two distinct, but related components, hence the measure is considered bi-dimensional. The study makes several contributions to the literature. In particular, the: process of change (i.e. strategy used by each organisation to elicit organisational changes); antecedents to commitment (i.e. personal and work related variables); extent to which changes are experienced and content of change (i.e. the changes themselves) are all shown to affect the outcomes for individuals' commitment after periods of change in the organisation. Of the changes examined, almost all lead to increased levels ofemployees' self reported commitment. This challenges the claims that suggest commitment is stable and unchangeable. The study also revealed a number of factors lead to increased commitment amongst the workforce after change. These represent employee perceptions of change. Researchers and practitioners will need to focus on these issues in the future when considering commitment if they are to safeguard it after changes in the workplace.
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Johnson, Catherine. "EMPLOYEE MOTIVATION: A COMPARISON OF TIPPED AND NON-TIPPED HOURLY RESTAURANT EMPLOYEES". Master's thesis, University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2981.

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Employee motivation shall be defined by Robbins (as cited in Ramlall, 2004) as: "the willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need." To engage in the practice of motivating employees, employers must understand the unsatisfied needs of each of the employee groups. This study desires to provide practitioners in the restaurant industry the ability to recognize motivators for these different employment groups and their relationship to organizational commitment. The restaurant industry consists of two types of employees: salaried and hourly. This study focuses on hourly employees, and their subdivision: tipped employees. For the purpose of this research hourly employees shall be defined as employees that depend on their hourly wage as their main source of income and tipped employees shall be defined as employees that depend on the receipt of tips as their main source of income. The purpose of this study desires to provide practitioners in the restaurant industry a comparison and analysis of employee motivation between the two employment groups and their level of organizational commitment. After formulating a thorough research review, a questionnaire instrument was assembled. The sample for this study was a convenience sample consisting of 104 restaurant hourly tipped and non-tipped, front of the house personnel employed in a single branded, national restaurant chain located in the metropolitan area of Orlando, Florida. The research instrument was a survey questionnaire instrument comprised of three sections: 1.) twelve motivational factors derived from Kovach (1995), 2.) nine questions from the reduced OCQ from Mowday, Steers, and Porter (1979), and a section concerning demographic information of gender, age, race, education level, marital status, job type and tenure in the industry. Results from the study revealed that firstly, all of the employees in this thesis study felt that management loyalty was the most important motivating factor; secondly, intrinsic motivation factors were more important to non-tipped hourly employees; thirdly, gender had a strong influence in half of the motivating factors; fourthly, promotion and career development was found to be more important to non-tipped employees; lastly, overall mostly medium positive relationships were found between employee motivation and organizational commitment. Implications, limitations, and suggestions for future research are discussed in the final chapter.
M.S.
Rosen College of Hospitality Management
Hospitality and Tourism Management
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Jones, Rebecca. "The Relationship of Employee Engagement and Employee Job Satisfaction to Organizational Commitment". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4860.

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Business leaders in the accounting/auditing profession have limited knowledge of how employee engagement, employee job satisfaction, and organizational commitment relate to each other. The role of engaged, satisfied, and committed employees is important as globalization allows for unprecedented talent mobility. The purpose of this quantitative correlational study was to examine the relationship between employee engagement, employee job satisfaction, and organizational commitment. The theoretical framework incorporated Emerson's social exchange theory and Bakker and Demerouti's job demands-resource theory. The sample included 82 out of 295 members of the Northeast Chapter of the New York State Society of CPAs who work in Albany County, New York. The sample was recruited through a nonrandom purposive sampling method. There is significant association measured between employee engagement and employee job satisfaction (r = .717, p < .001). Additionally, there is a significant association between employee engagement and organizational commitment (r = .702, p < .001). Based on the analysis, there is a significant association between employee job satisfaction and organizational commitment (r = .853, p < .001). The regression model showed that employee engagement and employee job satisfaction, when taken together, were significant predictors of organizational commitment (F(2, 79) = 115.112, p < .0005, R2 = .745). The implications for positive social change include strategies geared towards increasing engagement and job satisfaction, which in turn influences organizational commitment, resulting in a highly productive workforce and increased profitability.
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Książki na temat "Employee commitment"

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White, Geoff. Employee commitment. London: Work Research Unit, 1987.

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System, Great Britain Work Research Unit Information. Employee commitment. London: Work Research Unit, 1987.

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White, G. C. Employee commitment. London: Work Research Unit, 1987.

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Gallie, Duncan. Employee commitment and the skills revolution. London: PSI Publishing, 1993.

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Bird, Frank E. Commitment. Loganville, Ga: Institute Pub., 1991.

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Whitten, Neal. Becoming an indispensable employee in a disposable world. Amsterdam: Pfeiffer, 1995.

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Kiran, Tawadey, red. Mission and business philosophy: Winning employee commitment. Hailey Court, Jordan Hill, Oxford: Heinemann Professional Pub., 1990.

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Whitten, Neal. Becoming an indispensable employee in a disposable world. Englewood, N.J: Prentice Hall, 1995.

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Zin, Razali Mat. Participation and commitment among Malaysian professionals. Bangi: Penerbit Universiti Kebangsaan Malaysia, 1998.

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Kuczmarski, Susan Smith. Values-based leadership: Rebuilding employee commitment, performance, and productivity. Englewood Cliffs: Prentice Hall, 1995.

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Części książek na temat "Employee commitment"

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Kinley, Nik, i Shlomo Ben-Hur. "Intrinsic Motivation: The Science of Commitment". W Changing Employee Behavior, 35–58. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137449566_3.

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Bugbee, P. L., i D. J. Davis. "Employee Commitment: The Elusive Edge". W Bottom Line Results from Strategic Human Resource Planning, 219–31. Boston, MA: Springer US, 1991. http://dx.doi.org/10.1007/978-1-4757-9539-4_17.

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Meyer, John P., Elyse R. Maltin i Sabrina P. C. Thai. "Employee Commitment and Well-Being". W Contemporary Occupational Health Psychology, 19–35. Chichester, UK: John Wiley & Sons, Ltd, 2012. http://dx.doi.org/10.1002/9781119942849.ch2.

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Putra, Habibi Mardika, Yeni Absah i Sugih Arto Pujangkoro. "The Influence of Competence, Organizational Commitment, Training & Development on Employee Performance in Pondok Pesantren Modern Al Hasyimiyah Tebing Tinggi". W Proceedings of the 19th International Symposium on Management (INSYMA 2022), 607–17. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_77.

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AbstractHuman resource management views every employee in an organization as the most valuable asset. Every employee who works in an institution or company should improve skills and maintain organizational commitments to improve superior competitiveness. Measurements of employee performance need to be done in order to know the performance achievement results. This research phenomenon sees that employee performance can be improved by applying competence, education, continuous training, and organization. This research aims to test the performance factors of employees who are influenced by competence, education, training, and organizational commitment. Using purposive sampling techniques, the study was conducted on 65 people consisting of 45 teachers and 20 staff. The study results show that competence increase employee performance in “Pondok Pesantren (Islamic Boarding School) Modern Al-Hasyimiyah Tebing Tinggi”. Organizational commitment encourage employee performance in “Pondok Pesantren Modern Al-Hasyimiyah Tebing Tinggi”. Training & Development has positive impact on employee performance in “Pondok Pesantren Modern Al-Hasyimiyah Tebing Tinggi”. Competence, organizational commitment, training, and development increase employee performance in “Pondok Pesantren Modern Al-Hasyimiyah Tebing Tinggi”.
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Hai, Do Huu, Nguyen Minh Hai i Nguyen Van Tien. "The Influence of Corporate Culture on Employee Commitment". W Econometrics for Financial Applications, 450–65. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-73150-6_36.

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Satpaulina, Yeni Absah i Rulianda Purnomo Wibowo. "Predictors and Impact of Openness to Change in Asset Management Contract (AMC) Implementation at the Electric Power Service Company". W Proceedings of the 19th International Symposium on Management (INSYMA 2022), 511–19. Dordrecht: Atlantis Press International BV, 2022. http://dx.doi.org/10.2991/978-94-6463-008-4_65.

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AbstractThe change strategy in asset management implementation is an effort made by the company to deal with the changing business environment. Management decisions with the asset management contract (AMC) mechanism are feared to impact employee satisfaction and employee continuance commitment. This study aims to examine (1) the effect of individual differences (self-esteem, optimism, perceived control) on employee openness in accepting changes in the reorganization of AMC implementation; (2) the effect of context-specific variables (information, participation, self-confidence) on employee openness in accepting changes in the reorganization of AMC implementation; (3) the effect of openness to change to employee job satisfaction; and (4) the effect of openness to change to continuance commitment. Data collection was done through a survey by distributing questionnaires. The subjects of this study were 155 employees from 477 employees in 3 (three) generating units. Data analysis was performed using structural equation modeling-partial least squares (SEM-PLS). The analysis results show that openness to change is successfully predicted from individual differences and context-specific variables (R2 = 0.650), and the job satisfaction and continuance commitment variables are also successfully predicted (R2 = 0.498 and 0.449). It is also found that the self-esteem, information, participation, and self-efficacy variables have positive and significant relationships to the level of openness to change. However, the optimistic variable and perceived control are found to have no significant relationship (p < 0.05). Three context-specific variables and an individual difference variable predict higher levels of acceptance of change, and lower levels of acceptance are associated with lower job satisfaction and lower employee continuance commitment.
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Bailey, Ainsworth Anthony, i Aditya Mishra. "Internal Marketing, Retail Employee Commitment, and Employee Response to Retail Theft: An Exploration". W Let’s Get Engaged! Crossing the Threshold of Marketing’s Engagement Era, 833–38. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-11815-4_244.

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Smith, Judith A. M. "Shaping an Organizational Culture of Employee and Volunteer Commitment". W The Volunteer Management Handbook, 81–101. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781118386194.ch4.

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Gaertner, Karen N., i Stanley D. Nollen. "Weak Links and Strong Links: Employee Commitment and Performance". W Human Resource Strategies for Organizations in Transition, 199–213. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4684-5757-5_16.

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Fatima, Afsheen, Muhammad Zahid Iqbal i Rabia Imran. "Organizational Commitment and Counterproductive Work Behavior: Role of Employee Empowerment". W Lecture Notes in Electrical Engineering, 665–79. London: Springer London, 2012. http://dx.doi.org/10.1007/978-1-4471-4600-1_57.

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Streszczenia konferencji na temat "Employee commitment"

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Humayra, Ismya, i Nurintan Sri Utami. "Stay or Out: Commitment and Employee Turnover Intentions among Indonesian Employees". W Proceedings of the 4th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/acpch-18.2019.12.

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Rulia, Rulia, Sri Rochani Mulyani i Farida Yuliaty. "EMPLOYEE COMPETENCY AND ORGANIZATIONAL COMMITMENT TO IMPACT ORGANIZATIONAL CULTURE ON THE PERFORMANCE OF NON MEDICAL SUPPORTING EMPLOYEES AL ISLAM HOSPITAL BANDUNG". W Seminar Sosial Politik, Bisnis, Akuntansi dan Teknik (SoBAT) ke-3. LPPM USB YPKP, 2021. http://dx.doi.org/10.32897/sobat3.2021.31.

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This study aims to analyze the influence of Employee Competency and Organizational Commitment on Organizational Culture and their implications for Employee Performance. Determination of sample in this study using Stratified Random Sampling, and the size of 114 respondents, the analysis methode uses path analysis. The results of the study concluded that there was a significant effect simultaneously on Employee Competency and Organizational Commitment on Organizational Culture. There is partial effect Employee Competency and Organizational Commitment on Organizational Culture. The study concluded that there was a significant effect simultaneously on Employee Competency and Organizational Commitment on Employee Performance. There is partial effect Employee Competency and Organizational Commitment on Employee Performance. There are positif and significant influences Job Satisfaction on Employee Performance.
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Tay, Angeline. "Recent development in research on employee commitment". W 2009 International Conference on Management Science and Engineering (ICMSE). IEEE, 2009. http://dx.doi.org/10.1109/icmse.2009.5318146.

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Masruroh, Rina, Tjutju Yuniarsih, Disman Disman i Budi Santoso. "Improving The Employee Performance Through Spiritual Commitment". W Proceedings of the 1st Universitas Kuningan International Conference on Social Science, Environment and Technology, UNiSET 2020, 12 December 2020, Kuningan, West Java, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.12-12-2020.2305135.

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Wertz, R., C. R. Greer i D. H. Knecht. "New Employee Safety Training (NEST): A Company Commitment". W SPE Health, Safety and Environment in Oil and Gas Exploration and Production Conference. Society of Petroleum Engineers, 1991. http://dx.doi.org/10.2118/23245-ms.

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Hidayat, Rahmad, i Andi Nu Graha. "The Role of Organizational Commitment in Employee Performance". W 2nd Annual Conference on Social Science and Humanities (ANCOSH 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210413.060.

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Ratnasari, Sri. "Employee Performance: Organizational Culture, Organizational Commitment, And Job Satisfaction". W Proceedings of the 1st International Conference on Applied Economics and Social Science (ICAESS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icaess-19.2019.54.

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Rizvi, Syed Zahid Raza, Muhammad Waseem, Asim Nisar, Syed Kazim Raza Naqvi i Nadeem Ehsan. "Effects of organizational culture on psychology of employee commitment". W EM 2011). IEEE, 2011. http://dx.doi.org/10.1109/icieem.2011.6035572.

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Chi, Ching-Hsiu, i Jonathan C. Ho. "Profit Sharing Strategy, Employee Commitment and Intention of Stay". W 2017 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2017. http://dx.doi.org/10.23919/picmet.2017.8125415.

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Özcan, Irfan, Gökhan Aba i Metin Ateş. "The Effect of Organizational Commitment and Job Satisfaction of Nurses on Anticipated Turnover". W International Conference on Eurasian Economies. Eurasian Economists Association, 2016. http://dx.doi.org/10.36880/c07.01592.

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Today, there is an intense competition regarding the provision of private health services. In the context of such competition, it is important to provide that health personnel commit to their jobs and have job satisfaction in order for hospitals to thrive. However, perceptions and cognitions related to leaving employment are affected due to the specific features of health services and due to the heavy workload of personnel. The current study was conducted in order to determine the effect of organizational commitment and job satisfaction on employee turnover rates among health personnel. A total of 415 nurses who were employed in 5 private hospitals located in Istanbul completed questionnaires. In the study, expected employee turnover, organizational commitment, and job satisfaction scales were administered. Data was analyzed using the SPSS 17.0 software. It was found that expected employee turnover levels showed significant differences according to the demographic features of the nurses. In addition, employee turnover rates were negatively related to organizational commitment and job satisfaction. According to this, employee turnover levels decrease as organizational commitment and job satisfaction increase. Based on these results, it is recommended that hospital administrations should place importance on programs that aim to increase organizational commitment and job satisfaction among nurses in order to reduce employee turnover rates.
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Raporty organizacyjne na temat "Employee commitment"

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry i Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Charles, Kristin. Effects of shift work on employee retention : an examination of job satisfaction, organizational commitment, and stress-based explanations. Portland State University Library, styczeń 2000. http://dx.doi.org/10.15760/etd.5910.

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Keefer, Philip, i Carlos Scartascini, red. Trust: The Key to Social Cohesion and Growth in Latin America and the Caribbean (Executive Summary). Inter-American Development Bank, styczeń 2022. http://dx.doi.org/10.18235/0003911.

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Trust is the most pressing and yet least discussed problem confronting Latin America and the Caribbean. Whether in others, in government, or in firms, trust is lower in the region than anywhere else in the world. The economic and political consequences of mistrust ripple through society. It suppresses growth and innovation: investment, entrepreneurship, and employment all flourish when firms and government, workers and employers, banks and borrowers, and consumers and producers trust each other. Trust inside private and public sector organizations is essential for collaboration and innovation. Mistrust distorts democratic decision-making. It keeps citizens from demanding better public services and infrastructure, from joining with others to control corruption, and from making the collective sacrifices that leave everyone better off. The good news is that governments can increase citizen trust with clearer promises of what citizens can expect from them, public sector reforms that enable them to keep their promises, and institutional reforms that strengthen the commitments that citizens make to each other. This book guides decision-makers as they incorporate trust and social cohesion into the comprehensive reforms needed to address the region's most pernicious challenges.
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Bano, Masooda, i Zeena Oberoi. Embedding Innovation in State Systems: Lessons from Pratham in India. Research on Improving Systems of Education (RISE), grudzień 2020. http://dx.doi.org/10.35489/bsg-rise-wp_2020/058.

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The learning crisis in many developing countries has led to searches for innovative teaching models. Adoption of innovation, however, disrupts routine and breaks institutional inertia, requiring government employees to change their way of working. Introducing and embedding innovative methods for improving learning outcomes within state institutions is thus a major challenge. For NGO-led innovation to have largescale impact, we need to understand: (1) what factors facilitate its adoption by senior bureaucracy and political elites; and (2) how to incentivise district-level field staff and school principals and teachers, who have to change their ways of working, to implement the innovation? This paper presents an ethnographic study of Pratham, one of the most influential NGOs in the domain of education in India today, which has attracted growing attention for introducing an innovative teaching methodology— Teaching at the Right Level (TaRL) – with evidence of improved learning outcomes among primary-school students and adoption by a number of states in India. The case study suggests that while a combination of factors, including evidence of success, ease of method, the presence of a committed bureaucrat, and political opportunity are key to state adoption of an innovation, exposure to ground realities, hand holding and confidence building, informal interactions, provision of new teaching resources, and using existing lines of communication are core to ensuring the co-operation of those responsible for actual implementation. The Pratham case, however, also confirms existing concerns that even when NGO-led innovations are successfully implemented at a large scale, their replication across the state and their sustainability remain a challenge. Embedding good practice takes time; the political commitment leading to adoption of an innovation is often, however, tied to an immediate political opportunity being exploited by the political elites. Thus, when political opportunity rather than a genuine political will creates space for adoption of an innovation, state support for that innovation fades away before the new ways of working can replace the old habits. In contexts where states lack political will to improve learning outcomes, NGOs can only hope to make systematic change in state systems if, as in the case of Pratham, they operate as semi-social movements with large cadres of volunteers. The network of volunteers enables them to slow down and pick up again in response to changing political contexts, instead of quitting when state actors withdraw. Involving the community itself does not automatically lead to greater political accountability. Time-bound donor-funded NGO projects aiming to introduce innovation, however large in scale, simply cannot succeed in bringing about systematic change, because embedding change in state institutions lacking political will requires years of sustained engagement.
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Diversity & Inclusion End of Year Progress Report 2020. Inter-American Development Bank, czerwiec 2021. http://dx.doi.org/10.18235/0003332.

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As a development institution, the IDB Group is committed to improving the lives of all people in Latin America and the Caribbean by providing the most innovative and pragmatic solutions to our Regions most pressing development challenges. We also understand that our human capital is our greatest asset and therein lies the key to our success. We believe that our diversity and not just visible diversity but diversity in experiences, perspectives and working styles is not only a large part of who we are but is deeply intertwined with how we leverage the multitude of differences in our workforce. We therefore understand that to deliver on our commitment to our clients, our differences must not just be tolerated or accepted but valued and embraced. We aim to be the workplace where all employees are given an opportunity to succeed regardless of how they identify and we strive to create a workplace culture that values diversity, equity, and inclusion, is unafraid to tackle those tough conversations about the obstacles which may impede progress in our agenda such as racism, disrespect, or discrimination in any form, and is prepared to address these issues.
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Diversity, Equity and Inclusion Report 2021. Inter-American Development Bank, lipiec 2022. http://dx.doi.org/10.18235/0004394.

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In the IDB Group, diversity is in the cornerstone of everything we do in Latin America and the Caribbean. We strongly believe that an active investment in Diversity, Equity, and Inclusion (DEI) entails many institutional benefits including more innovative solutions for our clients, and a stronger position in capital markets, and an overall perception as a preferred place to work. Recognizing our diversity and our commitment to making our organization more inclusive and equitable is what makes our institution the premier development finance institution for Latin America and the Caribbean, and the reason why we have included DEI in our Institutional Strategy and the Vision 2025. In 2021, we achieved significant milestones including becoming the first multilateral development bank in the Americas, and the second worldwide, to achieve the EDGE Move certification, the second level in a three level globally recognized gender certification, and the integration of equity as a core principle of our strategy thus ensuring a focus on the individual needs of our employees and provide fair opportunities and an equal outcome for all. Our institution still has much work to do in DEI, and we intend to be the standard-bearer in the Region and a source of inspiration and guidance for our clients. What is being highlighted in this DEI 2021 Report are the crucial steps taken to lay a path to better results within the IDB Group. For example, we continue to complete a gender pay gap analysis annually. In 2021, the analysis results for the IDB estimated an unexplained wage differential for base salaries of 0.8% in favor of men. While for IDB Invest, the analysis results estimated the unexplained wage differential for base salaries of 2.8% in favor of men. Putting this into context, our differential is less than /- 5% which is considered statistically insignificant by the Economic Dividends for Gender Equality (EDGE) standards. This report describes our efforts to advance this DEI agenda during 2021. We highlight our best practices to develop an organizational culture that encourages diverse experiences, measure our progress in numbers, and share the initiatives, actions, and targets we have set up for the upcoming years.
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