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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Jannah, Andi Siti Raodahtul, i Edy Jumady. "EFEK PEMBERIAN INSENTIF DAN KOMITMEN DALAM UPAYA PENINGKATAN PRODUKTIVITAS KERJA KARYAWAN PT GELAEL SUPERMARKET MAKASSAR". Al-KALAM : JURNAL KOMUNIKASI, BISNIS DAN MANAJEMEN 7, nr 2 (1.07.2020): 83. http://dx.doi.org/10.31602/al-kalam.v7i2.3257.
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This study aims to analyze: (1) the effect of providing incentives to employee work productivity, (2) the effect of commitment to employee work productivity, (3) the effect of intuitive and commitment to the work productivity of employees of PT. Gelael Supermarket. This research is a descriptive quantitative research. The study population was all employees of PT. Gelael Supermarket as many as 150 employees with a sample of 65 respondents. Data collection using questionnaires and interviews, the sampling technique is simple random sampling, while the data analysis is done using multiple linear regression analysis. Results of the study: 1) Incentives had a significant positive effect on employee work productivity. 2) Commitment has a positive and significant effect on employee work productivity. 3) Simultaneous incentives and commitments affect employee work productivity.
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Sakila, Kevin Luhika. "Pengaruh Kepuasan Kerja, Affective Commitment, Continuance Commitment, dan Normative Commitment terhadap Turnover Intention Karyawan Grand Palace Hotel Malang". Ekonomi Bisnis 24, nr 1 (20.05.2019): 31. http://dx.doi.org/10.17977/um042v24i1p31-42.
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ABSTRACT Sakila, Kevin Luhika. 2018. The Influence of Job Satisfaction, Affective Commitment, Continuance Commitment, and Normative Commitment to Employee Intention Turnover Grand Palace Hotel Malang. Sarjana's Thesis, Department of Management, Faculty of Economics, Universits Negeri Malang. Advisor: Lohana Juariyah, S.E., M.Si KEY WORDS: Job Satisfaction, Affective Commitment, Continuance Commitment, Normative Commitment, Employee Turnover Intention The hospitality industry is one of the industries that often experience employee turnover problems. Basically, to know the factors causing someone out of the company is very difficult. Before the employee decides to leave the organization, it first appears the intention of the employee to leave the organization (turnover intention). Job satisfaction, affective commitment, continuance commitment, and normative commitment are the four factors that influence employee turnover intention. This study aims to (1) to describe descriptive job satisfaction, affective commitment, continuance commitment, normative commitment and turnover intention of Grand Palace Hotel employees (2) to find out whether job satisfaction, affective commitment, continuance commitment and normative commitment have negative and significant influence against employee turnover intention Grand Palace Hotel.This type of research uses a quantitative approach with multiple linear regression analysis. The population in this study are all employees of Grand Palace Hotel with contract status of 45 respondents. Sampling technique using total sampling technique. Methods of data collection using open and closed questionnaires.From the data analysis, the results obtained that, employee job satisfaction in the high category or satisfied; affective commitment of employees into high or good category; continuance commitment of employee into category enough or good enough; employee normative commitment is high or good category; and employee turnover intention included in the category enough. The result of analysis using SPSS shows that: (1) Job satisfaction has negative and significant effect to employee intention turnover, meaning H1 is accepted; (2) Affective commitment has a negative but insignificant effect on employee turnover intention, meaning H2 is rejected; (3) Continuance commitment has a negative and significant effect on employee intention turnover, meaning that H3 is accepted; (4) Normative commitment negatively and significantly affect employee intention turnover, meaning H4 accepted.The suggestion given by the researcher to the Grand Palace Hotel is as follows: (1) pay attention to employee's job satisfaction level, especially on the attitude that is not satisfied with salary, promotion, and coworkers relationship (2) emotional employees by providing motivation, understanding of the hotel's mission vision, ownership and sense of love towards the organization, increasing employees' self-confidence that they are right to lose if leaving the hotel because other organizations are no better, maintaining an already high normative commitment employee response to items that indicate a lack of sense of debt to the organization (3) and then for employee intent turnover, it is necessary to consider the direction and provision of self-confidence in employees is a business that can dampen the intentions of employees to find another job. In subsequent research to retest or re-examine whether it is true that affective commitment has an insignificant negative effect on the turnover intention of other hotel employees.
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Rana, Geeta, Ravindra Sharma, S. P. Singh i Vipul Jain. "Impact of Employer Branding on Job Engagement and Organizational Commitment in Indian IT Sector". International Journal of Risk and Contingency Management 8, nr 3 (lipiec 2019): 1–17. http://dx.doi.org/10.4018/ijrcm.2019070101.
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This article seeks to empirically examine the impact of employee branding on job engagement and organizational commitment in Indian IT companies. The data was collected from 250 employees employed in various companies in Indian IT companies. Results revealed a strong positive association between employer branding and job engagement, job engagement and organizational commitment, and employer branding and organizational commitment. Further, job engagement showed a partial mediating effect on the link between employer branding and organizational commitment. This is the first empirical investigation to simultaneously examine associations among employer branding, job engagement, and organizational commitment. Practitioners could, with such knowledge, incorporate the most influential dimensions of employer branding in organizational culture.
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Fatchiya, Fella, I. Ketut R. Sudiarditha i Henry Eryanto. "Effect of Quality of Work Life on Performance Employees with Variables Work Commitments Intervening in Millenial Generation Employees in PT Pelabuhan Indonesia II (Persero) Head Office". IJHCM (International Journal of Human Capital Management) 5, nr 1 (31.05.2021): 107–14. http://dx.doi.org/10.21009/ijhcm.05.01.9.
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Abstract: This study aims to analyze the influence of quality of work life on employee performance with work commitment as an intervening variable on employees of the millennial generation of PT head office. Port of Indonesia II (Persero). Determination of samples using Probability Sampling method with 160 respondents and analyzed using Structural Equation Model Partial Least Square (SEM PLS) analysis method. The results of the study showed that 1) the quality of work life has a positive and significant effect on employee performance, indicating that if the quality of work life in employees of the millennial generation of PT Pelabuhan Indonesia II (Persero) the better the employee performance will increase, 2) the quality of work life will have a positive and significant effect on work commitment, indicating that if the Quality of Work Life in employees of the millennial generation of PT Pelabuhan Indonesia II (Persero) the better then the employee's work commitment will increase , 3) work commitments have a positive and significant effect on employee performance, indicating that if the Work Commitment to millennial employees of PT Pelabuhan Indonesia II (Persero) is getting better then the Employee Performance will increase, and 4) the quality of work life on employee performance through work commitment has a positive and significant influence, showing an increase in the Work Commitment of millennial employees of PT Pelabuhan Indonesia II (Persero) able to mediate the influence of Quality of Work Life on Employee Performance.
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Jena, Lalatendu Kesari, Pratishtha Bhattacharyya i Sajeet Pradhan. "Employee Engagement and Affective Organizational Commitment: Mediating Role of Employee Voice among Indian Service Sector Employees". Vision: The Journal of Business Perspective 21, nr 4 (9.10.2017): 356–66. http://dx.doi.org/10.1177/0972262917733170.
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Several studies have conceptualized and tested the relationship between employee engagement and affective organizational commitment. Yet, the mediating mechanism that explains the association between these two constructs was rarely investigated. This article attempts to test the indirect effect of employee voice on employee engagement—affective organizational commitment linkage by drawing responses from 301 executives working in Indian service sector. The finding of the study reported employee voice mediating the association of employee engagement and affective organizational commitment. In conclusion, the implications, limitations of the study and scope for future research are discussed.
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Drake, Julie, Joanne Blake i Wayne Swallow. "Employer engagement: the critical role of employee commitment". Education + Training 51, nr 1 (13.02.2009): 23–42. http://dx.doi.org/10.1108/00400910910931814.
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Lim, Lin Lin, Junaimah Jauhar, Yashar Salamzadeh i Rizwan Ullah Khan. "DETERMINANTS OF GEN Y EMPLOYEES’ JOB PERFORMANCE, EMPLOYEE COMMITMENT AS MEDIATOR, NOT MODERATED BY LEADERSHIP STYLES". International Journal of Education, Psychology and Counseling 7, nr 47 (1.09.2022): 35–54. http://dx.doi.org/10.35631/ijepc.747005.
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The purpose of this study is to examine empirically the effects of human resources practices (mainly rewards, training and development and work-life balance), Generation Y (Gen Y) employee commitment and leadership styles on Gen Y employees’ job performance. The study also investigates human resources practices on Gen Y employee job performance with employee commitment as mediator and both transactional and transformational leadership styles as moderator. This study used the sample data collected which completed by fully employed Gen Y employees of manufacturing companies from Northern Corridor Economic Region (NCER) Malaysia and used multiple measurement instruments. This study will be an original contribution to employers, organization decision makers and human resources practitioners that provides insights about what impacts Gen Y employee commitment and job performance. The outcome of this study will contribute to the leadership development to obtain the skills to lead their Gen Y employees for the better performance. This subsequently will reduce the negative impacts such as low commitment and low performance among Gen Y workforce. Data were obtained from 203 Gen Y employees who are working in manufacturing companies in Northern Corridor Economic Region (NCER). Data were analysed using partial least squares technique (PLS-SEM). Results show that rewards and work-life balance have positive effect on targeted Gen Y employee commitment. While employee commitment mediates the relationship between rewards and work-life balance and employee job performance. However, this research paper couldn’t show the transactional and transformational leadership styles as moderator role in the relationship between the three HR practices and employee commitment. Training and development show no positive effect on employee commitment; furthermore, employee commitment also couldn’t mediate the relationship between training and development and employee job performance.
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Hartanto, Didy Agus, Saladin Ghalib i Irwansyah Irwansyah. "PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN ORGANISASIONAL TERHADAP KINERJA KARYAWAN (Studi pada karyawan Hotel Aston Banua)". Jurnal Bisnis dan Pembangunan 10, nr 1 (15.01.2021): 37. http://dx.doi.org/10.20527/jbp.v10i1.9952.
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The research objective was to determine the effect of Transformational Leadership on Job Satisfaction and Employee Performance, Organizational Commitment on Job Satisfaction and Employee Performance, Job Satisfaction on Employee Performance, Job Satisfaction as an intervening variable between Transformational Leadership and Employee Performance, and Job Satisfaction as an intervening variable between Organizational Commitments and Employee Performance.The population of the study was all employees totaling 40 people. Data collection using a questionnaire with Likert Scale. Data analysis was performed using the Partial Least Square (PLS) method.The results showed that Transformational Leadership has a significant influence on Job Satisfaction but does not have a significant effect on Employee Performance, Organizational Commitment has a significant effect on Job Satisfaction and Employee Performance, Job Satisfaction has a significant effect on Employee Performance, Job Satisfaction does not have a significant effect as an intervening variable between Transformational Leadership and Employee Performance, Job Satisfaction has a significant influence as an intervening variable between Organizational Commitment and Employee Performance.Keywords : Transformational Leadership, Job Satisfaction, Organizational Commitment, Employee Performance
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AKPOLO Rowland Bodiseowei i ODIRI, Vincent, I.O. "Employee Engagement and Organisational Commitment in Nigeria: Does it Matters for Local Government Service Commission?" Journal of Business and Management Studies 5, nr 1 (1.01.2023): 01–09. http://dx.doi.org/10.32996/jbms.2023.5.1.1.
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In the human resource literature, employee engagement and organisational commitment are very vital elements that propel organizational commitment, hence the need to empirically investigate if employee engagement matters for the organizational commitment of the local government service commission in Nigeria. The study was built on the social exchange and job demand-resources theories. A cross-sectional survey design and a sample size of three hundred and ninety-six (396) employees of the local government service commission were employed. The study used four (4) dimensions of employee engagement such as organizational learning, communication, leadership and job empowerment. Data obtained were analysed using simple percentages, frequency counts and Pearson correlation. The Pearson correlation results indicated that all four (4) dimensions of employee engagement employed in the study had a strong positive and significant relationship with organizational commitment. Impliedly, we contended that employee engagement matters for the organizational commitment of the local government service commission in Nigeria. Among others, it was recommended that the local government service commission should promote an effective learning environment, communication culture, and leadership and empower employees’ in-order to improve staff commitment to the council.
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E. Veronica, E. Veronica, i Dr R. Indradevi Dr. R. Indradevi. "Employee Job Satisfaction Enhances Organizational Commitment". Indian Journal of Applied Research 4, nr 3 (1.10.2011): 259–61. http://dx.doi.org/10.15373/2249555x/mar2014/80.
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Bučiūnienė, Ilona, i Vida Škudienė. "Impact of Leadership Styles on Employees' Organizational Commitment in Lithuanian Manufacturing Companies". South East European Journal of Economics and Business 3, nr 2 (1.11.2008): 57–66. http://dx.doi.org/10.2478/v10033-008-0015-7.
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Impact of Leadership Styles on Employees' Organizational Commitment in Lithuanian Manufacturing CompaniesThis article investigates the relationship between employees' organizational commitment dimensions and leadership styles in Lithuanian manufacturing companies. The findings of the study reveal positive correlations between a transformational leadership style and affective and normative employee commitments. A laissez-faire leadership style was found to be negatively associated with employees' affective commitment.
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IBRAHIM1, Aminu, Oladejo Lukman GBOLAGADE, Munir Shehu MASHI i Kabir IBRAHIM. "Employee Commitment and Job Performance in Federal University Dutsin-ma, Katsina State". Nile Journal of Business and Economics 6, nr 16 (30.12.2020): 36–46. http://dx.doi.org/10.20321/nilejbe.v6i16.03.
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Employee commitment and job performance are considered to be an issue in Federal University Dutsin-ma to achieve high employee performance. The objective of this study is to study the employee commitment in relation to the performance of FUDMA Staff. The study investigated the impact of three dimensions of employee commitment-continuance, normative and affective commitments on employee Job performance. The researcher adopted a descriptive survey research design; total sample of 299 were selected using convenience sampling technique. Questionnaires were used to collect the data. Both Pearson Product Moment Correlation Coefficients and Multiple Regression Analysis using SPSS were used to analyze the data. The results show that there is a significant relationship between continuance commitment and Job performance. As unexpected, the relationships between normative and affective commitment are not supported. The paper recommends the University to consider provision of incentives and conducive atmosphere that will enable employees to have affection for their jobs.
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Uraon, Ram Shankar. "Examining the Impact of HRD Practices on Organizational Commitment and Intention to Stay Within Selected Software Companies in India". Advances in Developing Human Resources 20, nr 1 (19.11.2017): 11–43. http://dx.doi.org/10.1177/1523422317741691.
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The Problem Software companies are knowledge-based organizations, they invest considerably on human resource development (HRD) practices to overcome the shortage of competent workforce, to stay competitive in the dynamic and competitive business environment of today. Furthermore, software companies are continuously involved in HRD interventions for the development of employees; problems such as low levels of employee commitment, employee engagement, and employee intention to stay are the biggest challenges. The Solution This study examined the impact of comprehensive HRD practices on organizational commitment (affective, continuance, and normative commitment), and employee intention to stay. In addition, it examined the impacts of organizational commitment on employee intention to stay. Survey responses were collected from 516 employees working in different software companies in India. Data were analyzed using partial least squares (PLS) method. Results showed that HRD practices have positive impacts on employee intention to stay as well as on the three components of organizational commitment. Furthermore, only affective and normative commitments were found to positively affect employees’ intention to stay, whereas relationship between continuance commitment and intention to stay was found to be negative and not significant. The Stakeholders Implications for software companies, HRD professionals, and scholars: First, software companies may like to formulate their strategies keeping organizational commitment and employee intention to stay in focus. Second, human resource (HR) managers are encouraged to develop a metric to assess the value added by each HRD practice in managing attrition. This study contributes to the existing concepts on links between HRD practices and attitudinal variables by suggesting a theoretical framework. Finally, it provides empirical evidence that HRD practices in software companies must be sound to enhance employee intention to stay and organizational commitment in India.
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Rubel, Mohammad Rabiul Basher, Nadia Newaz Rimi i Tim Walters. "Roles of Emerging HRM and Employee Commitment: Evidence from the Banking Industry of Bangladesh". Global Business Review 18, nr 4 (2.05.2017): 876–94. http://dx.doi.org/10.1177/0972150917692223.
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This study examines the roles emerging human resource management (HRM) plays in enhancing employee commitment to the organization from the perspective of social exchange theory (SET). In this relationship, HRM roles represent the mechanisms through which managers’ actions, behaviours and HRM procedures affect employees’ commitment to the organization. A self-administered questionnaire survey was employed for data collection from a sample of 217 respondents drawn from front-line employees working in private commercial banking organizations in Bangladesh. Using structural equation analysis, the results indicated a significant and positive influence of the roles of emerging HRM, namely, procedural justice, organizational communication, empowerment, employee development and participation as determinants of employee commitment to the organization. In this study, the five-dimensional emerging HRM roles had a positive relationship with employee commitment to the organization. Thus, organizations and their top management should have interest in, and nourish, a supportive HRM environment, and must provide a strong priority to HRM through which they will demonstrate their commitment to open communication, empowerment, participation, investment in employee development and a just environment to get employee commitment in a long-lasting, high-quality commitment-focused relationship.
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Bucăţa, George, Ioan Virca i Florin Popescu. "Organisational Commitment, Motivation and Job Satisfaction". Land Forces Academy Review 27, nr 2 (1.06.2022): 124–33. http://dx.doi.org/10.2478/raft-2022-0017.
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Abstract Employee engagement is a constant theme in the business world. When employees are successful, so are the companies they work for. The purpose of this article is to bring to the forefront some information that can influence higher organisational engagement and help managers approach open methods of employee relations to get employees dedicated to collaborative work and results. In business, motivation is closely linked to organisational commitment. The higher the level of engagement, the more things like productivity or efficiency can occur, giving the employer more advantages over the competition.
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Ingsih, Kusni, Fransiska Dita Jamalia i Suhana Suhana. "Increasing OSH, Work Motivation, Employee Performance and Organizational Commitment of Hospital Employees". Academic Journal of Interdisciplinary Studies 11, nr 6 (5.11.2022): 194. http://dx.doi.org/10.36941/ajis-2022-0161.
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Empirically proving the effect of occupational safety and health (OSH), work motivation, and organizational commitment on employee performance is the aim of this study. The general hospital employees of the Lamandau area are the population in this study. The sample of this research is 100 respondents. Determination of the sample of this research is by purposive sampling. Multiple linear analysis with SPSS 22 program is the analytical tool. Sobel test is also used to determine and analyze the effect of mediation. The results showed that organizational commitment was not influenced by OSH. Work motivation significantly affects on organizational commitment. The other findings, OSH, work motivation, and organizational commitment significantly affect on employee performance. Organizational commitment did not mediate the effect of OSH on employee performance, organizational commitment mediates the effect of motivation work on employee performance. This research has theoretical and managerial implications.
Received: 9 August 2022 / Accepted: 10 October 2022 / Published: 5 November 2022
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Jackson, Paul R. "Employee commitment to quality". International Journal of Quality & Reliability Management 21, nr 7 (wrzesień 2004): 714–30. http://dx.doi.org/10.1108/02656710410549073.
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Smarżewska, Daria. "COMMITMENT AND EMPLOYEE LOYALTY". Acta Universitatis Nicolai Copernici. Zarządzanie 46, nr 2 (2.08.2019): 7. http://dx.doi.org/10.12775/aunc_zarz.2019.005.
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Jing, Runtian, Jia Lin Xie i Jing Ning. "Commitment to organizational change in a Chinese context". Journal of Managerial Psychology 29, nr 8 (4.11.2014): 1098–114. http://dx.doi.org/10.1108/jmp-08-2011-0042.
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Purpose – The purpose of this paper is to examine the antecedents (psychological contract and perceived reasons for change) and consequences (work behaviors and well-being) of employees’ commitment to organizational change. Design/methodology/approach – The authors developed a conceptual model of the antecedents and consequences of commitment to organizational change. In Study 1, based on interviews, the authors developed an instrument to measure the construct “reasons for change.” In Study 2, the authors collected questionnaire data from 228 employees of a Chinese telecom company undergoing organizational changes and tested the conceptual model using structural equation modeling. Findings – The results showed that the strength of a relational contract (one form of psychological contract) was positively related to normative commitment to change and negatively related to continuance commitment to change. External reasons for change were positively related to affective and normative commitment to change, whereas internal reasons for change were negatively related to affective commitment to change and positively related to continuance commitment to change. Affective commitment was negatively related to exit and aggressive voice. Continuance commitment was positively related to emotional exhaustion, and normative commitment was negatively related to emotional exhaustion. Research limitations/implications – The single-source cross-sectional design limits the robustness of the conclusions drawn from the findings. Two promising avenues were opened for further research: the interaction of employees’ commitment to change at different levels and the process of social construction of perceived reasons for change. Practical implications – To facilitate employee commitment to change, organizations should cultivate relational contracts with their employees and attend to the “framing effects” of employees’ perceptions of reasons for change. Social implications – This study contributes to the understanding of the relationship between employer-employee relations and employee well-being in Chinese society. It suggests that healthy employer-employee relations are beneficial for employee well-being. Moreover, Chinese firms should pay more attention to the changes occurring inside and outside their organizations, which are related to the psychological health of their employees. Originality/value – The study highlights the importance of relational contracts between an organization and its employees during organizational change process. Moreover, it is among the first to examine the relationship between employees’ perceived reasons for change and their commitment to change.
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Dhanabhakyam, Dr M., i Monish P. "Role of Employee Grievance Management on Job Commitment and Organizational Justice". Mediterranean Journal of Basic and Applied Sciences 06, nr 01 (2022): 45–50. http://dx.doi.org/10.46382/mjbas.2022.6105.
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Employee grievance management is considered as the most significant human resource strategy for improving organizational effectiveness and commitment. Dissatisfied employees are critical for every organizations. This dissatisfaction would leads to employee employer conflicts, job burnout and employee turnover. Hence it is essential to design effective grievance management strategies in companies. Information technology employees have been facing many challenges and problems in their workplace. Such challenges lead to reporting of employee grievances. Management should take care of those grievances and redress it within a short time span. This paper made an attempt to measure the perception of information technology employees on grievance management strategies and analyzed the role of grievance management on job commitment and organizational justice. Findings proved that employee grievance management made a significant impact on job commitment and organizational justice.
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Palwasha Bibi, Hazrat Bilal, Ashfaq Ahmad i Jawad Hussain. "Effect of Remuneration on Employee Commitment: Empirical Evidence from Hotel Industry". Journal of Accounting and Finance in Emerging Economies 6, nr 4 (4.12.2020): 1069–75. http://dx.doi.org/10.26710/jafee.v6i4.1462.
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The purpose of the research is to evaluate the effect of remuneration on employee commitment. It explores how remuneration of employees can affect the employee’s commitment. A self-administered questionnaire based upon previously validated instrument was completed by 165 customer contact employees. Pearson correlation and Simple Regression techniques were employed to ascertain the relationship between remuneration and commitment. Consistent with Gift Exchange Model of Adams and Jacobsen (1964),the statistical analysis confirms that remuneration has positive and significant effect on employee commitment. This study provides implications and future research directions.
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Hijrianda, Wildan, Muhammad Adam i Mukhlis Yunus. "THE EFFECT OF ORGANIZATIONAL JUSTICE ON EMPLOYEE PERFORMANCE MEDIATED BY AFFECTIVE AND NORMATIVE COMMITMENT, AND LEADERMEMBER EXCHANGE ON EMPLOYEES OF PT. BANK ACEH". International Journal of Business Management and Economic Review 05, nr 03 (2022): 226–38. http://dx.doi.org/10.35409/ijbmer.2022.3402.
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This research aims to test the organizational justice effect on employee performance mediated by affective commitment, normative commitment, and leader-member exchange (LMX) in PT Bank Aceh (BAS). In this study, the intended population was 125 employees of BAS Head Office, and the number of samples was the same as the population. Data were analyzed using SEM - AMOS. The result provided that Organizational Justice affects the Affective Commitment of employees at BAS, Organizational Justice affects the normative commitment of employees at BAS, Organizational Justice affects the LMX of employees at BAS, Organizational Justice does not affect employee performance at BAS, Affective Commitment affects employee Performance at BAS, Normative Commitment affects employee performance at BAS, LMX affects employee performance at BAS, Affective Commitment fully mediates the Organizational Justice role in employee Performance of BAS, Normative Commitment fully mediates the Organizational Justice role in the employee Performance of BAS, LMX fully mediates the Organizational Justice role in the Employee Performance of BAS. These findings prove that the employee performance improvement model at BAS is a function of Strengthening Organizational Justice which can play a role in increasing affective and normative commitment, as well as LMX.
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Saleem, Muhammad Abid, Zahra Masood Bhutta, Muhammad Nauman i Sadaf Zahra. "Enhancing performance and commitment through leadership and empowerment". International Journal of Bank Marketing 37, nr 1 (4.02.2019): 303–22. http://dx.doi.org/10.1108/ijbm-02-2018-0037.
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PurposeThe purpose of this paper is to explore the impact of transformational leadership and employee empowerment on employee performance and organizational commitment through the mediational role of behavioral integrity (BI).Design/methodology/approachData were collected through a self-administered questionnaire based on measurement of variables adopted from earlier studies. A total of 532 usable responses were collected through officer grade and executive level employees of selected banks from the Multan district, Pakistan. Confirmatory factor analysis was run using AMOS 23.0 whereas PROCESS macro in SPSS 23.0 was used for path analysis.FindingsThe study results revealed that transformational leadership and employee empowerment positively affect employee performance and organizational commitment through the mediational effect of BI.Originality/valueThe role of BI in enhancing employees’ performance and organizational commitment has been overlooked in the extant literature. Especially, in the emerging economies, where there is growing employer–employee trust deficit, this investigation brings in useful contribution.
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Kashmiri, Tanveer, Malik Muhammad Mehran, Nazar Hussain i Ahmad Tisman Pasha. "Mediating Role of Organizational Commitment: A Study of NADRA, Multan Region". Journal of Arable Crops and Marketing 1, nr 1 (14.06.2019): 15–33. http://dx.doi.org/10.33687/jacm.001.01.3192.
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The purpose of this study is to investigate how employee compensation and job satisfaction influence employee performance. And more importantly, this study examines the mediating effect of the organizational commitment between employee compensation, job satisfaction and employee performance. Based on the prior studies conducted on employee compensation, job satisfaction, employee performance and organizational commitment, an integrated conceptual framework on employee compensation, job satisfaction, employee performance and organizational commitment was developed. The convenience sampling technique was employed in this study, and a sample drawn was consisted of 375 NADRA employees serving in Multan region. The sample was focused on the employees working in the NADRA Multan region. For more robust testing of the theory organizational commitment was included as mediating variable. For testing of mediation effect Process by Andrew F. Hayes was used with the assistance of SPSS version 23. Research findings revealed that the impacts of employee compensation and job satisfaction on employee performance are positive and significant. And organizational commitment as a mediating variable mediates the relationships between employee compensation, job satisfaction and employee performance. The mindsets of the today employees are changing, and they are more conscious about their relationships with the organizations, they love to share their good and bad experiences with the organizations. Today, it is very important for organizations to know the feelings of the employees about their organizations. This study suggests the organizations by tuning employee compensation, job satisfaction variables they may impact on the performance of the employees. And by introducing organizational commitment they may also change the relationships between employees and organization. Variables part of this study were not old constructs, but it is new for the graphical location where I conducted this study because there was no similar study available here. This study is only focused on NADRA Multan region, other geographical locations or industries may be used to more clearly understand the brand evangelism construct. Also, comparative studies can be performed for different organizational ladders and geographical locations.
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Meliala, Yos Horta, Rialdo Rezeky Manogari Lumban Toruan i Muhammad Saifulloh. "HOTEL EMPLOYEE PERFORMANCE IN NEW NORMAL PERIOD". Moestopo International Review on Social, Humanities, and Sciences 2, nr 2 (31.10.2022): 82–93. http://dx.doi.org/10.32509/mirshus.v2i2.34.
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This research aims to examine the effect of Transformational Leadership and Organizational Commitment on Employee Performance as well as the mediating effect of Organizational Commitment between Transformational Leadership on affecting Employee Performance in non-star hotels in Medan (North Sumatra) during the “New Normal” period. This is a survey research, using all employees who work in two non-star hotels in the city of Medan (North Sumatra) as research sample, totaling 60 Employees. The results are described descriptively in which were processed using SPSS version 23.0. The mediation variable test was carried out using the Sobel Test with significance level of p <.05. The results showed that there is a positive and significant direct effect of Transformational Leadership and Organizational Commitment on Employee Performance partially. Similarly, simultaneously there is an indirect effect of Transformational Leadership on Employee Performance mediated by Organizational Commitment or in other words Organizational Commitment is able to mediate the effect of Transformational Leadership on Employee Performance. The results of this study prove that the conceptions of Transformational Leadership and Organizational Commitment are still relevant today and also contribute to improve employee performance in the hotel industry in Indonesia, especially non-star hotels in Medan (North Sumatra) in New Normal period. Thus we purpose further research to be conducted to examine worker commitments trough factor analysis approach. Meanwhile, working climate or culture in said characteristic can be describe trough ethnography
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Pusparini, Ni Luh Yeni. "The Roles of Organizational Commitments in Mediating The Effects of Work Motivation and Satisfaction on Employee Performance of Siesta Legian Hotel". JUSTBEST: Journal of Sustainable Business and Management 1, nr 2 (25.11.2021): 85–99. http://dx.doi.org/10.52432/justbest.1.2.2021.85-99.
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This study aims to determine the Role of Organizational Commitments in Mediating the Effects of Work Motivation and Satisfaction on Employee Performance at Siesta Legian Hotel.The sample in this study includes male and female employees of all departments at Siesta Legian Hotel. The method of determining the sample in this study uses a non-probability sampling method with a saturated sample method or with a census technique term where the numbers of the samples in this study were 72 people. The examination of the hypothesis research uses Partial Least Square (PLS) applications. The results of the study indicate that:(1) Motivation has a negative and not significant influence against the employee performance. (2) Job satisfaction has positive and significant influences against the employee performance. (3) Motivation has positive influences, but it is not significant against the organizational commitment. (4) Job satisfaction has positive and significant influences against the organizational commitment. (5) Organizational commitment has positive and significant influences against the employee performance. (6) Organizational commitment is not able to mediate the influence of motivation against the employee performance. (7) Organizational commitment mediates part of the influence of job satisfaction against the employee performance.
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Johar, Elaina Rose, Norzanah Mat Nor, Roshidi Hassan i Rusnifaezah Musa. "Examining the Effect of Motivation on the Influence of Human Resource Practices and Normative Commitment Among SMEs in Selangor". Asia-Pacific Management Accounting Journal 14, nr 1 (30.04.2019): 179–200. http://dx.doi.org/10.24191/apmaj.v14i1-09.
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Human resources are vital to the success or failure of the organization. However, there exist challenges in maintaining these human resources although human resource practices are deliberated as an important factor to improve employees’ commitment to the organization. Hence, this study aimed to investigate the nature of relationship that exists between human resource practices and normative commitment with motivation as the mediator. Employed a quantitative research approach, 64 SME employees in Selangor were surveyed. It was found that all human resource practices have positive effect on normative commitment with compensation, training and employee involvement-decision being significant. This study also revealed that motivation has a mediating effect for the relationship of training and both employee involvement with normative commitment. Thus, it can be concluded that both training and employee involvement create sense of loyalty and obligation to stay when employees are motivated. Keywords: human resource practices, motivation and normative commitment
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Perić, Goran, Sandra Dramićanin i Nebojša Pavlović. "The influence of internal service quality and employee satisfaction on organizational commitment in travel agencies: The case of Serbia". Menadzment u hotelijerstvu i turizmu 9, nr 1 (2021): 43–60. http://dx.doi.org/10.5937/menhottur2101043p.
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The aim of the research is to observe the influence of internal service quality and employee satisfaction on organizational commitment of employees in travel agencies. A sample of 150 respondents employed in travel agencies in Serbia was surveyed in April 2020, using the questionnaire technique and validated instruments: a modified SERVQAL model, Job Satisfaction Survey (JSS) and Organizational Commitment Questionnaire (OCQ). The influence of internal service quality and employee satisfaction on organizational commitment in travel agencies was tested using multiple regression. Research findings have indicated that the increase in internal service quality and employee satisfaction is accompanied by an increase in organizational commitment of employees in travel agencies. Finally, the results, implications and limitations are presented, and future research recommendations are specified.
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Mittal, Shweta, i Vivek Mittal. "Employee Commitment in Public and Private Banks in India". International Journal of Business and Management 10, nr 11 (26.10.2015): 199. http://dx.doi.org/10.5539/ijbm.v10n11p199.
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The study assesses the employee commitment in the public and private banks and finds the difference in employee commitment with regard to all the three components of employee commitment i.e. affective commitment, normative commitment and continuance commitment in the public and private banks. The primary data has been collected from 203 employees through a structured questionnaire of employee commitment that measures affective, continuance and normative commitment. The t-test has been used to compare the three components of employee commitment. It was found that the employee commitment of public sector banks is better than private banks.
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Phungula, Nompilo, Nelesh Dhanpat i Roslyn de Braine. "The effect of employee value proposition on normative commitment". EUREKA: Social and Humanities, nr 2 (31.03.2022): 46–57. http://dx.doi.org/10.21303/2504-5571.2022.002322.
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Organisations continuously seek opportunities to be more productive through the human capital they employ. A firm offering of the employee value proposition (EVP) and understanding of employee commitment could enable organisations to have committed employees that enjoy their work and are oriented towards a growth trajectory. This study sought to examine the effect of the EVP on normative commitment in a parastatal organisation. A quantitative research approach was selected to explore the research objectives. The research instruments comprised of value attributes scale and normative commitment scale. The population sample consisted of employees (N=251). Convenience sampling was used within the context of the study. Descriptive statistics, Factory analysis, Pearson correlation analysis, and Regression analysis were employed to interpret data collected and address the research objectives. A positive relationship between the variables was established. The three EVP factors (work, rewards, and opportunity) positively correlate with normative commitment. Recommendations are made to managers and HR Practitioners regarding the EVP and normative commitment of parastatal employees, which have the potential to employee commitment when implemented. The study provided insights on the factors, affecting EVP and normative commitment. The study also showed the relationship between the variables, enabling management, and HR practitioners to implement strategic interventions to influence employees' normative commitment and EVP experience.
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Mardyana, I. Ketut Edy, i I. Gede Riana. "PERAN KOMITMEN ORGANISASIONAL DALAM MEMEDIASI PENGARUH KEPUASAN KERJA TERHADAP KINERJA KARYAWAN KRISNA OLEH - OLEH". E-Jurnal Manajemen Universitas Udayana 8, nr 11 (3.11.2019): 6825. http://dx.doi.org/10.24843/ejmunud.2019.v08.i11.p22.
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Job satisfaction and organizational commitment can increase employee performance which affects achievement of company goals. The purpose of this study to determine mediating role of organizational commitment on work satisfaction and performance of employees of Krisna by Typical Bali I. The population of this study were 55 people, with a saturated sample method. Data collection through questionnaires and interviews, analyzed by SEM - PLS. The test results shows job satisfaction has significant positive effect on employee performance, job satisfaction has positive significant effect on organizational commitment, organizational commitment has negative significant effect on employee performance, organizational commitment has positive significant effect in mediating the effect of job satisfaction on employee performance. The company is expected to increase employee job satisfaction in order to increase employee commitment to the company so that employee performance will increase. This can be realized by treating employees well, giving awards to employees with good performance
Keywords: job satisfaction, organizational commitment, employee performance
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Emam, Ali Salman, Juraifa Bte Jais i Mosab I. Tabash. "The role of tribalism as mediator between employee empowerment and organizational commitment in Yemeni Islamic banking sector". Management & Marketing. Challenges for the Knowledge Society 14, nr 1 (1.03.2019): 130–49. http://dx.doi.org/10.2478/mmcks-2019-0009.
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Abstract This study examined the influence of employee empowerment on organizational commitment, and the level to which Tribalism plays a role in the relationship between the former two variables in the context of Islamic banks in Yemen. Indeed, the rationale for introducing employee empowerment is to increase levels of employee’s commitment to ensue positive outcomes. The interrelationships between the variables were analyzed to develop a strategy for increased organizational commitment in the Yemeni Islamic banking sector. This study used a social exchange theory to illustrate the study framework to link the relations between employee empowerment, organizational commitment, and Tribalism. This study relied on quantitative approaches. The study sample comprised of Yemeni Islamic banks’ employees. 450 questionnaires were distributed to employees, out of which, 292 were retrieved and deemed usable for analysis, constituting a 65% rate of response. The partial least squares structural equation modelling (PLS-SEM) was employed to analyze data and test the proposed hypotheses. The results indicated that there is a significant relationship between empowerment of the employees and their organizational commitment in Islamic banks in Yemen. More importantly, this study revealed that Tribalism is a significant mediator on the relationship between employee empowerment, and organizational commitment.
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Mahfouz, Shatha, Mutia Sobihah Abd Halim, Ayu Suriawaty Bahkia i Noryati Alias. "Mediating role of employee commitment in the relationship between transactional leadership and employee performance". Journal of Governance and Regulation 11, nr 1, special issue (2022): 337–50. http://dx.doi.org/10.22495/jgrv11i1siart13.
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For any organization to accomplish its key goals and survive in the aggressive market, employees’ job performance plays a fundamental role (Falola, Osibanjo, & Ojo, 2014). The type of leadership style affects the level of employees’ commitment. Besides, employee commitment is extremely important for leaders to keep their workers driven and satisfied (Riaz et al., 2017). This study intends to examine the significance of employee commitment as a mediator in the relationship between transactional leadership style and employee performance among Malaysian construction sector employees. Using the simple random sampling technique, this target population completed a self-administered questionnaire which was assessed using structural equation modelling (SEM) through IBM-SPSS-AMOS 24.0. Resultantly, transactional leadership style proved insignificant in forecasting employee performance while employee commitment substantially affected employee performance. Meanwhile, transactional leadership significantly impacted employee commitment while employee commitment fully mediated the relationship between transactional leadership and employee performance. The research’s implications are furthermore reviewed.
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Permana, Buyung Satria, Marbawi Marbawi i Ibrahim Qamarius. "Pengaruh Kompetensi, Budaya Organisasi Terhadap Kinerja Karyawan Dengan Komitmen Organisasi Sebagai Variabel Intervening Pada PT PAG". J-MIND (Jurnal Manajemen Indonesia) 4, nr 2 (29.12.2020): 94. http://dx.doi.org/10.29103/j-mind.v4i2.3380.
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: This study aims to determine the influence of competence and organizational culture through organization commitmen and its impact on employee performance to the PT. Perta Arun Gas of Lhokseumawe Regency. The data used is primary data by distributing questionnaires to 67 employees of the PT. Perta Arun Gas of Lhokseumawe Regency. Data analysis method used is path analysis and processed with the help of Statistical Package for Social Science (SPSS) application program. The result of the research shows that there is influence of competence and organizational culture to organization commitmen, and there is also influence of competence and organizational commitment toward employee performance, however organization culture is not influuence of employee performan PT. Perta Arun Gas of Lhokseumawe Regency. Furthermore, the results of the study found that organization commitmen variables mediate the absolute (full mediation) relationship of competence to the employee performance at the PT. Perta Arun Gas of Lhokseumawe Regency. Keywords : Competence, Organization Culture, Organizational Commitment and Employee Performance.
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Permana, Buyung Satria, Marbawi Marbawi i Ibrahim Qamarius. "Pengaruh Kompetensi, Budaya Organisasi Terhadap Kinerja Karyawan Dengan Komitmen Organisasi Sebagai Variabel Intervening Pada PT PAG". J-MIND (Jurnal Manajemen Indonesia) 5, nr 2 (8.08.2021): 9. http://dx.doi.org/10.29103/j-mind.v5i2.3432.
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Abstract: This study aims to determine the influence of competence and organizational culture through organization commitmen and its impact on employee performance to the PT. Perta Arun Gas of Lhokseumawe Regency. The data used is primary data by distributing questionnaires to 67 employees of the PT. Perta Arun Gas of Lhokseumawe Regency. Data analysis method used is path analysis and processed with the help of Statistical Package for Social Science (SPSS) application program. The result of the research shows that there is influence of competence and organizational culture to organization commitmen, and there is also influence of competence and organizational commitment toward employee performance, however organization culture is not influuence of employee performan PT. Perta Arun Gas of Lhokseumawe Regency. Furthermore, the results of the study found that organization commitmen variables mediate the absolute (full mediation) relationship of competence to the employee performance at the PT. Perta Arun Gas of Lhokseumawe Regency. Keywords : Competence, Organization Culture, Organizational Commitment and Employee Performance.
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Mahfouz, Shatha, Ayu Suriawaty Bahkia i Noryati Alias. "The impact of human resource management practices on employee performance and the mediating role of employee commitment". Journal of Governance and Regulation 10, nr 4, special issue (2021): 222–34. http://dx.doi.org/10.22495/jgrv10i4siart3.
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Employees represent the essential assets of any organization. The best organizations oversee human capital in the most efficient and effective way (Nethmini & Ismail, 2019). Blau (2017) highlighted the relevance between human resources management (HRM) practices and the employees’ success at work through enhanced inspiration and commitment. Hence, employee commitment cannot be overlooked as the degree of employee commitment can decide employee performance (Ahmad, 2014). This paper aims to explore the significance of employee commitment as a mediator in the relationship between HRM practices and employee performance. The target population is employees in the construction industry in Jordan. The respondents were selected utilizing a simple random sampling method. The data was gathered through a self-administered questionnaire and analyzed utilizing structural equation modeling (SEM) in IBM SPSS AMOS 24.0. The researcher obtained an aggregate of 297 usable and completed questionnaires. The study found that: 1) HRM practices have significant effects on employee performance, 2) employee commitment has significant effects on employee performance, 3) HRM practices have significant effects on employee commitment, and more importantly, and 4) employee commitment partially mediates the relationship between HRM practices and employee performance. The implications of the study are also examined
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Febriantoro, Krisna. "The Effect of Perceived Organizational Support and Job Satisfaction on Employees Performance of Administration and Finance Department at Kebon Agung Sugar Factory Malang through Organizational Commitment as an Intervening Variable". Ekonomi Bisnis 23, nr 2 (22.10.2018): 81. http://dx.doi.org/10.17977/um042v23i2p81-90.
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ABSTRACTFebriantoro, Krisna. 2018. The Effect of Perceived Organizational Support and Job Satisfaction on Employees Performance of Administration and Finance Department at Kebon Agung Sugar Factory Malang through Organizational Commitment. Sarjana’s Thesis, Department of Management, Faculty of Economics, Universitas Negeri Malang. Advisor: Lohana Juariyah, S.E., M.SiKeywords: Perceived Organizational Support, Job Satisfaction, Organizational Commitment, PerformanceHuman Resources is one of the most important resources for the establishment of a company. Therefore, the ability to manage the performance of human resources appropriately is determine the ability to achieve success in achieving goals and establish the ability to deal with threats to companies both internal and external. Important factors that employees must possess to making high employee performance include the perceived organizational support, job satisfaction, and organizational commitment.This study purpose to know : (1) Condition of perceived organizational support, job satisfaction, organizational commitment and employee performance. (2) The direct influence of perceived organizational support on employee performance. (3) The direct influence of perceived organizational support on organizational commitment. (4) The direct influence of organizational commitment on employee performance. (5) The direct influence of job satisfaction on employee performance. (6) The direct influence of job satisfaction on organizational commitment. (7) Indirect influence of perceived organizational support on employee performance through organizational commitment. (8) Indirect influence of job satisfaction on employee performance through organizational commitment.The study uses cuantitive approach, the population is the administrative and financial employees of Kebon Agung Sugar Factory Malang which has status as permanent employee with the total sample as much as 68 respondents from 68 employees. The method to taking sampling is by total sampling method and instrument testing technique using validity and reliability test. This study uses several models of classical assumption test is normality test, multicolliniearity test, and heteroskidasticity test. Data analysis method used is path analysis.Based on the results of the analysis is showed that: (1) Description of perceived organizational support, job satisfaction, organizational commitment and employee performance is good. (2) There is a positive influence and significant perceived organizational support on employee performance. (3) There is a positive influence and significant perceived organizational support on organizational commitment. (4) There is positive influence and significant organizational commitment on employee performance. (5) There is a positive influence and significant job satisfaction on employee performance. (6) There is a positive influence and significant job satisfaction on organizational commitment. (7) There is a positive and indirectly significant effect of perceived organizational support on employee performance through organizational commitment. (8) There is a positive and indirect effect of job satisfaction on employee performance through organizational commitment.Based on the results of this study, researchers suggest: (1) Companies need to maintain awareness of the welfare of employees and also need to improve preparedness of the company if the employee needs special help. Other than that the companies need to keep the working conditions of the company in order to stay comfortable and need to increase the chances of employees participating in decision making within the working group. The next suggestion is, that company needs to keep employees to remain happy career in the company either by increasing organizational support and employee satisfaction and also need to pay attention to the employee's view that someone is easy to move company either by paying attention to opinion and value from employee. In addition, companies need to maintain and manage employees in order to remain able to cooperate well with colleagues and also need to improve the accuracy of employees in running the job either by increasing supervision or provide punishment or punishment to employees. (2) Next research on the effect of perceived organizational support variables, job satisfaction, and organizational commitment to employee performance suggests that the analysis model used is to use path analysis model rather than using multiple linear regression analysis. (3) The model of this study needs to be tested on different research subjects at work where many workers are millenial generations who are found to be sedentary or alleged to have low work commitments or on jobs that have high turnover rates such as hotel employees, employees banking, hospital employees.
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Arasanmi, Christopher N., i Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment". Industrial and Commercial Training 51, nr 3 (4.03.2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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Hawa, Nur, Badia Perizade i Agustina Hanafi. "PENGAWASAN DAN MOTIVASI TERHADAP KINERJA DENGAN KOMITMEN SEBAGAI VARIABEL INTERVENING PADA RSUD MUARADUA OKU SELATAN". E-Jurnal Manajemen Universitas Udayana 8, nr 12 (3.12.2019): 7239. http://dx.doi.org/10.24843/ejmunud.2019.v08.i12.p17.
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The purpose of this study is to analyze the influence of supervision and motivation on employee performance with employee commitment as an intervening variable. Respondents in this study were taken using the census method. The total population was 97 people obtained from filling out questionnaires distributed to 97 respondents. The data analysis technique used was Partial Least Square (PLS).The results of this study showed that supervision did not affect employee commitment, motivation affected employee commitment, supervision affected employee performance, motivation affected employee performance, employee commitment affected employee performance, supervision affected employee performance through employee commitment as a variable intervening, and motivation affected employee performance through employee commitment as an intervening variable.The results of this study indicated that supervision and motivation had influence on employee performance with employee commitment as an intervening variable. It is suggueted to the management to provide input and improvement to employees in doing work to increase employee motivation, with increased motivation can increase employee commitment and carry out work responsibly towards Muaradua General Hospital, South Ogan Komering Ulu Regency.
Keywords :Supervision, Motivation, Employee Commitment, Employee performance.
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Hilimi, Zainudin, Dewi Susita i Paulus Kindangen. "The Effect of Empowerment, Training, Compensation through Organizational Commitment on the Performance of the Financial Management of the North Sulawesi Provincial Government". IJHCM (International Journal of Human Capital Management) 4, nr 2 (7.12.2020): 1–10. http://dx.doi.org/10.21009/ijhcm.04.02.01.
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This study aims to analyze and determine the effect of empowerment, training, compensation through organizational commitment to the financial management performance of the North Sulawesi Provincial Government. The methodology used in this research is a quantitative approach with a descriptive survey method. Research respondents numbered 267 financial management employees.The results of this study indicate that 1) Empowerment has a direct and positive effect on the performance of financial management employees. 2) Training has a direct and positive effect on the performance of financial management employees. 3) Compensation has a direct and positive effect on the performance of financial management employees. 4) Organizational commitment has a direct and positive effect on the performance of financial management employees. 5) Empowerment of employees has a direct and positive effect on organizational commitment of financial management employees. 6) Employee training has a direct and positive effect on organizational commitment of financial management employees. 7) Compensation has a direct and positive effect on organizational commitment of financial management employees. 8) Empowerment of employees has an indirect and positive effect on employee performance through organizational commitment. 9) Employee Training has an indirect and positive effect on employee performance through organizational commitment. 10) Employee compensation has an indirect and positive effect on employee performance through organizational commitment.