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- Organizational commitment, job satisfaction and their possible influences on intent to turnover
- The role of training in building employee commitment: the mediating effect of job satisfaction
Over the past twenty years, several empirical studies have examined the consequences of job satisfaction among correctional staff. When looking at worker behavior in other disciplines, though, it is commonplace to include both job satisfaction and organizational commitment.
A better understanding of these issues and their relationships can pinpoint better strategies for recruiting, promotion, and training of future hospital managers and employees, particularly in Iran but perhaps in other societies as well. This cross-sectional study was conducted using self-administered questionnaires distributed among hospital employees and managers through a stratified random sampling. The dominant leadership style of hospital managers was participative style. Hospital employees were moderately satisfied with their jobs and committed to their organization. Salaries, benefits, promotion, contingent rewards, interpersonal relationships and working conditions were the best predictors of job satisfaction among hospitals employees.
Organizational commitment, job satisfaction and their possible influences on intent to turnover
From the beginning, the aim of the Journal is to foster academic research by publishing original research articles that meet the highest analytical standards, and provide new insights that contribute and spread the business management knowledge. ERMBE is an international peer-reviewed open access journal. The articles published are related with any specialities in the fields of the Business Economics accounting, business management, finance, human resource management, marketing, operations management, organization theory, strategic management, etc.
The target audience is constituted by academics and researchers belonging to any university and by professionals and executives from the business world. The Impact Factor measures the average number of citations received in a particular year by papers published in the journal during the two receding years. CiteScore measures average citations received per document published.
Read more. SRJ is a prestige metric based on the idea that not all citations are the same. SJR uses a similar algorithm as the Google page rank; it provides a quantitative and qualitative measure of the journal's impact. SNIP measures contextual citation impact by wighting citations based on the total number of citations in a subject field.
This research focuses on the discussion regarding antecedent variable of transformational leadership with its effect to work performance of the middle-level leaders at the organization of Pelabuhan Indonesia III Inc.
The technique used to collect the data from the respondents is questionnaires to minimize any interpretation differences between respondents and the researcher.
Further, analysis model used is structural equation model SEM with the basis of theory and concept, from the package of Partial Least Square PLS program so that the results are accurate.
This study found that transformational leadership has direct significant effect on job satisfaction and organizational commitment. However transformational leadership cannot give significant impact to work performance when it is intervened by the organizational commitment as well as it cannot give direct impact on work performance.. Leaders are individuals with important contributions for creating conducive and supportive situations in working environment Raelin, Every leader is unique with different talents, a company needs to have a talent mapping for selected structural positions.
This is in line with the opinion of Winston , that talent management is extremely needed in the era of business competition that getting tighter. Not only the results of the mapping can be used to develop the employees, but also identify the configurations of human resources in Pelabuhan Indonesia III Inc. In addition, organizational commitment also became a variable that has a significant impact to the work performance.
Tolentino in his research studied about organizational commitment between administration and academic personnel at the selected university. The results showed that commitment has a correlation with work performance of the academic personnel affectively and significantly.
As well as the results found by Ahmad, Ahmad, and Shah , Hettiarachchi and Jayaeathua in their study. Transformational leadership theory starts with the concept by Burns and Bass According to Bass, transformational leaders stimulate the underlings to make perceptions of leadership with new perspectives since there is intellectual stimulation. Leaders are able to make perceptions as the individuals who can support and give cares to the underlings with individualized consideration, through inspirational motivation and charisma Bass, While transactional leadership according to Mekpor and Dartey-Baah is a leadership style known as a managerial leadership, which prioritizes of the supervising, organizing, assigning, controlling and monitoring of each individual performance.
Leaders in transactional leadership styles will give direct rewards to outstanding employees, monitor employee jobs and provide warnings and punishments to employees who deviate from predefined standards. Furnham, Eracleou, and Chamorro-Premuzic defined job satisfaction as how far the employees are satisfied with their work. This matter often happens in which two concepts are discussed together, since it is said that an individual is satisfied in the workplace as there is a factor and condition that motivate him or her.
Robbins stated that job satisfaction is a common behavior to work performance while there are awards and achievements appropriately. Theoretically, job satisfaction has a relationship with work performance. An organization with more satisfied employees tends to be more effective and productive. Besides, employees with high level of satisfaction will have a low number of turnovers Chen, Robbins defined organizational commitment as a stage in which the employee recognizes a certain group with the goals, and hopes to maintain the status as the group member.
Moreover, Luthans define as: 1. Strong willingness to stay as a group member; 2. Willingness to hard work as the organizational aspiration; 3. A certain willingness to accept the values and goals of the organization. Organizational commitment has strong and positive relationship to work performance Ahmad et al.
In other study Shahab and Nisa claimed that there is a positive and significant effect of work satisfaction to organizational commitment, and also from organizational commitment to work performance. Performance is a stage of achievement of accomplishing certain work Simanjuntak, It means that work performance is an achievement stage as a work accomplishment by an individual from the organization. Work performance in organization is extremely affected by three main factors: organizational support, abilities or management effectiveness and work performance of every individual working at that organization, in which each unit in a organization has several divisions in which there are some individuals in each division Simanjuntak, Whereas, according to Rivai, Sagala, Murni, and Abdullah , work performance is about working and achievements from that work, and also what to do and how to do.
While Santis, Neto, and Verwaal defined work performance is a person's ability to carry out activities that contribute to the development of the organization's technical core. This study is a quantitative study, designed to explain the effect among variables or the relationship that affects between variables through hypothesis testing. The variables in this study can be classified into exogenous and endogenous variables. Transformational leadership variable X 1 is an exogenous variable. Work performance Y 3 is an endogenous variable, and work satisfaction Y 1 and organizational commitment Y 2 are intervening endogenous variables that become the focus of this study.
The measurement of transformational leadership, we used 15 items of multifactors leadership scale based on Bass et al.
To asses Job satisfaction in this study used 20 items of the Minnesota Satisfaction Questionnaire Chen, While organizational commitment, we used 18 items of the Mowday et al. Furthermore, to asses work performance, we used 20 items of individual work performance based on Koopmans et al. All measurement of four variables rated on 5-point Likert type scale ranging from 1 strongly disagree to 5 strongly agree. All of the variable items have validity score up to 0.
Data collection is done with the technique of direct submitting from respondents and guiding respondents to fill out questionnaires. Score in determining the respondent's answer, using a Likert scale. After that, validity and reliability tests were carried out. The next step is to process the data to answer the problem statement. Analysis model used is structural equation model SEM with the basis of theories and concepts, with Partial Least Square PLS package program because of the number of the respondents that are only 30 respondents.
Further, according to the strong relationship from theoretical and empiric study from the variables that become the focus of this study, so that conceptual framework in this study has showed in Fig.
Based on the explanation above, not only the problems in the contexts of having been supported by some theoretical studies and also empiric studies, the hypotheses in this study are: Hypothesis 1 is to measuring of the affect of transformational leadership on work satisfaction of the middle-level leaders; Hypothesis 2 is to measuring of the affect of transformational leadership on organizational commitment of the middle-level leaders; Hypothesis 3 is to measuring of the affect of transformational leadership affect on work performance of the middle-level leaders; Hypothesis 4 is to measuring of the affect of work satisfaction on work performance of the middle-level leaders; Hypothesis 5 is to measuring of the affect of organizational commitment on work performance of the middle-level leaders.
Work period between 1 and 5 years s , between 5 and 10 years, and above 10 years are 6. Position Period between 1 and 3 years s , between 3 and 6 years, and above 6 years are distributed as follows: In order to do the descriptive scoring on each variable in this study, categorizing is used based on interval scales with the average scores.
Categories of the scores for each variable based on interval scales can be identified in Table 1. Based on Table 1 , it can be scored on each variable as the followings: 1 The results of descriptive statistics for the mean score of variable X 1 is high 4. In this high condition of the mean score, standard deviation score of X 1 variable of the middle-level leaders at Pelabuhan Indonesia Inc. In this high condition of the average score, standard deviation score of Y 1 variable of the middle-level leaders at Pelabuhan Indonesia Inc.
In this high condition of the average score, standard deviation score of Y 2 variable of the middle-level leaders at Pelabuhan Indonesia Inc. In this very high condition of the average score, standard deviation score of Y 3 variable of the middle-level leaders at Pelabuhan Indonesia Inc. Descriptive statisics and scoring categories based on scales. Validity testing is used to measure whether a questionnaire is valid or invalid Ghozali, : p.
Ferdinand p. So that validity is aimed to measure what should be measured. The validity test in this study is known through Cross Loading results from a number of variable indicators which showed that the scores of X 1.
Scores for indicators Y 1. On the other hand, Y 2. While indicators Y 3. SmartPLS Bootsrapping results. The cross loading analysis after eliminating some indicators, it can be identified that all indicators that measure their latent variables are higher than loading factors from other latent variables. This can be identified that those indicators are good related to measuring their latent variables Ghozali, Based on Table 2 , it can be identified that the square root scores of AVE of each latent variable are actually bigger than the correlation with the other variables.
The results for reliability testing in this study, namely for the Composite Reliability score and Cronbach Alpha are X 1 ; 0. However, only one variable has less cronbach alpha score 0. In doing inner model testing, structural model is evaluated using R-Square for dependent variable, and then, path coefficient scores or T -values in each path aims to test the significance between construct in structural model.
The R-Square scores are used to measure the levels of varieties of changing independent variables to the dependent variables. In this study, the scores of R-Square can be explained that the R-Square scores 0. Then, for R-Square score 0. Finally, variable with the highest R-Square score between other variable is organizational commitment with the R-Square score 0.
After doing the scoring for R-Square scores, it is not a absolute parameter in measuring the accurance of model prediction. Next testing can be done by identifying coefficient scores of path or inner model that shows the level of significance in hypothesis testing. In terms of identifying significance of relationship between constructs, the tool used is t -test analysis from path coefficient. Next, X 1 variable to Y 1 with high enough t -statistic score After that, the last variable with the highest significance score in the variable relationship of this study is X 1 variable to Y 2 with the result of t -statistic In the other hand, the relationship between other variables, for instance Y 2 to Y 3 and X 1 to Y 3 cannot be seen in a significant relationship; these both relationships can only create path relationship with low scores 0.
However, since these both variables are not significant, the results of the coefficient are not included to be considered. There are two significant relationships and three insignificant enough relationships to be explained in Section 5.
The role of training in building employee commitment: the mediating effect of job satisfaction
Recently, employees are seen as important assets of organizations in which the majority of them cannot deal with employees properly or even underestimate their importance. In order to have a better vision about such issue, this study is planned to investigate the impact of communicational satisfaction on organizational commitment. A variety of communicational satisfaction dimensions are taken into analysis; such dimensions include: communication climate, relationship to superiors, organizational integration, media quality, horizontal and informal communication, organizational perspective, relationship with subordinates and the personal feedback. In addition, three factors of organizational commitment were taken into considerations that are affective commitment, continuance commitment and normative commitment. Eight sub-hypotheses are developed and tested accordingly to conclude with the fact that communicational satisfaction has a significant and direct impact on organizational commitment. Toggle navigation.
The results of regression indicate that independent variables (Job Satisfaction and Organizational Commitment) has significant relationship with dependent variable (employee loyalty) signified by the coefficient of Beta factor of job satisfaction is and T value is is significant at significant level.
Over the past twenty years, several empirical studies have examined the consequences of job satisfaction among correctional staff. When looking at worker behavior in other disciplines, though, it is commonplace to include both job satisfaction and organizational commitment. However, very few studies about correctional staff behavior include both concepts. This paper discusses job satisfaction and organizational commitment, and addresses the link between these concepts as it relates to correctional staff attitudes and behaviors. Further, a discussion of measurement issues and recommendations for future research is presented.
The purpose of this paper is to investigate the extent to which the organizational commitment and job satisfaction influence intent to turnover. Following a quantitative approach regarding methodological aspects of this research, a case study was carried out in a company of information technology and communication located in Porto Digital, in the Northeast of Brazil. A data collection technique with forms, a self-administered form with 18 closed questions with a Likert-type scale and an open questionnaire were used. In this analysis, Statistical Package for the Social Sciences SPSS software was used as the technique; besides the descriptive statistics, a correlation was made between dependent variables intention of rotation and independent variables affective, normative, instrumental and work satisfaction.
Journal Template. Contact Online. Ahmad, N. Impact of organizational commitment and employee performance on the employee satisfaction.
From the beginning, the aim of the Journal is to foster academic research by publishing original research articles that meet the highest analytical standards, and provide new insights that contribute and spread the business management knowledge. ERMBE is an international peer-reviewed open access journal. The articles published are related with any specialities in the fields of the Business Economics accounting, business management, finance, human resource management, marketing, operations management, organization theory, strategic management, etc. The target audience is constituted by academics and researchers belonging to any university and by professionals and executives from the business world. The Impact Factor measures the average number of citations received in a particular year by papers published in the journal during the two receding years.
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