This study investigated the impact of Organizational Commitment on employee job performance. According to Somersl and Birnbaum (1998) there is positive relationship between the two variables. Jackofsky (1984) explained that low commitment result in high rate of turnover, whereas high level of satisfaction results in high level of commitment which further leads to high performance (Yousuf, 1997). The research is taken out on private and public sector employees of oil and gas sector in Pakistan. The researcher worked on three dimensions of employee commitment declared by Meyer and Allen (1990) that involves affective commitment (employee's emotional attachment), normative commitment (pressure on employee to remain with an organization) and continuance (the costs that employees perceive on leaving the organization). Organizational commitment seeks same impact without gender biases but women behave differently at times (Chusmir, 1984). Total 230 questionnaires were distributed among employees of OGDCL, OMV and SNGPL in Pakistan while 153 questionnaires were received, thus constituting a 66.52 % response rate. Descriptive statistics was applied which indicates that the sample comprises 80.4 % male and 19.6 % female. The sample further indicates that 24.8 % of employees belong to age group of 25-30, 43.8 % have passed bachelor. 31.4 % respondent were from private sector and 68.6 % from public sector. The correlation shows that employee's job performance is positively related with organizational commitment. The regression results showed highly significant impact of organizational commitment on employee job performance. The results for overall organizational commitment were also positive with employee job performance. Hence, we can conclude that the demographic variable of the respondents both in public and private sectors has no significant variation in their job performance. However, the young respondents showed high performance as compared to other age fellows. The results also indicate that the males were higher performers than Female. Likewise private sector employees exhibited high sense of performance levels than employees in the public sector.
This paper examines the critical challenges of workforce management which includes employee commitment, retention and productivity. In today's economic uncertainty, when an employee leaves an organization suddenly it has worse effect on business plans and productivity as well (Caplan and Teese, 1997; Ambrose, 1996; Noer, 1993). Productivity and retention rate fall when an employee is distracted. These distractions may be a major restructuring, corporate downsizing, merger, acquisition, or even rapid growth (Cartwright and Cooper, 1999; Bridges, 1991). It has been observed that a manager can easily handle the retention issues because the factors that influence employee satisfaction and commitment are generally under manager's control (Coffman, 1999; Kaye and Jordan-Evans, 1999). Moreover, it is considered that a manager plays role of catalyst by reaching inside each employee and taking out his unique talent and converting it into performance (Buckingham and Coffman, 1999). Good manager provide talented employee an opportunity to find satisfaction in the working environment of an organization which eventually affect his decision to stay or leave (Buckingham and Coffman, 1999; Kreisman, 2002; Kaye and Jordan-Evans, 1999). Most frequent question asked from managers is that why better employees leave? Answering to it they usually blame organizational policies or say it is about pay scale (Kaye and Jordan-Evans, 1999). Contrary to this, research says wages and incentives only attract people towards an organization, but usually do not become a reason for an employee to leave some organization (Herman, 1999) although these are powerful motivators (Thomas, 2000). The research shows 3% employees are crucial to the organization's success and should be kept at any cost, 13% employees are just important to keep, 63 % are valued by an organization, company accommodate whatever it can for them, 13% are expected to improve their performance or suggested to leave job, 3% population are always in progress to leave an organization. Usually 97% of population is targeted by using this strategy in order to solve different management issues. Research shows that In the future, successful organizations will be those where organizational behaviour will be close to realities of the current work environment where success will depend upon innovation, creativity and flexibility. Further, the dynamics of the work environment will have to reflect a population consisted of individuals whose motivations, beliefs and value will differ vastly from the past and from one another.
Because of causes associated with globalization, company are likely to become international. Tight competition has urged organization to strength their workforce intellectually for achieving maximum performance. The combination of learning culture of an organization and supportive leadership psychological empowerment of employee will result in committed workforce. The main purpose of this research was to provide framework for the future research. According to the researcher organization learning culture and supportive leadership are mediating variable organizational commitment and psychological empowerment. The researchers also suggest that there is positive relationship between the two, dependent and independent variables. Particularly the research suggested that an individual get more psychological empower from the personal and contextual factors of the organization the employee feel more autonomy and more committed with organization and the organization in public sector get more outcomes. This study is conducted with the hopes that next study will focus on the organizational commitment in the public sector.
This study seeks to investigate the association between different types of organizational culture and leadership behaviours and organizational commitment, job satisfaction and employee performance in the Malaysian setting. Data was gathered from 238 Malaysian UM MBA part-time students and the researcher's working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI (Wallach, 1983), leadership behaviour questionnaire (Harris and Ogbonna, 2001), ACS (Allen and Meyer, 1990), single global rating for job satisfaction (Robbins, 2005), and overall performance questionnaire (Motowidlo and Van Scotter, 1994), respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression. Generally and with a few exceptions, leadership behaviour was found to be significantly related to organizational commitment, and organizational culture played an important role in moderating this relationship. Organizational commitment was found to be significantly associated with job satisfaction, but not with employee performance. However, only supportive culture influenced the relationship between commitment and satisfaction. This article contributes to the existing pool of knowledge on the relationships between leadership behaviours, organizational culture, organizational commitment, job satisfaction and employee performance. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding on the factors which affect organizations and employees.
Burns 1978 states that leadership is an issue which has been discussed a lot by the philosophers and researchers but least understood. Leadership is the most controversial topic which has been pondered by them. The researchers from 1920s to 1960s were focused to find common traits of successful leaders (Adair, 1984). Frederick Taylor(1856-1915) proposed a theory about leadership for the first time for leading the formal organization setup. The leader sets the level of competence and commitment keeping the situation and growth pattern of employees. Effective leaders always keep on changing their styles according to situation and development of followers. The role of leadership is largely determined by the culture of the organization. It has been argued that organization's "beliefs, values and assumptions are of critical importance to the overall style of leadership that they adopt" (Bunmi, 2007). This study was administered in university libraries on the basis of standard models of leadership styles, organizational cultures and employee commitment. These items involve communication, facilitation and involvement through participation etc. The study was based on quantitative method for which standard questionnaires were used after translating it into Urdu so that the understanding of terminology would be made easy. The study brought to light the influence of leadership style, organizational culture and commitment of library professionals. The focus was to developed strategic concerns for appropriate leadership style, culture and how the level of commitment can be enhanced in university libraries. A survey was conducted by using a questionnaire. The population included qualified librarians (with at least master degree in library science) from all universities and degree awarding institutions in Punjab and Islamabad. A list of 44 such organizations was prepared after consulting the website of the Higher Education Commission (HEC). The sample was delimited to 30 institutions where at least three librarians, including chief librarian, were working. The total number of professionals in the sample was 197. For data collection, all institutions were personally visited by the researcher or his trained assistants. The respondents who filled the questionnaire were 115. Of the rest of the persons 37 refused to participate in the study while 45 were on leave on the day of visit. The usable questionnaires (n ¼ 115) were analyzed using Statistical Package for Social Sciences (SPSS). In the present study, After applying the cross tabulation between the two variables and chi-square test to find the significant relationship, the values found as: chi-square ¼ 4.55 and p ¼ 0:208, which is higher than 0.05. It states that there is no significant relationship between the expected and observed result. It means that leadership style and organizational culture has no relationship. In the studies of other sectors the situation is not same for example in a study of garments industry of Pakistan it was found that there is a significant relationship between leadership style and organizational culture (Adnan, 2008). An independent sample t-test was performed to see the relationship between employee commitment and two groups of leadership style. The results found not to be statistically significant at alpha level 0.05 (t ¼ 0:760). This means that leadership style has no effect on the commitment of employees in university libraries. The analysis shows that the job commitment of the respondents remained unchanged with the change of leadership style.
The main aim of this paper is to examine the impact of organizational culture on the employee's commitment towards organizational goal. In this era of competition, organizations need such culture that increases the employee commitment (Keren, Langlands, Stroh, Northcraft, and Neale 2002). Strong culture increases the workforce performance by energizing with good working environment and coordination among employee behaviour (Andre 2008:572). The establishment body of ethical values influences the organizational culture (Schein 2010). Organizational culture appears in various forms on the different levels but Hofstede (1990) introduced four levels of organizational culture including shared assumptions, cultural values, behaviours and cultural symbols. These support the organization in building organizational culture. . Further, this study focuses on three levels of organizational culture proposed by Schein (1999), each organizational culture has three levels namely, surface level, espoused values and assumptions values, and their relationship with commitment of employees whether it is form of emotional attachment of employees or obligations for employees. Detailed research shows that organizational culture enhances the commitment of employees towards organizational goal. Organizational culture is compulsory part of the organization on which organization's success or failure depends. Those organizations, which succeed in implementing the culture efficiently in the organization, lead the marker or gained high profitability. The organizational culture increases the employee's commitment through installing different level of culture in the organization.
This paper explores the relationship between socialization, person-culture fit, and employee commitment. In other words, it determines the impact of socialization on person-culture fit and also explore whether the integration of organization values and personal preferences for those values can predict employee commitment. Where Schneider (1987) perceives, an individual is attracted towards an organization which has similar goals as he possess and vice versa. This article is written in the context of Indian banks (both private and government sector). Today, human resource management has gained status of the most important practice, for that culture has also been given due importance. The parameter of culture cannot be defined but the contemporary research gives the view that culture is an internal variable which can be given meaning by the views and believes which an organization holds. Many researchers like Calori and Sarnin, 1974; Denison and Mishra, 1995; Gordon and DiTomaso, 1992; Kanungo and Mendonca, 1994; Koene, 1996; O' Reilly, Chatman and Caldwell, 1991; Pathak, Rickards and Pestonjee, 1996; Sheridan, 1992; Wilderom and Van den Berg, 1998, hold similar views about the outcomes (employee commitment, job satisfaction, turnover, absenteeism, etc) of an organization for which culture is responsible. Furthermore, researchers declare that culture may play an important role to identify weather an individual fits in organization (Caldwell and O' Reilly, 1990; Kilman, Saxton and Serpa, 1986). The thorough study of different researches suggests that strong congruence between organizational and individual preferences is believed to result in strong employee commitment. For example, Virtanen (2000) believes that the strength of culture can easily be perceived by the strength of commitment. According to Brown (1995) management of culture is actually management of commitment. Job satisfaction and organizational commitment can be predicated by person-culture fit (O'Reilly, Chatman and Caldwell, 1991). However, research taken to identify the gap between organization values and individual values and its effect on organizational outcomes is still limited (Wilderom, Glunk and Maslowski, 2000). Hence, the primary objective of this research is to realize this gap. The data was collected through convenient sampling. Six banks (two governments, two private, two foreign) participated in the study. Three scales were developed to take data from two different groups of respondent. The first group consisted of 135 newly recruited employees and the second group comprised of 69 senior employees of the banks taken for study. The results of the analysis indicate that person-culture fit possesses predictive validity and is organizationally useful. In the light of present study and earlier researches we conclude that especially in the public sector, banks need to pay due attention to socialization practices which are expected to result in strong cultures and hence strong employee commitment.
The purpose of this study was to investigate the influence of four dimensions of corporate culture namely teamwork, communication, reward and recognition, and training and development, on employees organizational commitment within six major Malaysian semiconductor packaging organizations. Despite extensive research on corporate culture, very little empirical research has examined this area of study. In today's manufacturing environment, corporate culture is used as a powerful tool to quantify the way a business functions (Gray et al., 2003). Research has confirmed that corporate culture is able to influence the thoughts, feelings, interactions, and organizational performance (Yusof & Ali, 2000; Saeed and Hassan, 2000). Organizational commitment is an attitude, has been defined as the relative strength of an individual's identification with, and involvement in, a particular organization (Mowday et al., 1979; Allan and Meyer, 1990). This definition, reflecting an individual's affective commitment, represents a major approach to the study of organizational commitment (Meyer et al., 2002), and appears to be the most desired form of commitment. The target population of this study was the semiconductor contract manufacturing industry in Malaysia. The mail survey was the main form of data collection. The final version was mailed to 500 employees from different job levels and functions in the six selected organizations. Of the 500 questionnaires distributed to employees in these organizations, 386 were returned. However, only 377 questionnaires were usable, yielding a response rate of 75.4%. Hierarchical regression analyses were employed to test the research hypotheses. The results of this study revealed that communication, training and development, reward and recognition, and teamwork are positively associated with employee's commitment. Also, communication was perceived as a dominant corporate culture dimension, it was associated with significant improvements in employee's organizational commitment. This study contributes to a better understanding of the influence of corporate culture on organizational commitment among employees within the context of the Malaysian semiconductor sector.
Culture is the most powerful force which holds the organization together. An organization cultivates its culture by transferring it to the new employees for the future benefits. This study investigated the preferred as well as the existing culture and employee commitment levels at a South African company. Peters and Waterman (1999:808) explains those organizations which hold dominant culture is likely to be more successful. The stronger the culture, the more it is directed to the market place, the less there is need of detailed procedures. In such organization setups everyone is clear about his job. The research reviewed the various types of culture, how culture is created and ways in which culture can be sustained or changed. There is no single definition of culture, for instance Robbins (2000:34) defines culture that it was the concept of the history which has been emphasised from the last decade by organizational researchers which is about the atmosphere of an organization and its handling of the people. Schein (1999:200) state that culture is a pattern of shared assumptions which a group of people bring forth to solve business problem and then send it to their new generation. Mullins (1999:53) explains organizational culture as the collection of beliefs, traditions, values, attitudes and policies which an organization holds. Aswathappa (2003:479) says culture is a complex whole of capabilities and habits acquired by man in a society. Collins and Porras (2000:338) defines that organizational culture refers to a system of shared meaning held by members that distinguish one organization from other organizations. Ways to cultivate employee commitment and retain skilled employees are also nearly explained in the definitions of different researcher mentioned above. The employees at Riverview Paper Mill also strongly prefer a culture in which reward and support is considered. Due to lack of motivational activities employee commitment is very low and employees stay with the company out of necessity. Newstrom and Davies (2002:211) says employee commitment is a degree to which employee identifies by his organization and his willingness to stick to that organization. The study was taken from the workforce of Nampak Tissue - Riverview Paper Mill, which totalled fifty two (52) permanent employees. The data was collected by using questionnaire. The key results of the research findings revealed that there is a strong achievement culture prevalent at the company, with a good mix of the other culture types like, role culture, power culture and support culture.
This study investigates the relationships between employees' commitment and its various antecedents, including employees' perceptions of organizational culture, subculture, leadership style, and job satisfaction. Commitment has been a core variable of interest in management/organizational studies for quite some time with a plethora of studies seeking to explicate its causal antecedents (e.g. Bateman, & Strasser, 1984; Clugston, 2000; DeConinck, & Bachman ,1994; DeCotiis, & Summers, 1987; Dodd-McCue, & Wright, 1996; Iverson, & Roy, 1994; Michaels, 1994; Mottaz, 1988; Russ, & McNeilly, 1995; Taormina, 1999; Williams, & Hazer, 1986). Among the possible antecedents of commitment, organizational culture has received relatively low levels of empirical investigation. A questionnaire survey was used to collect the data. The sample for the main study consisted of nurses drawn from seven large hospitals located in the Sydney metropolitan region. A total of 251 questionnaires were available for analysis, representing a response rate of 63%. Structural equation analysis examined a proposed model in which organizational subculture mediated the influence of leadership style and organizational culture on commitment, and in which job satisfaction is an antecedent of commitment. Specifically the direction of the causal effect between job satisfaction and commitment, the role of subculture as a mediating variable, and the role of job satisfaction as a mediator of the influences on commitment of its other antecedents. However, the overall fit of this model is not very good (Chi-square = 92.918, df = 18, pvalue = 0.000; TLI = 0.791; CFI = 0.916; RMSEA = 0.129). Therefore, it was decided to explore a possible revision of the original that would produce a better fit to the data. Comparisons with alternative models confirmed satisfaction as an antecedent of commitment and the role of subculture as a mediating variable. One of the main findings in this study was that subculture had a greater influence on commitment than organizational culture. The results of this study contribute to the clarification of the causal relations of the antecedents of commitment, and highlight the important role of local leadership and subculture in determining employees' job satisfaction and commitment.
The focus of this study is an investigation of the relationship between organisational culture and organisational commitment in a South African motor manufacturing organisation. Werner (2007: 11) states that "social, cultural, political, technological and global forces challenge organisations to redefine their strategies". The implication of these constant changes for South African organisations that are now part of the global market is that they are expected to compete and survive in a dynamic business world. These changes also affect other aspects of the functioning of the organisation, such as organisational culture and organisational commitment. Meyer and Allen (1997: 114) state that "the biggest challenge for commitment researchers will be to determine how commitment is affected by the many changes such as increased global competition, reengineering and downsizing that are occurring in the world of work". The literature postulates that organisational culture in general can have an influence on the organisational commitment that employees demonstrate (O'Reilly 1989). According to Martins and Martins (2003: 380) "global research indicates that organisational cultures create high levels of commitment and performance". The role of organisational culture is crucial to understanding organisational behaviour. According to Wagner (1995), organisational culture has a strong influence on employees' behaviour and attitudes. Organisational culture involves standards and norms that prescribe how employees should behave in any given organisation (Martins & Martins 2003). A basic definition of organisational culture is necessary to provide a point of departure in the quest to understand the constructs. Martins and Martins (2003:380) define organisational culture as "a system of shared meaning held by members, distinguishing the organisation from other organisations". Arnold (2005: 625) indicates "that organisational culture is the distinctive norms, beliefs, principles and ways of behaving that combine to give each organisation its distinct character". These two definitions suggest that organisational culture distinguishes one organisation from another. Literature on the construct of 'organisational commitment' indicates that this construct can be described from an attitudinal, behavioural and motivational perspective. Morrow (1993) describes organisational commitment as characterised by attitude and behaviour. The empirical study involved the participation of 371 respondents in an organisation. A survey was conducted using the organisational commitment scale and the organisational culture questionnaire to determine the relationship between organisational culture and organisational commitment. Harrison (1993: 9) indicates that "OCQ is a questionnaire developed to diagnose culture in an organization, in order to identify the different cultural orientations and initiate culture change strategies". The Organisational Commitment Scale (OCS) was developed to measure organisational commitment as a tri-dimensional construct (Meyer & Allen 1997). The results suggest that organisational culture has an effect on organizational commitment. The results of the study have important implications for the company that participated in the study as well as for other South African organisations, which can learn from these results. An important deduction from the results is that by focusing on affective and normative commitment, organisations will be able to positively influence the retention of employees, productive behaviour and employee well-being. The opposite focus, namely emphasising continuance commitment, or the cost of leaving, will not ensure the same positive results.
The organisational culture of an organisation has an effect on the organisational commitment of its employees. A fit between the organisational culture and the employees will increase the organisational commitment of those employees and contribute towards improved service delivery. Improving the service delivery of local municipalities can be achieved through investigating the organisational commitment and organisational culture of employees within the selected municipality (Greenberg, 1996; Robbins, 1993). The importance of looking at the organisational commitment of a local municipality is because if there is commitment within the organisation, then employees will identify with their organisation and its goals, and will deliver the service more effectively and efficiently efficiently (Greenberg, 1996; Robbins, 1993). It is also important to look at the organisational culture of the selected municipality because the organisational culture affects the commitment of employees, which in turn affects the service delivery of the municipality (Clugston, Howell and Dorfman, 2000: 6; Rowe, Mason, Dickel, Mann and Mockler, 1994: 477). Organisational culture can be viewed as the unique pattern of shared values, norms, attitudes, beliefs, rituals, socialisation, expectations, and assumptions of the employees in the organisation (Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and Oosthuizen, 2004: 357; O'Reilly, Chatman and Caldwell,1991: 491; Rowe et al., 1994: 472; Schein, 1992: 52). So we can say that organisational culture could be equated with the personality of the organisation, depicting the manner in which employees behave when they are not being told what to do (Hellriegel et al., 2004: 357). Organisational culture classifications have been developed in order to assist in the understanding and analysis of organisational culture and such frameworks include those by Deal and Kennedy (1982: 107-127); Harrison (1972: 121-123); Harison and Stokes (1992); Hellriegel et al. (2004: 365-368); Rowe et al. (1994: 474); and Schein (1992). For the purpose of this research, the Harrison and Stokes (1992) conceptual framework for organisational culture was used to classify the different types of culture within the selected municipality. Organisational commitment can be defined from two perspectives, behavioural commitment and attitudinal commitment (Meyer and Allen, 1991:62). Behavioural commitment focuses on the processes, by which employees become part of a specific organisation and their appropriate behaviour (Meyer and Allen, 1991: 62). Attitudinal commitment, on the other hand, focuses on the processes by which employees come to think about their relationships with their organisation, and the extent to which their goals and values are congruent with those of the organisation (Meyer and Allen, 1991: 62). The primary objective of this research was therefore to diagnose the relationship between organisational culture and the organisational commitment of employees at the selected municipality. In order to achieve this objective, a survey was conducted to canvas the opinions of respondents, the questionnaire was administered and data collected from the sample (N=250) of municipal respondents at the two towns situated in the area of jurisdiction of the selected municipality regarding their perceptions of the existing organisational culture, their preferences regarding the organisational culture within the selected municipality, and finally the organisational commitment. The quantitative data were analysed using Statistica 8 (Punch, 2005: 108). Firstly, the information from all three sections of the questionnaire was analysed statistically using descriptive analysis (Creswell, 1994: 124). Descriptive statistics are used in order to summarise a set of scores that are obtained from respondents and to illustrate basic patterns in data (Harris, 1998; Punch, 2005: 110; Neuman, 2006: 347). It can be concluded that organisational culture has a significant effect on the organisational commitment of employees within the selected municipality and therefore can affect the service delivery of the selected municipality.
This study investigated the relationship between organizational culture and employee's commitment in public tertiary institutions in Lagos State, Nigeria. A well-managed organization usually sees an average worker as the root source of quality and productivity (Harrison and Spoke; 1992). The extent of the employee level of commitment could be influenced either positively or negatively by the culture existing in an organization. According to Deshpaude and Farley (1999), employees' commitment to the values and goals of an organization, teamwork and socialization are of utmost important. According to Mullins (2000), the culture of an organization is one of the factors that strategically come together to develop an organization. The descriptive research design type was adopted for the study. The population of the study comprises all the non-teaching and teaching employees in public tertiary institutions in Lagos State. The simple random sampling was used to select 50 employees from each of the four public tertiary institutions comprising a total of 200 samples for the study. An instrument tagged "Organizational Culture and Employees Commitment Questionnaire" was used to collect data for the study. The instrument was validated and a reliability coefficient of 0.78 was obtained for the instrument. Data collected were analysed using descriptive and inferential statistics. Results from the data analysis indicated that significant relationship exist between organizational culture and employees' commitment in public tertiary institutions in Lagos State. It was further found that significant difference exist in the commitment of employees of different sex, ages and length of service to their institutions in Lagos State should Management improve on the current rewards system in their institutions to enhance employees' commitment levels as well as output among others.
Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behaviour. Administrators usually adjust their leadership behaviour to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational cultures, leadership behaviour and job satisfaction of employees. A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analysed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behaviour and job satisfaction. Organizational cultures were significantly (positively) correlated with leadership behaviour and job satisfaction, and leadership behaviour was significantly (positively) correlated with job satisfaction. The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behaviour and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.
This study is designed to determine the relationship between job redesign, employee empowerment and intent to quit measured by affective organizational commitment among survivors of organizational restructuring and downsizing. Unfortunately, much of the evidence from research on survivors' work-related attitudes and behaviours subsequent to restructuring and downsizing have documented evidence of feelings of job insecurity, intent to quit, decline in organizational commitment, loyalty and trust, among others (Brockner, 1998; Brockner, Grover, Reed, DeWitt and O'Malley, 1987; Cascio, 1993; Kets de Varies and Balazs, 1997; Armstrong-Stassen, 1998; Ryan and Macky, 1998; Wager, 2001). It focused on middle level managers and employees in supervisory positions because survivors of this group are often called upon to assume expanded roles, functions and responsibilities in a post restructuring and downsizing environment. Overall, 700 questionnaires were distributed. Of these 438 usable ones were returned, for an effective response rate of 62%. The results show statistically significant positive relationships between job redesign, empowerment and affective commitment. It therefore, provides empirical data to support theoretical models for managing and mitigating survivors' intent to quit and subsequent voluntary turnover among survivors of organizational restructuring and downsizing. The implications of these findings, suggest expanded roles for job redesign and employee empowerment.
This paper aims how leadership style effects the organization commitment of the employees, while the organization culture is reflecting the employee's values in the organization. This paper is a conceptual based paper which gives theoretical evidence to support the idea. The paper also gives a brief overview of transactional leadership and transformational leadership. The results of the paper suggest that the leadership style is a strong dimension of organization commitment when organization culture of the organization represents the employees' values in the organization. It concludes leader can established organizational culture which reflects the employee value proposition in the organization and this bring lot of benefits toward the organization. When organizational culture and employee value proposition are same, it increased the commitment of employee's especially in new hired employee and this idea is also supported by the research of corporate leadership council. The mediating role of employee's values and strong organizational culture in the relationship of leadership style and organizational commitment help the organization in increasing commitment, attract more talented people, and retain the existing employees in the organization. Employees are more satisfied if the organization will meet their expectations which are the part of that organization culture, so they are more committed with the organization. The paper is not giving any empirical evidence of the model. Further studies can be carried out by replacing transactional leadership with servant leadership.
The existing management and leadership research has demonstrated separately the effects of leadership style and locus of control on organizational commitment. However, researchers have not yet directly measured the relationship between leadership style and organizational commitment as moderated by follower's locus of control. This paper provides a review of the literature on each of the three constructs: leadership style, organizational commitment and locus of control. The paper then generates the theoretical background suggesting that locus of control may indeed moderate the relationship between leadership style and organization. The paper used a quantitative methodology, using self-administered surveys comprised of the organization commitment questionnaire, the locus of control questionnaire and the initiating structure and supervisor consideration sections of Leader Behavior Description Questionnaire (LBDQ), to test the proposed hypotheses. The sample size of 113 represented a response rate of 40%. The research conducted in this study did not support the proposed relationships between organizational commitment, leader style and locus of control, it does not challenge the existing research that supports that separately locus of control (Aube, Rousseau & Morin, 2007; Judge & Bono, 2001) and leadership style (Bass, 1985; Hersey and Blanchard, 1977; and Stogdill, 1963) can impact follower organizational commitment. Given that followers' inevitably exhibit some form of locus of control and they must work within the confines of certain leadership styles, the two independent variables must co-exist within the workplace. It is conceivable that the two variables effect one another, just not in the context of the model proposed within this paper. As locus of control is an important determinant in how employee's view their environment, leaders are well advised to be cognizant of how their followers perceive their leadership initiatives. The findings did not support the proposed hypotheses but did support the previous research that suggests that separately leader style and locus of control are important drivers of organizational commitment.
The purpose of this study is to examine the effect of leadership style on the affective commitment to change, moderated by the organisational culture. Nowadays, change management is becoming a well-known phenomenon. Obviously, change is the only constant that happens on a continuous basis (Probst & Raisch, 2005). Peters and Waterman (1982) suggested that organisational culture has a considerable influence on organisations, particularly in areas such as commitment. Previous researches on organisational change focused on variety of aspects such as leadership (Kotter, 1995), communication (Schweiger & Denisi, 1991) procedural fairness (Brockner, 2002) and layoffs and turnover (Paterson, Green, & Cary, 2002), nevertheless there has been a lack of focus on individual commitment to change. Therefore, one of the many reasons why change efforts failed lies in the people and their inadequate or lack of commitment to change. In order to minimise such problem, the current researcher observes the commitment to change comes from the people in the organisation, more likely to lead to a smooth change. This view is supported by previous studies such as Shum, Bove, and Seigyoung (2008) and Svensen, Neset, and Eriksen (2007). This research adopts both qualitative and quantitative approaches through a survey with 371 employees of public organisations in Yemen, as well as interviews with the managers. The survey developed based on previous studies (Bass & Avolio, 2004; Glaser, Zamanou, & Hacker, 1987; Herscovitch & Meyer, 2002; Schrodt, 2002).The findings showed that using multiple regressions and hierarchical regression, we found that transformational leadership were positively significant related to employee affective commitment to change in the same line with other findings (Herold, Fedor, Caldwell, & Liu, 2008) which found that transformational leadership were positively related to employee commitment to change. The results showed that organisational culture had positively moderated the relationship between the leadership styles and employee affective commitment to change. Finally, the findings revealed that the transactional leadership was a strong predictor to affective commitment to change compared with the transformational leadership.
This study highlights the importance of training and its effect on employee commitment and turnover rate. There is significant growth in the industry of training soon the companies have realized its importance. According to the statics in 1955, $7.7 billion was spent on the wages and salaries of in-house company trainers and $2.8 billion was spent on tuition reimbursement (Frazis, Gittleman, Horrigan, Joyce, 1998). The American Society for Training and Development found that in 2003 and 2004, the average annual training expenditure was $820 and $955 per employee respectively, which was certainly an increase of $135 in one year. The number of formal learning hours per employee also rose from 26 hours in 2003, to 32 hours in 2004 (atsd.com, 2005). This paper deviates from the frequently assumed training outcomes and focus more on the relationship of training and employee commitment. Committed employee is him who stays with the organization forever but this statement can be rectified after considering different researches that an employee who stay with an organization for "longer period" than the other employees is considered to be a committed employee. Richard Steers (1977) found after hypothesis that more committed employees have less desire to terminate from an organization. Steers (1977: 54) concluded that there is inverse relationship between employee commitment and employee turnover. Although employee training is among those HRM practises which impact employee commitment but alone it can do nothing. An organization need to seriously look through its objective behind training, the acceptance of employee and also if they are able to contribute in future (Glance et al., 1997). However, commitment within the workplace results from the relationship and interaction of employee with an organization (Scholl, 2003).
The role of training in human resource management practice has spur renewed and vigorous debate about the need for training and development. The debate has led academics and management to ponder on some issues germane to the benefits or otherwise of training. Is training an investment in people or cost? If training is required, what are the criterion used to determine who should be trained and when to train? These questions have permeated management circle and those in HRM department. Recent years have seen training terms renamed as training and development or learning and development, a sign of the spate of debate on the issue. Given these flurry, this paper explores the relationship between training and employees' commitment to their organization. The paper was based on a survey of 250 employees and management staff of a financial firm based in the South Western part of Nigeria. Statistical Package for the Social Sciences (SPSS) was used to conduct several forms of analysis. The analysis revealed some evidence that suggest a positive statistical significant relationship between the different levels of training and employees' commitment to organization. A regression analysis was conducted on the data collected. The study revealed a positive statistical significant relationship between the different levels of training and employees' commitment to the organization. The paper concludes that the more the training giving to employees, the higher their level commitment to the organization.
The purpose of this research article is to examine various concepts on organisational culture and strives to ascertain the importance of the relationship between organisational culture and corporate performance in a business context. The study adopted survey research design. The population of this study is the entire employees of Nigerian commercial banks. Primary data collected with the aid of a structured research questionnaire. 80 respondents constitute our sample size. The data collected were analysed using the Statistical Package for Social Sciences (SPSS) version 15, The two hypotheses proffered were tested and relevant recommendations were made. The conclusion drawn from the study is that organisational culture plays a vital role in an organisation's general performance. This study contributes to organisational culture's literature by showing that employees would commit themselves to organisational goals and work actively in achieving those goals when they buy into cultural norms of the organisation and thus increase organisational performance.
This research examines the relative power of the attraction-selection framework and the job-modification framework in explaining the relationship between several properties of organizational structure (i.e., size, number of hierarchical levels, formalization, and centralization) and employee reactions to the work and the work context. The attraction-selection framework suggests that organizations with certain structural properties attract and/or select employees with particular personal attributes. These attributes, in turn, are associated with employee reactions. The job-modification framework posits that structural properties affect the characteristics of employees' jobs. These job characteristics, in turn, are associated with employee reactions. Data were collected from 2,960 employee's working on 428 jobs in 36 organizations. Results show that the job-modification framework better explains the relationship between organizational structure and employee reactions than does the attraction-selection framework. Most effective, however, is a framework that combines the attraction- selection and job-modification frameworks.
Using Bass' (1990) framework of transactional and transformational leadership, this research investigated the employees' perceptions of the prevalent leadership style among Malaysian managers and its impact on organizational commitment. According to Burns (1978), the leadership process can occur in one of the two ways, either transformational or transactional. The theory of transformational leadership simultaneously involves leader traits, power, behavior, and situational variables (Yukl, 1989). Bass (1995) referred to transactional leadership as an exchange relationship between leader and follower. Whereas organizational commitment has typically been viewed as the relative strength of an individual's identification with the involvement in an organization as well as his or her willingness to exert effort and remain in the organization. Commitment as outcome has been related to leadership (Walumbwa, Orwa, Wang, and Lawler, 2005). The Malaysian society with its social complexity has much to offer to the understanding of culture's effect on leadership style and organizational commitment. Data were collected using convenience sampling from Malaysia Airlines cargo employees with 40 respondents. To test the instrument's reliability, Cronbach's coefficient alpha (Cronbach, 1990) on a sample of 40 respondents is used. All four constructs show a high or acceptable level of reliability: transformational leadership (0.86), transactional leadership (0.75) and organizational commitment (0.82). Results showed that leadership tends to be more transformational than transactional. Evidence supporting a positive relation between transformational and transactional leadership and organizational commitment has been found. By adopting Bass' (1985) framework of transactional and transformational leadership, this study aimed to determine the employees' perception of the leadership styles and its impact on employees' organizational commitment. The result shows that Malaysian employees to be more transformational than transactional which in line with Sabri (2005) study. Correlation analysis shows that transformational and transactional leadership style is related to employees' organizational commitment.
