Relationship between Job Satisfaction and Organizational Commitment among Employees in the United Arab Emirates

1996 ◽  
Vol 79 (1) ◽  
pp. 315-321 ◽  
Author(s):  
Ahmed A. Alnajjar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
United Arab Emirates ◽  
Job Security ◽  
Job Status ◽  
Satisfaction Questionnaire ◽  
Job Commitment ◽  
Job Requirements

The purpose of this study was to assess 171 employees' job satisfaction and job commitment using two questionnaires, one to evaluate job satisfaction and one to examine commitment of the respondents to their respective jobs. The Job Satisfaction Questionnaire assessed job security, job status, relations with managers, and relations with colleagues. The desire to fulfill the commitments related to job requirements was tested using the scores on the Organizational Commitment Scale which measures discipline, concern, and updating. Scores on job satisfaction and the desire to fulfill job commitments were correlated; however, scores on job security were not correlated with the motivation towards job fulfillment. Positive satisfaction for relations with managers and with colleagues and job status were significantly correlated with positive job commitment. The canonical variant indicated that those who were disciplined about their work tended to have better relations with their managers as well as with colleagues.

The relationship between staff organizational loyalty and job satisfaction and enthusiasm

2020 ◽  
Vol 2-3 (20) ◽  
pp. 101-110
Author(s):  
Andrii Trofimov ◽  
◽  
Alina Strymetska ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Relationship Satisfaction ◽  
Market Economy ◽  
Significant Relationship ◽  
Work Conditions ◽  
Satisfaction Questionnaire ◽  
Organizational Loyalty ◽  
The Relationship

Introduction. In a market economy, staff organizational loyalty is one of the key challenges. Aim. To explore the relationship between staff organizational loyalty and their job satisfaction and enthusiasm. Methods: J. Meyer and N. Allen Scale of Organizational Loyalty, Utrecht Scale of Work Enthusiasm, and Integral Job Satisfaction questionnaire. Results. There is a statistically significant relationship between staff job satisfaction and organizational loyalty. Overall staff organizational loyalty has been shown to relate with such scales of work enthusiasm as "energy", "commitment", and "general enthusiasm". Conclusions. Staff organizational loyalty significantly correlates with staff job satisfaction (in particular, with such components of job satisfaction as job achievement satisfaction, colleagues relationship satisfaction, and work conditions satisfaction) and work enthusiasm (in particular, with staff organizational commitment).

Job security matters: A systematic review and meta-analysis of the relationship between job security and work attitudes

2019 ◽  
pp. 1-31 ◽  
Author(s):  
Hyunkang Hur
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Security Policy ◽  
Meta Analysis ◽  
Work Attitudes ◽  
Job Security ◽  
Public And Private ◽  
The Public ◽  
Public And Private Sector ◽  
The Relationship

AbstractThis article synthesizes public and private sector accumulated research regarding the relationship between job security and employee work attitudes (i.e., job satisfaction and organizational commitment). The present meta-analysis of 37 studies (including 45 independent samples) shows that the medium-sized associations between job security and each work attitude variables (i.e., job satisfaction and organizational commitment) were found, with true score correlations (ρ) of .327 for job satisfaction, and .253 for organizational commitment. These results highlight the significance of job security at the workplace, in shaping and enhancing attitudes of employee and job security is worth retaining in some form in the public sector, contrary to the logic of at-will employment. This meta-analysis findings also call attention to several important considerations for developing effective public job security policy.

Job Satisfaction and Intentions to Turnover in Human Services Agencies Perceived as Stable or Nonstable

1998 ◽  
Vol 86 (1) ◽  
pp. 339-344 ◽  
Author(s):  
Karen O'Quin ◽  
Sandra LoTempio
Keyword(s):  
Job Satisfaction ◽  
Human Services ◽  
Turnover Intentions ◽  
Job Insecurity ◽  
Job Security ◽  
Need Satisfaction ◽  
Job Dissatisfaction ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Human Services Agencies

Questionnaires were completed by 91 respondents employed by two human services agencies: 63 employees of a stable (no layoffs in eight years) organization, and 28 employees of a nonstable organization (which had experienced recent layoffs, and in which many employees were supported by grant funding which varied from year to year). The questionnaire included respondents' perceptions of job security and satisfaction with pay (measured with subscales of the Minnesota Satisfaction Questionnaire), over-all job satisfaction (measured with the Porter Need Satisfaction Questionnaire), and additional measures of intention to turnover, absenteeism, productivity, etc. A 2 (agency) × 2 (high/low security) multivariate analysis of variance indicated that ratings of job insecurity were significantly related to job dissatisfaction in the agency perceived as nonstable but not in the agency perceived as stable. In both agencies, ratings of turnover intentions and pessimism about the future of the agency were higher among employees who reported feelings of insecurity. There were no differences in perceived absenteeism or productivity between employees of the two agencies.

scholarly journals Relationship Between Organizational Culture, Employee Satisfaction and Organizational Commitment

2021 ◽  
Vol 90 ◽  
pp. 02004
Author(s):  
Sarantuya Jigjiddorj ◽  
Altanchimeg Zanabazar ◽  
Tsolmon Jambal ◽  
Buyankhishig Semjid
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Employee Satisfaction ◽  
Positive Relationship ◽  
Job Commitment ◽  
Organizational Settings ◽  
Shared Beliefs ◽  
Beliefs And Values ◽  
A Company

Organizational culture is an important human resource management issue that affects the success and sustainability of a company. In organizational settings, culture describes what is unique about an organization, as expressed by the shared beliefs and values established by the founders and communicated through different ways. This shapes employees´ perceptions and behaviour, as well as the principles that apply to members of an organization. Job satisfaction refers to an employee´s feelings about their job and is frequently studied in relation to organizational culture and other variables, such as job commitment, performance and organizational commitment. Organizational commitment refers to whether an employee wishes to continue working for an organization or leave it. Employees tend to be attracted to those organizations with a culture that values their work and focuses on organizational wellbeing. There is a positive relationship between organizational culture, job satisfaction and the organizational commitment of employees.

scholarly journals EFFECTS OF PERCEIVED LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT ON JOB SATISFACTION AMONG NON-TEACHING EMPLOYEES OF FEDERAL UNIVERSITIES IN SOUTH-EAST NIGERIA

2021 ◽  
pp. 1-18
Author(s):  
Onyibor Nweke ◽  
◽  
P.V.C. Okoye ◽  
Adannia Dike-Aghanya ◽  
◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Satisfaction Questionnaire ◽  
Perceived Leadership ◽  
Transactional Leadership Style ◽  
Age Range ◽  
Correlation Design

The study examined effects of perceived leadership style and organizational commitment on job satisfaction among non-teaching employees of federal universities in South-East Nigeria. Participants in the study were eight hundred and eighty-four non-teaching employees who were randomly selected from three federal universities in South-East Nigeria. The participants were made up of 323 (36.5%) males and 561 (63.5%) females with age range 22 years to 60 years, mean 35.04 years and standard deviation 9.96. The study deployed three instruments: Multi factor leadership questionnaire (MLQ-5X) developed by Avolio & Bass (1990), Minesota Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England & Lofquist (1967), and Organizational Commitment Scale (OCS) developed by Mowday, Porter & Steers (1979). The study adopted correlation design and data analysis was done using multiple regression analysis Enter method. Hypothesis one result showed that dimension of perceived leadership style (transactional) predicted job satisfaction at B = 1.18**, P< .001, while hypothesis two result showed that organizational commitment significantly and positively predicted job satisfaction at B = .53**, P< .001. Hence, perceived leadership styles and organizational commitment are significant and positive predictors of job satisfaction among non-teaching employees of federal universities in south-east Nigeria. It was recommended that management within federal universities in south-east should adopt transactional leadership style.

The Effect of the Adventure Based Counseling Module toward the Job Satisfaction and Organizational Commitment among University Staff

2021 ◽  
Vol 12 (3) ◽  
pp. 343-351
Author(s):  
Nuzsep Almigo Et.al
Keyword(s):  
Job Satisfaction ◽  
Experimental Methods ◽  
Work Commitment ◽  
University Staff ◽  
Satisfaction Questionnaire ◽  
Job Commitment ◽  
Paired Samples ◽  
Before And After ◽  
Mean Differences ◽  
Adventure Based Counseling

The purpose of this research is to determine the effects of Adventure Based Counseling module towards job satisfaction and job commitment among the staff in Universiti Pendidikan Sultan Idris. This research uses experimental methods and involves 40 employees UPSI. The study used two questionnaires of job satisfaction questionnaire and job commitment applies modules Adventure Based Counseling. Analysis of the data is Paired Samples T-Test for mean differences before and after treatment. The outcomes revealed that the level of job satisfaction and work commitment increased after joining module ABC.

Great expectations

2018 ◽  
Vol 6 (2) ◽  
pp. 178-193 ◽  
Author(s):  
Hanan Saber Almazrouei ◽  
Robert Zacca ◽  
Joel M. Evans ◽  
Mumin Dayan
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
United Arab Emirates ◽  
Subsequent Treatment ◽  
Content Type ◽  
Organizational Fairness ◽  
Workplace Fairness ◽  
Expatriate Managers ◽  
Foreign Assignment

Purpose Organizational fairness has been shown to affect numerous employee outcomes, including organizational commitment and job satisfaction. The purpose of this paper is to explore whether an expatriate manager’s favorability toward accepting a foreign assignment affects the way they respond to subsequent treatment in the workplace, viewed in terms of organizational justice. Design/methodology/approach Data were gathered in two stages from 175 expatriate managers located in the United Arab Emirates (UAE). To test the authors’ predictions, the authors analyzed organizational commitment and job satisfaction as a function of organizational fairness (distributive and interpersonal) and pre-departure opinion. Findings The results suggest that expatriate managers who express a higher degree of favorability toward accepting a foreign assignment appear less reactive to changes in organizational fairness. Meanwhile, expatriate managers who express a lesser degree of favorability toward accepting the foreign assignment appear more sensitive to workplace fairness, such that when they feel treated unfairly, they demonstrate worse outcomes than those who were in favor of the assignment, and when they feel treated fairly, they demonstrate better outcomes than those who were in favor of the assignment. The net effect of pre-departure opinion appears to be an amplification of the relationship between subsequent fairness and outcomes. Practical implications Expatriate managers with a less favorable view of their assignment may harbor deep questions about whether they want to be in this new job capacity, and may therefore be more sensitive to how they are treated. Alternatively, people with a more favorable view of their assignment may have already decided they want to be in the new capacity, and so may be more robust to workplace treatment. Originality/value To the authors’ knowledge, this paper constitutes the first investigation of the effects of expatriate pre-departure opinion (i.e. favorability toward accepting a foreign assignment) on job satisfaction and commitment within the context of organizational justice. Furthermore, the UAE is a highly relevant context to study expatriate behavior.

Do a company’s sincere intentions with CSR initiatives matter to employees?

2018 ◽  
Vol 9 (4) ◽  
pp. 355-371 ◽  
Author(s):  
Seoki Lee ◽  
Kiwon Lee ◽  
Yixing (Lisa) Gao ◽  
Qu Xiao ◽  
Martha Conklin
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Online Survey ◽  
Moderating Effect ◽  
Content Type ◽  
Job Commitment ◽  
Main Effect ◽  
External Stakeholders ◽  
Corporate Social ◽  
The Relationship

Purpose This study aims to examine how employees’ perceptions of customer-related and employee-related corporate social responsibility (CSR) initiatives influence their job satisfaction. Further, the study investigates whether employees’ organizational commitment mediates this proposed relationship and, more importantly, tests how such mediated relationships change according to the level of employees’ perceptions of their company’s sincerity in investing in CSR activities. Design/methodology/approach This study used an online survey to collect data and collected a total of 490 responses for the main analysis. A regression analysis and standard path-analytic approaches described by Hayes (2013) were conducted to test the proposed hypotheses. Findings Findings support the main effect of customer- and employee-related CSR on employees’ job satisfaction mediated by employees’ organizational commitment, as well as the moderating effect of the perceived sincerity of customer-related CSR but not employee-related CSR. Originality/value The current study focuses on comparing two types of CSR initiatives, i.e. employee- and customer-related, because these two groups are any company’s core stakeholders with the closest relationship to its operations, and they represent the internal and external stakeholders, respectively. Further, the current study investigates the moderating effect of employees’ perceptions of the sincerity of their company’s CSR initiatives on the relationship between the two types of CSR initiatives and employees’ job commitment.

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