KEPUASAN KERJA DAN MASA KERJA SEBAGAI PREDIKTOR KOMITMEN ORGANISASI PADA KARYAWAN PT ROYAL KORINDAH DI PURBALINGGA

This study aimed to verify empirically the relationship between job satisfaction and years of service with the commitment of the organization, know how big contribution of job satisfaction, organizational commitment and know how big contribution of years of service with the commitment of the organization. The population in this study as part of its permanent employees with monthly samples of 50 department employees and use of purposive sampling quota. This research data collection methods using scales. There are three hypotheses. Major hypothesis of this study is there a connection between job satisfaction and years of service with the organization's commitment to the employees of Royal Korindah in Purbalingga. Minor first hypothesis of this study is there a positive relationship between job satisfaction, organizational commitment to the employees of Royal Korindah in Purbalingga. Minor second hypothesis of this study is there a relationship between years of service with the organization's commitment to the employees of Royal Korindah in Purbalingga. Conclusion The results indicate that there is a significant relationship between job satisfaction and years of service with the organization's commitment to the employees of Royal Korindah in Purbalingga, there was a significant positive relationship between job satisfaction and organizational commitment and there wass a significant positive relationship between years of service with the commitment of the organization. Keywords: Organizational Commitment, Job Satisfaction and Work Period.

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Transformational Leadership, Job Satisfaction and Organizational Commitment

Psychology and Education Journal ◽

10.17762/pae.v58i1.1779 ◽

2021 ◽

Vol 58 (1) ◽

pp. 5254-5259

Author(s):

Haji Mustaqim, Sabri, Sumardin

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Organizational Commitment ◽

Positive Relationship ◽

Research Data ◽

Coefficient Of Determination ◽

Research Subjects ◽

Significant Positive Relationship ◽

The Relationship ◽

Effective Contribution

This study aims to examine the relationship between transformational leadership and job satisfaction with organizational commitment. The research subjects were 30 employees of the faculty of economics. The research data were obtained using a scale of organizational commitment, a scale of transformational leadership, and a scale of job satisfaction. Based on the results of data analysis with multiple regression, it is known that the value of F regression = 24.063 with p = 0.000 (p <0.001) which indicates that there is a very significant positive relationship between transformational leadership and job satisfaction with organizational commitment. Thus, the hypothesis "There is a relationship between transformational leadership and job satisfaction with organizational commitment" is accepted. The coefficient of determination (R square) is 0.641 which means the effective contribution of both predictors of transformational leadership and job satisfaction to the organizational commitment criterion is 64.1% while the remaining 35.9% is influenced by other variables that are not included in this research.

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Kepemimpinan Transformasional, Kepuasan Kerja dan Komitmen Organisasi

Persona Jurnal Psikologi Indonesia ◽

10.30996/persona.v4i03.725 ◽

2015 ◽

Vol 4 (03) ◽

Cited By ~ 2

Author(s):

Susilo Susiawan ◽

Abdul Muhid

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Organizational Commitment ◽

Multiple Regression ◽

Positive Relationship ◽

Satisfaction Scale ◽

Significant Positive Relationship ◽

The Relationship

This study aims to examine the relationship between transformationalleadership and job satisfaction and organizational commitment. Subjects wereemployees of the production division of PT. Barata Indonesia (Persero) Gresiktotaling 30 people. Data were obtained using a scale of organizational commitment,scale transformational leadership and job satisfaction scale. Based on the analysis ofdata by multiple regression unknown regression F value = 24.063, p = 0.000 (p<0.001), which indicates that there is a very significant positive relationship betweentransformational leadership and job satisfaction and organizational commitment.Thus, the hypothesis "There is a relationship between transformational leadershipand job satisfaction and organizational commitment" is acceptable. The coefficient ofdetermination (R square) amounted to 0,641, which means the effective contributionof the two predictors of transformational leadership and job satisfaction onorganizational commitment criterion amounted to 64.1%. While the remaining 35.9%influenced by other variables not included in this studyKeywords : transformational leadership, job satisfaction, organizational commitment

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A Study of the Factors Determining Motivational Level of Employees Working in Public Sector of Bahawalpur (Punjab, Pakistan)

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v4i3.5872 ◽

2014 ◽

Vol 4 (3) ◽

pp. 19 ◽

Cited By ~ 1

Author(s):

Atif Rafique ◽

Muhammad Sadam Bin Tayyab ◽

Muhammad Kamran ◽

Nawab M. Ahmed

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Public Sector ◽

Knowledge Transfer ◽

Positive Relationship ◽

Negative Relationship ◽

Training Effectiveness ◽

Significant Positive Relationship ◽

The Public ◽

Level Of Significance

This study empirically examines the relationship between rewards, job satisfaction, Perceived training effectiveness, knowledge transfer and organizational commitment and employee’s motivation in the Public sector of Bahawalpur (Punjab, Pakistan).Our sample was public sector data was collected by using self-designed questionnaires. The sample size was 170 so 170 questionnaires were distributed and only 149 received. Analysis was done with the help of correlation coefficient and multiple regression analysis. Between (0.01 to 0.05) level of significance was checked. The result concludes that there is a significant positive relationship between intrinsic rewards and the employee’s motivation and also there is significant positive relationship between extrinsic reward and employee’s motivation. Job Satisfaction also has significant positive relationship with employee’s motivation. But on the other hand PTE (Perceived Training Effectiveness) have insignificant and negative relationship with Employee’s motivation. Employee’s motivation has significant positive relationship with knowledge transfer and also with Organizational Commitment.

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The Influence of Job Satisfaction on Loyalty of Tourism Buses’ Drivers and Their Assistants in Malang through Organizational Commitment

Ekonomi Bisnis ◽

10.17977/um042v23i2p63-74 ◽

2018 ◽

Vol 23 (2) ◽

pp. 63

Author(s):

Luthfi Jauharotun Nisa'

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Human Resources ◽

Sampling Method ◽

Positive Influence ◽

Significant Positive Effect ◽

The Relationship ◽

Positive Effect ◽

Significant Positive Influence ◽

Collection Methods

A person’s loyalty is a form of loyalty to an object, both people and tasks. But in fact in the current era, loyalty is a difficult thing to find. Human resources who born in 1983-1997 or called Y generation have lower loyalty than X generation (1963-1982). So that studying loyalty of tourism buses’ drivers and their assistants is an interesting thing in order to know what cause the loyalty of drivers and their assistants. The purpose of this study are (1) to find out the description of job satisfaction, organizational commitmen and driver and kernet loyalty, (2) to find out whether there is a significant positive influence on job satisfaction on the driver's and kernet's organizational commitment, (3) to find out whether there is a positive influence significant organizational commitment to driver and kernet loyalty, (4) to determine whether there is a significant positive influence on job satisfaction on driver and kernet loyalty, (5) and to find out whether there is a significant positive effect on job satisfaction on driver loyalty and kernet through organizational commitment. This research is quantitative and using path analysis to determine the relationship between variables. The sampling method uses purposive sampling in the form of judment sampling. Population in this research is 125 driver and kernet in Malang with sample 105 driver and kernet. Data collection methods use a closed questionnaire. The research results show that: (1) Job satisfaction has a positive and significant effect on the driver's and kernet's organizational commitment; (2) Organizational commitment has a positive and significant influence on driver and kernet loyalty; (3) Job satisfaction has a positive and significant impact on driver and kernet loyalty; (4) Job satisfaction affects the loyalty of driver and kernet through organizational commitment.

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The Relationship between Job Satisfaction and Organizational Commitment among Employees of a Selected Tertiary Educational Institution in Northwest Haiti

EAST AFRICAN JOURNAL OF EDUCATION AND SOCIAL SCIENCES ◽

10.46606/eajess2021v02i01.0063 ◽

2021 ◽

Vol 2 (Issue 1 (January to March 2021)) ◽

pp. 33-40

Author(s):

Willy Lima ◽

Daniel Allida

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Affective Commitment ◽

Positive Relationship ◽

Educational Institution ◽

Motivating Factors ◽

Normative Commitment ◽

Strong Positive Relationship ◽

High Level ◽

The Relationship

This study sought to investigate the relationship between job satisfaction and organizational commitment among employees of a selected tertiary educational institution at Northwest of Haiti. A questionnaire was used to collect data from 55 employees. It was found that there is a moderate level of job satisfaction and high level of continuance and normative commitment among employees. It was also found that there is a strong positive relationship between job satisfaction and affective commitment and a weak positive relationship between job satisfaction and normative commitment. It was therefore recommended that administrators should seek to find ways and means to provide extrinsic and intrinsic motivating factors in order to prevent job dissatisfaction with regrettable consequences for the institution when employees may decide to leave their organization.

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Job stress and turnover intention revisited: evidence from Korean firms

Problems and Perspectives in Management ◽

10.21511/ppm.17(4).2019.05 ◽

2019 ◽

Vol 17 (4) ◽

pp. 52-61

Author(s):

Ji-Young Ahn ◽

Wang Chaoyu

Keyword(s):

Job Satisfaction ◽

Organizational Justice ◽

Job Stress ◽

Turnover Intention ◽

Employee Turnover ◽

Positive Relationship ◽

Job Stressors ◽

Public Companies ◽

Significant Positive Relationship ◽

The Relationship

This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.

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The Influence of Organizational Culture as Moderator between Person-Organization (P-O) Fit and Work Attitudes

International Journal of Management Studies ◽

10.32890/ijms.18.1.2011.10201 ◽

2011 ◽

Author(s):

S. Senthil Kumar

Keyword(s):

Job Satisfaction ◽

Organizational Culture ◽

Organizational Commitment ◽

National Culture ◽

Cultural Context ◽

Positive Relationship ◽

Work Attitudes ◽

Person Organization Fit ◽

Managerial Level ◽

The Relationship

Although the positive effect of Person-Organization fit (P-O fit) on work attitudes is well known, research into the environmental factors that affect P-O fit’s salience in predicting work attitudes is in its infancy. This study examined the moderating effects of organizational culture in the relationship between P-O fit and work attitudes such as job satisfaction, and organizational commitment in the national culture context. Results from a sample of 173 managerial-level employees from 7 organizations in India suggest that organizational culture either strengthens or weakens the positive relationship between P-O fit and work attitudes depending upon its alignment with national culture. In the Indian cultural context, it is found that people and control-oriented organizational cultures that are isomorphic with national culture weaken the relationship between P-O fi t and work attitudes. Whereas creation and market-oriented cultures that are non-isomorphic with Indian national culture strengthen the positive relationship between P-O fi t and work attitudes. Results of this study have implications in employee selection, socialization and organizational culture management. Keywords: Person-organization fit, organizational culture, national culture, job satisfaction, organizational commitment.

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Commitment to Organizations Viewed from Transformational Leadership and Work Satisfaction

JHSS (JOURNAL OF HUMANITIES AND SOCIAL STUDIES) ◽

10.33751/jhss.v2i1.820 ◽

2018 ◽

Vol 2 (1) ◽

pp. 36-39

Author(s):

Yasnimar Ilyas

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Correlation Coefficient ◽

High School Teachers ◽

Junior High School ◽

Positive Relationship ◽

Coefficient Of Determination ◽

Significant Positive Relationship ◽

Junior High School Teachers ◽

The Relationship

This study aims to determine the relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization. The sample chosen was 240 teachers, with the criteria of Private Junior High School Teachers in Bogor Regency. This study uses a Mixed Method Sequential Explanatory. The results of this study conclude that: a. There is a very significant positive relationship between Transformational Leadership and Commitment to the Organization as indicated by the correlation coefficient (ry1) = 0.505 and the coefficient of determination worth (ry1)2 = 0.255 which means Transformational Leadership contributes to 25.5% commitment to the organization. b. There is a very significant positive relationship between Job Satisfaction and Commitment to the Organization as indicated by the correlation coefficient (ry2) = 0.618 and the determination coefficient of (ry2)2 = 0.381 which means Job Satisfaction contributes to the Commitment to the Organization of 38.1%. c. There is a very significant positive relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization as indicated by the correlation coefficient (ry12) = 0.622 and the coefficient of determination (ry12)2 = 0.387 which means Transformational Leadership and Job Satisfaction contribute to the Commitment to the Organization as big as 38.7%.

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How Job Satisfaction Factors Affects Components of Organizational Commitment: Study on Employees of Star Hotels in Eritrea

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v5i4.8770 ◽

2016 ◽

Vol 5 (4) ◽

pp. 95

Author(s):

Saba Habtom Araya ◽

Ma Haiyan

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Correlation Analysis ◽

Relationship Satisfaction ◽

Positive Relationship ◽

Normative Commitment ◽

Control Variables ◽

The Impact ◽

The Relationship ◽

Satisfaction Factors

This study focused on how job satisfaction factors affects components of organizational commitment among the basic employees of star hotels in Eritrea. Besides, the impact of control variables on the relationship between job satisfaction factors and components of organizational commitment were assessed. Job Satisfaction Survey (JSS) by Spector and Organizational Commitment Questionnaire (OCQ) by Mayer and Allen were used to measure the respondents’ job satisfaction and organizational commitment.Pearson Correlation analysis was done to identify the relationship between the independent variables and dependent variable. The results indicates that there is significant relationship between pay satisfaction, satisfaction with promotion, satisfaction with nature of work and satisfaction with communication in the organization and employees’ organizational commitment, in which each variables is significant at p=.000. Nevertheless, satisfaction with supervision and co-workers found to be insignificant to contribute to basic employees’ commitment with p>0.05. With regard to the degree and direction of relationship, satisfaction with pay has strong and positive relationship, satisfaction with promotion, nature of work and communication possesses a moderate positive relationship with organizational commitment.To identify whether control variables have impact on the relationship b/n job satisfaction factors and components of organizational commitment, a hierarchical stepwise multiple regressions was examined. Though the correlation analysis illustrated that pay, promotion, nature of work and communication can contributes to the basic employees’ affective, continuance and normative commitment, but with the presence of the control variables the result appeared differently. On the presence of control variables, pay, promotion, supervision and communication can contributes to the employees’ affective commitment; pay and promotion can contributes to the employees’ continuance commitment and only pay can contributes to the employees’ normative commitment.

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The Relationship of Employee Engagement, Organizational Commitment and Organizational Citizenship Behavior

Jinnah Business Review ◽

10.53369/zhcf6210 ◽

2018 ◽

Vol 6 (1) ◽

pp. 35-41

Author(s):

Pir Sajad Ullah ◽

◽

Waseef Jamal ◽

Muhammad Naeem ◽

◽

...

Keyword(s):

Organizational Commitment ◽

Employee Engagement ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Positive Relationship ◽

Citizenship Behavior ◽

Future Research ◽

Significant Positive Relationship ◽

Study Results ◽

The Relationship

This study aims to examine the relationship between employee engagement, organizational commitment and organizational citizenship behavior. With the help of literature, current study developed two hypotheses regarding employee engagement, organizational commitment and organizational citizenship behavior. Educational sector was selected for the conducting of this study. Structured closed ended questionnaire was used for the collection of data. Using correlation and regression analysis, the study results showed that there is a significant positive relationship between employee engagement and organizational commitment and furthermore confirmed that there is a significant positive relationship between employee engagement and organizational citizenship behavior. This study provided beneficial insights about employee engagement in the education sector of Pakistan. The study concludes by discussing limitations and future research directions.

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