scholarly journals Pengaruh Model Karakteristik Pekerjaan Terhadap Komitmen Organisasi Karyawan

2016 ◽  
Vol 2 (1) ◽  
pp. 66
Author(s):  
Amidya Priani ◽  
Mukaram Mukaram
Keyword(s):  
Organizational Commitment ◽  
Quantitative Methods ◽  
Affective Commitment ◽  
Job Characteristics ◽  
Continuance Commitment ◽  
Job Characteristics Model ◽  
The Mean ◽  
The Individual ◽  
Task Significance ◽  
Identity Task

Organizational commitment is the individual variable that has important role in achieving organization goals. The organizational commitment will determine the employee's interest in the company that will eventually decide to stay or leaves the company. One way to increase employees' organizational commitment is to pay attention to the job characteristics. This research aims to determine how big the influence of job characteristics model to the employees of the organization's commitment technicians PT Telkom Akses Bandung. The measurement the level of job characteristics model using dimensions of skill variety, task identity, task significance, autonomy and job feedback. While the measurement of organizational commitment of employees using the dimension affective commitment, continuance commitment, and normative commitment. This research uses quantitative methods and involved 177 respondents drawn from three units of the division/unit of work. Based on the research results, the level of job characteristics model in the category"high" because it has the mean of 4.14. So even on the level of organizational commitment of employees in the category "high" because it has the mean of 3.75. The results of this research indicate that the job characteristics model can contribute to the organizational commitment of employees (R²) of 16.8%.

Course Enrichment and the Job Characteristics Model

1997 ◽  
Vol 24 (2) ◽  
pp. 85-87 ◽  
Author(s):  
Diane Catanzaro
Keyword(s):  
Course Design ◽  
Empirical Support ◽  
Job Characteristics ◽  
Research Application ◽  
Organizational Research ◽  
Job Characteristics Model ◽  
Job Motivation ◽  
Psychology Courses ◽  
Task Significance ◽  
Identity Task

This article describes how the job characteristics model, used by industrial-organizational psychologists to enhance the motivating potential of jobs in industry, can be applied to enhance the motivating potential of psychology courses. The job characteristics model describes the relation among the core job characteristics of skill variety, task identity, task significance, autonomy, feedback, and employee intrinsic job motivation. Empirical support for the job characteristics model has been established in organizational research. Application of this model to course design provides a framework for enriching course design to increase student motivation. This conceptual framework can be used to strengthen teaching methods, evaluation methods, policies, and other aspects of how a course is structured.

Exploring the Relationship between Commitment Profiles and Work Attitudes, Employee Withdrawal, and Job Performance

2000 ◽  
Vol 29 (3) ◽  
pp. 353-366 ◽  
Author(s):  
Mark Somers ◽  
Dee Birnbaum
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Job Search ◽  
Affective Commitment ◽  
Management Practice ◽  
Career Commitment ◽  
Work Attitudes ◽  
Continuance Commitment ◽  
The Relationship ◽  
Positive Work

Four commitment profiles, based on levels of commitment to the organization and the career, were used to explore the relationship between distinct patterns of commitment and work-related outcomes with a sample of professional hospital employees. As two distinct forms of organizational commitment have been identified affective and continuance commitment separate profiles were constructed for each type of organizational commitment in conjunction with career commitment. Results for profiles based on affective commitment were consistent with prior research findings, in that employees committed to both their organization and their career exhibited the most positive work attitudes and the strongest intention to remain with the organization. Unexpectedly, the dually committed also had the strongest intensity of job search behavior, but these efforts did not translate into higher incidences of turnover. No differences were observed across commitment profiles with respect to job performance. The synergistic effect between affective and career commitment was not observed for profiles based on continuance commitment to the organization. Employees committed only to their careers exhibited more positive work outcomes than did those committed only to their organizations. The implications of these findings for management practice were discussed.

scholarly journals HUBUNGAN ORGANIZATIONAL COMMITMENT DAN TURNOVER INTENTION PADA PERAWAT

2018 ◽  
Vol 1 (2) ◽  
pp. 259
Author(s):  
Triatno Yudho Prabowo
Keyword(s):  
Organizational Commitment ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Normative Commitment ◽  
Continuance Commitment

Tujuan penelitian ini adalah untuk mengetahui hubungan antara organizational commitment dengan turnover intention. Teori organizational commitment dikemukakan oleh Meyer dan Allen. Teori turnover intention dikemukakan oleh Tett dan Meyer. Organizational commitment merupakan usaha mendefinisikan dan melibatkan diri dalam organsasi dan tidak ada keinginan meninggalkannya. Turnover intention dapat dipahami sebagai niat secara sadar dan disengaja untuk meninggalkan organisasi. Penelitian ini melibatkan 64 responden. Penelitian ini menggunakan metode kuantitatif. Hasil penelitian menunjukan bahwa terdapat hubungan negatif antara dimensi organizational commitment (continuance commitment, normative commitment, affective commitment) dengan turnover intention meliputi : continuance commitment dengan turnover intention (r = -0,362), normative commitment dengan turnover intention (r = -0,714), dan affective commitment dengan turnover intention (r = - 0,720).

scholarly journals Perceived Organizational Support (POS) and Organizational Commitment

2008 ◽  
Vol 1 (2) ◽  
Author(s):  
Dian Ekowati ◽  
Mirza Andini
Keyword(s):  
Organizational Commitment ◽  
Human Resources ◽  
Human Resource ◽  
Organizational Support ◽  
Random Sampling ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Continuance Commitment ◽  
Strategic Processes ◽  
The Right

Human resource is critically important aspect of organizations. The functions and roles of human resource have developed from administrative matter into supporting the organization to run the managerial and strategic processes. Expertise, knowledge, and experience of existing human resources in organizations should be suitable and allocated at the right time and place. By properly manage the human resources, organization would be able to obtain qualified human resources that have high commitment to organization. High commitment to organizations will lead to a higher effort in supporting organizational success. In order to gain employees’ commitment to the organizations, management should put some efforts that ensure all aspects of employees’ commitment are fulfilled. This paper is intended to find the significant influence of perceived organizational support (POS) on the dimensions of employee’s commitment, comprising of the affective commitment, continuance commitment, and normative commitment, and to find which one of those dimensions are dominantly influence by POS. This paper employed 50 respondents that were sampled using convenient random sampling. Result showed that there were significant influences of POS on employee’s commitment either in affective commitment. POS can influence the employees’ organizational commitment in all dimensions. This implies that in order to improve organizational commitment, management should provide appropriate managerial supports and ensure that the supports are in line with employee’s aspirations and needs.

scholarly journals PENGARUH JOB INVOLVEMENT DAN KEADILAN ORGANISASIONAL TERHADAP KOMITMEN ORGANISASIONAL PADA KARYAWAN PACTO - BALI

2016 ◽  
pp. 128
Author(s):  
Diyah Arum Puspita Sari ◽  
Agoes Ganesha Rahyuda
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Affective Commitment ◽  
Sampling Technique ◽  
Job Involvement ◽  
Employee Motivation ◽  
Positive Influence ◽  
Continuance Commitment ◽  
Analysis Technique ◽  
The Relationship

This study aims to find the effect of job involvement and organizational justice on three types of organizationalcommitment, which are affective, continuance and normative. This research was conducted in Pacto-Bali, using 70 employees as its respondents. Sampling technique used in this study was saturated sampling technique.Data was collected through interviews and questionnaires. The data analysis technique was multiple linear regression, which was processed using SPSS software.The findings indicate that job involvement has positive influence on each types of organizational commitment, that was affective commitment, continuance commitment and normative commitment. The same finding was found in the relationship between organizational justice and organizational commitment, where the more justice the employees received the more committed the employees to the organization. To improve the organizational commitment of employees, Pacto-Bali should increase employee motivation by inviting employees to involve in the decision making process, and also should improve the networking between the owners and employees in order to help organization to reach its goals

The influence of ethical leadership on the organizational commitment in fire organizations

2021 ◽  
Vol 37 (1) ◽  
pp. 145-156
Author(s):  
Mohammadkarim Bahadori ◽  
Matina Ghasemi ◽  
Edris Hasanpoor ◽  
Seyed Mojtaba Hosseini ◽  
Khalil Alimohammadzadeh
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Affective Commitment ◽  
Role Model ◽  
Fire Department ◽  
Average Score ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
In Fire

Purpose It is necessary for organizations to have committed employees to perform properly and be able to survive in a competitive world. One of the key components of organizational commitment is implementation of ethical leadership. The purpose of this study is to examine the relationship between ethical leadership and organizational commitment in fire organizations of Tehran. Design/methodology/approach A descriptive-correlational study was carried out in 2019. The sample consisted of 200 randomly selected participants, active in executive and headquarters divisions of fire department in Tehran. To collect data, a questionnaire with three different parts: demographics, organizational commitment questionnaire and the ethical leadership scale, was used. Data analysis were performed by AMOS24 and SPSS software, and data are presented as descriptive statistics of frequency, percentages, mean ± standard deviation (SD) and Pearson’s correlation coefficient. Findings Mean and SD for organizational commitment and ethical leadership were 3.44 ± 0.7 and 3.66 ± 0.62, respectively. Affective commitment had the highest average score among organizational commitment dimensions (3.63 ± 0.75). Among ethical leadership dimensions, ethical management showed the highest average (3.79 ± 0.70). Each component of organizational commitment, i.e. affective commitment, continuance commitment and normative commitment, also showed a significant relationship with ethical leadership (p < 0.05). Model fit results revealed that independent variables could anticipate 87% of changes of dependent variables in organizational commitment. Originality/value The results show a significantly positive relationship between ethical leadership and organizational commitment among the firefighters. Therefore, by using ethical leadership method, i.e. being a role model, improving the relations between management and employees, establishing trust and mutual respect, managers of fire departments can increase firefighters’ organizational commitment, affective commitment, continuance commitment and normative commitment and prevent them from quitting.

Employee isolation and telecommuter organizational commitment

2020 ◽  
Vol 42 (3) ◽  
pp. 609-625 ◽  
Author(s):  
Wendy Wang ◽  
Leslie Albert ◽  
Qin Sun
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Online Survey ◽  
Need To Belong ◽  
Remote Work ◽  
Continuance Commitment ◽  
Physical Separation ◽  
Content Type ◽  
Physical Isolation ◽  
Meaningful Connections

PurposeIn light of the increasing popularity of telecommuting, this study investigates how telecommuters' organizational commitment may be linked to psychological and physical isolation. Psychological isolation refers to feelings of emotional unfulfillment when one lacks meaningful connections, support, and interactions with others, while physical isolation refers to physical separation from others.Design/methodology/approachAn online survey was used to collect data from 446 employees who telecommute one or more days per week.FindingsThe results of this study indicate that telecommuters' affective commitment is negatively associated with psychological isolation, whereas their continuance commitment is positively correlated with both psychological and physical isolation. These findings imply that telecommuters may remain with their employers due to perceived benefits, a desire to conserve resources such as time and emotional energy, or weakened marketability, rather than emotional connections to their colleagues or organizations.Practical implicationsOrganizations wishing to retain and maximize the contributions of telecommuters should pursue measures that address collocated employees' negative assumptions toward telecommuters, preserve the benefits of remote work, and cultivate telecommuters' emotional connections (affective commitment) and felt obligation (normative commitment) to their organizations.Originality/valueThrough the creative integration of the need-to-belong and relational cohesion theories, this study contributes to the telecommuting and organizational commitment literature by investigating the dynamics between both psychological and physical isolation and telecommuters' organizational commitment.

Retaining Student Workers: The Importance of Organizational Commitment

2005 ◽  
Vol 29 (2) ◽  
pp. 117-126 ◽  
Author(s):  
Brian A. Turner ◽  
Jeremy S. Jordan ◽  
Rhonda R. DuBord
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Professional Staff ◽  
Recreational Sports ◽  
Continuance Commitment ◽  
Recreational Sport ◽  
The Us ◽  
Student Workers ◽  
Personal Sacrifice ◽  
Very High

College recreational sport departments across the US typically depend greatly on student workers to deliver services. Because of this reliance on student workers, turnover in college recreational sports departments is very high (i.e., students are normally at the institution for a maximum of four years). One construct often examined when combating turnover is organizational commitment. Using Meyer and Allen's (1991) conceptualization of organizational commitment, 205 student workers in a recreational department at a mid-size university responded to a questionnaire regarding their levels of commitment to the department. Four separate dimensions of organizational commitment were examined in this study: (a) affective commitment (AC); (b) normative commitment (NC); (c) continuance commitment—high personal sacrifice (CC:HiSac); and (d) continuance commitment—low number of alternatives (CC:LoAlt). Results of the study showed the longer students worked in the department, the higher their commitment levels. Also, students supervised by a professional staff member showed higher commitment levels in three of the four scales (all but CC:LoAlt). Finally, students' levels of AC and CC: HiSac were significant determinants of their desire to maintain employment with the department.

The role of abusive supervision and organizational commitment on employees' information security policy noncompliance intention

2020 ◽  
Vol 30 (5) ◽  
pp. 1383-1405
Author(s):  
Bowen Guan ◽  
Carol Hsu
Keyword(s):  
Organizational Commitment ◽  
Security Policy ◽  
Affective Commitment ◽  
Abusive Supervision ◽  
Three Dimensions ◽  
Continuance Commitment ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to investigate the association between abusive supervision and employees' information security policy (ISP) noncompliance intention, building on affective commitment, normative commitment and continuance commitment. The study also examines the moderating effect of perceived certainty and severity of sanctions on the relationship between the three dimensions of organizational commitment and ISP noncompliance intention.Design/methodology/approachSurvey methodology was used for data collection through a well-designed online questionnaire. Data was analyzed using the structural equation model with Amos v. 22.0 software.FindingsThis study demonstrates that abusive supervision has a significant, negative impact on affective, normative and continuance commitment, and the three dimensions of organizational commitment are negatively associated with employees' ISP noncompliance intention. Results also indicate that the moderating effect of perceived severity of sanctions is significant, and perceived certainty of sanctions plays a positive moderating role in the relationship between affective commitment and employees' ISP noncompliance intention.Practical implicationsFindings of this research are beneficial for organizational management in the relationships between supervisors and employees. These results provide significant evidence that avoiding abusive supervision is important in controlling employees' ISP noncompliance behavior.Originality/valueThis research fills an important gap in examining employees' ISP noncompliance intentions from the perspective of abusive supervision and the impact of affective, normative and continuance commitment on ISP noncompliance. The study is also of great value for information systems research to examine the moderating role of perceived certainty and severity of sanctions.

scholarly journals The Relationship Between Organizational Culture and Organizational Commitment in Zahedan University of Medical Sciences

2015 ◽  
Vol 8 (7) ◽  
pp. 195 ◽  
Author(s):  
Arbabisarjou Azizollah ◽  
Farhang Abolghasem ◽  
Dadgar Mohammad Amin
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Affective Commitment ◽  
P Value ◽  
Medical Sciences ◽  
Continuance Commitment ◽  
Statistical Population ◽  
The Face ◽  
Level Of Significance ◽  
The Relationship

<p><strong>BACKGROUND &amp; OBJECTIVE:</strong> Organizations effort is to achieve a common goal. There are many constructs needed for organizations. Organizational culture and organizational commitment are special concepts in management. The objective of the current research is to study the relationship between organizational culture and organizational commitment among the personnel of Zahedan University of Medical Sciences. </p><p><strong>MATERIALS &amp; METHODS:</strong> This is a descriptive- correlational study. The statistical population was whole tenured staff of Zahedan University of Medical Sciences that worked for this organization in 2012-2013. Random sampling method was used and 165 samples were chosen. Two standardized questionnaires of the organizational culture (Schein, 1984) and organizational commitment (Meyer &amp; Allen, 2002) were applied. The face and construct validity of the questionnaires were approved by the lecturers of Management and experts. Reliability of questionnaires of the organizational culture and organizational commitment were 0.89 and 0.88 respectively, by Cronbach’s Alpha coefficient. All statistical calculations performed using Statistical Package for the Social Sciences version 21.0 (SPSS Inc., Chicago, IL, USA). The level of significance was set at P&lt;0.05.</p><p><strong>FINDINGS:</strong> The findings of the study showed that there was a significant relationship between organizational culture and organizational commitment (P value=0.027). Also, the results showed that there was a significant relation between organizational culture and affective commitment (P-value=0.009), organizational culture and continuance commitment (P-value=0.009), and organizational culture and normative commitment (P-value=0.009).</p>

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