Improving Organizational Commitment to Diversity, Equity, Inclusion, and Belonging

2022 ◽  
pp. 208-221
Author(s):  
Abeni El-Amin
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Conceptual Framework ◽  
Organizational Performance ◽  
Data Driven ◽  
Evidence Based ◽  
Organizational Leaders ◽  
Process Indicators ◽  
Chief Diversity Officer

This chapter aims to provide useful information about the implementation of diversity equity, inclusion, and belonging (DEIB) to improve organizational performance. This chapter provides a conceptual framework for organizational leaders who desire additional awareness and knowledge regarding the nature, extent, and impact of diverse employees' barriers. Further, the purpose of this endeavor is to demonstrate that the persistent lack of recruitment, promotion, and retention of diverse employees is due to systemic, structural, organizational, institutional, cultural, and societal obstacles. Further, the theory of generative interactions (TGI) supports how obstacles must be acknowledged and eliminated through increased awareness of the issues linked to evidence-based, data-driven approaches leading to measurable key process indicators (KPIs) and outcomes. To support DEIB initiatives, many organizations have developed the Chief Diversity Officer (CDO) position to manage the process, eliminate barriers, and proactively strengthen organizational culture.

The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment

2019 ◽  
Vol 118 (2) ◽  
pp. 43-50
Author(s):  
Jae-Won Choi ◽  
Keo-Young Song ◽  
Seok-Kee Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Active Population ◽  
Corporate Organization ◽  
Wage Earners ◽  
Socioeconomic Problems

Background/Objectives: According to the National Statistical Office's August 2018 「Survey of the economically active population and additional surveys by type of work」, the proportion of irregular workers among all wage earners stands at 32.9 percent. As such, irregular workers play a certain role in various sectors of the corporate organization, but they are a source of conflict within the organization due to treatment inequality and discrimination. Such conflicts within corporate organizations are further cited as causing socioeconomic problems. In this study, we intend to identify the types of organizational culture that affect the job satisfaction and organizational commitment of irregular workers to help establish a desirable organizational culture, mitigate negative conflicts within the organization and improve organizational performance.

scholarly journals Effects of Organizational Culture on Gyeongsangnam-do Fire Department Officials’ Organizational Performance

2020 ◽  
Vol 34 (6) ◽  
pp. 125-134
Author(s):  
Hye–Young Lee ◽  
Younghwa Kim
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Online Survey ◽  
Fire Department ◽  
Fire Service ◽  
Mediation Effects ◽  
Rescue Workers ◽  
Clan Culture

This study aimed to determine the effect of Gyeongsangnam-do fire department officilas’ organizational culture on organizational performance, including job satisfaction and organizational commitment, and to verify the mediated effect of organizational culture and organizational performance through the parameters of trust. According to an online survey of fire service workers, paramedics, and rescue workers from 18 locations in the Gyeongsangnam-do Fire Department, only the clan culture had a significant effect on job satisfaction, and functioned as a mediator between organizational and peer trust, showing mediation effects. Furthermore, we confirmed that only clan culture had a significant influence on organizational commitment, and that it also acted as a mediator in organizational and supervisor trust. Finally, the organizational culture that most positively influenced organizational performance and trust among fire service officials in Gyeongsangnam-do was found to be clan culture. Therefore, a clan culture that is centered on human relationships based on trust, and that is suited to the characteristics of each organization, should be established.

The Effect of the Organizational Culture Recognized by Irregular Workers on Job Satisfaction and Organizational Commitment

2019 ◽  
Vol 118 (8) ◽  
pp. 375-383
Author(s):  
Jae-Won Choi ◽  
Keo-Young Song ◽  
Seok-Kee Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Active Population ◽  
Corporate Organization ◽  
Wage Earners ◽  
Socioeconomic Problems

According to the National Statistical Office's August 2018 「Survey of the economically active population and additional surveys by type of work」,the proportion of irregular workers among all wage earners stands at 32.9 percent. As such, irregular workers play a certain role in various sectors of the corporate organization, but they are a source of conflict within the organization due to treatment inequality and discrimination. Such conflicts within corporate organizations are further cited as causing socioeconomic problems. In this study, we intend to identify the types of organizational culture that affect the job satisfaction and organizational commitment of irregular workers to help establish a desirable organizational culture, mitigate negative conflicts within the organization and improve organizational performance.

scholarly journals THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB) OF EMPLOYEES AT TERENGGANU'S GOVERNMENT LINKED COMPANIES (GLCS): A CONCEPTUAL FRAMEWORK

2021 ◽  
Vol 4 (16) ◽  
pp. 01-12
Author(s):  
Muhammad Al Azzim Mohd Zaki ◽  
Juhaizi Mohd Yusof ◽  
Nur Aishah Awi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Conceptual Framework ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Employee Turnover ◽  
Direct Influence ◽  
New Perspective ◽  
Dispositional Factors ◽  
The Impact

This study provides a conceptual framework for understanding the impact of transformational leadership on organizational commitment and organizational citizenship behaviour (OCB) among employees in Terengganu's Government Linked Companies (GLCs). In this context, this paper mainly aims at providing a new perspective to understand the occurrence of organizational commitment. It seeks to intrinsically enhance the employees for their discretionary behaviours to the organization's activities. To date, only limited studies are available that consider OCB as a connection developer between transformational leadership and organizational commitment. Organizational commitment is a critical concept with multiple antecedents and implications for organizational performance, goals, employee turnover, and work satisfaction. Employees' commitment to their jobs and organizations is determined by situational and dispositional factors, or by a combination of the two. This study examines how leaders' influences drive employees' OCB and its relationship with organizational commitment. The framework suggests that transformational leadership has a direct influence on organizational commitment and employees’ OCB. It is hypothesised that OCB both directly influence and mediate transformational leadership on organizational commitment.

The Three Action Sets of the Intervention Triad: Evidence-based Strategies for Reducing Burnout and Promoting Esprit de Corps

2020 ◽  
pp. 85-88
Author(s):  
Stephen J. Swensen ◽  
Tait D. Shanafelt
Keyword(s):  
Organizational Culture ◽  
Effective Means ◽  
Individual Behavior ◽  
Shared Responsibility ◽  
Evidence Based ◽  
Organizational Leaders ◽  
Work Unit ◽  
Spheres Of Influence ◽  
Professional Fulfillment ◽  
Research Show

Experience and research show that the evidence-based Action Sets of the Intervention Triad (Agency, Coherence, and Camaraderie) are an effective means to reduce burnout and cultivate professional fulfillment. They transform individual behavior and organizational culture to provide the Ideal Work Elements and mitigate the drivers of burnout. Addressing burnout and promoting esprit de corps are a shared responsibility. The actions are focused on what individuals, work unit leaders, and organizational leaders can refine within their spheres of influence.

scholarly journals Examining the impacts of organizational culture and leadership styles on the organizational performance indicators

2020 ◽  
Vol 11 (31) ◽  
pp. 39-54
Author(s):  
Said Abujudeh
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Performance Indicators ◽  
Performance Enhancement ◽  
Significant Performance ◽  
The Relationship

The objective of this study is to examine the relationship between organizational culture and leadership and their impacts on such organizational performance indicators, organizational commitment and job satisfaction, by reviewing some of the previous organizational culture and leadership literature to clarify the links between both variables and their impacts on performance indicators. One might assume that a better organizational culture along with appropriate leadership style can lead to a higher level of job satisfaction and stronger commitment. Accordingly, if an organization has a strong organizational culture with a suitable leadership style which is able to keep the organization integration, this will result in the strengthening of organizational commitment, job satisfaction, and significant performance enhancement.

scholarly journals ANTECENDENT FACTORS YANG BERPENGARUH TERHADAP KOMITMEN ORGANISASIONAL DAN KINERJA ORGANISASI

2015 ◽  
Vol 12 (1) ◽  
Author(s):  
Ketut Sudarma
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Career Development ◽  
Human Resources ◽  
Organizational Performance ◽  
Structural Equation ◽  
Organization Culture ◽  
Private Higher Education ◽  
Internal Factors

The organizational performance has not achieved its optimum yet in Private Higher Education inCentral Java due to several factors both the external factors and internal factors. The externalfactors are intense competition going on competition is among private university itself,competition with State University, as well as the possibility of competition with foreignuniversities. The internal factors are derived from the behavior of its own human resources, suchas the tendency of low organizational commitment, ineffective leadership, organizational cultureand career development that is not performing well. The purposes of this study are to describethe organizational culture, transformational leadership, career development, organizationalcommitment and organizational performance, to analyze the influence organization culture,transformational leadership and career development on organizational commitment andorganizational performance, to analyze the influence of organizational culture, transformationalleadership and career development to organizational performance through organizationalcommitment. The study population numbered 396 head of course. Sample of 130 respondentsassigned, according to recommendation of Hair, et al. (1998) that the sample for SEM analysisbetween 100-200 respondents. The data analysis is using SEM (Structural Equation Modelling).The results of this study show that organizational culture, transformational leadership and careerdevelopment are statistically positive and significant impact on organizational commitment; andorganizational performance. Organizational commitment mediates the effect of organizationalculture, transformational leadership and career development to organizational performance.Thus, organizational commitment is very important and needs to be improved as early aspossible so that human resources in universities in Central Java have better responsibility andloyalty to their institutions.Belum maksimalnya kinerja organisasi pada Perguruan Tinggi Swasta di Jawa Tengahdisebabkan oleh beberapa faktor di antaranya adalah faktor eksternal dan faktor internal. Faktoreksternal yaitu ketatnya persaingan yang terjadi, yakni persaingan antar Perguruan Tinggi Swastasendiri, persaingan dengan Perguruan Tinggi Negeri, maupun kemungkinan persaingan denganperguruan tinggi asing. Faktor internal yaitu bersumber dari perilaku sumber daya manusiasendiri, seperti kecenderungan rendahnya komitmen organisasional, kepemimpinan belumberjalan efektif, budaya organisasi dan pengembangan karir belum terlaksana denganbaik.Tujuan penelitian ini adalah: mendiskripsikan budaya organisasi, kepemimpinantransformasional, pengembangan karir, komitmen organisasional dan kinerja organisasi,menganalisis pengaruh budaya organisasi, kepemimpinan transformasional, penegembangankarir terhadap komitmen organisasional dan kinerja organisasi, serta menganalisis pengaruhbudaya organisasi, kepemimpinan transformasional, pengembangan karir terhadap kinerjaorganisasi melalui komitmen organisasional. Populasi penelitian berjumlah 396 ketua programstudi. Sampel ditetapkan 130 responden, sesuai rekomendasi Hair, et al. (1998) bahwa sampeluntuk analisis SEM antara 100-200 responden. Analisis data menggunakan SEM (StructuralEquation Modeling). Hasil penelitian menunjukkan bahwa budaya organisasi, kepemimpinantransformasional dan pengembangan karir berpengaruh positif dan signifikan terhadap komitmen organisasional dan kinerja organisasi. Komitmen organisasional memediasi pengaruh budayaorganisasi, kepemimpinan transformasional dan pengembangan karir terhadap kinerja organisasi.Dengan demikian membangun komitmen organisasional sangat penting dan perlu dilakukansedini mungkin agar SDM di Perguruan Tinggi Swasta Jawa Tengah mempunyai tanggungjawab dan loyal terhadap lembaga dan tidak mudah meninggalkan lembaganya sehingga kinerjaorganisasi dapat meningkat.

scholarly journals Analisis Faktor Determinan yang Mempengaruhi Kinerja Organisasi Rumah Sakit (RS) Swasta

2015 ◽  
Vol 6 (1) ◽  
pp. 11
Author(s):  
Gen Norman Thomas
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Significant Influence ◽  
Public Accountability ◽  
Marketing Manager ◽  
Private Hospitals ◽  
Hospital Director ◽  
Development Manager

This study aims to reveal and clarify the influence of organizational culture, organizational commitment and public accountability to the organizational performance of Private Hospital in West Jakarta. This research is a quantitative study by the research method takes a sample of the population private hospitals in West Jakarta with respondent Hospital Director, Finance Manager, Marketing Manager, Research and Development Manager or HRD Manager for 40 people. Data was collected using a questionnaire to obtain data primier then it is processed using SPSS. The quality of the data was tested by using the validity test shows the data is valid, the reliability test obtain realible and classic assumptions test have normal curves, no multicollinearity and does not occur heterocedastity. The results of this study show the first hypothesis that the organizational culture (X1) showed no significant effect on the performance of private hospitals (Y). The second hypothesis indicates that organizational commitment (X2) does not affect the performance of private hospitals (Y). The third hypothesis testing shows that public accountability (X3) has a significant influence on the performance of private hospitals (Y). The fourth hypothesis that organizational culture (X1), organizational commitment (X2), and public accountability (X3) simultaneously have a significant influence on the organizational performance of private hospitals (Y).

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