scholarly journals To investigate the Association between Normative Commitment (Sense of Obligation to Stay) and Employee’s Performance in “FENDA COMMUNICATION AND IT -KSA”

2021 ◽  
Vol 11 (3) ◽  
pp. 135
Author(s):  
Rafia Gulzar
Keyword(s):  
Organizational Commitment ◽  
Employee Performance ◽  
Research Paper ◽  
Normative Commitment ◽  
Close Relationship ◽  
Sense Of Obligation ◽  
Three Components

Normative commitment happens when employee feel a sense of obligation towards his organization, even if employee is not happy with tasks and responsibility assigned, or even if employee desires to chase better chances or opportunity. Normative commitment(NC) is one of the three components of Organizational commitment that has received less attention in research than other two components ( Affective and Continuance).The main purpose of this research paper was to critically understand the normative commitment  and evaluate the existing  relationship between normative commitment and employees performance in “FENDA COMMUNICATION AND IT -KSA”. The Total number of respondents were 68 surveyed and eight statements used to measure the normative commitment, has been developed by Allen and Meyer (1991) and three -statements used for measuring employee performance has been developed by the Williams and Anderson (1991).  The data was analyzed that clearly showed that there is a close relationship between normative commitment and employees’ performance in sample study organization.

Predicting different commitment components: The relative effects of how career development HRM practices are perceived

2009 ◽  
Vol 15 (2) ◽  
pp. 224-240 ◽  
Author(s):  
Mary Bambacas ◽  
Prashant Bordia
Keyword(s):  
Organizational Commitment ◽  
Career Development ◽  
Employee Perceptions ◽  
The Other ◽  
Perceived Support ◽  
Self Management ◽  
Normative Commitment ◽  
Hrm Practices ◽  
Development Alternatives ◽  
Three Components

AbstractOrganizations today expect employees to manage their own career development although some will provide extra opportunities. We do not know exactly how career self-management impacts on employees' organizational commitment in terms of affective, normative and continuance components. This paper is based on the model of organizational commitment put forward by Meyer and Allen (1997). We propose that organizational HRM and career self-management influence employee perceptions (such as perceived support) and the three components of commitment in different ways. Data from 196 managers showed that organizational career development (OCD) practices, were positively related to employee perceptions and the three components of commitment. On the other hand, career self-management was negatively correlated with normative commitment. These results have implications for the career development alternatives that organizations provide to employees.

scholarly journals Employee Absence and Organizational Commitment

2012 ◽  
Vol 11 (4) ◽  
pp. 199-203 ◽  
Author(s):  
Stephen A. Woods ◽  
Rebecca Poole ◽  
Lara D. Zibarras
Keyword(s):  
Organizational Commitment ◽  
Older Workers ◽  
Demographic Factors ◽  
Interaction Effects ◽  
Frequency Data ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Objectively Measured ◽  
Sense Of Obligation

This study examined the relations of organizational commitment and demographic factors with objectively measured absence frequency data of 106 staff at a UK school, collected over a 1-year period. We found significant associations of commitment and absenteeism, with high affective and normative commitment, and low continuance commitment being associated with lower levels of absence. Age moderated two of these associations, with low normative commitment and high continuance commitment predicting absence most strongly for older workers. Our findings help practitioners and researchers to understand how commitment may interact with other factors to predict absence. Interaction effects in our data showed that absence frequencies tended to be highest for older workers who felt a lower sense of obligation to their organization, or a lack of alternatives to their present employment.

scholarly journals The Influence of Employee Leadership and Competency through Organizational Commitments on Employee Performance, Youth and Sport Education, Buleleng District

2021 ◽  
Vol 12 (05) ◽  
Author(s):  
Gusti Putu Astrini ◽  
Nengah Landra ◽  
I Nengah Sudja
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
High Performance ◽  
Employee Performance ◽  
Sampling Technique ◽  
Sem Analysis ◽  
Department Of Education ◽  
Equation Modeling ◽  
Sport Education ◽  
Close Relationship

Every organization certainly expects success. To achieve this success, organizations need quality human resources. Important factors that need to be considered in improving employee performance are leadership . Apart from good leadership , there are other factors that must be considered by agencies, namely organizational commitment. Organizational commitment is very important because it has a close relationship with employee performance. Many factors support the achievement of high performance, including the level of employee competenceowned in an organization concerned. Organizations will be able to produce good performance if there is a custom where employees not only do their main tasks, but also want to do extra tasks such as willing to work together, please help, advise fellow employees, participate actively, provide extra services and are willing to use working time effectively and efficiently. Respondents dal am this research is all employee PNS / ASN at the Department of Education Youth and Sports Buleleng number of respondents da lam this study determined 64 respondents using a sampling technique called stratifuard rondom sampling or serine g also called total each sampling. This study uses Structural Equation Modeling (SEM) analysis with the help of the SMARTPLS 3 program . 0 The results of this study show that: 1) Leadership positive and significant effect on organizational commitment, 2) Competence of employees affect positive and sig nifikan to k commitment of the organization , 3) Leadership positive and significant effect on employee performance , 4) Competence of employees positive and significant effect on employee performance, 5) organizational commitment has a positive and significant effect on employee performance  Keywords: Leadership,  Competency , organizational commitment and employee performance 

scholarly journals Understanding Three Components of Organizational Commitment in Workgroups and their Relationships with Innovative Behavior

2019 ◽  
Vol 8 (12) ◽  
pp. 563-568
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Affective Commitment ◽  
Empirical Test ◽  
Social Loafing ◽  
Normative Commitment ◽  
Innovative Behavior ◽  
Continuance Commitment ◽  
Mediating Role ◽  
Three Components

Objectives: In the age that requires much focus on the creativity and destructive innovation, team or group-based work environments are prevalent and it is increasingly important for organizations to find and nurture innovative employees who attached to the organizations. In this study, we empirically tested a causal model to foresee innovative behavior consolidating the literatures on organizational commitment and social loafing. Method: With 435 samples collected from employees currently working in various industries in Korea, an empirical test was implemented using SPSS 23 and LISREL 8.54 statistical software package. CFA, a step-wise hierarchical regression, and bootstrapping for medication effect analysis were conducted for hypothesis tests. Results: Results from SPSS and structural equation modelling (SEM) using LIREL revealed that affective commitment was significantly and negatively related to social loafing, whereas normative commitment and continuance commitment were positively related to social loafing. And social loafing had a significantly and negatively effect on innovative behavior and social loafing played a partial mediating role on the relations between the subscales of organizational commitment and innovative behavior. Conclusion: This study provides findings that those who emotionally attached to organization (affective commitment) were more likely not to be involved in social loafing behavior in workgroup settings, whereas those who have obligation to remain with the organization (normative commitment) and who were sensitive to the perceived costs associated with leaving organization (continuance commitment) were more likely to pay less efforts when working collectively than when working individually. And social loafing had a significant and negative effect on innovative behavior and played a mediating role in the relations between the three components of organizational commitment and innovative behavior. Given the findings from the current study, managers and management are recommended to pay more attentions to these differential effects of individual employees’ commitment type on workgroup and innovative behavior, and to pay further attempts finding initiatives to minimize social loafing behaviors, which in turn give adverse effects on innovative behavior

Predicting different commitment components: The relative effects of how career development HRM practices are perceived

2009 ◽  
Vol 15 (2) ◽  
pp. 224-240 ◽  
Author(s):  
Mary Bambacas ◽  
Prashant Bordia
Keyword(s):  
Organizational Commitment ◽  
Career Development ◽  
Employee Perceptions ◽  
The Other ◽  
Perceived Support ◽  
Self Management ◽  
Normative Commitment ◽  
Hrm Practices ◽  
Development Alternatives ◽  
Three Components

AbstractOrganizations today expect employees to manage their own career development although some will provide extra opportunities. We do not know exactly how career self-management impacts on employees' organizational commitment in terms of affective, normative and continuance components. This paper is based on the model of organizational commitment put forward by Meyer and Allen (1997). We propose that organizational HRM and career self-management influence employee perceptions (such as perceived support) and the three components of commitment in different ways. Data from 196 managers showed that organizational career development (OCD) practices, were positively related to employee perceptions and the three components of commitment. On the other hand, career self-management was negatively correlated with normative commitment. These results have implications for the career development alternatives that organizations provide to employees.

Effect of Organizational Culture and Organizational Commitment to Employee Performance through Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)

2018 ◽  
Vol 9 (08) ◽  
pp. 20997-21013
Author(s):  
Anom Suwibawa ◽  
Anak Agung Putu Agung ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Employee Performance ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Individual

Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

Analisis Dimensi Komitmen Organisasional yang Mempengaruhi Organizational Citizenship Behavior Karyawan PT KAI DAOP VI Yogyakarta

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Yati Suhartini
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Regression Coefficient ◽  
Three Dimensions ◽  
Citizenship Behavior ◽  
Normative Commitment ◽  
Dominant Dimension ◽  
Significance Level

The research was carried out to find the influence of three dimensions of organizational commitment, namely affective commitment, continuity commitment, and normative commitment, toward organizational citizenship behavior (OCB) of employees.The research was conducted respectively from seven stations in operation areas of PT Kereta Api Daop VI Yogyakarta.The subject of research are 55 employees Data was derived from a survey, collected by applying questionnaires, analized by using multiple linier regression,and assisted by the application of SPSS 21 program.Based on the result of data analysis, it is showed that the three dimensions of organizational commitment, namely affective commitment (X1), continuity commitment (X2), and normative commitment (X3) influence partially or simultaneously on organizational citizenship behavior (Y) of employees, thus partially or simultaneously supporting the 5 hypotheses. These were indicated by the value of regression coefficient and the significant level of each factor which are 0.250 and 0.042; 0.386 and 0.001; 0.481and 0,000, respectively. Likewise, the value of F amounting to 30.520 with the significance level of 0,000, whereas adjusted R2 counting to 0.621. Furthermore, normative commitment indicates as the most dominant dimension that influences on organizational citizenship behavior of employees.

scholarly journals Employees Perception of Training and Its Relationship with Organizational Commitment among the Employees Working at Saudi Industrial Development Fund

2017 ◽  
Vol 8 (2) ◽  
pp. 25 ◽  
Author(s):  
Mohammed S. Alamri ◽  
Thamir I. Al-Duhaim
Keyword(s):  
Organizational Commitment ◽  
Industrial Development ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Simple Random Sample ◽  
Normative Commitment ◽  
Development Fund ◽  
Perceived Supervisor Support ◽  
Perceived Availability

The aim of this study is to examine employees perception of training provided by Saudi Industrial Development Fund (SIDF) and its relationship with organizational commitment. To achieve this aim, the study utilized a questionnaire consists of two validated, well established, international instruments: the first one is the perceived availability of training developed by Newman et al., (2011) and includes 22-item inventory that measures an individual on the training, the second instrument called commitment scale developed by Allen and Meyer, (1996) and includes 18-item inventory to identify a person’s commitment. This questionnaire has been distributed to a simple random sample consist of (200) employees of Saudi Industrial Development Fund. A total of (175) complete questionnaires has been received back at a response rate of (87%). After analyzing data and testing hypotheses, the main results of this study are:• There is a positive relationship between five training-related variables and affective commitment.• There is a positive relationship between two training-related variables (the perceived availability of training and perceived supervisor support for training) and two commitment-related variables (continuance and normative commitment).• There is a negative relationship between perceived co-worker support for training and two commitment-related variables (continuance and normative commitment).• There is no relationship between two training-related variables (the perceived benefits of training and motivation to learn) and two commitment-related variables (continuance and normative commitment).

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