Predictors of Organizational Commitment Among Staff in Assisted Living

Department of Sociology and Anthropology, P.O. Box 25000, University of Central Florida, Orlando, FL 32816-1360, USA.
The Gerontologist (Impact Factor: 3.21). 05/2005; 45(2):196-205. DOI: 10.1093/geront/45.2.196
Source: PubMed


This study examines the role of organizational culture, job satisfaction, and sociodemographic characteristics as predictors of organizational commitment among staff in assisted living. It is particularly important to examine organizational commitment, because of its close links to staff turnover.
Data were collected from 317 staff members in 61 facilities, using self-administered questionnaires. The facilities were selected from licensed assisted living programs and were stratified into small, traditional, and new-model homes. Staff questionnaires were distributed by a researcher during 1-day visits to each facility. Organizational commitment was measured by the extent of staff identification, involvement, and loyalty to the organization.
Organizational culture, job satisfaction, and education were strong predictors of commitment, together explaining 58% of the total variance in the dependent variable. Higher levels of organizational commitment were associated with more favorable staff perceptions of organizational culture and greater job satisfaction. In addition, more educated staff members tended to report higher levels of organizational commitment. Other than education, sociodemographic characteristics failed to account for a significant amount of variance in organizational commitment.
Because job satisfaction and organizational culture were strong predictors of commitment, interventions aimed at increasing job satisfaction and creating an organizational culture that values and respects staff members could be most effective in producing higher levels of organizational commitment.

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    • "Discussion and implications of the study Discussion Results from this paper found that employees who indicated DT to be effective are more committed to their organization and more satisfied with their careers than employees who indicated DT to be either ineffective or non-existent. Supporting previous studies it further confirmed that demographic, human capital, subjective and objective factors affect OC and CS (Armstrong-Stassen and Cameron, 2005; Greenhaus et al., 1990; Igbaria and Wormley, 1992; Kirchmeyer, 1995; Lee and Bruvold, 2003; Mahatanankoon, 2007; Martins et al., 2002; Ogba, 2008; Poon, 2004; Seibert and Kraimer, 2001; Sikorska-Simmons, 2005), with subjective measures accounting for most of the variance. With the exception of one group (where employees perceived DT to be non-existent) for OC however, the explanatory power of all the factors used in this study varied little across models, indicating that additional factors may be helpful in explaining the OC and CS differences between employees who found DT to be effective, ineffective or non-existent. "
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    ABSTRACT: Purpose - The purpose of this paper is to investigate the association between employees' perceptions of diversity training (DT) existence and effectiveness with organizational commitment (OC), and career satisfaction (CS). Design/methodology/approach - The analyses in this paper utilize survey data collected between 2006 and 2007 from over 11,000 managers, professionals, and executives working in nine large organizations in corporate Canada. The survey included questions about employees' perceptions of their work experiences and outcomes and their organizations' diversity practices. Comparisons of means as well as multivariate regression analyses were undertaken. Findings - The paper shows that employees who perceived DT to be effective were significantly more committed to their organizations and more satisfied with their careers than employees who perceived DT to be ineffective or non-existent. Research limitations/implications - The paper examines the linkages between DT, OS, and CS based on survey responses from managers, professionals, and executives. Findings may therefore not be applicable to entry level employees. Practical implications - DT, and in particular when viewed by employees to be effective, increases employees' OC and CS, which are associated with loyalty, lower turnover and higher employee engagement. Originality/value - The paper found that employees' OC and CS are highest when they perceived DT to be effective. Factors associated with OC and CS are explored based on employees' perceptions of the availability and effectiveness of DT.
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    • "Job satisfaction and organizational culture are strong predictors of career commitment (Sikorska-Simmons 2005), and may similarly influence nurses' job performance . The many variables that influence nurses' career commitment include gender (Karrasch 2003) and education (Sikorska-Simmons 2005). "
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    Nursing leadership (Toronto, Ont.) 02/2008; 21(2):e101-17. DOI:10.12927/cjnl.2008.19866
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    • "Job satisfaction was found to be an important predictor of organizational commitment (Sonia, Pamela, & Marilyn, 1997). Sikorska (2005) found that job satisfaction was a strong predictor of commitment; also he explained that higher levels of organizational commitment were associated with greater job satisfaction. Outcomes of different researches have showed complex effects of job satisfaction on organizational commitment, and the study of these variables are more complex in the cross-cultural context of Iran and India, so the lack of review of literature on this subject in Iran and India, is the necessity of conducting this research is obvious in the traditional context of Iran and India which is one of the developing countries, furthermore this small piece of the research wants to show: OBJECTIVES OF THE STUDY 1. "
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