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The influence of corporate culture and organisational commitment on performance
Journal of Management Development
Abstract
This paper examines the influence of corporate culture and organisational commitment on financial performance in Malaysian companies. Based on the work of Deshpande and Farley on corporate cultural types and Allen and Meyer on organisational commitment, a structured questionnaire was developed and self-administered to managers in Malaysian companies. A total of 202 managers in public listed companies participated in the study. The results show that there is a significant correlation between corporate culture and organisational commitment. Both corporate culture type and organisational commitment have an influence on the financial performance of these companies. The implications of the study are also discussed.
... Organisational commitment is not only about employee productivity, psychological well-being, and job satisfaction, but also directly affects a company's costs, customer satisfaction, and employee retention. Employees' level of organisational commitment has a significant impact on profitability metrics, especially return on assets and return on investment [2]. Committed employees tend to be more productive, engaged and aligned with the organisation's goals. ...
... This is because organisational commitment reflects the extent to which employees believe in and identify with the organisation's goals and values, which leads to a sense of achievement and satisfaction at work [4] . At the same time, sustained commitment based on the costs associated with leaving the organisation can provide employees with job stability and security [2] , and employees weigh the profits associated with staying against the costs of leaving. Secondly, a sense of organisational commitment can have a positive impact on employees' psychological well-being. ...
... The availability of career development and promotion opportunities within an organisation affects employee commitment. Employees who see a clear path for advancement are more likely to be loyal to their organisation [2]. According to Herzberg's two-factor theory, career development opportunities are "motivational factors" that directly affect employees' job satisfaction and motivation. ...
In the current competitive economic market and the impact of the COVID-19 pandemic, the long-term stable development of enterprises is facing a major test. And organisational commitment affects the aspects of employee retention, employee efficiency as well as enterprise cost, which has a significant impact on the development of enterprises. Therefore, this paper focuses on the importance of organisational commitment to employees and organisations, and then analyses various factors affecting employees' organisational commitment, including career development opportunities, job satisfaction and organisational culture. Finally, it proposes some effective measures that companies can take to enhance employees' organisational commitment, such as companies providing employees with good career development opportunities and personal enhancement opportunities, promoting employees' life-work balance, implementing flexible working arrangements, and fostering a positive organisational culture. By taking these measures, companies can enhance employees' organisational commitment and strengthen the emotional link between employees and the organisation, which will in turn improve employee efficiency, customer satisfaction and organisational profitability.
... There has been a growing interest in studying how organizational culture affects performance, especially employee performance, in recent years (Racelis, 2010). Research indicates that the right set of cultural values can generate excitement, high morale, and strong commitment to a company, as well as clarify employee behaviours (Rashid, Sambasivan & Johari, 2003;Ehtesham, Muhammad & Muhammad, 2011). Over the years, numerous theoretical models have been developed to explore and measure organizational culture. ...
... Similarly, numerous studies have focused on examining the impact of organizational culture on performance. Some have found a strong correlation between cultural elements and employee performance (Racelis, 2010;Ehtesham et al., 2011;Rashid et al., 2003). Researches indicates that a positive corporate culture significantly influences teamwork, communication, and rewards . ...
... Budaya organisasi memainkan peran penting dalam mempromosikan keberhasilan organisasi, dan ini hanya dapat dicapai dengan memastikan budaya yang sesuai dikembangkan atau dibentuk dalam organisasi yang cocok dengan nilai-nilai, sikap, dan perilaku manajer (Rasyid dkk., 2003). Budaya perusahaan bersifat meresap dan kuat karena mendorong atau menghambat perubahan dalam organisasi. ...
... Budaya perusahaan yang kuat memungkinkan karyawan memahami tujuan organisasi, dan ketika mereka bekerja menuju tujuan organisasi, tingkat komitmen mereka meningkat (Nongo & Ikyanyon 2012). Tujuannya adalah untuk memperoleh nilai-nilai kunci, kepercayaan, dan norma-norma dalam suatu organisasi yang telah memberikan banyak dorongan bagi keberhasilan dan kinerja superior organisasi (Rasyid dkk., 2003). Budaya perusahaan memberikan pengaruh yang cukup besar pada perilaku organisasi, terutama di bidang efisiensi, efektivitas, dan komitmen. ...
Budaya dalam perusahaan merupakan ciri khas yang dapat membedakan antar perusahaan. Dalam setiap organisasi memiliki faktor-faktor tersendiri yang dapat mempengaruhi suatu budaya dalam perusahaan. Tujuan penulisan ini adalah untuk mengetahui budaya perusahaan dalam persepektif islam. Berdasarkan penelitian yang dilakukan dengan menggunakan penelitian kualitatif dengan menggunakan kajian pustaka sebagai metode pengumpulan data maka ditemukan bahwa konsep dasar dari ekonomi Islam yang dapat dijadikan landasan budaya organisasi yang Islami didasarkan pada tiga konsep fundamental, yaitu tauhid (keimanan kepada Allah), khilafah (kepemimpinan), dan a’dalah (keadilan). Salah satu faktor penting dalam mengukur kerangka kerja antara karyawan dan organisasi adalah masalah kepemimpinan. Dibutuhkan kepemimpinan uang baik untuk mengelola dan mengarahkan semua pemangku kepentingan untuk mencapai kerangka kerja yang lebih baik.
... However, Boyacigiller and Adler (1991) assert that most American theories reflect an individualistic perspective and fail to include a full range of explanations for organisational commitment. Since then, more research on organisational commitment has been extended into other cultural contexts to include countries such as Jordan (Suliman and Iles, 1999), China (Ling, Zhang and Fang, 2001;Wang, 2004) and Malaysia (Rashid, Sambasivan and Johari, 2003). More recently, comparative work has started to emerge, such as Cheng and Stockdale (2003) on organisational commitment differences between Chinese, Korean and Canadian employees, Meyer, Srinivas, Lal, and Topolnytsky (2007) on employment commitment and Is Organisational Commitment Culturally Bound? ...
... The dependent variables are three components of organisational commitment. Organisational commitment was measured by using the revised 18-item three-component scale of affective, continuance and normative commitment , which has been adopted in a myriad of studies, such as Jacobsen (2000), Rashid et al. (2003), Cheng and Stockdale (2003). Sample questions for the three components of organisational commitment are 'I would be very happy to spend the rest of my career working with this organisation', 'It would be very hard for me to leave my organisation right now, even if I wanted to', and 'I do not feel any obligation to remain with my current employer'. ...
... This study uses organizational culture, organizational commitment and leadership as factors that are believed to affect organizational performance. Organizational culture is one of the factors that influence organizational performance (Macedo &;Carlos Pinho, 2006;Rashid et al., 2003;Seidu et al., 2022). Organizational culture can be defined as "the shared values and basic assumptions that explain why organizations do what they do and focus on what they focus on" (Xu et al., 2012). ...
... Organizational commitment is the psychological commitment of employees' psychological commitment to stay together and identify themselves with an organization (Haque et al., 2019). Several studies explain that organizational commitment is one of the factors that affect organizational performance (Franco & Franco, 2017;Imamoglu et al., 2019;Oyewobi et al., 2019;Rashid et al., 2003) However, research (Pinho et al., 2013 suggests that organizational commitment has no influence on the performance of companies where relationships in them are more complex than anticipated, and different types of commitments may need to be considered. Employees' commitment to their organization is critical in improving productivity and overall organizational performance (Permata et al., 2023). ...
This study aims to determine the relationship between organizational culture, organizational commitment and leadership that can affect organizational performance in non-profit organizations. This research uses a quantitative approach using the PLS (Partial Least Square) based SEM (Structural Equation Model) method using SmartPLS 3.0 software. The sample in this study were employees of the Ministry of Education and Culture. The data collection technique for this research uses a questionnaire. The variables used in this study are organizational culture, organizational commitment, leadership, and organizational performance. The results of this study include organizational culture and leadership directly on organizational performance, while leadership can significantly increase the influence of organizational culture on company performance. In addition, organizational commitment is known to have no significant effect on organizational performance and cannot increase the influence of organizational culture on organizational performance. In this study, it is suggested that stakeholders for the Ministry of Education and Culture can increase their attention to factors that can affect the improvement of organizational performance, especially organizational culture and leadership.
... The significance of commitment in organizational contexts has been underscored by Walton and Lawrence (1985), advocating for a commitment strategy over a control-oriented approach to enhance performance. Committed employees contribute to customer satisfaction and serve as a valuable asset, offering organizations a source of competitive advantage (Payne et al., 2003;Rashid et al., 2003). This section explores the outcomes of commitment, encompassing factors influencing employee retention, productivity, and overall organizational success. ...
... Committed workers are expected to be highly motivated and go beyond contractual obligations (Meyer & Allen, 1991). Organizations benefit from permanent staff, increased productivity, asset protection, goal alignment, and societal advantages, including lower job movement and higher national productivity (Rashid et al., 2003;Furlonger, 2005). ...
This study employs hypothesis testing to investigate the relationship between human resource development (HRD) variables—Training and Development, Organization Development, Career Development, and Performance Management—and Employees Commitment in the context of Nepalese organizations. Utilizing a five-point Likert scale, data were gathered through a questionnaire from 189 respondents, representing diverse profiles. Statistical analyses using SPSS involved formulating four alternative hypotheses for each independent variable and setting significance levels at 0.05. Results indicate that Training and Development (p = 0.001), Career Development (p = 0.008), and Performance Management (p = 0.003) are significant, while Organization Development (p = 0.679) is not. Hypothesis testing outcomes confirm the acceptance of H1 (Training and Development), rejection of H2 (Organization Development), acceptance of H3 (Career Development), and acceptance of H4 (Performance Management). Correlation analysis reveals positive correlations between all independent variables and employee commitment. However, inferential analysis through regression indicates that only Training and Development, Career Development, and Performance Management have a significant relationship with employee commitment. The study's contribution lies in unraveling the complexity of HRD's impact on employee commitment within the Nepalese context, emphasizing the importance of tailoring HRD strategies to the specific needs and dynamics of the workforce. Keywords: External Environment, Competitors, Marketing Strategies, Market Power, Export
... Lok and Crawford, (2004) opined that organisational commitment is described as the bond employees' have with their organisations, where they feel like they belong to the organisation, fit into and understands the organisation. It is an organisational psychology that brings a linkage between an employee and the organisation while employee stay with each and every decision of the firm (Rashid et al., 2003). ...
This study was carried out to examine the effect of e-training capability on organisational commitment in a paramilitary organisation. The study focused on the capability of e-training as enhanced by digital technology to achieve organisational commitment. The quantitative case-study research was carried out within the Nigeria Immigration Service headquarters in Abuja Nigeria, using survey questionnaire to source data. Random sampling technique was deplored from a population of 1772 senior personnel with a sample size of 326 respondents to assess their perception on the capability of e-training activities on organisational commitment. The data gathered was subjected to analysis in both descriptive statistics, using percentages and inferential statistics using regression analysis with the aid of Statistical Package for Social Science (SPSS) version 26. The findings revealed a positive significant relationship between e-training and organisational commitment with the model showing R 2 as the variability in the dependent variable organisational commitment as explained by the independent variable, e-training. The R 2 value .0242, indicates that 24.2 % of the change in the dependent variable, organisational commitment is explained by the independent variable, e-training. The F-statistics value is 90.317 with P-value of 0.000, which is statistically significant as it is less than 0.05. The implication of this is that e-training has the capability to enhance organisational commitment among the employees of the Nigeria Immigration Service. The Nigeria Immigration Service should maintain and build more on the digital technologies that enhances e-training to sustain the commitment level among the employees.
... Nilai dan norma perilaku tersebut menciptakan pendekatan yang digunakan anggota organisasi dalam melaksanakan pekerjaan dan mengatasi permasalahan yang dihadapi. Banyak pakar menyebutkan bahwa budaya organisasi dapat menjadi basis adaptasi dan kunci keberhasilan organisasi sehingga banyak penelitian dilakukan untuk mengidentifikasi nilai atau norma perilaku yang bisa memberikan kontribusi besar bagi keberhasilan organisasi (Abdul Rashid, M.Z., 2003). ...
The purpose of this study was to determine and analyze the impact of leadership, organizational culture and work motivation on the performance of employees of internet service provider in Ambon City. The type of research used is explanatory research. The population in the study is all employees of an internet service provider in Ambon City. Sampling used a simple random sampling technique with a final sample of 34 employees. Data collection was carried out by distributing online questionnaire instruments that utilized the google form. The analytical tool used to answer the objectives of this study is multiple linear regression analysis. The research results prove that; leadership and work motivation have a positive and significant impact on employee performance. Another result is that organizational culture has a positive but not significant effect on the performance of employees of internet service provider in Ambon City.
... Sedangkan menurut Mathis dan Jackson (2006), komitmen organisasi adalah tingkatan sampai mana karyawan yakin dan menerima tujuan organisasi, serta berkeinginan kuat untuk selalu bersama organisasi tersebut. ISSN : 2686-2182ISSN : 1979-2239 The Manager Review Vol 7 No 1 89 Teori tersebut diperkuat oleh penelitian terdahulu membuktikan bahwa komitmen organisasi berpengaruh positif dan signifikan terhadap kinerja karyawan, hal ini terlihat dari hasil penelitian yang telah dilakukan oleh Meutia (2019), Rashid (2003), Sahyoni & Supartha (2020) yang menyatakan bahwa komitmen organisasi berpengaruh positif terhadap kinerja karyawan, dan sama halnya dengan penelitian yang dilakukan oleh Muis (2018) dan Giri (2011) yang menyatakan bahwa komitmen organisasi berpengaruh positif dan signifikan terhadap kinerja. ...
This study aims to analyze the influence of work ability, work discipline, and organizational commitment on the performance of State Civil Apparatus (ASN). This research employs a quantitative descriptive approach using a survey method. Data were collected through a questionnaire distributed to 315 ASN employees in North Bengkulu Regency. The data analysis methods used include descriptive analysis and multiple regression analysis. The results indicate that: (1) Work ability has a positive and significant effect on ASN performance in North Bengkulu, suggesting that ASN employees with higher work abilities tend to exhibit better performance; (2) Work discipline has a positive and significant impact on ASN performance in North Bengkulu, meaning that an increase in work discipline among ASN employees corresponds with improved performance; (3) Organizational commitment has a positive and significant effect on ASN performance in North Bengkulu, indicating that greater organizational commitment among ASN employees enhances their performance; and (4) Work ability, work discipline, and organizational commitment collectively have a significant effect on ASN performance in North Bengkulu. This implies that improvements in ASN work ability, work discipline, and organizational commitment will collectively enhance their performance.
... Despite these divergent views, the majority of studies have established www.journalmabis.org 45 a positive correlation between organizational commitment and employee performance (Abdul Rashid et al., 2003;Rotenberry & Moberg, 2007;Fu & Deshpande, 2014;Nadapdap, 2017;Pane & Fatmawati, 2017;Fitri & Endratno, 2021;Turek, Klein, & Wojtczuk-Turek, 2023;Jaramillo, Mulki, & Marshall, 2005;Thao et al., 2024;Yousef, 2000;Hosen et al., 2024;Rubel, Kee, & Rimi, 2021;Swalhi, Zgoulli, & Hofaidhllaoui, 2017;Hendri, 2019;Mihardjo et al., 2020). ...
This research was conducted with the aim of determining the effect of organizational commitment on improving employee performance at PT. XXX. The population and sample in this study are employees who work at the company with a total of 52 employees. Because the sample taken has the same number as the population, the sampling technique used, namely the census method or saturated sampling, is a sampling technique used when all members of the population are used as samples. This research belongs to the type of causal associative research with the aim of looking for a relationship between one variable and another. Meanwhile, the data processing and analysis techniques were carried out through the following steps: descriptive statistics, research instrument testing (validity test, reliability test, and classic assumption test), multiple regression analysis, and hypothesis testing (t and F tests) which calculated using SPSS version 23.0. Based on the research results it is known that organizational commitment has a significant effect on improving employee performance at PT. XXX. That way, it can be said that the stronger a person is to remain and show loyalty to his organization, the more accomplished that person will be at work.
... Επιπλέον, τα δεδομένα υποστήριξαν τη θετική συσχέτιση μεταξύ της οργανωσιακής δέσμευσης και της επιθυμητής οικογενειακής/συμμετοχικής κουλτούρας, η οποία, όπως προέκυψε από την έρευνα, αποτελεί την κυρίαρχη κουλτούρα που επιθυμούν οι εργαζόμενοι στον οργανισμό. Τα ευρήματα της παρούσας μελέτης συμφωνούν με προηγούμενες έρευνες που έχουν διερευνήσει τη σχέση μεταξύ οργανωσιακής δέσμευσης και οργανωσιακής κουλτούρας (Lok & Crawford, 2004;Rashid et al., 2003;Sumardio & Supriadi, 2023). Οι συγγραφείς αυτοί έχουν καταλήξει στο συμπέρασμα ότι υπάρχει μια αμφίδρομη σχέση μεταξύ των δύο αυτών μεταβλητών, όπου η οργανωσιακή δέσμευση επηρεάζει θετικά την ανάπτυξη μιας οικογενειακής/συμμετοχικής κουλτούρας, ενώ ταυτόχρονα η ύπαρξη μιας τέτοιας κουλτούρας ενισχύει την οργανωσιακή δέσμευση των εργαζομένων. ...
Σκοπός της συγκεκριμένης μελέτης είναι η διερεύνηση των διασυνδέσεων μεταξύ της οργανωσιακής δέσμευσης, της οργανωσιακής κουλτούρας και της ετοιμότητας για οργανωσιακή αλλαγή σε ένα δείγμα 117 εργαζομένων σε Κέντρα Πρόληψης των Εξαρτήσεων και Προαγωγής της Ψυχοκοινωνικής Υγείας στην Ελλάδα. Για την αξιολόγηση των εν λόγω μεταβλητών, χρησιμοποιήθηκαν τα εργαλεία Organizational Commitment Questionnaire (Meyer et al., 1993), Organizational Culture Assessment Instrument (OCAI) (Cameron & Quinn, 2006) και Change Readiness (Holt et al., 2007). Τα ευρήματα κατέδειξαν ότι η επικρατέστερη οργανωσιακή κουλτούρα στα κέντρα πρόληψης, όπως την αντιλαμβάνονται οι εργαζόμενοι, είναι η οικογενειακή (clan). Η κουλτούρα αυτή παρουσίασε
σημαντική θετική συσχέτιση με την οργανωσιακή δέσμευση. Επιπλέον, η οργανωσιακή δέσμευση συσχετίστηκε θετικά με την ετοιμότητα για αλλαγή, ενώ η οργανωσιακή κουλτούρα δεν παρουσίασε σημαντική συσχέτιση με την ετοιμότητα για αλλαγή. Αξιοσημείωτο είναι ότι τόσο η οργανωσιακή δέσμευση όσο και η οικογενειακή/συμμετοχική κουλτούρα συσχετίστηκαν θετικά με την ετοιμότητα
για αλλαγή
... According to Lok and Crawford (2001) and Olaleye et al. (2022), organizational culture is a major factor in creating commitment. In this instance, research across sectors and nations has demonstrated that cultures that encourage innovation and personal growth have a positive influence on employee dedication, whereas cultures that prioritize paperwork and red tape have the opposite effect (Brewer & Clippard, 2002;London & Larsen, 1999;Rashid et al., 2003;Silverthorne, 2004). H1: Organizational culture has a positive significant effect on affective commitment. ...
An effective and positive organizational culture (OC) greatly impacts employee actions, including psychological safety, affective commitment, and organizational citizenship behavior (OCB), and it is crucial to any company's growth and success. This research aims to examine how certain South African sector education and training authorities (SETAs) deal with organizational culture, specifically how it affects psychological safety, commitment, and OCB. This study investigates the mediating role of psychological safety and the relationship between organizational culture, affective commitment, and OCB. We adopted an online survey to collect quantitative data from 194 employees at six different SETA locations in the Gauteng area of South Africa, using the convenience sample technique. We then analyzed the data using SMARTPLS and the Statistical Package for the Social Sciences (SPSS). The study found a negative correlation between OCB, organizational culture, and psychological safety. The findings show a positive correlation between affective commitment and company culture. Equally, OCB, organizational culture, and psychological safety all act as mediators to some extent. The heuristic model remains a novel idea for organizations. Furthermore, the theoretical framework shows that organizational culture and affective commitment can predict organizational citizenship behavior. It achieves this by adopting a complex approach to cultural analysis and utilizing innovative techniques like survey data and quantitative inferential statistics. Considering the mediating role of psychological safety is also a significant milestone for the future. However, policymakers and public sector organizations can benefit from this study's conclusions in dealing with employee well-being and maximizing organizational commitment.
... High affective commitment leads to creative behaviors and better job performance [68][69][70][71][72][73]. It is influenced by autonomy, feedback, task identity, and competence [74][75][76][77][78][79][80][81][82]. The following assumptions are raised according to the above-mentioned literature: ...
The proper implementation of the monitoring process in construction projects helps strengthen sustainable development indicators. The aim of this study is to investigate the moderating effects of education and income on the relationship between job performance and effective factors on supervising engineers. Data gathering was performed by questionnaire, and analysis was performed with the PLS-SEM approach. According to the results of the moderator analysis, demographic variables of education and income levels, on the relationship between feedback and competence, as well as the relationship between job identity and job performance, had a significant moderating role. In addition, the moderating effect of demographic variables on the relationship between autonomy and competence, as well as the relationship between affective commitment and job performance, was confirmed. The moderating effect of income demographic variables on the relationship between independence and affective commitment and the relationship between competence and job performance was meaningful. To achieve a better understanding of the effects of variables on job performance, the mediation role of competence and affective commitment was studied in the research model. By using the results of this research, officials and managers of construction organizations can adopt appropriate payment and training policies, to better management of the performance of the supervising engineers.
... Corporate culture is an important strategic resource that family firms can use to gain a competitive advantage (Zahra, Hayton, and Salvato 2004). Thus, authors such as Rashid, Sambasivan, and Johari (2003) have shown that both the type of corporate culture and organizational commitment influence the financial performance of some firms. However, there are scarce research results concerning the influence of organizational culture and the performance of family firms (Stasa Ouzký and Machek 2023). ...
Sustainability and business success require ongoing analysis of variables that can impact the stability, efficiency, and evolution of family businesses. To this end, a study based on the environmental, social, and governmental (ESG) variables linked to financial performance was conducted on 93 publicly traded family businesses in the global retail and consumer markets sector in 2023, utilizing data from Thomson Reuters Eikon. Control variables, such as company size, number of employees, and indebtedness, were incorporated. The methodology employed involved a partial least squares structural equation modeling (PLS‐SEM) using SmartPLS. This analysis underscores the importance of social initiatives in enhancing financial outcomes for family businesses in the retail and consumer markets sector above the rest of the selected key variables. The originality of this research lies in its distinctive focus on the social dimension as the primary factor influencing the financial outcomes of family businesses. By highlighting the importance of social initiatives, the study provides an empirical basis that enables academics and business leaders to consider key variables in business development. This facilitates the design of strategies centered on these elements, contributing to the advancement of knowledge in the management of family businesses and their long‐term sustainability.
... Even referring to the research conducted; Where with a high commitment, this will affect financial performance. Next (Chun et al., 2013;Jitmau et al., 2017;Rashid et al., 2003;Shara et al., 2019;Silfiani et al., 2021) In his research, he revealed that better organizational commitment will encourage better regional financial management performance. which in his study revealed that accountability does not significantly affect the performance of local governments. ...
This study aims to analyze the model of improving Regional Financial Management in West Papua Province based on competence, accountability, organizational commitment and supervisory quality. This study uses a quantitative approach, aiming to test hypotheses, establish facts, describe correlations between variables, offer statistical descriptions, estimate, and forecast results. The population of this study is 5,186 people. The results of the study show that: (1) Human resource competence, accountability and organizational commitment have a positive and significant effect on the quality of supervision, (2) Human resource competence, accountability and organizational commitment have a positive and significant effect on the performance of regional financial management, (3) The quality of supervision has a positive and significant effect on the performance of regional financial management, (4) Human resource competence, accountability and organizational commitment have a significant indirect effect to the performance of regional financial management mediated by the quality of supervision. The higher the competence, accountability and commitment of the organization, the higher the performance of regional financial management mediated by the quality of supervision.
... Organizational commitment is outcomes of individual and organizational attitude and behavior. Numerous studies investigate essential factors that influence organizational commitment both at individual and organizational levels, such as individual characteristics, culture, and human resource policy in practice (Eaton, 2003;Gifford et al., 2002;Lok and Crawford, 2001;Rashid et al., 2003). It is a multi-dimensional construct (Meyer and Allen, 1991). ...
Organizational commitment is multi-dimensional construct. It is influenced by personal, organizational, environmental, socio-economic factors. It fact, it is an attitude and behavior of employees at work in an organization. This study has tried to identify the organizational commitment variables and level of organizational commitment of official employees in university. 106 official employees’ opinion has been collected by the help of six point Likert Scale. The statistical tools mean, standard deviation and factor analysis has been applied for analysis purpose. The analysis has shown, the organizational commitment level of employees found at slightly committed, and moderately commitment level. But the standard deviation has shown remarkable deviation in organizational commitment among the employees. The factor analysis has shown coefficient value more than .459, refers all the studied variables should represent the organizational commitment of official employees in University. The study has supported three dimension model of Allen and Meyer model (1990). The study has shown three dimension of organizational commitment. The management of university should apply this finding to enhance the organizational commitment of employees in university.
... According to Ndubisi et al. (2003), research has shown that the cost of serving one loyal customer is significantly less than that of attracting and serving one new customer. According to a study carried out as discussed by Abdul Rashid et al. (2003) and Ndubisi et al. (2003), relationship marketing could bring customers the following advantages: ...
Customer Relationship Marketing (CRM) is a strategic approach focused on managing customer interactions to foster long-term loyalty. It aims to deliver personalized, relevant, consistent experiences across multiple channels, enhancing value for the business and its customers. As CRM is not a universal solution, its efficacy varies across organizations and is influenced by unique opportunities and challenges specific to each context. This essay critically examines the extant CRM literature to identify the key factors affecting customer retention, such as customer satisfaction, trust, and engagement. Based on this analysis, we propose a conceptual framework to guide businesses in developing CRM strategies that align with their objectives, resources, and capabilities. This framework emphasizes the importance of comprehending customer needs, leveraging data for personalization, and ensuring a seamless cross-channel experience. In conclusion, this essay proposes recommendations for future CRM research, suggesting that further investigation is necessary to address emerging trends and technologies, such as AI and big data, that are transforming the CRM landscape. Organizations can strengthen customer relationships and achieve sustainable business success by adopting a tailored approach to CRM.
... According to Ndubisi et al. (2003), research has shown that the cost of serving one loyal customer is significantly less than that of attracting and serving one new customer. According to a study carried out as discussed by Abdul Rashid et al. (2003) and Ndubisi et al. (2003), relationship marketing could bring customers the following advantages: ...
Customer Relationship Marketing (CRM) is a strategic approach focused on managing customer interactions to foster long-term loyalty. It aims to deliver personalized, relevant, consistent experiences across multiple channels, enhancing value for the business and its customers. As CRM is not a universal solution, its efficacy varies across organizations and is influenced by unique opportunities and challenges specific to each context. This essay critically examines the extant CRM literature to identify the key factors affecting customer retention, such as customer satisfaction, trust, and engagement. Based on this analysis, we propose a conceptual framework to guide businesses in developing CRM strategies that align with their objectives, resources, and capabilities. This framework emphasizes the importance of comprehending customer needs, leveraging data for personalization, and ensuring a seamless cross-channel experience. In conclusion, this essay proposes recommendations for future CRM research, suggesting that further investigation is necessary to address emerging trends and technologies, such as AI and big data, that are transforming the CRM landscape. Organizations can strengthen customer relationships and achieve sustainable business success by adopting a tailored approach to CRM.
... This contention has led to a proliferation of literature on employee loyalty (Farndale, Ruiten, Kelliher & Hope-Hailey, 2011;Ahiauzu & Asawo 2012;, Gbadamosi 2003. It is believed that loyal workers will bring about organizational effectiveness and performance (Zabid, Rashid, Sambasivan & Johari, 2003); attaining longer term organizational goals (Farndale et al 2011); better quality, lower turnover, and greater capacity for innovation and more flexible employees (Oladejo et al 2011); reduces turnover and increases performance (Angle & Perry, 1981); produces a healthy organizational climate, increased morale, motivation and productivity (Salami, 2008). ...
This study investigated the relationship between worker competence and employee loyalty of deposit money banks in Rivers State. A cross-sectional research design was adopted in the study. Two hundred and thirty-three (232) copies of the questionnaire were obtained and analyzed from the field survey. Spearman's Rank Order Correlation Coefficient statistical tool was used to find out the relationship that exists between the variables. The findings revealed a significant relationship between worker competence and measures of employee loyalty (trust, willingness to stay, and sense of ownership). It is concluded that worker competence is significantly related to employee loyalty of deposit money banks in Rivers State. The study recommended that the surveyed banks should strive to hire competent staff to manage the affairs of the organization as this will encourage healthy competition among employees and also promote honesty and teamwork among employees as this will lead to greater employee satisfaction.
... A strong organisational culture helps organisational performance by providing structure and the control needed without relying on rigid formal bureaucracy, which can suppress the growth of motivation and innovation. Rashid et al. (2003) also support this statement that company organisational culture positively influences individual performance. Organisational culture helps managers act as leaders in several ways to improve organisational performance. ...
This study analysed the effect of the accounting information system and organisational culture on performance of small and medium enterprises (SMEs) using the e-Peken application in Surabaya City, Indonesia. This study uses a quantitative study with the population of e-Peken application users that SMEs in Surabaya City have used with a total sample of 35 respondents. The data was collected by questionnaire and analysed using multiple linear regression analysis. This study found that the accounting information system has a significant and positive effect on SME performance, which means that the better the SMEs accounting information system, the SMEs performance will also increase. The organisational culture has a significant and positive effect on SMEs performance, which means the success of an organisation in achieving its goals. It can improve the performance of SMEs.
... Numerous studies investigated organisational commitment's influence on financial performance of the companies [72]. Rashid conducted a study of 201 manufacturing companies in Malaysia and found a significant positive effect of organisational commitment on company performance with significant statistics t and probability value (t = 2.87, p < 0.01) respectively [73]. Moreover, Yiing and Ahmad [74] surveying 283 managers in Malaysian companies reported that organisational commitment had a positive effect on job performance (t = 2.11, p < 0.05). ...
The present research conceptualised the effect of concept organisational commitment on organizational performance in oil and gas sector in UAE and proposed the role of change management as mediating factor. The research aims to illustrate the influence of organisational commitment on organizational performance to craft the factors of change management impacts on this concept. This research conducted after spotted the gap and inconsistency pattern in academic literature for the concept sustainability, stakeholders and CSR as ecological and practical approach to tackle with the current unprecedented situation in the oil and gas sector. The authors adopted conceptual analysis as a theoretical research methodology that focused on examining and clarifying the definitions, meanings and utilisation of study key variables within a certain field, hence It aimed to ensure the consistent and accurate application of these concepts by revealing underlying assumptions and theoretical framework of stakeholder theory and the contemporary business issues. This study successfully conceptualised the effect of organisational commitment(OC) on organizational performance(OP). In addition, this study investigated the role of organizational change management OCM as a mediating variable on the relationship between organisational commitment on organizational performance OP. This research crafted the dynamic flow chart and the theoretical background for the relation of the underpinning stakeholder theory and the variables that effect the organisational performance in the oil sector that led to enrich the understanding and prospects of managers executive of these corporates to utilise that model among their organisations.
... In addition to direct influence, this study also uses individual commitment elements as intervening variables. Rashid et al. (2003) claim that pro-social behavior, employee turnover, and performance are all impacted by commitment. However, the study does not support this viewpoint. ...
A company's most important asset is its people since they contribute vitality, talent, creativity, and effort. One of the educational subsystems that is essential to producing human resources of the highest caliber is higher education. In the context of higher education, lecturers play a crucial role in shaping the caliber of students who graduate, the caliber of the educational process, and the caliber of higher education as a whole. The outcomes of any educational program, no matter how good, will be unsatisfactory if the program is not backed by excellent instructors. This study aims to investigate and develop a model of how lecturer competency, individual characteristics, and organizational environment affect performance through lecturers' individual commitment.
... Boon and Arumugam (2006) define it as shared ideals, beliefs, and customs of a company, while Zain et al. (2009) see it as the rules and regulations that members adhere to. Rashid et al. (2003) emphasize the importance of values and beliefs that impact organizational success. Chow (2012) highlights the role of management in improving organizational effectiveness through corporate culture. ...
This field study examined how human resource management strategies affecting employees' organizational commitment in the banking sector of Abbottabad. Data was gathered through questionnaires and analyzed using SPSS 19 version. Descriptive and inferential statistics, including correlation, ANOVA, multiple regression, Cronbach's Alpha, and testing the study hypotheses were used to analyze the data. The researcher concluded that managers must manage the reward system to improve employee satisfaction and retention, implement appropriate skills and programs, develop fair and balanced performance management systems with a feedback system, and institute a clear organizational communication and social strategy to improve interpersonal interaction and relationships between senior and junior employees. Human resource management practices have a significant influence on the elements of employees organizational.
... Yuliantari (2016) mengatakan bahwa budaya organisasi selalu dikaitkan dengan nilainilai yang dianut oleh anggotanya, dan nilai-nilai tersebut memberikan inspirasi kepada individu untuk menentukan tindakan dan perilaku yang disetujui oleh organisasi. Rashid et al. (2003) menyimpulkan bahwa budaya organisasi secara langsung berpengaruh terhadap kinerja karyawan. Perbedaan budaya juga berpengaruh terhadap kinerja individu baik di dalam organisasi maupun kualitas kehidupan kerjanya (Raisa, 2009, p. 10;Schermerhorn et al., 1994). ...
This research aims to analyze the influence of leadership style and organizational culture on employee performance at PT X in the Maluku Province, with the mediation of innovative work behavior. Employing a descriptive approach with quantitative analysis, the research involves 92 respondents who are employees of PT X. The sampling method used in this research is non-probability sampling, where the sample is not randomly selected. Data collection is conducted through the distribution of questionnaires, followed by processing and analysis with the PLS-SEM method. The results indicate that leadership style significantly affects employee performance, both directly and mediated by innovative work behavior, while organizational culture only influences employee performance when mediated by innovative work behavior. Penelitian ini bertujuan untuk menganalisis pengaruh gaya kepemimpinan dan budaya organisasi terhadap kinerja karyawan PT X di Provinsi Maluku dengan mediasi perilaku kerja inovatif. Penelitian ini bersifat deskriptif dengan analisa kuantitatif terhadap 92 responden yang merupakan karyawan PT X. Pada penelitian ini, sampel diambil dengan cara non probability sampling, artinya sampel tidak dipilih secara acak. Pengumpulan data dilakukan dengan menyebarkan kuesioner kemudian diolah dan dianalisis dengan metode PLS-SEM. Hasil penelitian ini menunjukkan bahwa gaya kepemimpinan berpengaruh terhadap kinerja karyawan baik secara langsung ataupun dimediasi oleh perilaku kerja inovatif, sedangkan budaya organisasi hanya berpengaruh terhadap kinerja karyawan apabila dimediasi oleh perilaku kerja inovatif.
... In 2009, Kwantes conducted research on organizational commitment and culture in India and the United States. Rashid et al. (2003) looked at how organizational commitment and culture affected performance in Malaysian enterprises. A cooperative, innovative, and bureaucratic culture has also been described as organizational culture by the bulk of studies in the subject (Allen & Meyer, 1990). ...
Organizational culture is a multifaceted term that is socially produced. The relationship between organizational commitment and culture in its broadest sense has been the subject of several studies. This study attempts to fill a gap in the literature by exploring how bureaucratic, creative, and supportive cultures affect worker satisfaction in a sample of Shanghai, China, retail firms. A quantitative data collecting approach is utilized with the help of questionnaire. To ensure the feasibility of this study four retail enterprises are chosen (Wal-Mart, Carrefour, Tesco, and Vanguard). Convenience sampling was used as the sample strategy in this experiment. The Cochran Formula was utilized to determine the sample size because the population size is unknown. In order to achieved this goal, employees from selected retail enterprises in Shanghai, China are questioned in terms of their organization’s culture as well as their personal satisfaction. The results of hypothesis testing have accepted the three hypotheses proposed in this study. Hence, it is concluded that there is a significant positive relationship between bureaucratic, innovative, and supportive culture on worker satisfaction in a sample of Shanghai, China, retail firms. The study will aid in identifying the cultural factors that influence employee performance and satisfaction because the majority of retail workers are prone to discontent. This will allow for the development of appropriate, effective ways to enhance both. It also shows that there is a strong, favorable relationship between the focused cultural components and employee satisfaction. The study provides references to more research as well as suggestions for how to improve employee satisfaction, staff relations, and teamwork. In terms of improved performance, productivity, and satisfaction, the outcomes will have a significant impact on retail organisations, which will have a significant economic impact on businesses.
... Sistem pengukuran kinerja sebagai faktor efektivitas organisasi, telah diungkapkan antara lain oleh Lucianetti et al., (2019), Upadhaya et al. (2014). Komitmen pegawai dan organisasi telah diteliti oleh BeBe & Bing (2016), Deem et al. (2015), Rashid et al. (2003) dan Angle (1981) dan terbukti sebagai faktor penting dalam mempengaruhi efektivitas organisasi. Sementara itu tanggung jawab sosial organisasi maupun entitas bisnis juga menjadi faktor penting dalam penentuan tingkat efektivitas atau pun kinerja. ...
Penelitian ini bertujuan untuk mengamati berbagai faktor penting yang memengaruhi efektivitas organisasi pada periode awal pandemi Covid-19. Periode awal ini merupakan masa transisi dari kondisi normal ke dalam situasi perubahan yang membuat banyak pihak merasa tidak memiliki kesiapan. Berubahnya sistem kehidupan dari kegiatan yang membutuhkan kehadiran fisik menjadi bekerja dengan cara menjaga jarak satu sama lain merupakan tantangan tersendiri bagi setiap instansi, termasuk Indonesia. Studi ini dilakukan dengan mengolah data primer yang diambil melalui penyebaran kuesioner kepada para pegawai dari instansi pemerintah dan swasta, dengan menggunakan metode yang nyaman. Berdasarkan hasil analisisis data atas 160 responden dengan menggunakan metode persamaan struktural, diperoleh simpulan bahwa kepemimpinan berkelanjutan dan employee engagement berdampak positif terhadap efektivitas organisasi. Adapun variabel tanggung jawab sosial justru tidak memberikan efek positif terhadap kinerja organisasi tersebut. Variabel change readiness terbukti memoderasi pengaruh positif sustainable leadership terhadap efektivitas organisasi. Temuan ini memberikan bukti bahwa organisasi akan lebih efektif apabila didukung oleh kepemimpinan yang bagus dan kesiapan dari para karyawannya untuk berubah.
... Organizational culture plays a vital role within an organization as it represents the habits occurring in the organizational hierarchy, representing the behavioral norms followed by organization members. A strong organizational culture indicates high loyalty and commitment among employees, guiding their Organizational Citizenship Behavior (OCB) (Robbins, 2006). Organizational citizenship behavior among employees develops alongside the process of socialization and the values present within the organization. ...
The purpose of this study is to analyze the effect of organizational culture and work motivation on OCB and the performance of Sahid Montana hotel employees and to analyze the influence of organizational culture and work motivation on employee performance if mediated by OCB. The population of this study is the population of this study are the employees of the first and second Sahid Montana hotels, totaling 105 employees with a total sample of 83 employees. The data analysis technique used is path analysis (Path Analysis). The results of the study show that the better the organizational culture and the higher the employee's work motivation, the better organizational citizenship behavior will be. The better the organizational culture and the higher the employee motivation will improve employee performance. Organizational culture and work motivation affect employee performance through OCB. To be able to improve the performance of Sahid Montana hotel employees, leaders need to create a good organizational culture by keeping abreast of science and technology developments and paying attention to employees to achieve satisfaction. Employees are motivated through opportunities to innovate work and leaders can provide suggestions and constructive criticism. In addition, employees are given an understanding to have the attitude of being able to refrain from complaining and have the willingness to tolerate without complaining.
... AC facilitates employee participation in decision-making, harmonizing employee beliefs with the values and objectives of the company. As per Rashid, Sambasivan and Johari (2003) and Suma and Lesha (2013), the financial and social costs and advantages of working for the organization refer to continuance commitment. The term normative commitment indicates feelings of obligation brought on by pressure, substantial rewards, strategies or employee well-being. ...
Purpose: This study investigates the relationships between affective commitment, innovative work behavior, and organizational socialization strategies (training, coworker support, understanding, and future prospects) to ensure the viability and prosperity of businesses in Iraq.
Design/methodology/approach: The methodology includes demographic analysis, confirmatory factor analysis, and structural equation modeling.
Findings: An analysis of survey data based on a random sample of participating employees shows that training, understanding, and future prospects all significantly and positively affect employee affective commitment. Coworker support does not significantly affect affective commitment. Employees’ affective commitment to their companies significantly positively affects their innovative work behavior. Employees’ affective commitment to their companies significantly mediates the relationships between training, understanding, future prospects, and innovative work behavior. Company practices regarding training, understanding, coworker support, and future prospects do not affect employees’ innovative work behavior.
Limitations/implications: The authors conducted the study in Sulaymaniyah. The results may not apply to Iraq and other nations. Researchers from various industries and countries can evaluate the model. The research ignores company age, size, and fit between individuals and organizations.
Originality/value: The study closes a research gap in organizational behavior by exploring the association between managerial socialization strategies, affective commitment, and creative work behavior in Iraq.
Keywords: Affective commitment, innovative work behavior, job satisfaction, organizational socialization tactics
... In 2003, Abdul Rashid et al. surveyed a sample of 1.036 managers to examine the relationship between organizational culture, expressed through four dimensions (competitiveness, entrepreneurship, bureaucracy, and common culture), and financial performance, measured by two global indicators of total asset and investment rentability (ROA -Return on Assets and ROI -Return on Investments) and the current liquidity ratio (the ratio of total working capital and current liabilities). Based on the results, it was concluded that financial performance is influenced by both the organizational culture and the commitment (loyalty) of employees to the organization (Abdul Rashid et al., 2003). It was also noticed that the management team occasionally had difficulties in implementing changes in companies with a long-developed organizational culture (business tradition). ...
Organizational culture as a complex phenomenon has been subjected to numerous researches in the economic science and corporate practice, among which the analysis of the influence of organizational culture on financial performance has an important place, with the basic goal of understanding the link, but also potentially developing “the optimal culture" whose adoption would contribute to achieving optimal financial effects of economic entities. The subject of research of this paper is thus the connection between organizational culture and financial performance, while the goal is to understand the relationship as well as the nature of the influence. Therefore, organizational climate and subcultures were also considered as relevant aspects of organizational culture, but also as a basis for understanding the classifications, as well as its general influences on company business. Based on the review of the most important results of a significant number of researches on this topic, it was concluded that there currently isn’t a generally accepted view on the existence of a relationship between different types of organizational cultures and financial performances. Thus this paper was designed as a review of the topic and could be used as a theoretical basis for future research or for the development of alternative approaches in the analysis of causality between the observed phenomena.
... This might be because of certain assumptions that are widely held about its influence on FP and effectiveness (Rose 2008). Researchers have postulated that OC could be responsible for the successes or failures that some firms/organizations have recorded (Rashid, Sambasivan & Johari 2003;Ahmad 2012). OC is also believed to be responsible for why some organizations perform better than others in the marketplace (Ojo 2005;Rose 2008). ...
... A limited number of studies have found a relationship between employer brand characteristics and affective commitment. In this regard, a corporate culture that promotes loyalty and teamwork is positively associated with employees' affective commitment (Abdul Rashid, Sambasivan, & Johari, 2003). Furthermore, it correlates positively with organizational culture in a study conducted by Azizollah, Abolghasem and Amin (2016). ...
Background: The modern business environment has caused a radical changes in all human resource management activities. In order to retain a competent and talented workforce, business organizations should manage job satisfaction, which imposes the need for a well-designed and implemented human resource management strategy. Purpose: This study aims to examine the role of affective commitment as a mediator in the relationships between employer brand values and job satisfaction. Study design/methodology/approach: Empirical research was carried out on a sample of managers from 146 enterprises in the Republic of Serbia, and data was collected using a questionnaire technique. After implementing descriptive and correlation analysis, we used simple and multiple regression to examine the mediator effects, and the Sobel Z test. Findings/conclusions: Our findings present empirical evidence on the mediating effects of affective commitment in the previously listed relationships. Limitations/future research: There are just three values relevant to the development of an employer branding strategy included in the study and this is acknowledged as a limitation. According to the models available in the literature, further research will contain other relevant components of the employer brand.
The study investigated the effects of employee participation on organizational performance in Nigeria. Employee participation, encompassing decision-making processes, communication, and involvement of employees in the organizational activities, has widely recognized as a significant factor influencing productivity, job satisfaction, and overall performance of the organization. The study was anchored on Douglas McGregor's Theory X and Y. The study explores the multifaceted effects of employee participation on both productivity and sustainability in public sector that creates a culture of silence, perpetuates unspoken issues, lack of transparency and fear of retribution or judgement, untimely stifling of employee voice, leading to a lack of direction, purpose and motivation in the organization. Problem arises when employees fails to grasp the organizations vision, mission, strategic objective and priorities. As a result, their efforts become misaligned, leading to reduced productivity, efficiency and overall performance. However, various barriers hinder the fostering of employees' participation, including non-participation in decision making, unspoken issues, lack of transparency and fear of retribution or judgement, untimely stifling employee voice, innovation and growth, disconnection from organizational goals and objectives. All these attributed to the failure of the employees to grasp the organizations vision, mission, strategic objective and priorities. The challenges faced by Nigeria workers are diverse, and the decisions made today will influence organizations to adopt participatory method and other systems that will enhance the employees and organizational performance in Nigeria business setting.
The assessment of financial performance assumes essential value creation potential for the long-term sustainability of firms with specific references to capital-intensive and environmentally burdened sectors, such as the chemical industry. Traditional financial performance indicators like Return on Assets (ROA), Return on Equity (ROE), Earnings per Share (EPS), or Net Profit Margin (NPM), have been considered long metrics of measuring profitability and efficiency by corporations. Generally, these indicators fail to describe the visible economic value being delivered to shareholders since the cost of capital or the market expectation is excluded. In recent years, value-based performance measures-most notably EVA and MVA- have gained importance owing to their ability to address such limitations concerning a more complete picture of financial health and shareholder wealth creation.This literature presents a qualitative review on the financial performance of selected listed chemical companies, particularly concentrating on EVA and MVA as the primary evaluation tools. Kinds and numbers of scholarly articles, industry studies, and reports have been included in this paper, to understand the applicability, merits, and demerits of these parameters. This paper also explores how non-financial factors such as intellectual capital, Environmental Social and Governance (ESG) practice, audit quality, etc. represent influencers of the financial performance and value creation phenomena in the chemical industry. The conclusion of this review finds that while EVA and MVA lend themselves to much deeper understanding of wealth generation and market perception, they still have not been widely adopted or consistently applied in the chemicals industry, especially within developing countries like India.Also, there is the growing literature on intangibles and their importance and sustainability-related practices as driving performance in firms nowadays. Intellectual capital (i.e. human, structural, and relational capital) has also been shown by various studies to have a positive correlation with both EVA and MVA. Again, it is likely going to be profitable in market valuation and earnings from long-term operations for firms with good ESG practices as compared to the market. Quality of Audit, especially in terms of independence, expertise and governance, comes to light as one of the essential factors determining the accuracy and reliability of much financial reporting. While thus also affecting investor trust and financial outcomes.The study is limited in many respects. This being a literature review, most of it is theoretical with no empirical testing or primary data analysis. The findings are also from previously published research, which might not do justice to the most recent changes in financial practices or market conditions. The scope is also limited to what has been reported in literature concerning listed chemical companies and does not account for the performance of unlisted companies as well as companies in other geographies.
Purpose -The purpose of this paper is to analyze the effects of digital transformation practices on the performance of businesses. Design/methodology/approach -The population of this research is 1870 enterprises operating in Istanbul Beylikdüzü Organized Industrial Union Industrial Site and 520 people were surveyed. As a method in the research, deductive method in the conceptual part and quantitative methods in the application part, "relational survey" model was taken as basis in order to analyze cause and effect relationships and the survey participants were determined by simple random sampling method. Findings –Contribution to personal development variable has a negative effect on business performance; The contribution to career development variable has a positive effect and the contribution to work productivity variable has a positive effect.Discussion –The advantages offered by informatics technologies provide significant benefits to the production of goods and services of enterprises. In this context, the ability of enterprises to increase their profitability and market shares in a global context supports the formation of important developments in the economy. For this reason, in this research, it is thought that investigating the effects of informatics technologies on the performance of enterprises will contribute to the field.
The Master Thesis investigate the relationship between Emotionally Intelligent bahavior at work and Work Motivation among professionals in public and private organizations to determine whether Emotional Competence at workplace correlates with Work Motivation, and to assess Emotionally Intelligent behavior is factor for Work Motivation. A sample of 87 respondents was selected through the convenience sample method for the primary data collection. A set of questionnaires for Motivation, Emotional Competence and Training effectiveness have been used to collect data from the participants. Data collected were analyzed using reliability (Cronbach Alfa), correlation (Pearson’s Correlation) and regression analysis (Linear Regression), and Results presented in Tables and Graphs. The research findings indicate emotional competence and its components correlates with work motivation. Training effectiveness correlates with Work Motivation and Emotional Competence at work. Emotionally Intelligent behavior is factor for Work Motivation. It is recommended that improvement in skills in the Emotional Competence of employees will contribute positively to enhanced Work Motivational levels, and Organization’s efficiency and outcomes Organizations should, therefore, apply and adapt policies and strategies that improve the Emotional Competence at workplace and hence Work Motivation of employees.
Keywords: Emotional Intelligence(EI), Emotional Competence (EC), Emotionally Intelligent Behavior at work, Components of EI, Models of EI, Work Motivation, Content Theories of Motivation, Process Theories of Motivation, Extrinsic and Intrinsic Motivation, Training Effectiveness, Self- Awareness
The objective of this study is to examine the impact of work ability, servant leadership, and workload on employee performance, with organizational commitment serving as a mediating factor, at the East Java Province Maritime and Fisheries Service. This research offers both theoretical and practical advantages. This study employs a quantitative methodology. The data were gathered by a questionnaire that was issued to workers of the Secretariat, Maritime and Fisheries Service of East Java Province via an online form. This study used a saturation sampling strategy, which involves including all members of the population as respondents or selecting a sample of 71 individuals. The SEM-PLS statistical technique was utilized to conduct testing on the 7 stated hypotheses. The research findings indicate the following relationships: 1) Work ability has a significant impact on employee performance; 2) Work ability has a significant impact on organizational commitment; 3) Servant Leadership has a significant impact on employee performance; 4) Servant Leadership has a significant impact on organizational commitment; 5) Workload has a significant impact on employee performance; 6) Workload does not have a significant impact on organizational commitment; 7) Organizational commitment has a significant impact on employee performance.
Africa Economic Research Consortium has put in place structures that enable employees to be comfortable in the workplace by adopting competitive compensation practices and providing a good work environment for its employees to thrive. However, the low engagement metrics which stand at 43% are not equal to the organizational investment. The purpose of the study was to see how organizational culture affects organizational performance in Africa Economic Research Consortium. The study was anchored on Resource Base View Theory and used a case study research design. The population sample comprised 455 employees who work at African Economic Research Consortium. Self-administered questionnaires delivered over email were used to gather data. Data analysis was done using descriptive and regression analysis. The findings revealed a strong and positive relationship between organizational culture and performance (β=0.248, p=0.003). This study concludes that to improve organizational performance, organizational culture must support and be in accordance with the planned strategy and performance of employees' daily activities. The study recommends that firms should increase efforts to foster a positive corporate culture because culture is now a tactical instrument in the market for achieving long-term competitive advantage.
Purpose
There is currently a gap in the research regarding the effect of corporate culture on corporate innovation capability. Based on cultural hierarchy theory, in this paper, we explore the interactions between cultural factors and innovation capability in emerging market firms (EMFs). We discuss the mechanisms by which incentive, institutional, and vibrant corporate cultures influence corporate innovation capability. Furthermore, we consider the transformation of artificial general intelligence (AGI) from a tool into a colleague and how this affects the relationship between corporate culture and innovation capability.
Design/methodology/approach
An online questionnaire was distributed to corporate employees to explore their attitudes towards AGI and corporate culture. In total, 523 valid questionnaires were empirically analysed using partial least squares structural equation modelling and multigroup analysis (MGA).
Findings
The results showed that incentive culture, institutional culture, and vibrant culture had a positive impact on corporate innovation capability. MGA revealed significant differences between employees who considered AGI a tool and those who considered it a colleague. Employees who treated AGI as a colleague were likely to be influenced by a vibrant culture, whereas employees who treated AGI as a tool were likely to be influenced by an incentive or institutional culture.
Originality/value
Building on cultural hierarchy theory, our study provides a new theoretical framework to enrich current research on the relationship between corporate culture and AGI. The study can help EMF managers adjust incentive and institutional cultures before AGI shifts from being a tool to a colleague and negatively impacts innovation capacity.
Purpose
This paper aims to present a literature review on the emerging field of employee moonlighting, which refers to holding more than one job at a time. It also attempts to integrate the literature on employee moonlighting and present the related research themes.
Design/methodology/approach
This is a systematic literature review (SLR) using the basic guidelines of SLR. A search string is designed, and the prominent database is searched. The results are screened based on self-designed inclusion and exclusion criteria. The qualitative analysis of selected 89 research studies uses inductive thematic analysis and proposes a framework.
Findings
The outcome of the present study consists of a conceptual framework, themes and sub-themes related to employee moonlighting, propositions, and the pictorial representation of the overall outcome. The four key themes that emerged are determinants and traits of moonlighting intentions, the impact of moonlighting on employer and employee, policy, and economic implications, respectively.
Originality/value
The study provides insight into the factors that lead to moonlighting intentions and activity. The managers can understand and analyze these factors and can formulate policies to streamline the moonlighting activity with the organizational goals and for the company’s benefit. Academic scholars can adopt some research ideas from the themes and gaps suggested and can work on them in the near future.
The main objective of this article is to study the influence of the human resource management quality on the expatriate employees' work life quality of within a multicultural service company, moderated by organizational justice. For this purpose, we first highlight a literature review related to human resource management quality, social environment, organizational commitment, and organizational justice. Then, we present preliminary results from a qualitative exploratory study conducted among 58 expatriate employees working in multicultural service companies and organizations in Doha (Qatar). We used cognitive mapping and applied a structural analysis through the cross-impact matrix method via the MICMAC software. The analysis reveals that organizational justice in multicultural service companies influences the quality of work life for expatriate employees.
Compassion is important for facilitating individual well-being and commitment. However, little is known about its importance and function within organizational contexts. This study aimed to assess the associations between compassion for others, experienced compassion, secure flourishing, and organizational commitment within a sample of 390 managers from South Africa. Given that Pommier’s Compassion Scale (which was used in this study) was not previously validated in South Africa, the study investigated its factorial validity and measurement invariance across genders. The Compassion Scale, Experienced Compassion Scale, Secure Flourishing Index and Organizational Commitment Scale were administered via an online survey. The results supported a bifactor ESEM Model with one general compassion factor and four specific subscale factors (mindfulness, kindness, indifference, and common humanity). Managers’ general compassion and belief in common humanity (a compassion subscale factor) significantly affected their secure flourishing, yet not their organizational commitment. Compassion experienced from others, however, had a strong and significant effect on their secure flourishing and organizational commitment. The results indicate that the Compassion Scale is a valid, gender invariant, and reliable measure of compassion for others, and is suitable for organizational research. Giving and receiving compassion at work has significant benefits for managers and organizations.
Orientation: Millennials have become the largest age cohort in the modern world of work. Understanding the phenomenological experiences of millennials may be the key to facilitating more ethical organisational cultures.Research purpose: The aim of this article is to explore the lived, working experiences of millennials’ organisational ethics contexts factors as predisposed by ethical leadership in an organisation in the energy sector.Motivation for the study: An extensive body of research exists concerning the statistical relationship between ethical leadership, ethical culture, and workplace ethics climates. However, less explored is qualitative studies regarding millennials’ work experiences of organisational ethics context factors.Research design, approach and method: A qualitative research design was selected. Purposive and convenience sampling were utilised. The sample included eight millennials, and face-to-face interviews were used for data collection. Data were analysed by means of content analysis.Main findings: The findings suggest an ambivalent and paradoxical split in how millennials experience the ethical context factors in the participating organisation.Practical and managerial implications: The study has implications for the type of leadership styles that should be considered when engaging with millennials. Top human resource management could use the results to create a working environment that actively fosters psychological attachment, satisfaction, and boosts employee commitment.Contribution or value added: Expanding and enhancing the comprehension of how ethical leadership contributes to the theory of ethical leadership in the work context.
Nghiên cứu nhằm đo lường sự ảnh hưởng của hoạt động quản trị đến hiệu quả kinh doanh của các công ty. Nghiên cứu thực hiện chọn mẫu ngẫu nhiên 180 báo cáo tài chính, trong 12 năm liên tục, của 15 công ty bất động sản niêm yết trên sản giao dịch chứng khoán Việt Nam. Kết quả thống kê cho thấy ban giám đốc các công ty thường từ 03 đến 05 thành viên, phần lớn giám đốc là kiêm nhiệm thành viên hội đồng quản trị. Các công ty có kết quả và hiệu quả kinh doanh tăng khá nhanh qua các năm. Kết quả phân tích mô hình tác động cố định (FEM) và mô hình tác động ngẫu nhiên (REM) cho thấy, có mối quan hệ ngược chiều giữa các biến đòn bẩy tài chính; quy mô công ty theo tài sản và giới tính của kế toán trưởng với hiệu quả kinh doanh. Còn các biến tỷ số nợ/vốn chủ sở hữu; hệ số tài sản cố định; quy mô lao động; tuổi của công ty và tỷ lệ nữ giới trong hội đồng quản trị có mối quan hệ cùng chiều với hiệu quả kinh doanh.
Organizational paradox has received substantial scholarly attention; however, the literature has not yet explored the idea that it can be ingrained and manifested as an international organizational culture. In this study, we conceptually explore and empirically examine paradoxical organizational culture and its impact on international firm performance. In this vein, this study advances our knowledge of international organizational culture by extending paradox theory. We propose a "paradoxical organizational culture" as a type of international organizational culture characterized by the sustained and visible coexistence of contradictory cultural features within an international organization. We also argue that the effectiveness of paradoxical organizational culture is amplified, not dampened, by authoritarian leadership. Quantitative analyses based on cluster groups were used to examine the relationships among paradoxical culture, leadership, and firm performance. The empirical results, based on original survey data collected from China (2,256 individual respondents from 394 Chinese international firms), support our claims. Our study is expected to provide implications for those interested in the concepts of paradoxical organizational culture and authoritarian leadership in the international business context.
This research aims to analyze the influence of internal control, religiosity and organizational commitment on the performance of amil zakat with accountability as an intervening variable in the Zakat Management Organization in Riau Province. This research is quantitative, so the model used is Structural Equation Modeling - Partial Least Square. The number of samples analyzed in this research was 136 zakat amil, administrators and implementers at Zakat Management Organizations in Riau Province. The results of this research indicate that there is no direct influence between internal control and Amil Zakat's performance. Still, through the accountability variable, internal control has a positive and significant effect on Amil Zakat's performance. Organizational commitment has a direct effect on Amil's performance but does not have a direct effect on accountability. The accountability variable mediates the relationship between organizational commitment and zakat amil performance. Meanwhile, religiosity has no effect on Amil's performance but has a positive and significant effect on the accountability variable. The accountability variable has a direct effect on Amil Zakat's performance variable. The theoretical implication is that internal control, religiosity and organizational commitment should be used as theories and indicators in improving Islamic performance through Islamic accountability which is a concept as well as a process of accountability for every human being before Allah SWT. The managerial implication of this research is to pay attention to indicators that influence the performance of Amil Zakat which can be seen from the accountability process carried out by Amil such as internal control, religiosity and organizational commitment. Every Zakat Management Organization is expected to have a zakat amil who has competence in the fields of management and accounting to improve the performance of Amil Zakat l and increase the trust of Muzakki and the community.
Recently, the hospitality industry has become the central point for academicians to develop conceptual as well as practical approaches especially related with employees. In fact, employees have capabilities to turnaround this industry in a volatile business environment. Previous researches have struggled to comprehend how engaged workplace culture affects the hospitality section's ability to function in various contexts and on various tasks. Thus, the presnt study is to examine the factors that predict an engaged organizational culture and how engaged culture affects employees' performance in the hospitality sector. The study was conducted using a sample of 350 frontline employees from various hotels and data was collected using a structured questionnaire. The findings reveal that the factors of engaged organizational culture that influence employees' contextual and task performance include vigor, absorption, trust and experimentation. The results indicate a positive relationship between engaged organizational culture and job performance, with engaged organizational culture being a significant predictor of job performance. The findings suggest that organizations in the hospitality industry should focus on developing an engaged organizational culture to improve job performance and overall business outcomes. The study surface that organizations should strive to create a work environment that promotes engagement, motivation, and job satisfaction among their employees. Overall, the study provides valuable insights for managers and policymakers in the hospitality industry who are looking to improve organizational performance and enhance employee well-being. The study suggests future research avenues to improve the effectiveness of the hospitality sector.
This study investigates the external endorsement of corporate cultural values based on Martin and Frost's (1988) model. The research findings reveal that FPT Corporation significantly emphasizes Humanism, Financial, and Product values in its business activities over the three years T-T+2. The corporate culture contributes a vital role in fostering the growth of the organization. The study's longitudinal evaluation demonstrates that it is appropriate that FPT spends a prime concern on Humanism since employee commitment and dedication are crucial for the company's present success. Moreover, the high emphasis on Financial and Product values is well-founded because transparent financial reporting is essential to prevent misinterpretations and attract investment, while the quality of the products symbolizes the company's credibility and ensures substantial revenue generation.
Purpose
The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.
Design/methodology/approach
The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.
Findings
Results indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).
Research limitations/implications
The first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al ., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.
Practical implications
As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).
Social implications
As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.
Originality/value
This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.
Although statistical evidence seems to be lacking. it is at present widely acknowledged that organisational culture has the potential of having a significant effect on organisational performance. An analysis of sustained superior financial performance of certain American organisations has attributed their success to the culture that each of them had developed. It has been proposed that these organisations are characterised by a strong set of core managerial values that define the ways in which they conduct business. how they treat employees, customers, suppliers and others. Culture is to the organisation what personality is to the individual. It is a hidden but unifying force that provides meaning and direction and has been defined as the prevailing background fabric of prescriptions and proscriptions for behaviour, the system of beliefs and values and the technology and task of the organisation together with the accepted approaches to these. Recent studies have indicated that corporate culture has an impact on a firm's long-term financial performance: that corporate culture will probably be an even more important factor in determining the success or failure of firms in the next decade; that corporate cultures that inhibit long-term financial performance are not rare and that they develop easily. even in firms that are staffed by reasonable and intelligent people; and that corporate cultures, although difficult to change, can be made more performance enhancing. The purpose of this study, therefore, was to establish the statistical relationship between organisational culture and financial performance.
Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 1958). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take.
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study examined the effects of two measures of fit on newcomers' commitment and turnover intentions, P-O fit and P-P fit. Newcomers preferences for organizational cultures were compared with supervisors' and peers' perceptions of organizational culture (P-O fit) and with their preferences for organizational culture (P-P fit). The supervisors and peers that were involved had been the newcomer's recruiters during the selection procedure and they had hired the newcomer. Subjects' culture preferences and perceptions yielded two dimensions of organizational culture: concern for people and concern for goal accomplishment. Results revealed that newcomers' concern for people P-P fit with their supervisor was related to organizational commitment and turnover intentions. P-O fit measures for both dimensions of organizational culture were not related to newcomer affective outcomes.
The article explores the nature of corporate citizenship and its relevance for marketing practitioners and academic researchers.
Specifically, a conceptualization and operationalization of corporate citizenship are first proposed. Then, an empirical investigation
conducted in two independent samples examines whether components of an organization’s culture affect the level of commitment
to corporate citizenship and whether corporate citizenship is conducive to business benefits. Survey results suggest that
market-oriented cultures as well as humanistic cultures lead to proactive corporate citizenship, which in turn is associated
with improved levels of employee commitment, customer loyalty, and business performance. The results point to corporate citizenship
as a potentially fruitful business practice both in terms of internal and external marketing.
Based on a questionnaire survey of 279 business and government managers, this study sheds light on two questions: (a) which organizational experiences have the greatest impact on managers' organizational commitment attitudes and (b) how does the significance of such experience vary with organizational tenure, particularly at early career stages? The results identify several commitment-relevant experiences and suggest that the influence potential of particular experiences varies significantly with tenure.
The study explores the role of satisfaction with job security in predicting organizational commitment and job performance in a multicultural non-Western environment. It also examines factors contributing to the variations in satisfaction with job security among employees. Results indicate that satisfaction with job security is positively correlated with both organizational commitment and job performance. Furthermore, employees’ age, educational level, job level, monthly income, marital status, tenure in present job, tenure in present organization and an organization’s activity contribute significantly to the variations in satisfaction with job security among employees. Finally, the relationship between satisfaction with job security, and both organizational commitment and job performance vary across national cultures.
Organizational climate and organizational culture theory and research are reviewed. The article is first framed with definitions of the constructs, and preliminary thoughts on their interrelationships are noted. Organizational climate is briefly defined as the meanings people attach to interrelated bundles of experiences they have at work. Organizational culture is briefly defined as the basic assumptions about the world and the values that guide life in organizations. A brief history of climate research is presented, followed by the major accomplishments in research on the topic with regard to levels issues, the foci of climate research, and studies of climate strength. A brief overview of the more recent study of organizational culture is then introduced, followed by samples of important thinking and research on the roles of leadership and national culture in understanding organizational culture and performance and culture as a moderator variable in research in organizational behavior. The final section of the article proposes an integration of climate and culture thinking and research and concludes with practical implications for the management of effective contemporary organizations. Throughout, recommendations are made for additional thinking and research. Expected final online publication date for the Annual Review of Psychology Volume 64 is November 30, 2012. Please see http://www.annualreviews.org/catalog/pubdates.aspx for revised estimates.
Tim Morris, Helen Lydka and Mark Fenton O'Creevy present data on a group of graduates during the first five years of employment. Dividing the sample into those who have remained with their original employer and those who have changed, they examine attitudinal commitment and tenure intentions against a set of human resource policies measured at three points in time. They find that those policies significantly associated with high commitment change over time; that attitudinal and behavioural commitment are conceptually distinct constructs; and that behavioural commitment is a less stable construct than attitudinal commitment. Generally, it appears that employee commitment is more provisional than is implied by much of the literature.
Tim Morris is a Lecturer at the London Business School, Helen Lydka a researcher at the Henley Management College, and Mark Fenton O'Creevy a Research Fellow at the LBS Centre for Organisational Research.
A theoretical process-oriented model of affective organizational commitment is presented to explain the psychological mechanisms that may trigger individuals' affective commitment to their organization. An operational version of the model is tested, along with several theoretically based alternative models, using meta-analytic correlations and structural equations modelling. Results suggest that intrinsic motivation is a partial mediator of the relationship between several exogenous variables (job characteristics and work context variables) and work attitudes (affective organizational commitment and general job satisfaction). In addition, affective commitment and general job satisfaction are related to turnover behaviour, whereas only affective commitment is related to absenteeism. Implications for theory and applied research are discussed.
Two studies were designed to explore the ability of the investment model to predict job satisfaction, job commitment, and job turnover. The first study was a controlled laboratory analog of a work setting, and the second study was a cross-sectional survey of industrial workers. The results of the two studies were consistent. Job satisfaction was best predicted by the reward and cost values of the job, and job commitment was best predicted by a combination of reward and cost values, alternative value, and investment size. Both satisfaction and commitment were correlated with job turnover, but job commitment was more strongly related to turnover than was satisfaction. These results are in complete agreement with the investment model.
Recent models of organizational commitment (e.g., Morris & Sherman, 1981; Steers, 1977; Stevens, Beyer, & Trice, 1978) and turnover (e.g., Mobley, Griffeth, Hand, & Meglino, 1979; Steers & Mowday, 1981) were reviewed. This review indicated that the causal relation between job satisfaction and organizational commitment had been overlooked and that attempts to identify the antecedents of these variables had suffered from conceptual and methodological limitations. To examine these two issues, structural equation methodology was used to reanalyze data from Michaels and Spector (1982) and Bluedorn (1982). Four causal models were examined. Across both samples, support was obtained for relations between personal/organizational characteristics and job satisfaction, and between satisfaction and commitment. Commitment was also an important determinant of turnover intentions. The implications of the findings and methodology are considered. [ABSTRACT FROM AUTHOR] Copyright of Journal of Applied Psychology is the property of American Psychological Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Two studies were conducted to demonstrate that both the instruments used to measure commitment-those scales developed by G. Ritzes and H. M. Trice (1969) and by L. G. Hrebiniak and J. A. Alutto-and the side-bet indexes (age and tenure) used in previous tests of the side-bet theory of H. S. Becker are inappropriate for that purpose. In Study 1, 64 undergraduate scenarios in which an employee was described as being high or low in continuance commitment and high or low in affective commitment and responded to several commitment instruments as they felt the employee would respond. As expected, the continuance commitment manipulation accounted for a relatively small portion of the variance in scores on the 2 commitment scales, whereas the affective commitment manipulation accounted for a substantially larger portion. The continuance manipulation did, however, account for a large portion of the variance in scores on an author-developed continuance commitment scale (CCS). In Study 2, 130 university employees completed the same commitment instruments. As predicted, the 2 commitment scales correlated significantly with measures of affective commitment but not with the CCS. Also as predicted, age and tenure correlated with the commitment scales and with the affective commitment measures but not with the CCS. (22 ref) (PsycINFO Database Record
The authors examine how organizational dimensions, including corporate culture and market orientation, affect performance in major Indian firms. The research uses a framework (the universal high performance model) developed in the United States and first tested in Japan to assess Indian organizational business-to-business relationships. Although there are some intuitively obvious substantive differences between Indian and Japanese companies, the general pattern of how various factors drive business performance is similar in both countries despite the different economic environments in India and Japan.
This present study examined the factors associated with organizational commitment among blue-collar workers. Previous work in this area suggests that, among blue-collar employees, commitment should be more closely related to extrinsic rewards (e.g., pay satisfaction) than to intrinsic factors. In order to test this hypothesis, sixty-four public service employees in a waste, water, and sanitation department completed a questionnaire designed to measure organizational commitment and perceptions of extrinsic and intrinsic factors related to their jobs. The results indicated that the following were positively and significantly related to commitment: promotion satisfaction, job characteristics, communication, leadership satisfaction, job satisfaction, extrinsic exchange, intrinsic exchange, extrinsic rewards, and intrinsic rewards. Contrary to expectations, pay satisfaction did not correlate significantly with commitment. Both intrinsic and extrinsic rewards were equally predictive of commitment; this contradicts the contention that extrinsic rewards are more important determinants of blue-collar commitment. These findings are noteworthy because they suggest that intrinsic rewards are important for public service employees, members of a relatively understudied population.
Contrary to currently popular notions of organizational culture, we claim that the existence of local organizational cultures that are distinct from more generally shared background cultures occurs relatively infrequently at the level of the whole organization. We also argue that, with respect to organizational performance, particular properties of local organizational culture are more important than others and that local organizational culture will be more critical to performance in one range of organizations than in others. We conclude by applying our point of view to the problem of changing organizational cultures and argue that they are more adaptive than is currently thought.
Using the language of exchange theory, this paper analyzes how organizational culture emerges out of the institutional arrangements developed to regulate the exchanges or transactions between members of a social group. From an analysis of the costs of social exchange, the etiology of these institutional arrangements is traced, their characteristics are defined, and three ideal-typical cultural forms are discussed.
The study attempts to relate the organizational commitment of lower-level employees to organizational effectiveness in organizations offering bus services. Organizational commitment was found to be associated with organizational adaptability, turnover, and tardiness rate, but not with operating costs or absenteeism. Two subscales were constructed to measure value commitment and commitment to stay in the organization. Few significant differences were found between the subscales, as they relate to various indicators of organizational effectiveness, and the overall pattern suggested the need to avoid simplistic assumptions about the impact of commitment on organizationally relevant behavior.
This study tests a causal model that predicts the acceptance of organizational change using a sample of 761 employees from a large public hospital in the state of Victoria, Australia. The LISREL results indicate that employee acceptance of organizational change is increased by organizational commitment, a harmonious industrial relations (IR) climate, education, job motivation, job satisfaction, job security and positive affectivity, and is decreased by union membership, role conflict, tenure and environmental opportunity. Organizational commitment was found to act as both a determinant and mediator in the change process. Implications for the management of organizational change using human resource (HR) strategies and policies are discussed.
The primary purpose of this study was to identify variables that influence teachers' commitment and job satisfaction among both general and special educators. A secondary purpose was to determine the extent to which these commitment and satisfaction variables influence teachers' intent to stay in teaching. A questionnaire using primarily extant measures was sent to a random sample of 558 special educators and 589 general educators in Virginia. Completed questionnaires were received from 83% of both samples. Crossvalidated regression results suggest that workrelated variables, such as leadership support, role conflict, role ambiguity, and stress, are better predictors of commitment and job satisfaction than are demographic variables. Generally, the findings were similar for general and special educators. Implications for educational agencies are addressed.
Investigates the nature of role stressors and its impact on job tension in predicting outcome constructs. The research examines the relationship that exists between the three organizational cultures and the role stressors within a business environment. The best fit model is statistically created and tested by applying a structural equation model. The results indicate that a constructive culture will significantly reduce role stressors, thereby: decreasing job tension and increasing job satisfaction, job performance, and job commitment. The corporate culture’s taproot is the organization’s beliefs and philosophy in how it conducts business. Beliefs and practices that become embedded in a company’s culture can originate from a number of sources. The beliefs, vision, objectives, and business approaches and practices supporting a company’s strategy may be compatible with its culture or possibly not. When they are, the culture becomes a valuable ally in strategy implementation and execution. When this is not accomplished, a company finds it difficult to implement the strategy successfully.
This article focuses on Corporate Culture as an important aspect of Corporate Strategy: in particular, Corporate Culture is capable of solving the ‘problem of Strategic Fit’. The article proposes to consider both Corporate Strategy, with its necessity of Strategic Fit, and Corporate Culture, as elements of a dualistic model which provides answers to the question of how to create Strategic Fit. It also explains why a strong Corporate Culture is often associated with corporate success. The author also suggests a specific way to operationalize Corporate Culture.
The potential positive and negative consequences of varying levels of commitment both for employees and for the organization are discussed. It is argued that high levels of commitment to the organization may have severe negative consequences for individuals within the organization and for organizations themselves.
Examines two temporal elements of organizational culture, polychronicity and speed values, and their effects on organizational performance. The study of these dimensions of culture and their effects on firm effectiveness is especially relevant for leaders who are responsible for the implementation of a firm’s culture as one of the firm’s strategic resources. The impacts of these temporal elements are examined individually and within the context of hypercompetitive industries.
Defines the concept of corporate culture and shows how it affects organizations (both positively and negatively). Corporations that have been successful in establishing and fostering positive cultures are profiled. The authors find that an effective culture must be aligned with employee values and be consistent with the environment in which the organization operates. While it is best to establish a positive culture with which employees can identify during an organization’s infancy, it is possible to change an existing culture. Such change is best accomplished by modeling desired behavior at all levels of management and by planning events that foster frequent interaction among cross-functional employees. Concludes that a positive culture can provide a significant competitive advantage.
Research in escalating commitment has shown that escalation situations are primarily a function of psychological traits such as self-justification and risk propensity. However, the extent to which these factors affect decision making is dependent upon a number of variables which include the situation, the level of commitment, and the cultural norms involved No studies to date examine the relationship between escalating commitment and cultural values. The purpose of this paper is to extend the work on escalating commitment by examining it from an international perspective. Research propositions explore cultural values and their impact on the escalation of commitment process.
This study explores whether a nation-culture factor (national culture) or a worker-type factor (organizational types of workers) has more powerful effects on various job-related orientations of Japanese, US and Australian employees. Job-related orientations were categorized into the following three: job-performance orientation, human-relation orientation, and safety-maintenance orientation. A total of 212 Japanese, 187 American and 147 Australian workers participated in this research. The subjects were grouped into five different organizational types of workers. The cultures-by-types interaction failed to achieve significance on the combined dependent variables. The cultures (nation-culture) variable indicated significant relationships with human-relation orientation and safety-maintenance orientation, and the types (worker-type) variable showed an indication of significant relationships with job-performance orientation.
Analyzed questionnaire data from 291 professional or technical employees of 45 firms to examine (1) organizational recruitment and socialization practices and (2) organizational commitment. Rigorous recruitment and selection procedures and a strong clear organizational value system were associated with higher levels of employee commitment based on internalization and identification. Strong organizational career and reward systems were related to higher levels of instrumental or compliance-based commitment. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This article presents two studies that examine the link between corporate culture and effectiveness in a variety of national settings. The first study compares results from 230 organizations from Europe, North America, and Asia and reveals a surprising level of similarity of results across these regions. The second study presents the results from targeted samples of 218 supermarkets from Canada, Australia, Brazil, USA, Japan, Jamaica, and South Africa. These results show a common pattern of results in five of the countries, and a divergent pattern of findings in Jamaica and Japan. The results suggest that it is quite possible to measure and compare the cultural traits of organizations and their impact on business performance across nations and to find empirical support for a general framework. But how can these findings be reconciled with the vast literature on cross-cultural differences? Discussion of this point reaches an interesting conclusion: Perhaps there are a common set of cultural traits that can be used to understand the effectiveness of organizations, but that these common traits are
expressed quite differently in different national settings. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Studied interrelationships among variables affecting organizational behavior. 260 management level civil service and other governmental employees in California served as Ss. A chapter is devoted to a summary of findings and their implications. 10 performance factors are identified and discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Researchers have reported a positive, negative, and neutral impact of corporate social responsibility (CSR) on financial performance. This inconsistency may be due to flawed empirical analysis. In this paper, we demonstrate a particular flaw in existing econometric studies of the relationship between social and financial performance. These studies estimate the effect of CSR by regressing firm performance on corporate social performance, and several control variables. This model is misspecified because it does not control for investment in R&D, which has been shown to be an important determinant of firm performance. This misspecification results in upwardly biased estimates of the financial impact of CSR. When the model is properly specified, we find that CSR has a neutral impact on financial performance. Copyright © 2000 John Wiley & Sons, Ltd.
The human element of enterprise is argued to be a vital resource for strategy execution. We show in a study of Korean businesses how an organization’s commitment to its employees’ well-being (OCE) can aid in the profitable execution of its positioning strategies. We found that OCE, by itself, sometimes has a weakly positive association with return on assets (ROA). But far more important, we found that ROA is strongly and positively influenced by the interaction between OCE and the dedicated pursuit of Porter’s (1980) strategies for achieving competitive advantage: these are cost leadership, marketing differentiation and innovative differentiation. In short, dedicated positioning strategies appear to be executed more effectively where organizations exhibit a high level of commitment to their employees; and conversely, OCE is apt to have a strong impact on ROA only in the context of a dedicated, that is intensive and thorough, positioning strategy. Copyright © 1999 John Wiley & Sons, Ltd.
This paper presents a framework for organizational analysis. The empirically derived approach does not emerge from the observation of actual organizations, but from the ordering, through multivariate techniques, of criteria that organizational theorists and researchers use to evaluate the performance of organizations.
In a two-stage study, organizational theorists and researchers were impaneled to make judgments about the similarity of commonly used effectiveness criteria. The model derived from the second group closely replicated the first, and in convergence suggested that three value dimensions (control-flexibility, internal-external, and means-ends) underlie conceptualizations of organizational effectiveness.
When these value dimensions are juxtaposed, a spatial model emerges. The model serves a number of important functions. It organizes the organizational effectiveness literature, indicates which concepts are most central to the construct of organizational effectiveness, makes clear the values in which the concepts are embedded, demonstrates that the effectiveness literature and the general literature on organizational analysis are analogues of one another, and provides an overarching framework to guide subsequent efforts at organizational assessment.
This study investigated the relationship between organizational commitment and turnover among a sample of managerial trainees in a large merchandising company. A 15-mo longitudinal design was utilized, with attitude data being collected from the first day of each trainee's employment through the end of the first 15 mo or until the time he left the organization. The results indicated that those trainees who voluntarily left the company during the initial 15-mo employment period had begun to show a definite decline in commitment prior to termination. Early leavers tended to show an early decline and later leavers a later decline.
Conducted 2 studies with 82 nonfaculty university employees (mean age 31-40 yrs) and 162 graduating business students at the undergraduate and MBA level to investigate relations among the dimensions of commitment and prescribed and extrarole activities. Survey findings suggest that psychological attachment may be predicated on compliance (instrumental involvement for specific extrinsic rewards), identification (involvement based on a desire for affiliation), and internalization (involvement resulting from congruence between individual and organizational values). Identification and internalization were positively related to prosocial behaviors and negatively related to turnover. Internalization was predictive of financial donations to a fund-raising campaign. Overall, the results indicate the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take. (48 ref) (PsycINFO Database Record (c) 2008 APA, all rights reserved)
This paper summarizes a stream of research aimed at developing and validating a measure of employee commitment to work organizations. The instrument, developed by Porter and his colleagues, is called the Organizational Commitment Questionnaire (OCQ). Based on a series of studies among 2563 employees in nine divergent organizations, satisfactory test-retest reliabilities and internal consistency reliabilities were found. In addition, cross-validated evidence of acceptable levels of predictive, convergent, and discriminant validity emerged for the instrument. Norms for males and females are presented based on the available sample. Possible instrument limitations and future research needs on the measurement and study of organizational commitment are reviewed