CINXE.COM

<!DOCTYPE html> <html lang="en" dir="ltr"> <head>  <script async src="https://www.googletagmanager.com/gtag/js?id=G-P63WKM1TM1"></script> <script> window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-P63WKM1TM1'); </script>  <script type="text/javascript" > (function(m,e,t,r,i,k,a){m[i]=m[i]||function(){(m[i].a=m[i].a||[]).push(arguments)}; m[i].l=1*new Date(); for (var j = 0; j < document.scripts.length; j++) {if (document.scripts[j].src === r) { return; }} k=e.createElement(t),a=e.getElementsByTagName(t)[0],k.async=1,k.src=r,a.parentNode.insertBefore(k,a)}) (window, document, "script", "https://mc.yandex.ru/metrika/tag.js", "ym"); ym(55165297, "init", { clickmap:false, trackLinks:true, accurateTrackBounce:true, webvisor:false }); </script> <noscript><div><img src="https://mc.yandex.ru/watch/55165297" style="position:absolute; left:-9999px;" alt="" /></div></noscript>    <title>Search results for: employee commitment</title> <meta name="description" content="Search results for: employee commitment"> <meta name="keywords" content="employee commitment"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" type="button" data-toggle="collapse" data-target="#navbarMenu" aria-controls="navbarMenu" aria-expanded="false" aria-label="Toggle navigation"> <span class="navbar-toggler-icon"></span> </button> <div class="w-100"> <div class="d-none d-lg-flex flex-row-reverse"> <form method="get" action="https://waset.org/search" class="form-inline my-2 my-lg-0"> <input class="form-control mr-sm-2" type="search" placeholder="Search Conferences" value="employee commitment" name="q" aria-label="Search"> <button class="btn btn-light my-2 my-sm-0" type="submit"><i class="fas fa-search"></i></button> </form> </div> <div class="collapse navbar-collapse mt-1" id="navbarMenu"> <ul class="navbar-nav ml-auto align-items-center" id="mainNavMenu"> <li class="nav-item"> <a class="nav-link" href="https://waset.org/conferences" title="Conferences in 2024/2025/2026">Conferences</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/disciplines" title="Disciplines">Disciplines</a> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/committees" rel="nofollow">Committees</a> </li> <li class="nav-item dropdown"> <a class="nav-link dropdown-toggle" href="#" id="navbarDropdownPublications" role="button" data-toggle="dropdown" aria-haspopup="true" aria-expanded="false"> Publications </a> <div class="dropdown-menu" aria-labelledby="navbarDropdownPublications"> <a class="dropdown-item" href="https://publications.waset.org/abstracts">Abstracts</a> <a class="dropdown-item" href="https://publications.waset.org">Periodicals</a> <a class="dropdown-item" href="https://publications.waset.org/archive">Archive</a> </div> </li> <li class="nav-item"> <a class="nav-link" href="https://waset.org/page/support" title="Support">Support</a> </li> </ul> </div> </div> </nav> </div> </header> <main> <div class="container mt-4"> <div class="row"> <div class="col-md-9 mx-auto"> <form method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="employee commitment"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 1246</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: employee commitment</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1246</span> The Influence of Employer Branding Campaign on Organization Commitment and Employee Satisfaction towards Voluntary Intention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prabukusumo%20Prakoso">Prabukusumo Prakoso</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The topic research aims to analyze the influence of employer branding towards the voluntary turnover intention on employee by projecting the variable of organization commitment and employee satisfaction. To measure each components of employer branding, the author conducted an exploratory study to confirm the items in the questionnaire. There are 80 respondents that are mostly permanent employees at an IT company in Indonesia, including partner and clients to get external viewpoints of employer branding. The result of this research indicates that employer branding has an influence on the voluntary turnover. Furthermore, to maintain the organization commitment in the company, the management can develop employer branding strategy in order to increase employee’s organization commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20branding" title="employer branding">employer branding</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20commitment" title=" organization commitment"> organization commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=voluntary%20intention%20turnover" title=" voluntary intention turnover"> voluntary intention turnover</a> </p> <a href="https://publications.waset.org/abstracts/12470/the-influence-of-employer-branding-campaign-on-organization-commitment-and-employee-satisfaction-towards-voluntary-intention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12470.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1245</span> The Role of Organizational Culture, Organizational Commitment, and Styles of Transformational Leadership towards Employee Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Badawi%20Saluy">Ahmad Badawi Saluy</a>, <a href="https://publications.waset.org/abstracts/search?q=Novawiguna%20Kemalasari"> Novawiguna Kemalasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine and analyze the influence of organizational culture, organizational commitment, and transformational leadership style on employee performance. This study used descriptive survey method with quantitative approach, and questionnaires as a tool used for basic data collection. The sampling technique used is proportionate stratified random sampling technique; all respondents in this study were 70 respondents. The analytical method used in this research is multiple linear regressions. The result of determination coefficient of 52.3% indicates that organizational culture, organizational commitment, and transformational leadership style simultaneously have a significant influence on the performance of employees, while the remaining 47.7% is explained by other factors outside the research variables. Partially, organization culture has strong and positive influence on employee performance, organizational commitment has a moderate and positive effect on employee performance, while the transformational leadership style has a strong and positive influence on employee performance and this is also the variable that has the most impact on employee performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership%20style" title=" transformational leadership style"> transformational leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a> </p> <a href="https://publications.waset.org/abstracts/89483/the-role-of-organizational-culture-organizational-commitment-and-styles-of-transformational-leadership-towards-employee-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89483.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">226</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1244</span> The Effect of Change Communication towards Commitment to Change through the Role of Organizational Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enno%20R.%20Farahzehan">Enno R. Farahzehan</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20Mangundjaya"> Wustari L. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change is necessary to develop innovation and to compete with other competitors. Organizational changes were also made to defend the existence of the organization itself. Success in implementing organizational change consists of a variety of factors, one of which is individual (employee) who run changes. The employee must have the willingness and ability in carrying out the changes. Besides, employees must also have a commitment to change for creation of the successful organizational change. This study aims to execute the effect of change communication towards commitment to change through the role of organizational trust. The respondents of this study were employees who work in organizations, which have been or are currently running organizational changes. The data were collected using Change Communication, Commitment to Change, and Organizational Trust Inventory. The data were analyzed using regression. The result showed that there is an effect among change communication towards commitment to change which is higher when mediated by organizational trust. This paper will contribute to the knowledge and implications of organizational change, that shows change communication can affect commitment to change among employee if there is trust in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20communication" title="change communication">change communication</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title=" commitment to change"> commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a> </p> <a href="https://publications.waset.org/abstracts/69139/the-effect-of-change-communication-towards-commitment-to-change-through-the-role-of-organizational-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69139.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">341</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1243</span> The Evaluation and Performance of SSRU Employee’s that Influence the Attitude towards Work, Job Satisfaction and Organization Commitment </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bella%20Llego">Bella Llego </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to explain and empirically test the influence of attitude towards work, job satisfaction and organizational commitment of SSRU employee’s evaluation and performance. Data used in this study was primary data which were collected through Organizational Commitment Questionnaire with 1-5 Likert Scale. The respondent of this study was 200 managerial and non-managerial staff of SSRU. The statistics to analyze the data provide the descriptive by the mean, standard deviation and test hypothesis by the use of multiple regression. The result of this study is showed that attitude towards work have positive but not significant effect to job satisfaction and employees evaluation and performance. Different with attitude towards work, the organizations commitment has positive and significant influence on job satisfaction and employee performance at SSRU. It means every improvement in organization’s commitment has a positive effect toward job satisfaction and employee evaluation and performance at SSRU. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitude%20towards%20work" title="attitude towards work">attitude towards work</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20evaluation%20and%20performance" title=" employee’s evaluation and performance"> employee’s evaluation and performance</a>, <a href="https://publications.waset.org/abstracts/search?q=jobs%20satisfaction" title=" jobs satisfaction"> jobs satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20commitment" title=" organization commitment "> organization commitment </a> </p> <a href="https://publications.waset.org/abstracts/17781/the-evaluation-and-performance-of-ssru-employees-that-influence-the-attitude-towards-work-job-satisfaction-and-organization-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17781.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">454</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1242</span> A Research to Determine the Impact of Mobbing on Organizational Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Bed%C3%BCk">A. Bedük</a>, <a href="https://publications.waset.org/abstracts/search?q=k.%20Erye%C5%9Fil"> k. Eryeşil</a>, <a href="https://publications.waset.org/abstracts/search?q=o.%20E%C5%9Fmen"> o. Eşmen</a>, <a href="https://publications.waset.org/abstracts/search?q=m.%20Onacak"> m. Onacak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The mobbing is a process that is consisting of negative behaviors such as, systematically and continuously insulting, offending against personal dignity, preventing access to necessary information and disseminating rumors against employee by one or more than one individuals in a work environment through which disturbing the employee physically, psychologically and socially to cause to quit his/her job. This research is aiming to explore the results of mobbing (psychological violence) on employees’ organizational commitment in workplaces. Mobbing takes many forms and is often used to force an employee to leave the work environment. Two different types of scales have been reviewed and revised for use in the research. The Heinz Leymann scale is the first measure, which was developed to define causes and effects, in addition to characteristic behaviors of mobbing. The second scale was developed by Allen and Mayer and indicates levels of organizational commitment. In this research, a questionnaire were applied to 50 employees in a special glass factory in Konya to search mobbing itself and indicate the effects of mobbing to organizational commitments. One of the important findings of this research is that there was no relation between mobbing and general organizational commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=mobbing" title="mobbing">mobbing</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment" title=" affective commitment"> affective commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=normative%20commitment" title=" normative commitment"> normative commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=continuance%20commitment" title=" continuance commitment"> continuance commitment</a> </p> <a href="https://publications.waset.org/abstracts/37909/a-research-to-determine-the-impact-of-mobbing-on-organizational-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37909.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">227</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1241</span> Analysis of Influence of Intrinsic Motivation on Employee Affective Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yashar%20Ibragimov">Yashar Ibragimov</a>, <a href="https://publications.waset.org/abstracts/search?q=Nino%20Berishvili"> Nino Berishvili</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technological, economic and other innovation-related advances of the 21st century have influenced the old, traditional business models. Presently, organizational change has become an integral part of corporate strategy for the majority of businesses. Such shifts have resulted in both new challenges and opportunities. The expansion of the use of information and communication technologies has driven fundamental shifts towards digital change. Organizations are being forced to revise processes, goals and overall mission in order to stay competitive in the marketplace. However, the implementation of digital transformation brings uncertainty, causes stress and raises concerns about future jobs. The study employs systematic literature review to fill the gap in understanding relationship between employee motivation and commitment during the transformation. A conceptual model proposes the antecedents (OCB and Leader Member Exchange) of employee motivation and investigates its impact on employee commitment to change. The utilized model elucidates how to maintain employee motivation and commitment in the context of organizational transformation and sets the ground for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20motivation" title="employee motivation">employee motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20commitment" title=" change commitment"> change commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20member%20exchange" title=" leader member exchange"> leader member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/169126/analysis-of-influence-of-intrinsic-motivation-on-employee-affective-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169126.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1240</span> The Impact of HRM Practices and Brand Performance on Financial Institution Performance: An Empirical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Khasro%20Miah">M. Khasro Miah</a>, <a href="https://publications.waset.org/abstracts/search?q=Chowdhury%20Hossan%20Golam"> Chowdhury Hossan Golam</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammed%20Siddique%20Hossain"> Muhammed Siddique Hossain </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recently, financial institution brand image is turning out to be pretty weak due to the presence of strong local competitors and this in term is affecting their firm performance also. In this study, four major HR practices, namely employee commitment, empowerment, loyalty, and engagement are considered in order to measure its effects on the brand and financial performance of banking organization. This study finds that the banking institutions of Bangladesh are more customer oriented rather than internal employee oriented, which makes it quite obvious that the internal HR practices will have little or no effect on the banks brand performance. Employee Commitment has emerged out to be the most important predictor, followed by employee loyalty and empowerment. The employees are well-empowered, engaged, and shows loyalty towards the organization, but their activities are not well linked with the brand. Firms should concentrate to create a congenial working atmosphere and employees should feel like a part of the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=HR%20in%20bank" title="HR in bank">HR in bank</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title=" employee commitment"> employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=empowerment" title=" empowerment"> empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=finance" title=" finance"> finance</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title=" employee commitment"> employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty%20and%20engagement" title=" loyalty and engagement"> loyalty and engagement</a> </p> <a href="https://publications.waset.org/abstracts/1448/the-impact-of-hrm-practices-and-brand-performance-on-financial-institution-performance-an-empirical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1448.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">482</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1239</span> The Relationship between Employee Commitment, Job Satisfaction and External Market Orientation in Vietnamese Joint-Stock Commercial Banks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nguyen%20Ngoc%20Que%20Tran">Nguyen Ngoc Que Tran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The purpose of this paper is to investigate the relationship between internal market orientation, external market orientation, employee commitment and job satisfaction. Design/methodology/approach: This study collected data through a survey and utilized simple linear regression and multiple regression analysis to determine if there was any support for the research hypotheses as presented in the previous chapter. Findings: Using data from 256 employees of four leading joint stock banks in Vietnam, the empirical results indicates that employee commitment is positively related with external market orientation, job satisfaction is positively related to employee commitment, and employee commitment and job satisfaction are positively related to external market orientation. However, job satisfaction has no significant positive effect on external market orientation. Theoretical contribution: The primary contribution to marketing theory arising from this study is the integration of job satisfaction, employee commitment, and external market orientation in a single research model. Practical implications: The major contribution to practice is an external market oriented bank has to respond rapidly to the future needs and preferences of its customers. This could result in high levels of commitment to the service process and in doing so provide Vietnamese joint-stock commercial banks with a competitive advantage. The finding is important for the banking service sector in general and the Vietnamese banking industry in particular. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title="employee commitment">employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction%20and%20external%20market%20orientation" title=" job satisfaction and external market orientation"> job satisfaction and external market orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=vietnam" title=" vietnam"> vietnam</a>, <a href="https://publications.waset.org/abstracts/search?q=bank" title=" bank"> bank</a> </p> <a href="https://publications.waset.org/abstracts/43255/the-relationship-between-employee-commitment-job-satisfaction-and-external-market-orientation-in-vietnamese-joint-stock-commercial-banks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43255.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">414</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1238</span> The Quality of Working Life and the Organizational Commitment of Municipal Employee in Samut Sakhon Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mananya%20Meenakorn">Mananya Meenakorn</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aims to investigate: (1) Relationship between the quality of working life and organizational commitment of municipal employee in Samut Sakhon Province. (2) To compare the quality of working life and the organizational commitment of municipal employee in Samut Sakhon Province by the gender, age, education, official experience, position, division, and income. This study is a quantitative research; data was collected by questionnaires distributed to the municipal employee in Samut Sakhon province for 241 sample by stratified random sampling. Data was analyzed by descriptive statistic including percentage, mean, standard deviation and inferential statistic including t-test, F-test and Pearson correlation for hypothesis testing. Finding showed that the quality of working life and the organizational commitment of municipal Employee in Samut Sakhon province in terms of compensation and fair has a positive correlation (r = 0.673) and the comparison of the quality of working life and organizational commitment of municipal employees in Samut Sakhon province by gender. We found that the overall difference was statistically significant at the 0.05 level and we also found stability and progress in career path and the characteristics are beneficial to society has a difference was statistically significant at the 0.01 level, and the participation and social acceptance has a difference was statistically significant at the 0.05 level. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20working%20life" title="quality of working life">quality of working life</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=municipal%20employee" title=" municipal employee"> municipal employee</a>, <a href="https://publications.waset.org/abstracts/search?q=Samut%20Sakhon%20province" title=" Samut Sakhon province"> Samut Sakhon province</a> </p> <a href="https://publications.waset.org/abstracts/39929/the-quality-of-working-life-and-the-organizational-commitment-of-municipal-employee-in-samut-sakhon-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39929.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">290</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1237</span> Municipal Employees’ Perceptions of Fairness of Human Resource Management Practices and Employee Organisational Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lineo%20Dzansi">Lineo Dzansi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> South African government has been mandated by the Constitution (Act 108 of 1996) to deliver basic services to all who live in it. However, service delivery has always been marred with much criticism and citizens’ dissatisfaction regarding the quality of services rendered to them. This is evidenced by public protests that are common in South Africa lately which they are mostly alleged to link with failure by the government through various municipalities to meet citizens’ service delivery expectations. Municipalities render services through people. People management plays a crucial role in influencing employee and organisational performance and it thus needs to be conducted in a fair and just manner. Literature confirms that there is a relationship between organisational justice perceptions and employee behaviour, and that positive or negative justice perceptions can have an influence on employee attitudes, commitment to their jobs and organisation. The nature of the attachments formed by individuals to their employing organisations depends on the manner in which the organisation treats them. This implies that Municipal employees’ commitment could be linked to fair or unfair perceptions of Human Resource Management practices within their organisations. Unfortunately, the political nature of municipal environment could be a fertile ground for appointments of people based on political affiliation as a reward for political patronage rather than on merit. This paper seeks to investigate the relationship between municipal employees’ perceptions of fairness of Human Resource Management practices and employee commitment from the organisational justice point of view. Research on organisational justice has shown that employees’ organisational justice perceptions link directly with job satisfaction and employee organisational commitment. Quantitative research methods were employed to collect and analyse data from selected managerial and non-managerial municipal employees within selected municipalities in Free State Province of South Africa. Employee commitment has positive relationships with HRM practices at the .05 and .01 levels of significance – indicating that the higher the levels of HRM practices in municipal employees the higher the organisational commitment of employees. Therefore, it is concluded that organisational commitment of municipal employees (EOC) is positively related to their perceptions of fairness of HRM practices (PHF) of municipalities. In other words, fair HRM practices of municipalities promote organisational commitment in municipal employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20Justice" title="organisational Justice">organisational Justice</a>, <a href="https://publications.waset.org/abstracts/search?q=HRM%20practices" title=" HRM practices"> HRM practices</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20organisational%20commitment" title=" employee organisational commitment"> employee organisational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20attitudes" title=" employee attitudes"> employee attitudes</a> </p> <a href="https://publications.waset.org/abstracts/166600/municipal-employees-perceptions-of-fairness-of-human-resource-management-practices-and-employee-organisational-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166600.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1236</span> Employer Brand Image and Employee Engagement: An Exploratory Study in Britain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Melisa%20Mete">Melisa Mete</a>, <a href="https://publications.waset.org/abstracts/search?q=Gary%20Davies"> Gary Davies</a>, <a href="https://publications.waset.org/abstracts/search?q=Susan%20Whelan"> Susan Whelan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Maintaining a good employer brand image is crucial for companies since it has numerous advantages such as better recruitment, retention and employee engagement, and commitment. This study aims to understand the relationship between employer brand image and employee satisfaction and engagement in the British context. A panel survey data (N=228) is tested via the regression models from the Hayes (2012) PROCESS macro, in IBM SPSS 23.0. The results are statistically significant and proves that the more positive employer brand image, the greater employee’ engagement and satisfaction, and the greater is employee satisfaction, the greater their engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20brand" title="employer brand">employer brand</a>, <a href="https://publications.waset.org/abstracts/search?q=employer%20brand%20image" title=" employer brand image"> employer brand image</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/81648/employer-brand-image-and-employee-engagement-an-exploratory-study-in-britain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81648.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">337</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1235</span> The Influence of Job Recognition and Job Motivation on Organizational Commitment in Public Sector: The Mediation Role of Employee Engagement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Tayyab">Muhammad Tayyab</a>, <a href="https://publications.waset.org/abstracts/search?q=Saba%20Saira"> Saba Saira</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is an established fact that organizations across the globe consider employees as their assets and try to advance their well-being. However, the local firms of developing countries are mostly profit oriented and do not have much concern about their employees’ engagement or commitment. Like other developing countries, the local organizations of Pakistan are also less concerned about the well-being of their employees. Especially public sector organizations lack concern regarding engagement, satisfaction or commitment of the employees. Therefore, this study aimed at investigating the impact of job recognition and job motivation on organizational commitment in the mediation role of employee engagement. The data were collected from land record officers of board of revenue, Punjab, Pakistan. Structured questionnaire was used to collect data through physically visiting land record officers and also through the internet. A total of 318 land record officers’ responses were finalized to perform data analysis. The data were analyzed through confirmatory factor analysis and structural equation modeling technique. The findings revealed that job recognition and job motivation have direct as well as indirect positive and significant impact on organizational commitment. The limitations, practical implications and future research indications are also explained. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=job%20motivation" title="job motivation">job motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20recognition" title=" job recognition"> job recognition</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title=" employee commitment"> employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector"> public sector</a>, <a href="https://publications.waset.org/abstracts/search?q=land%20record%20officers" title=" land record officers"> land record officers</a> </p> <a href="https://publications.waset.org/abstracts/131497/the-influence-of-job-recognition-and-job-motivation-on-organizational-commitment-in-public-sector-the-mediation-role-of-employee-engagement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131497.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">132</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1234</span> Empirical Examination of High Performance Work System, Organizational Commitment and Organizational Citizen Behavior: A Mediation of Model of Vietnam Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Giang%20Vu">Giang Vu</a>, <a href="https://publications.waset.org/abstracts/search?q=Duong%20Nguyen"> Duong Nguyen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuan-Ling%20Chen"> Yuan-Ling Chen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Vietnam is a fast developing country with highly economic growth, and Vietnam organizations strive to utilize high performance work system (HPWS) in reinforcing employee in-role performance. HPWS, a bundle of human resource (HR) practices, are composed of eight sets of HR practices, namely selective staffing, extensive training, internal mobility, employment security, clear job description, result-oriented appraisal, incentive reward, and participation. However, whether HPWS stimulate employee extra-role behaviors remains understudied in a booming economic context. In this study, we aim to investigate organizational citizenship behavior (OCB) in a Vietnam context and, as a central issue, disentangle how HPWS elicits in employee OCB. On the other hand, recently, a deliberation of so-called 'black-box' HPWS issue has explored the role of employee commitment, suggesting that organizational commitment is a compelling source of employee OCB. We draw upon social exchange theory to predict that when employees perceive the organizational investment, like HPWS, in heightening their abilities, knowledge, and motivation, they are more likely to pay back with commitment; consequently, they will take initiatives in OCB. Hence, we hypothesize an individual level framework, in which organizational commitment mediates the positive relationship between HPWS and OCB. We collected data on HPWS, organizational commitment, OCB, and demographic variables, all at line managers of Vietnamese firms in Hanoi and Hochiminh. We conclude with research findings, implications, and future research suggestions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=high%20performance%20work%20system" title="high performance work system">high performance work system</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Vietnam" title=" Vietnam"> Vietnam</a> </p> <a href="https://publications.waset.org/abstracts/70194/empirical-examination-of-high-performance-work-system-organizational-commitment-and-organizational-citizen-behavior-a-mediation-of-model-of-vietnam-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/70194.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">310</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1233</span> Exploratory Study on Mediating Role of Commitment-to-Change in Relations between Employee Voice, Employee Involvement and Organizational Change Readiness</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rohini%20Sharma">Rohini Sharma</a>, <a href="https://publications.waset.org/abstracts/search?q=Chandan%20Kumar%20Sahoo"> Chandan Kumar Sahoo</a>, <a href="https://publications.waset.org/abstracts/search?q=Rama%20Krishna%20Gupta%20Potnuru"> Rama Krishna Gupta Potnuru</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strong competitive forces and requirements to achieve efficiency are forcing the organizations to realize the necessity and inevitability of change. What's more, the trend does not appear to be abating. Researchers have estimated that about two thirds of change project fails. Empirical evidences further shows that organizations invest significantly in the planned change but people side is accounted for in a token or instrumental way, which is identified as one of the important reason, why change endeavours fail. However, whatever be the reason for change, organizational change readiness must be gauged prior to the institutionalization of organizational change. Hence, in this study the influence of employee voice and employee involvement on organizational change readiness via commitment-to-change is examined, as it is an area yet to be extensively studied. Also, though a recent study has investigated the interrelationship between leadership, organizational change readiness and commitment to change, our study further examined these constructs in relation with employee voice and employee involvement that plays a consequential role for organizational change readiness. Further, integrated conceptual model weaving varied concepts relating to organizational readiness with focus on commitment to change as mediator was found to be an area, which required more theorizing and empirical validation, and this study rooted in an Indian public sector organization is a step in this direction. Data for the study were collected through a survey among employees of Rourkela Steel Plant (RSP), a unit of Steel Authority of India Limited (SAIL); the first integrated Steel Plant in the public sector in India, for which stratified random sampling method was adopted. The schedule was distributed to around 700 employees, out of which 516 complete responses were obtained. The pre-validated scales were used for the study. All the variables in the study were measured on a five-point Likert scale ranging from “strongly disagree (1)” to “strongly agree (5)”. Structural equation modeling (SEM) using AMOS 22 was used to examine the hypothesized model, which offers a simultaneous test of an entire system of variables in a model. The study results shows that inter-relationship between employee voice and commitment-to-change, employee involvement and commitment-to-change and commitment-to-change and organizational change readiness were significant. To test the mediation hypotheses, Baron and Kenny’s technique was used. Examination of direct and mediated effect of mediators confirmed that commitment-to-change partially mediated the relation between employee involvement and organizational change readiness. Furthermore, study results also affirmed that commitment-to-change does not mediate the relation between employee involvement and organizational change readiness. The empirical exploration therefore establishes that it is important to harness employee’s valuable suggestions regarding change for building organizational change readiness. Regarding employee involvement, it was found that sharing information and involving people in decision-making, leads to a creation of participative climate, which educes employee commitment during change and commitment-to-change further, fosters organizational change readiness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=commitment-to-change" title="commitment-to-change">commitment-to-change</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20voice" title=" employee voice"> employee voice</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20involvement" title=" employee involvement"> employee involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change%20readiness" title=" organizational change readiness"> organizational change readiness</a> </p> <a href="https://publications.waset.org/abstracts/37847/exploratory-study-on-mediating-role-of-commitment-to-change-in-relations-between-employee-voice-employee-involvement-and-organizational-change-readiness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37847.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">327</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1232</span> Organizational Commitment and Job Satisfaction of Job Order Personnel in the Overseas Workers Welfare Administration Regional Welfare Office Caraga</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anne%20Jane%20M.%20Hallasgo">Anne Jane M. Hallasgo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study assessed the level of job satisfaction and organizational commitment among job order personnel at the Overseas Workers Welfare Administration (OWWA) Regional Welfare Office Caraga. The primary objective of the study was to determine a correlation between the employees’ level of organizational commitment, job satisfaction, and their work performance. A carefully selected sample of twenty-five job orders from the OWWA Regional Welfare Office Caraga participated in the study. These individuals were chosen to represent the organization’s job order workforce. For accuracy and dependability, various types of statistical methods and instruments were employed, including advanced statistical tests like the independent sample T-test, one-way analysis of variance (ANOVA), and Spearman's rank correlation coefficient, as well as descriptive statistics like mean, frequency, and percentage. The study found an acceptable level of job satisfaction regarding work performance. It revealed a significant relationship between affective commitment and job satisfaction concerning leadership and coworkers. A correlation was observed between normative commitment and work performance. The findings suggest that organizations emphasizing positive leadership, fostering supportive coworker relationships, aligning with employee values, and promoting a culture of commitment are likely to enhance both affective and normative commitment, thereby improving overall employee satisfaction. The study recommends designing and implementing a holistic employee well-being program that addresses physical, mental, and emotional health contributing to increased job satisfaction and organizational commitment, creating a healthier and engaged workforce. This research contributes to the understanding of the dynamics of organizational commitment and job satisfaction among job order employees in the public sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment" title="affective commitment">affective commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20commitment" title=" continuous commitment"> continuous commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=normative%20commitment" title=" normative commitment"> normative commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/185114/organizational-commitment-and-job-satisfaction-of-job-order-personnel-in-the-overseas-workers-welfare-administration-regional-welfare-office-caraga" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/185114.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">48</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1231</span> “A Watched Pot Never Boils.” Exploring the Impact of Job Autonomy on Organizational Commitment among New Employees: A Comprehensive Study of How Empowerment and Independence Influence Workplace Loyalty and Engagement in Early Career Stages</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Atnafu%20Ashenef%20Wondim">Atnafu Ashenef Wondim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s highly competitive business environment, employees are considered a source of competitive advantage. Researchers have looked into job autonomy's effect on organizational commitment and declared superior organizational performance strongly depends on the effort and commitment of employees. The purpose of this study was to explore the relationship between job autonomy and organizational commitment from newcomer’s point of view. The mediation role of employee engagement (physical, emotional, and cognitive) was also examined in the case of Ethiopian Commercial Banks. An exploratory survey research design with mixed-method approach that included partial least squares structural equation modeling and Fuzzy-Set Qualitative Comparative Analysis technique were using to address the sample size of 348 new employees. In-depth interviews with purposive and convenientsampling techniques are conducted with new employees (n=43). The results confirmed that job autonomy had positive, significant direct effects on physical engagement, emotional engagement, and cognitive engagement (path coeffs. = 0.874, 0.931, and 0.893).The results showed thatthe employee engagement driver, physical engagement, had a positive significant influence on affective commitment (path coeff. = 0.187) and normative commitment (path coeff. = 0.512) but no significant effect on continuance commitment. Employee engagement partially mediates the relationship between job autonomy and organizational commitment, which means supporting the indirect effects of job autonomy on affective, continuance, and normative commitment through physical engagement. The findings of this study add new perspectives by positioning it within a complex organizational African setting and by expanding the job autonomy and organizational commitment literature, which will benefit future research. Much of the literature on job autonomy and organizational commitment has been conducted within a well-established organizational business context in Western developed countries.The findings lead to fresh information on job autonomy and organizational commitment implementation enablers that can assist in the formulation of a better policy/strategy to efficiently adopt job autonomy and organizational commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title="employee engagement">employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20autonomy" title=" job autonomy"> job autonomy</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20exchange%20theory" title=" social exchange theory"> social exchange theory</a> </p> <a href="https://publications.waset.org/abstracts/190075/a-watched-pot-never-boils-exploring-the-impact-of-job-autonomy-on-organizational-commitment-among-new-employees-a-comprehensive-study-of-how-empowerment-and-independence-influence-workplace-loyalty-and-engagement-in-early-career-stages" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/190075.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">28</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1230</span> Leader-Member Exchange and Affective Commitment: The Moderating Role of Exchange Ideology</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seung%20Yeon%20Son">Seung Yeon Son</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s rapidly changing and increasingly complex environment, organizations have relied on their members’ positive attitude toward their employers. In particular, employees’ organizational commitment (primarily, the effective component) has been recognized as an essential component of organizational functioning and success. Hence, identifying the determinants of effective commitment is one of the most important research issues. This study tested the influence of leader-member exchange (LMX) and exchange ideology on employee’s effective commitment. In addition, the interactive effect of LMX and exchange ideology was examined. Data from 198 members of the Korean military supports each of the hypotheses. Lastly, implications for research and directions for future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment" title="affective commitment">affective commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=exchange%20ideology" title=" exchange ideology"> exchange ideology</a>, <a href="https://publications.waset.org/abstracts/search?q=leader-member%20exchange" title=" leader-member exchange"> leader-member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a> </p> <a href="https://publications.waset.org/abstracts/13919/leader-member-exchange-and-affective-commitment-the-moderating-role-of-exchange-ideology" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13919.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">440</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1229</span> The Role of Psychological Hardiness and Psychological Resilience Employee's Commitment to Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ni%20Made%20Dian%20Swandewi">Ni Made Dian Swandewi</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20Mangundjaya"> Wustari L. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employees’ commitment to change are required for the success of organizational change in the company. The objective of this study is to identify the correlation between psychological hardiness and psychological resilience on commitment to change. The respondents of current research are permanent employees and employees that have worked for at least two years in a company that has been experiencing organizational change. Data was collected using Commitment to Change Inventory, Dispositional Resilience Scale (DRS), and Modified CD-RISC. The data were analyzed using regression. The results of the research show that both Psychological Hardiness and Psychological Resilience have positive and significant correlation and contribution on Commitment to Change. This research is important for companies who undergo organizational change in order plan and implement change more effectively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title="commitment to change">commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20hardiness" title=" psychological hardiness"> psychological hardiness</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20resilience" title=" psychological resilience"> psychological resilience</a> </p> <a href="https://publications.waset.org/abstracts/69132/the-role-of-psychological-hardiness-and-psychological-resilience-employees-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69132.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">327</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1228</span> CSR and Its Internal Communication – Effects on the Employee Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Silke%20Bustamante">Silke Bustamante</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrea%20Pelzeter"> Andrea Pelzeter</a>, <a href="https://publications.waset.org/abstracts/search?q=Andreas%20Deckmann"> Andreas Deckmann</a>, <a href="https://publications.waset.org/abstracts/search?q=Rudi%20Ehlscheidt"> Rudi Ehlscheidt</a>, <a href="https://publications.waset.org/abstracts/search?q=Franziska%20Freudenberger"> Franziska Freudenberger</a> </p> <p class="card-text"><strong>Abstract:</strong></p> CSR is associated with a great number of positive effects. This also includes the positive impact of CSR on the commitment of its employees. The internal CSR communication here takes the essential function as a mediator of the CSR performance of a company to the employees. The importance of CSR communication is, therefore, essential. Employees can usually only perceive the CSR efforts of a company if it is also communicated to them. Only if the employees perceive the CSR of their employer positively, the employer-CSR can also have a positive impact on their affective commitment. Therefore, organizational and individual factors are crucial and thus need to consider. This relationship between the organizational and individual factors was investigated in a qualitative case study in six companies of the German service sector. Expert interviews and focus group interviews were conducted and questionnaire-based ratings by company representatives were raised. Among the individual factors, in terms of CSR, the expectations and relevance of its employees, as well as the perception of CSR by the staff, are included. The organizational factors include the actual CSR performance and its communication. Ultimately, the impact of CSR on the commitment is examined with this holistic approach. The results show that the individual CSR perception does not always match the corporate CSR performance and its depiction in internal communication. Furthermore, employees have given suggestions on how CSR should be communicated by their employer. Knowledge memory systems (e.g. wiki) on the on hand and media-based information, on the other hand, were highlighted. Primarily the employee-related CSR is most important for the employees, whereas ecological CSR activities hardly play a role. The findings indicate the importance of CSR communication in the CSR concept as it provides the missing link between CSR performance and appreciation by an increase in commitment. It should only be communicated, what is done. CSR communication should also be carried out in a plausible and transparent way. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CSR" title="CSR">CSR</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title=" employee commitment"> employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employer%20brand" title=" employer brand"> employer brand</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20communication" title=" internal communication"> internal communication</a> </p> <a href="https://publications.waset.org/abstracts/46336/csr-and-its-internal-communication-effects-on-the-employee-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46336.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">265</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1227</span> The Impact of CSR Satisfaction on Employee Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Silke%20Bustamante">Silke Bustamante</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrea%20Pelzeter"> Andrea Pelzeter</a>, <a href="https://publications.waset.org/abstracts/search?q=Andreas%20Deckmann"> Andreas Deckmann</a>, <a href="https://publications.waset.org/abstracts/search?q=Rudi%20Ehlscheidt"> Rudi Ehlscheidt</a>, <a href="https://publications.waset.org/abstracts/search?q=Franziska%20Freudenberger"> Franziska Freudenberger</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many companies increasingly seek to enhance their attractiveness as an employer to bind their employees. At the same time, corporate responsibility for social and ecological issues seems to become a more important part of an attractive employer brand. It enables the company to match the values and expectations of its members, to signal fairness towards them and to increase its brand potential for positive psychological identification on the employees’ side. In the last decade, several empirical studies have focused this relationship, confirming a positive effect of employees’ CSR perception and their affective organizational commitment. The current paper aims to take a slightly different view by analyzing the impact of another factor on commitment: the weighted employee’s satisfaction with the employer CSR. For that purpose, it is assumed that commitment levels are rather a result of the fulfillment or disappointment of expectations. Hence, instead of merely asking how CSR perception affects commitment, a more complex independent variable is taken into account: a weighted satisfaction construct that summarizes two different factors. Therefore, the individual level of commitment contingent on CSR is conceptualized as a function of two psychological processes: (1) the individual significance that an employee ascribes to specific employer attributes and (2) the individual satisfaction based on the fulfillment of expectation that rely on preceding perceptions of employer attributes. The results presented are based on a quantitative survey that was undertaken among employees of the German service sector. Conceptually a five-dimensional CSR construct (ecology, employees, marketplace, society and corporate governance) and a two-dimensional non-CSR construct (company and workplace) were applied to differentiate employer characteristics. (1) Respondents were asked to indicate the importance of different facets of CSR-related and non-CSR-related employer attributes. By means of a conjoint analysis, the relative importance of each employer attribute was calculated from the data. (2) In addition to this, participants stated their level of satisfaction with specific employer attributes. Both indications were merged to individually weighted satisfaction indexes on the seven-dimensional levels of employer characteristics. The affective organizational commitment of employees (dependent variable) was gathered by applying the established 15-items Organizational Commitment Questionnaire (OCQ). The findings related to the relationship between satisfaction and commitment will be presented. Furthermore, the question will be addressed, how important satisfaction with CSR is in relation to the satisfaction with other attributes of the company in the creation of commitment. Practical as well as scientific implications will be discussed especially with reference to previous results that focused on CSR perception as a commitment driver. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20attitudes%2Fsatisfaction" title=" employee attitudes/satisfaction"> employee attitudes/satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20expectations" title=" employee expectations"> employee expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=employer%20brand" title=" employer brand"> employer brand</a> </p> <a href="https://publications.waset.org/abstracts/46338/the-impact-of-csr-satisfaction-on-employee-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46338.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">267</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1226</span> Factors Affecting Ethical Leadership and Employee Affective Organizational Commitment: An Empirical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sharmin%20Shahid">Sharmin Shahid</a>, <a href="https://publications.waset.org/abstracts/search?q=Zaher%20Zain"> Zaher Zain</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to explore and examines the theoretical frameworks of ethical leadership style and affective organizational commitment. Additionally, to investigate the extent to which employee orientation and ethical guidance either strengthen or weaken on the relationship between ethical leadership style and affective commitment. The study will also measure the mediating effects of leader’s integrity either influence to inspire and revival employee’s affective commitment or not. The methodology of the study comprised sample of 237 managers, departmental heads, top-level executives, and professors of several financial institutions, banks, and universities in Bangladesh who are directly related with decision making process of respective organization. A cross sectional research design will be used to examine the direct, moderating, and mediating analysis among the research key variables. Data were gathered based on personal administered questionnaire. The findings of the study will be significance because it will provide the real scenario of leadership style which leads to financial and strategic success of any organizations. In addition, the results will be interesting enough to find out either ethical leadership style have positive relationship with affective commitment or not. Employee-orientation and ethical guidance is a moderator to improve leadership style and affective commitment, whereas, leader’s integrity mediates the relationships between leadership style and affective organizational commitment to do the right thing in the right way for the betterment of entire organizational success. Research limitations of the study are the data collected by self administered questionnaire, a method with well-known shortcomings. Second, the study concentrated on financial institutions, banks top executives, and universities professors in Bangladesh. An important implication of the research is that the interesting findings will give some insight to the leadership style and helps management to focus on their management and leadership efficacy, as that could improve their affective organizational commitment. The findings will be original and unique value adding with the existing literature on leadership studies. The study is based on a comprehensive literature review. The results will be based on a sample of financial institutions, banks, and universities in Bangladesh. The research findings are useful to academics and corporate leaders of financial institutions, banks, and universities all over the world. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20organizational%20commitment" title="affective organizational commitment">affective organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Bangladesh" title=" Bangladesh"> Bangladesh</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20guidance" title=" ethical guidance"> ethical guidance</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20leadership%20style" title=" ethical leadership style"> ethical leadership style</a> </p> <a href="https://publications.waset.org/abstracts/80397/factors-affecting-ethical-leadership-and-employee-affective-organizational-commitment-an-empirical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80397.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">320</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1225</span> Developing Commitment to Change in Egyptian Modern Bureaucracies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nada%20Basset">Nada Basset</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: To examine the nature of the civil service sector as an employer through identifying the likely ways to develop employees’ commitment towards change in the civil service sector. Design/Methodology/Approach: a qualitative research approach was followed. Data was collected via a triangulation of interviews, non-participant observation and archival documents analysis. Non-probability sampling took place with a case-study method applied on a sample of 33 civil servants working in the Egyptian Ministry of State for Administrative Development (MSAD) which is the civil service entity acting as the change agent responsible for managing the government administrative reforms plan in the civil service sector. All study participants were actually working in one of the change projects/programmes and had a minimum of 12 months of service in the civil service. Interviews were digitally recorded and transcribed in the form of MS-Word documents, and data transcripts were analyzed manually using MS-Excel worksheets and main research themes were developed and statistics drawn using those Excel worksheets. Findings: The results demonstrate that developing the civil servant’s commitment towards change may require a number of suggested solutions like (1) employee involvement and participation in the planning and implementation processes, (2) linking the employee support to change to some tangible rewards and incentives, (3) appointing some inspirational change leaders that should act as role models, and (4) as a last resort, enforcing employee’s commitment towards change by coercion and authoritarianism. Practical Implications: it is clear that civil servants’ lack of organizational commitment is not directly related to their level of commitment towards change. The research findings showed that civil servants’ commitment towards change can be raised and promoted by getting them involved in the planning and implementation processes, as this develops some sense of belongingness and ownership, thus there is a fair chance that low organizationally committed civil servants can develop high commitment towards change; given they are provided a favorable environment where they are invited to participate and get involved into the move of change. Originality/Value: the research addresses a relatively new area of ‘developing organizational commitment in modern bureaucracies’ by virtue of investigating the levels of civil servants’ commitment towards their jobs and/or organizations -on one hand- and suggesting different ways of developing their commitment towards administrative reform and change initiatives in the Egyptian civil service sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change" title="change">change</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Egypt" title=" Egypt"> Egypt</a>, <a href="https://publications.waset.org/abstracts/search?q=bureaucracy" title=" bureaucracy"> bureaucracy</a> </p> <a href="https://publications.waset.org/abstracts/18076/developing-commitment-to-change-in-egyptian-modern-bureaucracies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18076.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">483</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1224</span> Can Career Advancement and Job Security Act as Collaterals for Commitment? Evidence from the Hotel Industry of Malaysia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aizzat%20Md.%20Nasurdin">Aizzat Md. Nasurdin</a>, <a href="https://publications.waset.org/abstracts/search?q=Noor%20Hazlina%20Ahmad"> Noor Hazlina Ahmad</a>, <a href="https://publications.waset.org/abstracts/search?q=Cheng%20Ling%20Tan"> Cheng Ling Tan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine the role of career advancement and job security as predictors of employee commitment to their organization. Data was collected from 580 frontline employees attached to two departments of 29 luxury hotels in Peninsular Malaysia. Statistical results using Partial Least Squares technique provided support for the proposed hypotheses. In view of the findings, theoretical and practical implications are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title="organizational commitment">organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20advancement" title=" career advancement"> career advancement</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20security" title=" job security"> job security</a>, <a href="https://publications.waset.org/abstracts/search?q=frontline%20employees" title=" frontline employees"> frontline employees</a>, <a href="https://publications.waset.org/abstracts/search?q=luxury%20hotels" title=" luxury hotels"> luxury hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=Malaysia" title=" Malaysia"> Malaysia</a> </p> <a href="https://publications.waset.org/abstracts/15109/can-career-advancement-and-job-security-act-as-collaterals-for-commitment-evidence-from-the-hotel-industry-of-malaysia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15109.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">391</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1223</span> Impact of Higher Educational Institute's Culture on Employees' Satisfaction and Commitment in Sultanate of Oman</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahfoodh%20Saleh%20Al%20Sabbagh">Mahfoodh Saleh Al Sabbagh</a>, <a href="https://publications.waset.org/abstracts/search?q=Amitabh%20Mishra"> Amitabh Mishra</a>, <a href="https://publications.waset.org/abstracts/search?q=Anwar%20Al%20Sheyadi"> Anwar Al Sheyadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A tremendous transformation is taking place in the state of education in Sultanate of Oman. The vision 2040 for Higher Education focuses on both academic and technical sides of education aims at improving the quality of education as per higher international standards with emphasis on learning and innovation, creativity and scientific research. The objective is to achieve a proficient education system that keeps abreast of the recent development, the essentials of sustainable development and enhancing the national identity. Higher Education Institutes have contributed immensely to the growth of education in Oman, in this context; Business Organization represents the most complex social structure known today due to its dynamic nature. Employees are considered as one of the dynamic resources of the organization and through their commitment and involvement organization becomes competitive. Organization Culture can be promoted to facilitate the achievement of job satisfaction and employees commitment. The purpose of the research is to explore the impact of Higher Educational Institutions Culture on employee satisfaction, and commitment. Based on primary data, the study was conducted in Higher Education Institutions in the Sultanate of Oman. Data was collected through questionnaire consisting of 60 questions related to culture, satisfaction, and commitment. The sample consisted of 330 employees of leading Higher Education Institutes in the Sultanate of Oman. Structural Equation Modeling was carried out on the data through SPSS and AMOS. Results indicate that culture of organization is significantly related with employees’ satisfaction and commitment both in direct and indirect ways. Significant theoretical and practical implications are driven from the outcomes of the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organization%20culture" title="organization culture">organization culture</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction%20and%20commitment" title=" employee satisfaction and commitment"> employee satisfaction and commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=Sultanate%20of%20Oman" title=" Sultanate of Oman"> Sultanate of Oman</a> </p> <a href="https://publications.waset.org/abstracts/31279/impact-of-higher-educational-institutes-culture-on-employees-satisfaction-and-commitment-in-sultanate-of-oman" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31279.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">318</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1222</span> Continuance Commitment of Retail Pharmacist in a Labor Shortage: Results from the Questionnaire Survey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shigeaki%20Mishima">Shigeaki Mishima</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Pharmacist labor shortage has become a long-term problem in Japan. This paper discusses the relationship between organizational commitment and pharmacists' organizational behavior in the context of labor shortage. Based on a multidimensional view of organizational commitment, effective commitment and continuous commitment are measured. It is suggested that the continuous commitment has a unique impact on withholding information behavior. We also discuss the impact of labor supply and demand on continuous commitment of retail pharmacist. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title="organizational commitment">organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=pharmacist" title=" pharmacist"> pharmacist</a>, <a href="https://publications.waset.org/abstracts/search?q=labor%20shortage" title=" labor shortage"> labor shortage</a>, <a href="https://publications.waset.org/abstracts/search?q=professional" title=" professional"> professional</a> </p> <a href="https://publications.waset.org/abstracts/24422/continuance-commitment-of-retail-pharmacist-in-a-labor-shortage-results-from-the-questionnaire-survey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24422.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">409</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1221</span> Investing the Employees Higher Quitting Intention at the Call Centers of Pakistan: A Reality or a Myth: A Case Study of Pakistan Telecommunication Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Naheed%20Malik">Naheed Malik</a>, <a href="https://publications.waset.org/abstracts/search?q=Marisa%20Smith"> Marisa Smith</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study has been undertaken as an attempt to explore the underlying reasons that cause higher employee turnover rates at the call centers of Pakistan. This research also aimed to examine the relationship among the job related variables such as job satisfaction, organizational commitment, supervisor support, self-esteem, organizational stressors (work overload, role ambiguity and work family conflict) and quitting inclination. A total of 340 call centers respondents filled the survey questionnaire. The data was analyzed through SPSS 19.0. Results reveal the significant relationship among the study variables and stress level contributing more towards employee penchant to leave the job. A significant amount of call centers employee have proclivity to quit from their jobs as soon as they would be able to find some other jobs with attractive compensation. The majority of the respondents were found to be unhappy and dissatisfied due to hectic schedule and imbalance between family and work. This research also highlighted the specific areas in which call centre management needs to emphasize deliberately that affect more sharply on employee leaving aptitude. This study also suggests some useful strategies for the well being of employees that can minimize their tendency of quitting and retention in the long run. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=call%20centers" title="call centers">call centers</a>, <a href="https://publications.waset.org/abstracts/search?q=stress" title=" stress"> stress</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=supervisor%E2%80%99s%20support" title=" supervisor’s support"> supervisor’s support</a>, <a href="https://publications.waset.org/abstracts/search?q=self%20esteem" title=" self esteem"> self esteem</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20turnover" title=" employee turnover"> employee turnover</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20intention%20to%20quit" title=" employees’ intention to quit"> employees’ intention to quit</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20service%20representative%20%28CSRs%29" title=" customer service representative (CSRs)"> customer service representative (CSRs)</a> </p> <a href="https://publications.waset.org/abstracts/44914/investing-the-employees-higher-quitting-intention-at-the-call-centers-of-pakistan-a-reality-or-a-myth-a-case-study-of-pakistan-telecommunication-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44914.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">281</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1220</span> The Influence of Workplace Aggression on Employee Turnover Intention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nimra%20Parvez">Nimra Parvez</a>, <a href="https://publications.waset.org/abstracts/search?q=Nawaz%20Ahmed"> Nawaz Ahmed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Workplace aggression not only is a proven safety and health issue but it also is a problem witnessed at workplace which has far-reaching consequences. It hinders the overall productivity of the organizations and individual employees. The current study examined employee turnover intentions as a result of workplace aggression. The study was conducted on employees from the private sector. Self-report questionnaires that measured the workplace aggression and turnover intentions of employees were used to target a sample size of 200 employees. In the hypothesis, it was assumed that high levels of workplace aggression at any organization will result in subsequent high levels of employee turnover intentions. It was therefore identified that there has been a relationship between workplace aggression and employee turnover intentions. The results determined a positive relationship between the workplace bullying behaviors towards the individuals and the turnover intention. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bullying" title="bullying">bullying</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title=" turnover intention"> turnover intention</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20aggression" title=" workplace aggression"> workplace aggression</a> </p> <a href="https://publications.waset.org/abstracts/75832/the-influence-of-workplace-aggression-on-employee-turnover-intention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75832.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">265</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1219</span> Factors Related to Employee Adherence to Rules in Kuwait Business Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to develop a theoretical framework which demonstrates the effect of four personal factors on employees rule following behavior in Kuwaiti business organizations. The model suggested in this study includes organizational citizenship behavior, affective organizational commitment, organizational trust, and procedural justice as possible predictors of rule following behavior. The study also attempts to compare the effects of the suggested factors on employees rule following behavior. The new model will, hopefully, extend previous research by adding new variables to the models used to explain employees rule following behavior. A discussion of issues related to rule-following behavior is presented, as well as recommendations for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20adherence%20to%20rules" title="employee adherence to rules">employee adherence to rules</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/29073/factors-related-to-employee-adherence-to-rules-in-kuwait-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29073.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1218</span> The Effect of Leadership Styles on Employees’ Organizational Commitment at Ambo Woreda Public Organizations, Oromia Regional State, Ethiopia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mengistu%20Tulu%20Balcha">Mengistu Tulu Balcha</a>, <a href="https://publications.waset.org/abstracts/search?q=Endale%20Gadisa%20Motuma"> Endale Gadisa Motuma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to assess the effect of leadership styles on employees’ organizational commitments in Ambo Woreda public organizations. The study was guided by a Descriptive survey and correlation research design of the quantitative method. By using simple random sampling techniques, 80 participants of employees and by purposive sampling technique, 32 leaders were involved in research from five purposely selected Woreda public organizations without a non-response rate. Two separate instruments adopted from previous studies, namely the multifactor leadership questionnaire (MLQ), which has 36 items and the Organizational Commitment Questionnaire (OCQ), which has 12 items, were used as a data instrument tool. These items were rated by using a five-point Likert-scale. The survey data was processed by using an SPSS (version 27). Descriptive statistics to calculate mean and standard deviations of leaders’ and employees’ responses to leadership styles dominantly practiced in order to determine their perceptions, MLQ of leaders’ and employees’ responses (independent sample), and multiple linear regressions were used to calculate the effect of leadership styles on organizational commitment. The findings of the study show that the leadership style dominantly practiced in Ambo Woreda public organizations was more transactional than transformational and followed by laissez-faire. The level of EOC was ranked as continuance commitment and had the highest mean score, followed by normative commitment and then affective commitment. There is a strong, positive and significant relationship between leadership style dimensions and employees’ organizational commitment. Leadership styles were found statistically significant to predict employee commitment and there was a significant linear relationship between independent variables and dependent variables. Out of the three leadership variables, the transactional leadership style has the highest contribution, followed by the transformational leadership style, whereas the laissez-faire leadership style has the least contribution in predicting employees’ organizational commitment. Finally, the researcher forwarded possible recommendations for Ambo Woreda public organizational leaders and employees to work on improving leadership styles and employees’ commitment collaboratively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizations" title="organizations">organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=relations" title=" relations"> relations</a>, <a href="https://publications.waset.org/abstracts/search?q=commitments" title=" commitments"> commitments</a>, <a href="https://publications.waset.org/abstracts/search?q=style" title=" style"> style</a> </p> <a href="https://publications.waset.org/abstracts/189158/the-effect-of-leadership-styles-on-employees-organizational-commitment-at-ambo-woreda-public-organizations-oromia-regional-state-ethiopia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/189158.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">26</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1217</span> Factors Affecting Employee Performance: A Case Study in Marketing and Trading Directorate, Pertamina Ltd.</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saptiadi%20Nugroho">Saptiadi Nugroho</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Nur%20Muhamad%20Afif"> A. Nur Muhamad Afif</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Understanding factors that influence employee performance is very important. By finding the significant factors, organization could intervene to improve the employee performance that simultaneously will affect organization itself. In this research, four aspects consist of PCCD training, education level, corrective action, and work location were tested to identify their influence on employee performance. By using correlation analysis and T-Test, it was found that employee performance significantly influenced by PCCD training, work location, and corrective action. Meanwhile the education level did not influence employee performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20development" title="employee development">employee development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management%20system" title=" performance management system"> performance management system</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/6460/factors-affecting-employee-performance-a-case-study-in-marketing-and-trading-directorate-pertamina-ltd" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6460.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">390</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=6">6</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=7">7</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=8">8</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=9">9</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=10">10</a></li> <li class="page-item disabled"><span class="page-link">...</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=41">41</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=42">42</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20commitment&page=2" rel="next">&rsaquo;</a></li> </ul> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Account <li><a href="https://waset.org/profile">My Account</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Explore <li><a href="https://waset.org/disciplines">Disciplines</a></li> <li><a href="https://waset.org/conferences">Conferences</a></li> <li><a href="https://waset.org/conference-programs">Conference Program</a></li> <li><a href="https://waset.org/committees">Committees</a></li> <li><a href="https://publications.waset.org">Publications</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Research <li><a href="https://publications.waset.org/abstracts">Abstracts</a></li> <li><a href="https://publications.waset.org">Periodicals</a></li> <li><a href="https://publications.waset.org/archive">Archive</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Open Science <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Philosophy.pdf">Open Science Philosophy</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Science-Award.pdf">Open Science Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Open-Society-Open-Science-and-Open-Innovation.pdf">Open Innovation</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Postdoctoral-Fellowship-Award.pdf">Postdoctoral Fellowship Award</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/Scholarly-Research-Review.pdf">Scholarly Research Review</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Support <li><a href="https://waset.org/page/support">Support</a></li> <li><a href="https://waset.org/profile/messages/create">Contact Us</a></li> <li><a href="https://waset.org/profile/messages/create">Report Abuse</a></li> </ul> </div> </div> </div> </div> </div> <div class="container text-center"> <hr style="margin-top:0;margin-bottom:.3rem;"> <a href="https://creativecommons.org/licenses/by/4.0/" target="_blank" class="text-muted small">Creative Commons Attribution 4.0 International License</a> <div id="copy" class="mt-2">© 2024 World Academy of Science, Engineering and Technology</div> </div> </footer> <a href="javascript:" id="return-to-top"><i class="fas fa-arrow-up"></i></a> <div class="modal" id="modal-template"> <div class="modal-dialog"> <div class="modal-content"> <div class="row m-0 mt-1"> <div class="col-md-12"> <button type="button" class="close" data-dismiss="modal" aria-label="Close"><span aria-hidden="true">×</span></button> </div> </div> <div class="modal-body"></div> </div> </div> </div> <script src="https://cdn.waset.org/static/plugins/jquery-3.3.1.min.js"></script> <script src="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/js/bootstrap.bundle.min.js"></script> <script src="https://cdn.waset.org/static/js/site.js?v=150220211556"></script> <script> jQuery(document).ready(function() { /*jQuery.get("https://publications.waset.org/xhr/user-menu", function (response) { jQuery('#mainNavMenu').append(response); });*/ jQuery.get({ url: "https://publications.waset.org/xhr/user-menu", cache: false }).then(function(response){ jQuery('#mainNavMenu').append(response); }); }); </script> </body> </html>