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: early order commitment</title> <meta name="description" content="Search results for: early order commitment"> <meta name="keywords" content="early order 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="early order 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="early order 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> 17429</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: early order commitment</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">17429</span> Effect of Combining Return Policy and Early Order Commitment on Supply Chain Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamed%20Homaei">Hamed Homaei</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Reza%20Hejazi"> Seyed Reza Hejazi</a>, <a href="https://publications.waset.org/abstracts/search?q=Iraj%20Mahdavi"> Iraj Mahdavi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Return policy (RP) is a strategy for supply chain coordination, whereby the retailer returns the unsold products to the manufacturer or the manufacturer offers a credit on unsold products to the retailer at the end of selling season. Early order commitment (EOC) is another efficient mechanism for channel coordination wherein the retailer commits to purchasing from the manufacturer a fixed order quantity a few periods in advance of the regular delivery lead time. This paper studies the coordination issue of a two-level supply chain with one retailer and one manufacturer through combining two mentioned contracts. The main purpose of this paper is to present an analytical model to show that how the contract which is created by combining RP and EOC can improve supply chain performance. Numerical analyses show that the supply chain coordination through mentioned contract in compare with EOC mechanism, can improve supply chain performance under certain ranges of model parameters. Furthermore, some numerical analyses are done to determine the best buyback price in order to achieve maximum cost saving in the supply chain. Finally, a revenue sharing scheme is presented in order to achieve a win-win condition in the supply chain. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20coordination" title="supply chain coordination">supply chain coordination</a>, <a href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment" title=" early order commitment"> early order commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=return%20policy" title=" return policy"> return policy</a>, <a href="https://publications.waset.org/abstracts/search?q=revenue%20sharing" title=" revenue sharing"> revenue sharing</a> </p> <a href="https://publications.waset.org/abstracts/70020/effect-of-combining-return-policy-and-early-order-commitment-on-supply-chain-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/70020.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">294</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">17428</span> The Effect of Psychological Capital and Psychological Empowerment on Employees' Commitment to Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muthmainah%20Mufidah">Muthmainah Mufidah</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20H.%20Mangundjaya"> Wustari L. H. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations nowadays have to change and adjust themselves to the changing external environment in order to survive the globalization era. However, not all the organizational change had been succeeded. Commitment to change is one important factor why the change process often failed. Even so, this commitment to change cannot be separated with the individual’s characteristic. The aim of this study is to identify the role of psychological capital and psychological empowerment as the individual’s positive characteristic on commitment to change. This research was conducted on Indonesian employees who have or are currently experiencing a change in their organization. Data was collected using Commitment to Change Inventory, Psychological Empowerment Questionnaire, and Psychological Capital Questionnaire. The results showed that both psychological capital and psychological empowerment have a positive and significant influence on commitment to change. <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=psychological%20capital" title=" psychological capital"> psychological capital</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20empowerment" title=" psychological empowerment"> psychological empowerment</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/69127/the-effect-of-psychological-capital-and-psychological-empowerment-on-employees-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69127.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">17427</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">17426</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">17425</span> The Effect of Transformational Leadership and Change Self-Efficacy on Employees' Commitment to Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Denvi%20Giovanita">Denvi Giovanita</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20H.%20Mangundjaya"> Wustari L. H. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The pace of globalization and technological development make changes inevitable to organizations. However, organizational change is not easy to implement and is prone to failure. One of the reasons of change failure is due to lack of employees’ commitment to change. There are many variables that can influence employees’ commitment to change. The influencing factors can be sourced from the organization or individuals themselves. This study focuses on the affective form of commitment to change. The objective of this study is to identify the effect of transformational leadership (organizational factor) and employees’ change self-efficacy (individual factor) on affective commitment to change. The respondents of this study were employees who work in organizations that are or have faced organizational change. The data were collected using Affective Commitment to Change, Change Self-Efficacy, and Transformational Leadership Inventory. The data were analyzed using regression. The result showed that both transformational leadership and change self-efficacy have a positive and significant impact on affective commitment to change. The implication of the study can be used for practitioners to enhance the success of organizational change, by developing transformational leadership on the leaders and change self-efficacy on the employees in order to create a high affective commitment to change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment%20to%20change" title="affective commitment to change">affective commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20self-efficacy" title=" change self-efficacy"> change self-efficacy</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=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/69121/the-effect-of-transformational-leadership-and-change-self-efficacy-on-employees-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69121.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">384</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">17424</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">17423</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">17422</span> An Investigation of Commitment to Marital Relationship Precedents through Self-Expansion in Students from the Medical Science University of Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehravar%20Javid">Mehravar Javid</a>, <a href="https://publications.waset.org/abstracts/search?q=Laura%20Reid%20Harris"> Laura Reid Harris</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Khodadadi"> Zahra Khodadadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Rachel%20Walton"> Rachel Walton</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study aimed to explore commitment precedence through self-expansion among students at the Medical Science University of Shiraz, Iran. Method: The statistical population was comprised of students at Shiraz University of Medical Science during the academic years 2013 to 2014. Using random sampling, 133 married students (50 males and 83 females) were selected. The commitment condition of this studied group was assessed using Adam and Jones' (1999) Marital Commitment Dimensions Scale (DCI), and self-expansion was measured using Aron and Lewandowski's (2002) Self-Expansion Questionnaire. Simple regression analyses investigated commitment precedence via self-expansion. Results: The data revealed a positive correlation between total commitment (r=0.35, p < 0.01), the subscales of commitment to the spouse (r=0.43, p < 0.01), and commitment to marriage (r=0.31, p < 0.01). Regression analyses indicated that perceived self-expansion positively correlated with commitment to marital relationships in married students. The findings suggest that an increased possibility of self-expansion in a marital relationship corresponds with heightened commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20marital%20relationship" title="commitment to marital relationship">commitment to marital relationship</a>, <a href="https://publications.waset.org/abstracts/search?q=married%20students" title=" married students"> married students</a>, <a href="https://publications.waset.org/abstracts/search?q=relationship%20dynamics" title=" relationship dynamics"> relationship dynamics</a>, <a href="https://publications.waset.org/abstracts/search?q=self-expansion" title=" self-expansion"> self-expansion</a> </p> <a href="https://publications.waset.org/abstracts/177957/an-investigation-of-commitment-to-marital-relationship-precedents-through-self-expansion-in-students-from-the-medical-science-university-of-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177957.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">67</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">17421</span> Job Satisfaction and Commitment among Academic Staff of Selected Colleges of Education in Kano and Kaduna States of Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mary%20Okonkwo%20Ekwy">Mary Okonkwo Ekwy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The problem of the growing disillusionment of College of Education teachers with academic life vis-à-vis their job satisfaction and commitment was investigated in this study with a view to finding out if both their job satisfaction and commitment have suffered, and to find out if there was a relationship between job satisfaction and commitment among these College of Education teachers. Due consideration was also given in the study to the possible effects of demographic variables on attitudes to their job. To carry out a study of job satisfaction and commitment among the College of Education teachers and to explore the relationship between them, research instruments were used for measuring the levels of job satisfaction and commitment among them. A sample of 200 Colleges of Education teachers, comprising 15 Professors, 9 Principal Lecturers, 70 Senior Lecturer and 106 Lecturers was used for the study. Five major hypothesis were tested with regard to the relationship between job satisfaction and commitment among the teachers. The Pearson correlation, the F-ratio, and regression analysis were used for data analysis and hypothesis testing. The result of this investigation suggests that, perhaps the best way to secure the commitment of teachers is to ensure their job satisfaction. Future investigations will further enrich our knowledge about these very important themes. <p class="card-text"><strong>Keywords:</strong> <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=commitment" title=" commitment"> commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=academic%20staff" title=" academic staff"> academic staff</a>, <a href="https://publications.waset.org/abstracts/search?q=college%20of%20education" title=" college of education"> college of education</a> </p> <a href="https://publications.waset.org/abstracts/22935/job-satisfaction-and-commitment-among-academic-staff-of-selected-colleges-of-education-in-kano-and-kaduna-states-of-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22935.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">552</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">17420</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">17419</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">17418</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">17417</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">17416</span> Organizational Commitment and Job Satisfaction among Health Professionals of a Maternity Ward in Lubango, Angola</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Vueba">Maria Vueba</a>, <a href="https://publications.waset.org/abstracts/search?q=Tchilissila%20A.%20Simoes"> Tchilissila A. Simoes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Angola has a deficient health system characterized by reduced human and material resources. Nurses are the main actors combating different types of diseases simultaneously dealing with a lack of essentials tools and means. In this study, we aimed to assess the organizational commitment and job satisfaction of 51 health professionals from a maternity ward in Lubango, Angola. Participants completed the Organizational Commitment Questionnaire and the Job Satisfaction Scale and demonstrated a strong commitment towards the maternal facility, despite the majority of them were not satisfied with their work. Moreover, the gender and years of service seemed to not influence the level of commitment and satisfaction among the professionals. These results show the need for organizational restructuration (i.e., wages, career progression, supervision) to increase job satisfaction in this institution. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Africa" title="Africa">Africa</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20professionals" title=" health professionals"> health professionals</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=work%20satisfaction" title=" work satisfaction"> work satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/126809/organizational-commitment-and-job-satisfaction-among-health-professionals-of-a-maternity-ward-in-lubango-angola" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/126809.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">157</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">17415</span> An Empirical Examination on the Relationships between Organizational Justice, Affective Commitment and Absenteeism</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Emine%20%C3%96%C4%9F%C3%BCt">Emine Öğüt</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehtap%20%C3%96zt%C3%BCrk"> Mehtap Öztürk</a>, <a href="https://publications.waset.org/abstracts/search?q=Adem%20%C3%96%C4%9F%C3%BCt"> Adem Öğüt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Affective commitment is defined as a strong belief in and acceptance of the organization’s goals and values. Organizational justice is an antecedent of the organizational commitment and it has the potential to create powerful benefits for organizations and employees alike. When perceived unfairness among employees increases, affective commitment decreases and absenteeism increases accordingly. In this research, relationships between organizational justice perception, affective commitment and absenteeism is analysed. In this regard, a field study has been conducted over the physicians working in the hospitals of the Health Ministry and University Hospitals in the province of Konya. The partial least squares (PLS) method is used to analyse the survey data. The findings of the research shows that there is a positive statistically significant relationship between organizational justice perception and affective commitment while there is a negative statistically significant relationship between organizational justice and absenteeism. <p class="card-text"><strong>Keywords:</strong> <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=affective%20commitment" title=" affective commitment"> affective commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=absenteeism" title=" absenteeism"> absenteeism</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20management" title=" healthcare management"> healthcare management</a> </p> <a href="https://publications.waset.org/abstracts/29577/an-empirical-examination-on-the-relationships-between-organizational-justice-affective-commitment-and-absenteeism" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29577.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">484</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">17414</span> The Organizational Commitment of the Public Enterprises in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Routsukol%20Sunalai">Routsukol Sunalai</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to examine the impact of public enterprise reform policy on the attributes of organizational commitments in the public energy enterprises in Thailand. It compares three structural types of public energy enterprises: Totally state-owned public enterprises (type I), partially transformed public enterprises (type II), and totally transformed public enterprises (type III), based on the degree of state partially transformed public enterprises (type II), and totally transformed public enterprises (type III),based on the degree of reformed organizations, by analyzing the presence of the desirable attributes of organizational commitment as perceived by employees. Findings indicate that there are statistically significant differences in the level of some dimensions of organizational commitment (affective commitment and normative commitment) between the three types of public energy enterprises. The lack of a structural type difference holds for only continuance commitment. The results also indicate empirical evidence concerning the causal relationship between the antecedents and including organizational commitment also. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management%20control" title="management control">management control</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=public%20enterprises%20in%20Thailand" title=" public enterprises in Thailand"> public enterprises in Thailand</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20enterprise%20reform" title=" public enterprise reform"> public enterprise reform</a> </p> <a href="https://publications.waset.org/abstracts/44212/the-organizational-commitment-of-the-public-enterprises-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44212.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">17413</span> Emotional Intelligence and General Self-Efficacy as Predictors of Career Commitment of Secondary School Teachers in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Moyosola%20Jude%20Akomolafe">Moyosola Jude Akomolafe</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Career commitment among employees is crucial to the success of any organization. However, career commitment has been reported to be very low among teachers in the public secondary schools in Nigeria. This study, therefore, examined the contributions of emotional intelligence and general self-efficacy to career commitment of among secondary school teachers in Nigeria. Descriptive research design of correlational type was adopted for the study. It made use of stratified random sampling technique was used in selecting two hundred and fifty (250) secondary schools teachers for the study. Three standardized instruments namely: The Big Five Inventory (BFI), Emotional Intelligence Scale (EIS), General Self-Efficacy Scale (GSES) and Career Commitment Scale (CCS) were adopted for the study. Three hypotheses were tested at 0.05 level of significance. Data collected were analyzed through Multiple Regression Analysis to investigate the predicting capacity of emotional intelligence and general self-efficacy on career commitment of secondary school teachers. The results showed that the variables when taken as a whole significantly predicted career commitment among secondary school teachers. The relative contribution of each variable revealed that emotional intelligence and general self-efficacy significantly predicted career commitment among secondary school teachers in Nigeria. The researcher recommended that secondary school teachers should be exposed to emotional intelligence and self-efficacy training to enhance their career commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=career%20commitment" title="career commitment">career commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title=" emotional intelligence"> emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=general%20self-efficacy" title=" general self-efficacy"> general self-efficacy</a>, <a href="https://publications.waset.org/abstracts/search?q=secondary%20school%20teachers" title=" secondary school teachers "> secondary school teachers </a> </p> <a href="https://publications.waset.org/abstracts/47310/emotional-intelligence-and-general-self-efficacy-as-predictors-of-career-commitment-of-secondary-school-teachers-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47310.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">387</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">17412</span> Impact of Emotional Intelligence on Job Satisfaction and Organizational Commitment: A Study on Young Doctors of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aisha%20Khalid">Aisha Khalid</a>, <a href="https://publications.waset.org/abstracts/search?q=Talha%20Aftab"> Talha Aftab</a>, <a href="https://publications.waset.org/abstracts/search?q=Fareeha%20Zafar"> Fareeha Zafar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper investigates the impact of emotional intelligence on job satisfaction and organizational commitment at workplace in the doctors; age ranging from 25 to 32 years. Job satisfaction and organizational commitment have been considered as important issue in terms of high quality services and superior performance. This paper presents a field survey conducted in 9 different public sector hospitals which operate in Punjab, Pakistan. 250 questionnaires were distributed out of which 180 returned back were showing 72% response rate, confirming the significant positive relationship between emotional intelligence and job satisfaction and emotional intelligence and organizational commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</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=young%20doctors" title=" young doctors"> young doctors</a> </p> <a href="https://publications.waset.org/abstracts/5669/impact-of-emotional-intelligence-on-job-satisfaction-and-organizational-commitment-a-study-on-young-doctors-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5669.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">573</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">17411</span> Antecedents of Sport Commitment among Cricket Players: A Comparison Based on Demographic Factors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Navodita%20Mishra">Navodita Mishra</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20J.%20Kamalanabhan"> T. J. Kamalanabhan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The primary purpose of this study was to identify the antecedents of sport commitment among cricket players and to understand demographic variables that may impact these factors. Commitment towards one’s sport play a crucial role in determining discipline and efforts of the player. Moreover, demographic variables would seem to play an important role in determining which factors or predictors have the greatest impact on commitment level. This study hypothesized the effect of demographic factors on sport commitment among cricket players. It attempts to examine the extent to which demographic factors can differentially motivate players to exhibit commitment towards their respective sport. Questionnaire survey method was adopted using purposive sampling technique. Using Multiple Regression, ANOVA and t-test, the hypotheses were tested based on a sample of 350 players from Cricket Academy. Our main results from the multivariate analysis indicated that (1) enjoyment and leadership of coach and peer affect the level of commitment to a greater extent whereas (2) personal investment is a significant predictor of commitment among rural background players Moreover, level of sport commitment among players is positively related to household income, the rural background players participate in sports to a greater extent than the urban players, there is no evidence of regional differentials in commitment but age differences (i.e. U-19 vs. U-25) play an important role in the decision to continue the participation in sports. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=individual%20sport%20commitment" title="individual sport commitment">individual sport commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20factors" title=" social factors"> social factors</a>, <a href="https://publications.waset.org/abstracts/search?q=demographic%20factors" title=" demographic factors"> demographic factors</a>, <a href="https://publications.waset.org/abstracts/search?q=cricket" title=" cricket"> cricket</a> </p> <a href="https://publications.waset.org/abstracts/27870/antecedents-of-sport-commitment-among-cricket-players-a-comparison-based-on-demographic-factors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27870.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">537</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">17410</span> Transformational Leadership Style and Organizational Commitment: An Empirical Assessment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ugochukwu%20D.%20Abasilim">Ugochukwu D. Abasilim</a>, <a href="https://publications.waset.org/abstracts/search?q=Aize%20I.%20Obayan"> Aize I. Obayan</a>, <a href="https://publications.waset.org/abstracts/search?q=Adedayo%20J.%20Odukoya"> Adedayo J. Odukoya</a>, <a href="https://publications.waset.org/abstracts/search?q=Godwyns%20Agube"> Godwyns Agube</a>, <a href="https://publications.waset.org/abstracts/search?q=Power%20A.%20I.%20Wogu"> Power A. I. Wogu</a>, <a href="https://publications.waset.org/abstracts/search?q=Nchekwube%20Excellence-Oluye"> Nchekwube Excellence-Oluye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines the effect of transformational leadership style on organizational commitment among Private University employees in Nigeria. A quantitative methodology was adopted for this study. A structured Multi-factor Leadership Questionnaire (MLQ) developed by Bass and Avolio (1997) and Organizational Commitment Questionnaire (OCQ) developed by Meyer and Allen (1997) were the major instruments used for data collection. Simple linear regression was used for testing the hypothesis. The results indicated that there was no significant positive effect of transformational leadership style on organizational commitment among employees of the Nigerian private university studied. Though the respondents rated their leaders high on transformational leadership style, their organizational commitment rating was average for majority, which implies that employees’ level of commitment could be accounted for by transformational leadership style existing in the institution. This finding is antithetical to the common submission in literature that transformational leadership style has a significant effect on organizational commitment. It was therefore recommended that further studies may want to further explore the reasons for this variance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational" title=" organizational"> organizational</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/27821/transformational-leadership-style-and-organizational-commitment-an-empirical-assessment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27821.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">424</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">17409</span> Ethical Leadership Mediates Subordinates’ Likeness for Leader and Affective Commitment to Squads among Police Cadets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Odunayo%20O.%20Oluwafemi">Odunayo O. Oluwafemi</a>, <a href="https://publications.waset.org/abstracts/search?q=Valentine%20A.%20Mebu"> Valentine A. Mebu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is a blur as to whether subordinates’ sheer fondness for a leader or the ethical behaviours demonstrated by such a leader is what engenders subordinates’ affective commitment to the group. This study aimed to depict and clarify that perceived ethical leadership by subordinates outweighs their likeness for a leader in determining their level of affective commitment to the group using a sample of police cadets. Subordinate cadets were asked to rate the ethical leadership behaviours displayed by their cadet Leaders; their likeness for their leaders and also rate their own affective commitment to their squads (N = 252, Mean Age = 22.70, Age range = 17 to 29 years, SD = 2.264, 75% males). A mediation analysis was conducted to test hypotheses. Results showed that there was a significant indirect effect between likeness for leaders and affective commitment through ethical leadership behaviour (b = .734, 95% BCa CI [.413, 1.146], p = .000); and a nonsignificant direct effect between likeness for leader and subordinates’ affective commitment (b = .526, 95% BCa CI [-.106, 1.157], p = .10), this indicated a full mediation. The results strongly suggested that the positive relationship between subordinates’ likeness for their leaders and their affective commitment to the squad is produced by perceived leaders’ ethical behaviours. Therefore, leaders should exhibit and prioritize ethical behaviours over the need to be liked by their subordinates to guarantee their affective commitment to group goals and aspirations. <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=ethical%20leadership" title=" ethical leadership"> ethical leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20cadets" title=" leader cadets"> leader cadets</a>, <a href="https://publications.waset.org/abstracts/search?q=likeness%20for%20leader" title=" likeness for leader"> likeness for leader</a>, <a href="https://publications.waset.org/abstracts/search?q=subordinate%20cadets" title=" subordinate cadets"> subordinate cadets</a> </p> <a href="https://publications.waset.org/abstracts/121986/ethical-leadership-mediates-subordinates-likeness-for-leader-and-affective-commitment-to-squads-among-police-cadets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/121986.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">179</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">17408</span> The Effect of Organizational Commitment and Burn out on Organizational Cynicism: A Field Study in the Healthcare Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aykut%20Bed%C3%BCk">Aykut Bedük</a>, <a href="https://publications.waset.org/abstracts/search?q=Kemalettin%20Erye%C5%9Fil"> Kemalettin Eryeşil</a>, <a href="https://publications.waset.org/abstracts/search?q=Osman%20E%C5%9Fmen"> Osman Eşmen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to examine the relationship between organizational commitment which is defined as a strong belief in and acceptance of the organization’s goals and values, and burnout syndrome and organizational cynicism. Accordingly, a field research based on survey method was conducted on the employees of a health institution operating in the province of Konya. The findings of the research show that there is a positive statistically significant relationship between organizational cynicism and burnout while there is a negative statistically significant relationship between organizational commitment and burnout. Furthermore, it has been also realized that there is a negative and statistically significant relationship between organizational commitment and organizational cynicism. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</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%20cynicism" title=" organizational cynicism"> organizational cynicism</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20management" title=" healthcare management"> healthcare management</a> </p> <a href="https://publications.waset.org/abstracts/38078/the-effect-of-organizational-commitment-and-burn-out-on-organizational-cynicism-a-field-study-in-the-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38078.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">277</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">17407</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">17406</span> The Antecedents That Effect on Organizational Commitment of the Public Enterprises in Thailand</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> The purpose of this study is to examine the impact of public enterprise reform policy on the attributes of organizational commitments in the public energy enterprises in Thailand. It compares three structural types of public energy enterprises: totally state-owned public enterprises, partially transformed public enterprises and totally transformed public enterprises, based on the degree of state ownership and the level of management control that exist in the public reformed organizations, by analyzing the presence of the desirable attributes of organizational commitment as perceived by employees. Findings indicate that there are statistically significant differences in the level of some dimensions of organizational commitment between the three types of public energy enterprises. The results also indicate empirical evidence concerning the causal relationship between the antecedents and organizational commitment. Whereas change-related behaviors show a direct negative influence on organizational commitment, both HRM practices and work-related values indicate direct positive influences on them also. <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=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20enterprise%20reform%20organizations" title=" public enterprise reform organizations"> public enterprise reform organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20energy%20enterprises%20in%20Thailand" title=" public energy enterprises in Thailand"> public energy enterprises in Thailand</a> </p> <a href="https://publications.waset.org/abstracts/43990/the-antecedents-that-effect-on-organizational-commitment-of-the-public-enterprises-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43990.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">294</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">17405</span> Antecedents of Sport Commitment: A Comparison Based on Demographic Factors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Navodita%20Mishra">Navodita Mishra</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20J.%20Kamalanabhan"> T. J. Kamalanabhan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The primary purpose of this study was to identify the antecedents of sports commitment among cricket players and to understand demographic variables that may impact these factors. Commitment towards one’s sports plays a crucial role in determining discipline and efforts of the player. Moreover, demographic variables would seem to play an important role in determining which factors or predictors have the greatest impact on commitment level. Design /methodology/approach: This study hypothesized the effect of demographic factors on sports commitment among cricket players. It attempts to examine the extent to which demographic factors can differentially motivate players to exhibit commitment towards their respective sport. Questionnaire survey method was adopted using purposive sampling technique. Using Multiple Regression, ANOVA, and t-test, the hypotheses were tested based on a sample of 350 players from Cricket Academy. Findings: Our main results from the multivariate analysis indicated that enjoyment and leadership of coach and peer affect the level of commitment to a greater extent whereas personal investment is a significant predictor of commitment among rural background players Moreover, level of sport commitment among players is positively related to household income, the rural background players participate in sports to a greater extent than the urban players, there is no evidence of regional differentials in commitment but age differences (i.e. U-19 vs. U-25) play an important role in the decision to continue the participation in sports. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Individual%20Sports%20Commitment" title="Individual Sports Commitment">Individual Sports Commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=demographic%20indicators" title=" demographic indicators"> demographic indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=cricket" title=" cricket"> cricket</a>, <a href="https://publications.waset.org/abstracts/search?q=player%20motivation" title=" player motivation "> player motivation </a> </p> <a href="https://publications.waset.org/abstracts/26035/antecedents-of-sport-commitment-a-comparison-based-on-demographic-factors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26035.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">481</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">17404</span> Engaging Employees in Innovation - A Quantitative Study on The Role of Affective Commitment to Change Among Norwegian Employees in Higher Education.</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Barbara%20Rebecca%20Mutonyi">Barbara Rebecca Mutonyi</a>, <a href="https://publications.waset.org/abstracts/search?q=Chukwuemeka%20Echebiri"> Chukwuemeka Echebiri</a>, <a href="https://publications.waset.org/abstracts/search?q=Terje%20Sl%C3%A5tten"> Terje Slåtten</a>, <a href="https://publications.waset.org/abstracts/search?q=Gudbrand%20Lien"> Gudbrand Lien</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The concept of affective commitment to change has been scarcely explored among employees in the higher education literature. The present study addresses this knowledge gap in the literature by examining how various psychological factors, such as psychological empowerment (PsyEmp), and psychological capital (PsyCap), promotes affective commitment to change. As affective commitment to change has been identified by previous studies as an important aspect to implementation behavior, the study examines the correlation of affective commitment to change on employee innovative behavior (EIB) in higher education. The study proposes mediation relationship between PsyEmp, PsyCap, and affective commitment to change. 250 employees in higher education in Norway were sampled for this study. The study employed online survey for data collection, utilizing Stata software to perform Partial least square equation modeling to test the proposed hypotheses of the study. Through bootstrapping, the study was able to test for mediating effects. Findings of the study shows a strong direct relationship between the leadership factor PsyEmp on the individual factor PsyCap ( = 0.453). In addition, the findings of the study reveal that both PsyEmp and PsyCap are related to affective commitment to change ( = 0.28 and  = 0.249, respectively). In total, PsyEmp and PsyCap explains about 10% of the variance in the concept of affective commitment to change. Further, the direct effect of effective commitment to change and EIB is also supported ( = 0.183). The three factors, PsyEmp, PsyCap, and affective commitment to change, explains nearly 40% (R2 = 0.39) of the variance found in EIB. The relationship between PsyEmp, PsyCap, and affective commitment to change are mediated through the individual factor PsyCap. In order to effectively promote affective commitment to change among higher education employees, higher education managers should focus on both the leadership factor, PsyEmp, as well as the individual factor, PsyCap, of their employees. In this regard, higher education managers should strengthen employees EIB through providing autonomy, creating a safe environment that encourages innovation thinking and action, and providing employees in higher education opportunities to be involved in changes occurring at work. This contributes to strengthening employees´ affective commitment to change, that further improves their EIB in their work roles as higher education employees. As such, the results of this study implicate the ambidextrous nature of the concepts of affective commitment to change and EIB that should be considered in future studies of innovation in higher education research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment%20to%20change" title="affective commitment to change">affective commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital" title=" psychological capital"> psychological capital</a>, <a href="https://publications.waset.org/abstracts/search?q=innovative%20behavior" title=" innovative behavior"> innovative behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20empowerment" title=" psychological empowerment"> psychological empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a> </p> <a href="https://publications.waset.org/abstracts/153999/engaging-employees-in-innovation-a-quantitative-study-on-the-role-of-affective-commitment-to-change-among-norwegian-employees-in-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/153999.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">116</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">17403</span> Internet Pornography Consumption and Relationship Commitment of Filipino Married Individuals</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Racidon%20P.%20Bernarte">Racidon P. Bernarte</a>, <a href="https://publications.waset.org/abstracts/search?q=Vincent%20Jude%20G.%20Estella"> Vincent Jude G. Estella</a>, <a href="https://publications.waset.org/abstracts/search?q=Dominador%20Jr.%20M.%20Nucon"> Dominador Jr. M. Nucon</a>, <a href="https://publications.waset.org/abstracts/search?q=Jin%20Danniel%20O.%20Villatema"> Jin Danniel O. Villatema</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: Internet pornography has many negative effects, but one of the disturbing phases of pornography usage is; users are insentient on how pornography influences and affects them. The acceptance of Internet pornography use in a relationship has been found to be higher among men than among women. The use of pornography directly correlates to a decrease in sexual intimacy. Hence, this might lead to the weakening of the relationship of the married individuals to their partner. To find out the relevance of the claim, the researchers aimed to explore the relationship of Internet pornography consumption to the relationship commitment of married individuals in the Philippines. Different factors such as level of satisfaction, the size of the investment, quality of alternatives, relationship stability, and viewing habits of the Filipino married individuals were also considered in determining the relationship of watching pornography online and the relationship commitment of the Filipino married individuals. Design/ Methodology/ Approach –The study used the quantitative research approach, specifically descriptive method and correlation in order to further analyze the gathered data. A self-administered survey was distributed to 400 selected Filipino married individuals who were married individuals that are watching pornography on the Internet who are living in Quezon City. Findings –It is revealed that Internet pornography consumption has a negative effect on the relationship commitment of married individuals. Furthermore, watching pornography online weakened the relationship commitment of the Filipino married individuals that leads to an unstable relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internet%20pornography%20consumption" title="internet pornography consumption">internet pornography consumption</a>, <a href="https://publications.waset.org/abstracts/search?q=relationship%20commitment" title=" relationship commitment"> relationship commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=married%20individuals" title=" married individuals"> married individuals</a>, <a href="https://publications.waset.org/abstracts/search?q=polytechnic%20university%20of%20the%20Philippines" title=" polytechnic university of the Philippines"> polytechnic university of the Philippines</a> </p> <a href="https://publications.waset.org/abstracts/46774/internet-pornography-consumption-and-relationship-commitment-of-filipino-married-individuals" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46774.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">418</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">17402</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">17401</span> An Integrative Model of Job Characteristics Key Attitudes and Intention to Leave Among Faculty in Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bhavna%20Malik">Bhavna Malik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study is build on a theoretical framework that links characteristics of job, key attitudes and intention to leave, why faculty may be disengaging from institutional service. The literature indicates that job characteristics, key attitudes and intention to leave are very important for effective organizational functioning. In general, the literature showed that some job characteristics might be the antecedents of job satisfaction and the aggregate variable job scope was positively associated with organizational commitment, and these key attitudes predicted intention to leave negatively. The present study attempted to propose a new integrative model of the relationships among job characteristics, key attitudes, and intention to leave. The main purpose of the present study is to examine the effects of job characteristics on intention to leave. While examining the role of job characteristics, the mediating roles of key attitudes were taken into account in order to better understand how job characteristics affect the exhibition of intention to leave. The secondary purpose is to investigate the effects of job characteristics on key attitudes, and the effects of key attitudes on intention to leave. Job characteristics of remuneration, resource for professional activities, career opportunities were positively associated with the work attitude of job satisfaction. The aggregate job scope was positively associated with the work attitude of organizational commitment although no single job characteristic was significantly associated with organizational commitment. Commitment, however, did not significantly affect time spent on institutional service. Two job characteristics—time spent on research and time spent on teaching—were negatively associated with this behavior. In general, the literature showed that some job characteristics might be the antecedents of job satisfaction and the aggregate variable job scope was positively associated with organizational commitment, and these key attiudes predicted intention to leave negatively. In turn, job satisfaction and organizational commitment were negatively associated with the intention to leave. In addition to these, organizational commitment was negatively associated with the intention to leave. However, no significant direct association was found between job characteristics and intention to leave. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Job%20Characteristics%20Model" title="Job Characteristics Model">Job Characteristics Model</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=intention%20to%20leave" title=" intention to leave"> intention to leave</a> </p> <a href="https://publications.waset.org/abstracts/23438/an-integrative-model-of-job-characteristics-key-attitudes-and-intention-to-leave-among-faculty-in-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23438.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">491</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">17400</span> Commitment Based Revenue Sharing Contract </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Shafiq">Muhammad Shafiq</a>, <a href="https://publications.waset.org/abstracts/search?q=Huynh%20Trung%20Luong"> Huynh Trung Luong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we proposed a commitment based revenue sharing contract for a supply chain comprising one manufacturer and one retailer facing highly uncertain demand of a short life span fashionable product. In our model, the retailer reserves a commitment level with the manufacturer prior to the selling season. In response, the manufacturer allocates and produces a specific quantity which is the maximum available quantity for the retailer. The retailer is motivated to commit more by offering higher revenue sharing percentage for reserved capacity than non-reserved capacity. Due to asymmetric information, it is found that the manufacturer can optimize quantity allocation decision while the commitment level decision of the retailer may not be optimal. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20coordination" title="supply chain coordination">supply chain coordination</a>, <a href="https://publications.waset.org/abstracts/search?q=revenue%20sharing%20contract" title=" revenue sharing contract"> revenue sharing contract</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment%20based%20revenue%20sharing" title=" commitment based revenue sharing"> commitment based revenue sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=quantity%20allocation" title=" quantity allocation"> quantity allocation</a> </p> <a href="https://publications.waset.org/abstracts/26711/commitment-based-revenue-sharing-contract" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26711.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">487</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=early%20order%20commitment&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=6">6</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=7">7</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=8">8</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=9">9</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%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=early%20order%20commitment&page=580">580</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%20commitment&page=581">581</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=early%20order%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>