The Impact of Organizational Commitment

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H1: The "intention to turnover" is negatively related with "job satisfaction". H2: The "intention to turnover" is negatively related with "organizational commitment". H3: The "job performance" is positively related with "job satisfaction". H4: The "job performance"is positively related with "organizational commitment".

According to the analysis done since today, we can say that the relaton between intention to turnover and job satisfaction is negatively correlated. Also intention to turnover and organizational commitment is negatively related. But the intention to turnover is highly related with the organizational commitment if we compare it with job satisfaction. This result can be seen in the studies of Steers (1997), Mowdat, Steers, Porter (1979), Lum and her colleagues study of 1998 and Cici's study (1997). While job satisfaction is weakly and organizational commitment is moderately related with job performance , both job satisfaction and organizational commitment are positively related with job performance. According to Greene (1972) many researchers have found out the relationship between job satisfaction and job performance low or unrelated, on the other hand it has been stated by Angle and Perry (1981), that there is a positive and significant relationship between organizational commitment and job performance. When the value of these two correlations are compared it is seen that organizational commitment is a better predictor of job performance rather than job satisfaction. As a result, organizational commitment and job performance are inversely related with turnover. The relation that exists between them is a positive one and it goes as follows: As organizational commitment increases, job turnover decreases which means that the average time span that an employee stays on the job increases. Hence, the employees become accustomed to the organizational culture, customers, suppliers and, in general, the way the employing organization does business. This process results in a higher job performance achieved by those who have been working for the organization for long. Thus, although indirect, organizational commitment and job performance are positively correlated (Cici, 1997).

The correlation between organizational commitment and turnover is generally accepted to be stronger than the one between job satisfaction and turnover is, which makes it a better predictor of turnover (Lum et. al., 1998; Luthans, 1992). Since organizational commitment and turnover are negatively correlated, stronger commitment means that the organization may enjoy a stable work force. Northcraft and Neale (1990) state that there is a positive relation between organizational commitment and job tenure. They claim that employees who are committed to their organizations are more likely to remain with the organization for a longer period of time. Moreover, it is positively correlated with job performance; that is highly committed employees are found to be better performers (Mowday, Porter and Dubin, 1974; Mowday, Porter and Steers, 1982; Northcraft and Neale, 1990). Besides, since organizational commitment means identification, involvement and internalization of organizational values, highly committed employees accept demands of the organization more is also suggested that committed employees tend to be more goal-directed and waste less time while at work, which means that, they are more productive (Hellrieger et. al., 1995). Anderson (1984) has supported this suggestion and he stated that committed people finish their work on time and use the best of their abilities to perform the best. He added that these employees make a contribution to solve problems at the job. McNeese-Smith (1999) posits that managerial motivation for achievement, which aims and generally results in performance, is positively correlated with organizational commitment. Committed employees are less likely to leave the...
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