Relation Between Employee Commitment and Job Performance

Topics: Research, Data collection, Employment Pages: 10 (2680 words) Published: May 6, 2013
1.1 Introduction3
1.2 Background of the Study4
1.3 Problem Statement5
1.4 Purpose of Study5
1.5 Scope of Study/Limitation of Study6
1.6 Significance of Study6
1.7 Conclusion6
2.1 Introduction7
2.2 Conceptual Definition7
2.2.1 Positive Work Relationship8
2.2.2 Reward Practice and Recognition8
2.2.3 Fairness of Performance Appraisal9
2.2.4 Job Performance9
2.3 Previous Research10
2.4 Related Theories10
2.5 Conceptual Framework10
2.6 Conclusion11
3.1 Introduction12
3.2 Research Design12
3.3 Data Collection Method13
3.4 Research Sampling14
3.5 Research Instrument14
3.6 Data Analysis Method15
3.7 Conclusion15



1.1 Introduction

The organizational commitment is defined as the relative strength of an individual’s identification with and involvement in a particular organization (Mowday et al, 1979). Employees who have strong organizational commitments are characterized as having strong belief in the values and goals of the organization, willing to step up efforts in the interests of the organization and have a strong desire to remain in the organization. Organizations constantly seek ways to increase employee productivity and enhance job performance. Facilitating employee feelings of vitality, defined as the subjective feeling of being alive and alert (Ryan and Frederick, 1997), may be critical to achieving these ends, because employees who are vital feel alive and mentally and physically vigorous (Ryan and Bernstein, 2004). Therefore, it is the intention of this study to empirically investigate the relationship between employees commitment and their job performance in an organization. There are seven sections in this chapter one. First section is generally the introduction of this study. The second section describe about the background of the study while the third section is the problem statement. The fourth section is to know the purpose of this study is being done. While in the fourth section, it contains the scope of the study. There is also limitation of the study in the fifth section and continued with significance of the study in the sixth section. The last section is the conclusion in this chapter.

1.2 Background of the Study

National Defence University of Malaysia (NDUM) begins with the establishment of the Malaysian Armed Forces Academy (ATMA) on June 1, 1995 as the organization responsible for carrying out the program of study at Bachelor level and military training to the Officer Cadet Malaysian Armed Forces (ATM). ATMA role later expanded to make it a NDUM gazetted on 10 November 2006. Although NDUM start the first batch students in session 2007/2008, in fact it has had a good experience program at Bachelor level for 11 years from 1995 to 2006 through a joint program between the Defence Ministry and Universiti Teknologi Malaysia in which a total of over 1017 graduates have been issued in three areas include Engineering, Science and Management. Beside professional qualification, all graduates were commissioned as officers and their ATMs are serving in various units in the Army, Royal Malaysian Navy and Royal Malaysian Air Force. NDUM was established by the Government of Malaysia on June 21, 2006 for the manufacture of military and civilian graduates for the needs of national defense. NDUM corporate order was issued on 6 November 2006 to start the academic session 2007/2008. For the new student intake 2007/2008 session 550 students reporting to Defense Foundation Programme students comprising 121 public and 350 military students. Meanwhile, for a total of 130 undergraduate programs and 297 undergraduate students of Foundation Public Defender will follow undergraduate programs in Engineering, Science and Technology and Management and Defence Studies. To start a study session on 2007/2008...

References: Latar Belakang UPNM. (2013). Retrieved from
Mujtaba, B. G. (2010). An Equitable Total Rewards Approach to Pay for Performance Management, 11(4), 111–122.
Rothmann, S., & Coetzer, E. P. (2003). THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE, 29(1), 68–74.
Saunderson, R. (2011). Do they really produce big results ? Executive Excellence Publishing. Retrieved from
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