Affective Organizational Commitment and Job Satisfaction: A Cross‐national Comparative Study

Abstract

Public managers across countries are faced with challenges of attracting and retaining high‐quality employees in the context of widespread financial constraints and increasing inter‐sectoral competition. These changing circumstances have reinforced the need to enhance public employees' affective organizational commitment, which is related to important outcomes such as employees' performance and retention. However, we know little about the factors that can positively influence affective organizational commitment in a cross‐national context. This study applies a cross‐national comparative approach using data from four US states (Oregon, Florida, Washington, and Utah) and India to examine the factors influencing affective organizational commitment. We focus mainly on the effects of job satisfaction, which is considered to be the most important antecedent of affective organizational commitment. Our findings indicate that, in both countries' contexts, job satisfaction has a significant positive impact on affective organizational commitment. We also examine the US–India differences in the levels of affective organizational commitment. Findings indicate that, compared to the four US states of Oregon, Florida, Washington, and Utah, affective organizational commitment is significantly higher among Indian public managers.

The affective commitment of academics in a university in Botswana

“…Author(s) agree that this article remain permanently open access under the terms of the Creative Commons Attribution License 4.0 International License managers of public institutions across countries are addressing challenges of attraction and retention of highquality employees as well as their morale, motivation and performance (Chordiya et al, 2017).…”

Impact of Management Practices on Job Satisfaction

“…In fact, the relationship between job satisfaction and productivity has been repeatedly highlighted (Böckerman & Ilmakunnas, 2012). A review of the literature shows that job satisfaction is also related to organizational commitment (Chordiya, Sabharwal, & Doug, 2017), organizational performance (Borgogni, Latham, & Gary, 2017), intentions to remain in the company (Zhang, Xiong, Jiang, & Qiu, 2016), and trust in the supervisor (Gockel, Robertson, & Brauner, 2013), although their relationship with HRMPs remains underexploited.…”

Person-Organization Commitment: Bonds of Internal Consumer in the Context of Non-profit Organizations

“…It is found to be strongly related to important organizational outcomes such as attendance, turnover, performance, and organizational citizenship behavior, as well as individual outcomes such as stress and work family conflict (Meyer et al, 2002; Stazyk et al, 2011; Chordiya et al, 2017). …”

“…Continuance and normative dimensions of commitment have been critiqued for their inconsistencies with affective commitment (Chordiya et al, 2017). Normative commitment is usually strongly linked to affective commitment (Guerrero and Herrbach, 2009) and is linked to individuals' sense of obligation to stay in the organization (Wang et al, 2017).…”