Contribution Indicators of Work Stress and Employee Organizational Commitments Case Study

Abstract

This study aims to determine the contribution of work stress indicators as exogenous variables and organizational commitment as endogenous variables consisting of subvariable affective, continuance, and normative commitments. The sample of respondents in the study were 150 people with analysis using the assistance of the lisrel 8.80 program. Based on the research it was found that exogenous variables affect endogenous variables. In addition, it was also found that leadership and open information indicators in companies were ranked first and second in contributing to work stress. In affective commitment are indicators of level of income and job satisfaction. In continuity of commitment is an indicator of work passion and hope for improvement in life. In normative commitment are indicators of the implementation of the reward system and work time. Based on this, it is recommended that companies need to implement appropriate and effective strategies to overcome employee stress problems by developing leadership patterns that are more democratic, transparent, egalitarian; involves employee participation in decision making; career certainty; consistently applying the reward system; and others. This will be an entry point for creating enthusiasm, job satisfaction, loyalty, and employee performance that will increase the company’s productivity and progress.

Effect of job design and organizational commitment to employee retention in a lighting company

“…Various studies have also shown that employee dissatisfaction with their work often leads to work stress attitudes, leading to a low level of employee commitment to work organizations. The latter situation not only leads to low work productivity, but also low loyalty, and a strong desire to resign from work (Aghdasi et al, 2011;George, 2013;Velnampy & Aravinthan, 2013;Sariwulan et al, 2019).…”

The Relationship Between Ethical Leadership and Employee Job Satisfaction: The Mediating Role of Media Richness and Perceived Organizational Transparency

“…Hence, the organizations need to take care of data transparency for gaining optimum individual results (i.e., work satisfaction) ( Ridwan et al, 2018 ). Moreover, the study shows that the organizations’ communication guides the individual’s work outcomes (e.g., reduced stress and problems), thus making this an entry point for the leaders to boost employee enthusiasm and job satisfaction ( Sariwulan et al, 2019 ). Hence, based on the reviews of previous scholars, we have developed the following hypothesis:…”

From Stationary to Remote: Employee Risks at Pandemic Migration of Workplaces

“…Sets of work attributes (characteristics) were developed, which led to the creation of the Job Characteristic Model and the Job Characteristic Theory (JCM and JCT) through gradual specification, supplementation and correction of the initial principles of Herzberg, Turner and Lawrence. Such a model and theory survived as the fundamental form of work design until the early 21st century despite the evolution of work, changed conditions and competitive research concepts [30][31][32]. The five main attributes known as task characteristics were expanded over other characteristics with a direct or indirect impact on work.…”