Inter-Relationships Between Organizational Commitment and Job Characteristics, Job Satisfaction, Professional Behavior, and Organizational Climate

Abstract

Commitment to the organization is an important behavioral dimension which can be utilized to evaluate employees' strength of attachment. Keeping employees highly committed is important, especially in not-forprofit firms whose salary scales may not be as competitive as industrial firms. Management is concerned with identifying those variables that are related to organizational commitment in order that they may design organizational strategies to maximize commitment levels. Results in a healthcare institution indicate that role conflict and role ambiguity are detrimental to commitment, while a participative climate, power, teamwork, reading professional journals, satisfaction with work and promotion opportunities, age, GS level, tenure, and length of professional employment are positively related to organizational commitment.

Visionary Leadership and Organizational Commitment: The Mediating Effect of Leader Member Exchange (LMX)

“…Mowday, et al (1979) defined OC as (1) a strong beliefs in and acceptance of organizational goals and values, (2) a willingness to exert considerable efforts on behalf of the organization and (3) a strong desire to remain as a member of the organization. Researchers over the past years have found that OC is positively associated with participation, power, teamwork and professionalism (Welsch & Lan Van, 1981).…”

Concept Redundancy in Organizational Research: The Case of Work Commitment

“…Studies designed to ascertain the antecedents of organizational commitment indicate that this form of commitment is a function of personal characteristics (e.g., age, tenure, education, and need for achievement; Steers, 1977, andWelsh &LaVan, 1981) and situational factors related to the job setting (e.g., climate, role conflict, role ambiguity, job and organizational characteristics; Sherman, 1981, andSteers, 1977). The more salient personal factors are those that reflect employees' personal investments in the firm (e.g., preemployment sacrifices to join the organization, pension plans, status and salary levels attributable to seniority).…”

Managerial work characteristics and organizational commitment after offshoring:

“…Their finding that global virtual work is beneficial for job complexity and through this job satisfaction indicates that working internationally may also have a positive association with organizational commitment, given that organizational commitment has been linked with job complexity (e.g. Pentareddy, & Suganthi, 2015) as well as job satisfaction (Welsch, & LaVan, 1981). We thus assume that working internationally is part of job enrichment and has a positive effect on affective commitment to the organization.…”