The Effect of Organizational Culture, Leader Behaviors, Job Satisfaction, and Justice On Organizational Commitment

Suhardi, Muhamad; Huda, Syafa’at Ariful; Mulyadi, Didi; Nazopah, Nada

doi:10.35877/454ri.asci2147

Cited by 5 publications

(4 citation statements)

References 8 publications

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“…Teachers with high continuance organizational commitment will remain with the organization because they feel it is worth their while (Jang & Kandampully, 2018 ). In this study, teachers’ perceptions of students’ gratitude are viewed as a type of leverage and a motivator for remaining in their roles and in their organizations, and it is affected by several variables, such as salary (Suhardi et al, 2020 ), attitudes of supervisors and principals (Collie et al, 2020 ), and organizational climate (Rivai et al, 2019 ).…”

Section: Teachers’ Work Attitudesmentioning

confidence: 99%

Optimal educational climate among students at risk: the role of teachers’ work attitudes

2021

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One of the most significant phenomena among students at risk is low resilience. However, very little is known about teacher-related factors that affect students’ resilience. Therefore, the main aim of this study was to shed light on the relationships between teacher-level (affective and continuance organizational commitment, professional commitment, burnout, and job characteristics) and student-level variables (optimal educational climate, OEC: the needs of belonging, respect from others, autonomy, self-efficacy, and self-fulfillment), as OEC is viewed as a main source of students’ psychological resilience. A sample of 243 teachers and 1777 10th-grade students from 44 nationwide secondary schools in Israel participated in this study. The study included the entire population of this selected cohort. Using hierarchical linear model (HLM) coefficient models, we found two major factors that significantly predicted students’ OEC: teachers’ affective organizational commitment and teachers’ job characteristics. These findings indicate that schools may serve as a protective factor for students at risk, since schools can strengthen teachers’ affective abilities in order to ensure their students’ psychological resilience. These findings are especially important when working with students at risk, who tend to be exposed to a wider range of stress factors, both individually and academically. The importance of these relationships becomes even greater considering the effects of the COVID-19 epidemic, which has had a significant global impact on many aspects, including students’ relationships with schools and teachers.

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Section: Teachers’ Work Attitudesmentioning

confidence: 99%

Optimal educational climate among students at risk: the role of teachers’ work attitudes

2021

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“…Based on our results, both organizational culture and organizational value could improve DCs’ performance. Organizational culture is "a system of shared meanings held by members who distinguish the organization from other organizations" [ 21 ]. These results support the hypothesis that organizational culture is linked to performance.…”

Section: Discussionmentioning

confidence: 99%

Medical school department chair performance improvement: A qualitative study

Mahboubi,

Ahmady,

Mirzazadeh

et al. 2024

PLoS ONE

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Introduction In medical education, department chairs should play a significant role. The present qualitative study was conducted to identify factors that influence the performance improvement of department chairs at medical schools in Iran. Methods The study was conducted in Iran in 2022 and used a thematic analysis method. Using a purposeful sampling method, 20 participants were invited to participate, including medical school deans and department chairs. Focus group discussion (FGD) was used for qualitative data gathering. Braun and Clarke’s thematic analysis was used to analyze data. Results There were 18 males and 2 females among the participants. The mean age of the participants was 45±4 years. Five overarching themes were formulated: human resource management, organizational behavior management, performance support system, leadership, and financial resources. Also, nine subthemes emerged, including performance evaluation, job and work design, educational and non-educational support, motivational efforts, organization culture, organizational knowledge management, planning for change, and financing. Conclusions In this study, we found factors influencing DC performance improvement. Department chairs’ effective performance may have a positive impact on department operations, processes, or outcomes.

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“…Varieties of studies have found job satisfaction as a mediator between different managerial level predictors and employee behaviors. For example, Suhardi, Huda, Mulyadi, and Nazopah (2020) found that job satisfaction works as a restricted mediator in the bond between work-life balance and commitment with the organization. This recent study further offers a significant implication for higher academic bodies to deliberate the work-life balance between academicians to advance their contentment with job and trust and dedication with the organization.…”

Section: Job Satisfaction As a Mediatormentioning

confidence: 99%

Perceived Social Support: A Key to Enhance Job Satisfaction at a Crucial Time of Structural Change

Syed

Channa

Khoso

2020

JBSEE

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Purpose: It is evident employee react negatively and have experienced psychosomatic effects like depression, anxiety, insecurity and fear as a reaction of merger and acquisition, which reflect negative effect on employee performance, high turnover intention or absenteeism as employee reaction to change. The present study intent to understand the impact valuable perceived social support in enhancing employee job satisfaction and to persuade them not to switch the organization specifically due to structural change i.e. M&A. Design / methodology: The study is cross sectional, data collected convenience non-random sampling technique from MCB Bank employee experiencing structural change (MCB-NIB) merger. Total of 350 responses using Smart PLS were analyzed. Findings: It was found that perceived social support positively associated to job satisfaction. Job satisfaction negatively related to turnover intention and mediated the link between perceived social support and turnover intention. Research limitations: This study finding carries certain limitations like the data acquired gathered from one region which may indicate unfairness. It is cross sectional study so causal links cannot be established future research particular to longitudinal studies. This study only involved employees of banking sector from one province of Pakistan, still issue of generalizability cannot be ruled out. Practical implications: The study possess a number of practical implications as an outcome of present study stresses that executive need to provide in order to implement change. As Merger practice modifies the current organizational culture, working environments, and operations, employee feel negative and show fear of downsizing or restructuring. Thus managers and policy makers need to establish mechanism where employee may get enough support. Originality / value: The present study is distinctive in a way it has covered that employee developing their confidence, morale, acceptance and perception level, regarding change experience such as satisfaction with the job as an important mediating mechanism, which deal and overcome emotional response of an individual who intent from company at the time of change.

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The Effect of Organizational Culture, Leader Behaviors, Job Satisfaction, and Justice On Organizational Commitment

Cited by 5 publications

References 8 publications

Optimal educational climate among students at risk: the role of teachers’ work attitudes

Optimal educational climate among students at risk: the role of teachers’ work attitudes

Medical school department chair performance improvement: A qualitative study

Perceived Social Support: A Key to Enhance Job Satisfaction at a Crucial Time of Structural Change

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