The Effects of Job Autonomy, Organizational Learning, and Work Environment on Organizational Commitment of Public Sector Employees in the Ashanti Region of Ghana

Abstract

Many employers and researchers across the globe have, over the years, adopted different approaches that can ensure employees' commitment to an organization. In this study, we seek to find a linkage between Job Autonomy, Organizational Learning, and Work Environment towards Organizational Commitment of public sector employees in Ghana. Data were obtained from three hundred and thirty (330) employees of five (5) Metropolitan, Municipal and Districts Assemblies (MMDAs) in the Ashanti Region of Ghana through the use of simple random probability sampling. However, three hundred and fifteen (315) accurate responses were used in the analysis due to incomplete and missing figures. Data were analyzed using partial least squared based on Structural Equation Modeling (SEM). The findings revealed that organizational learning has the greatest outcome on organizational commitment and was statistically significant at p< 0.05. This finding provides useful suggestions for institutions, employers, and policymakers to promote organizational learning among employees through in-service trainings, knowledge distribution, and group behavior. The result can serve as a practical tool to boost organizational commitment towards achieving organizational goals.

Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture

“…Table 3 showcases the various constructs' collinearity values, evaluated by a variance inflation factor (VIF) to assess collinearity issues. Evaluations revealed no collinearity problems in the model (Ahakwa et al, 2021), as VIF values for all constructs were below the threshold of 5 (Kim, 2019). The degree to which measures are not a duplication of other variables constitutes discriminant validity.…”

Green Human Resource Management Practices and Environmental Performance in Ghana: The Role of Green Innovation

“…Kim (2019) proposed that if the VIF values are more than 5, there is a collinearity problem with the model, whereas VIF values less than five mean there is no collinearity problem with the model. From Table 3, it is evidenced that all the values of the VIF assessment are lesser than the threshold value signifying that the model has no collinearity problems, supporting those of Ahakwa et al (2021a) and Odai et al (2021). Also, the occurrence of a VIF greater than 3.3 is proposed as an indication of pathological collinearity and indicates that the model may be contaminated by CMB.…”

The Influence of Employee Engagement, Work Environment and Job Satisfaction on Organizational Commitment and Performance of Employees: A Sampling Weights in PLS path Modelling

“…It is undoubtedly very required for all establishments to cultivate OC since personnel is the key foundation of sustained achievement and efficiency. "OC is described as an emotional attitude that binds personnel to an establishment in a way that decreases turnover intention" (Ahakwa, Yang, Agba Tackie, et al, 2021). Lee, Ashford, Walsh, and Mowday (1992) proposed the most generally accepted definition for OC as "the level to which a person's participation in his organization."…”

“…The authors added that loyalty is demonstrated by an employee's ability to labor successfully in an establishment and the desire to sustain the relationship devoid of attempting to turn to another (Lee et al, 1992). Organizations with greatly committed personnel, since it's widely agreed that OC might lead to countless organizational results; reduced turnover, greater motivation level, enriched citizenship conduct, and continuous organizational support (Ahakwa, Yang, Agba Tackie, et al, 2021). "The commitment of workers is a sign of greater devotion and improved efficiency" (Porter, Steers, Mowday, & Boulian, 1974).…”

“…Ahakwa, Yang, Agba Tackie, et al (2021) indicated that "the WE involves elements such as participation; group cohesion; provision for supervisors; role direction; self-sufficiency; clarity; creativity, physical well-being, and management power." Also, Ahakwa, Yang, Agba Tackie, et al (2021) defined a range of dimensions for assessing the WE, including: "job challenge, job autonomy, leader concern, and support, leader work facilitation, working group cooperation, workgroup spirit, position uncertainty, fairness and reward system equity. Therefore, the WE may be evaluated in terms of any factor that influences the actions of an employee in his or her organization.…”