The effects of organizational and job characteristics on employees’ organizational commitment in arts-and-culture organizations

Abstract

Purpose The purpose of this paper is to investigate the nature of organizational commitment among employees of Palestinian arts-and-culture organizations and to examine the combined effect and role of organizational and job characteristics in shaping employees’ commitment. Design/methodology/approach An on-site employee survey was conducted in 20 distinct local not-for-profit arts-and-culture organizations, where the respondent sampling frame constituted of 190 individuals with a response rate of 48 per cent. Confirmatory factor analysis was used in this study to confirm the original scale structure for study constructs and evaluate their distinctiveness in the Palestinian context. Findings Results from structural equation modeling analysis revealed a reasonable rather than a good fit of the model to the data. The current study recognized organizational and job characteristics as critical determinants of employees’ commitment, particularly its affective component; which was also found to be the most accurate description of organizational commitment in arts-and-culture organizations. Research limitations/implications Consistent with the social exchange theory, an emphasis should be placed on employees’ perception of organizational and job characteristics. This study advocates for combining organizational characteristics with job characteristics in light of their significant association with commitment in the context of motivational theories. Practical implications This study empirically demonstrates the positive effects of organizational and job characteristics on employees’ evaluation of their organization. Managers of arts-and-culture organizations should maintain a proper alignment of organizational values with those of the employees and create a working environment that meets employees’ psychological and career needs. Originality/value This study makes a valuable contribution to the existing body of research and adds to a very limited number of studies investigating organizational commitment in arts-and-culture organizations, validating the structure of commitment and its antecedents in a non-Western context and showing the multi-dimensionality of the concept.

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“…Employees with high levels of affective commitment have a higher possibility of remaining in the organization due to their less intention to quit (Meyer and Allen, 1991). Furthermore, being the most notable factor of other behaviors (Lavelle et al, 2007), affective commitment provides a highly accurate explanation of organizational commitment (Sabella et al, 2016). More specifically, an affective commitment was found to positively influence job-related behaviors and attitudes, such as job satisfaction (Marcovitz et al, 2007) and organizational citizenship behavior (Liu, 2009).…”

Exploring the effect of employability and job characteristics on contextual performance: Mediating by organizational commitment

“…If the principal feels that what he has done has benefited others, himself or his family, it will further encourage his enthusiasm to complete each of his work and will lead to a stronger commitment in carrying out each task. The results of previous studies conducted by Chang and Lee (2006), Ali (2015), Obi-Nwosu, Chiamaka and Tochukwu (2013), Sabella, El-Far and Eid (2016) also showed that job characteristics influence organizational commitment. Thus, these findings are consistent, support and confirm the results of previous studies that job characteristics has a positive and significant direct effect on organizational commitment with the setting of the principals of Private Vocational High Schools in DKI Jakarta Province, Indonesia.…”

“…Organizational commitment is also influenced by job characteristics. Several studies conducted by Chang and Lee (2006), Ali (2015), Obi-Nwosu, Chiamaka and Tochukwu (2013), and Sabella, El-Far and Eid (2016) have shown that job characteristics influences organizational commitment. Thus, it can be hypothesized: H5: Job characteristics has a direct effect on organizational commitment.…”

Linking Leadership Styles and Affective Commitment to Turnover Intention: A Conceptual Study

“…And the third factor is talking about the commitment of an individual to stay in an organization even extra effort is required. Several studies have also been defined that affective commitment is the most perfect to describe the positive behaviors of organizations related to others' commitment (Chen and Francesco, 2003;Lavelle et al,2007;Sabella et al, 2016). As explained above, it can be defined that affective commitment representation the overall organization commitment since a strong affective commitment bring employees to continue employment with the organization and tend to make more effort for the organization (Joo et al 2012).…”