The impact of employees' commitment on organizational performances

Abstract

This paper examines the impact of employees' commitment on the productivity of organizations in the Republic of Serbia. Employees' commitment represents the willingness of employees to make efforts for the benefit of the organization and the desire to remain in them. It can be seen as: affective, continuous and normative commitment. Affective commitment reflects a belief in the goals of an organization and a willingness to actively participate in its development; normative commitment reflects a sense of obligation on employees to remain in the organization while continuing commitment is due to employees' assessment that leaving the organization causes greater costs than benefits. Previous research shows that all types of commitment have a major impact on the performance of organizations. As the number of empirical studies on this topic in Serbia is limited, this paper examines the impact of each type of organizational commitment on the productivity of organizations in Serbia, as well as the impact of the overall commitment. The aim of the paper was to identify the types of organizational commitment that have the greatest impact on the performance of organizations in Serbia and to propose measures to HR managers whose implementation can improve the operations of domestic organizations. The starting point of the paper was that employees' commitment has a statistically significant effect on organizational performance. To verify the validity of this assumption, a primary survey was conducted. 169 employees of 17 organizations in Serbia were surveyed. By applying correlation and regression analysis methods, it has been proven that overall organizational commitment, as well as its certain types, have a positive impact on the productivity of organizations in Serbia, with the impact of normative commitment on performance greater than other types of commitment. At the same time, the contribution of continuous commitment to the performance of organizations in Serbia is negligible (statistically insignificant). In line with the obtained results, recommendations for human resources managers in Serbia are proposed. The theoretical implications of the paper are reflected in filling the gap in the national literature in the field of organizational commitment, while the empirical implications are reflected in the mechanisms and measures that are proposed at the end of the paper.

Role of organizational commitment in career growth and turnover intention in public sector of Oman

“…According to past authors [ 84 , 87 , 99 ]; employees may achieve excellent performance when they are committed to their organization. Additionally, [ 148 ] found that employees can give discretionary effort as well as have a greater impact on the performance and effectiveness of organizational strategies if they have been motivated as skilled and knowledgeable people to achieve their tasks.…”

“…Researchers found that career growth components, such as professional development opportunity, promotion speed and remuneration growth, have been positively associated with employees’ commitment [ 44 , 82 – 86 ], as the committed employees are more likely to participate in the organizational improvement [ 87 , 88 ]. Organizations must offer opportunities for career advancement [ 89 ] as professional development strategies contribute to career growth which in turn can contribute to employee commitment [ 10 , 46 ], particularly to continuance commitment.…”

Impact of Prosocial Motivation on Organizational Citizenship Behavior and Organizational Commitment: The Mediating Role of Managerial Support

“…Therefore, this study empirically examines the role of managerial support in the relationship between employees’ prosocial motivation and organizational commitment. Bearing the former claims in mind, organizational commitment is a highly researched job attitude in the field of organizational behavior, management [ 19 , 23 ], human resources management [ 24 ], and organizational psychology [ 25 ]. This issue has attracted extensive attention from scholars and practitioners due to its positive organizational and individual outcomes such as higher productivity, job performance [ 26 ], better work-life balance, workplace stability, employee satisfaction [ 27 , 28 ], organizational citizenship behavior, better attendance, employee retention, and lower turnover intention [ 29 ], among others.…”

Leadership role of the human resources department in crisis situations: The case of COVID-19 pandemic

“…A research in Australia also confirmed the fact that the role of human resource professionals, as well as their professionalism and expertise, has grown significantly in those organizations that sought to be agile and effectively adaptable to the health crisis, and which showed a high level of trust and additional care for its employees (Aitken-Fox et al, 2020). All these activities foster organizational commitment of employees and have significant impact on the overall organizational functioning and performance (Đorđević, Ivanović-Đukić, Lepojević, & Milanović, 2020).…”