The languishment of employee commitment in the light of perceptions of fair treatment in the workplace

Coetzee, Melinde; Botha, Jo-Anne

doi:10.4102/sajhrm.v10i2.436

Cited by 6 publications

(6 citation statements)

References 36 publications

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“…Coetzee & Jo-Anne [56] investigated the role of fair treatment on job satisfaction and employee commitment at some leading banks in South Africa and discovered that fair treatment in the workplace does have a significant effect on job satisfaction resulting in better employee commitment.…”

Section: Equal Treatmentmentioning

confidence: 99%

Factors Affecting Job Satisfaction: An Exploratory Analysis among Public Bank Employees in Selected Cities of Bangladesh

Aziz

Mustafi

Hosain

2020

AJEBA

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This exploratory study aims to determine the factors affecting the overall perceived job satisfaction of the employees working at different public banks in Bangladesh. The authors carefully selected seven such factors after searching the existing literature. Those seven factors: working hour, fair competition, equal treatment, psychological support & fun, promotional opportunity, benefit package and co-working relationship were considered as the independent variables while overall job satisfaction was considered as the single dependent variable. Primary data were collected from a valid sample of 360 public sector bank employers through a structured questionnaire. Exploratory factor analysis (EFA) using SPSS (24) was utilized in order to validate the items of independent variables and structural equation modeling using AMOS (24) was utilized in order to test the hypothesized relationships between each independent variable and the dependent one. After proper statistical analysis, it was revealed that fair competition, equal treatment, promotional opportunity and working hour can positively and sufficiently influence the perceived overall job satisfaction of Bangladesh public bank employees while the other three factors, psychological stress & frustration, co-working relationship and benefit package were found to have insufficient influence over job satisfaction. The authors are well confident that this explorative study will guide the bank management in satisfying their competent employees in a more effective manner. Implications, limitations, and future directions have been also discussed in the study.

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Section: Equal Treatmentmentioning

confidence: 99%

Factors Affecting Job Satisfaction: An Exploratory Analysis among Public Bank Employees in Selected Cities of Bangladesh

Aziz

Mustafi

Hosain

2020

AJEBA

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“…Opposingly, research performed by Coetzee and Schreuder (2010) reported that black managers seemed to have lower commitment levels compared to white managers. Coetzee and Botha (2012) reported that opposing findings on whether ethnicity affect organisational commitment that may be a result of differences in the conceptualisation of commitment.…”

Section: Demographics and Organisational Commitment Levelsmentioning

confidence: 99%

“…Employees begin to seek for alternative job opportunities once they feel that they are not treated fairly (Van Dyk & Coetzee, 2012). According to Coetzee and Botha (2012), fair treatment in the organisation includes giving workers autonomy, treating workers with respect, giving workers equal responsibility and having expectations of workers. The positive relationship between organisational commitment and equal employment opportunities as a critical HR management practices is dependent on perceived equity by employees (Peete, 2016, p. 23).…”

Section: The Relationship Between Organisational Commitment and Human Resource Management Practicesmentioning

confidence: 99%

“…According to Mgiba (2015, p. 21), employees who perceive high limits in their working environment tend to be unhappy with their jobs. Coetzee and Botha (2012) agree by revealing that the way in which workers are treated determines the level of their commitment towards the organisation. Therefore, managers should create a conducive and safe work environment, which is satisfying for employees to perform their duties efficiently.…”

Section: The Relationship Between Organisational Commitment and Human Resource Management Practicesmentioning

confidence: 99%

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Relationship between organisational commitment and effectiveness of human resource management practices in a South African information technology company

Setsena

Botha

Paul-Dachapalli

2021

SA Journal of Human Resource Management

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Orientation: This article presents the characteristics associated with organisational commitment levels and the perception of the effectiveness of human resource (HR) management practices in a South African information technology (IT) company.Research purpose: The objective of this research was to investigate whether there was a significant positive relationship between organisational commitment levels and the effectiveness of HR management practices amongst employees within the IT company along the lines of age, gender, race, educational level and tenure.Motivation for the study: Companies are becoming increasingly interested in the promotion of commitment amongst employees because of the numerous benefits associated with organisational commitment, such as improved employee performance and reduced employee turnover.Research approach/design and method: A quantitative research approach was used and a structured questionnaire, validated from previous studies, consisting of close-ended questions was used. A convenience sampling was used and a sample size of 309 participants was used to collect necessary data. Data were collected and analysed using the Stata V15 statistical analysis software. The results were interpreted with frequencies and percentages using tables and figures.Main findings: The results indicated that a positive relationship between organisational commitment and HR management practices exist. In terms of variables, demographical groups vary.Practical/managerial implications: Mangers need to understand employees’ perceptions and attitudes towards the HR management practices employed in the organisation to determine whether these particular HR management practices achieve desirable outcomes.Contribution/value-add: This study will contribute to an in-depth understanding of the effectiveness of HR management practices in managing the high turnover in organisations and to improve employee commitment in South African IT companies.

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“…That is, take into account their interests and needs when organizing work to achieve organizational goals. It is up to the leaders to determine whether favorable conditions are created to form a high level of commitment and loyalty among employees in the organization when employees perceive those events that occur between them and their leaders as representatives of the organization as fair and attractive for themselves (Coetzee & Botha, 2012).…”

Section: Introductionmentioning

confidence: 99%

The Influence of Management Style and Emotional Intelligence on the Formation of Employees’ Commitment and Loyalty

Trofimov

Drobot

Kokarieva

et al. 2019

HSSR

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on the formation of commitment and loyalty among the staff, and compare different styles of personnel management and determine the most effective. Methodology:The methodological basis of the study was formed by the following principles: the principle of internal and external determination unity, the principle of consciousness and activity unity, the principle of systemic nature, the principle of objectivity, the principle of qualitative and quantitative approach in the process of data analysis, the principle of validity. Statistical processing of data included analysis of the significance of differences using the analysis of variance, the determination of correlation relationships between certain indicators. The correlation was performed with Pearson and Spearman coefficients. Statistical processing was carried out with the software package of SPSS 16.0. Main Findings: The staff is a valuable resource for the organization. And for a long time already it is known, that effective work of employees raises competitiveness and profitableness of the organization. Therefore, the management of personnel, as well as the formation of commitment and loyalty is becoming a top priority. In the course of our study, we studied the factors that affect the formation of commitment and loyalty of employees. We determined that under the current conditions of doing business in Ukraine, the level of loyalty and corporate culture depends on the management style and other factors that affect their level: 1) If the manager is oriented toward production goals, without taking into account the "personal factor", the level of organizational loyalty of subordinate employees is reduced. The highest level of development of communications between workers in the company raises the level of their loyalty. 2) Democratic leadership style increases the level of loyalty, corporate culture, and job satisfaction, and the authoritarian style of leadership leads to their reduction. 3) The presence of diverse tasks that meet the characteristics of workers and positive relationships with colleagues increase the level of loyalty and employee satisfaction. 4) The severity of such tendencies as "trustfulness- tameness -dependence" and "responsiveness-unselfishness-sacrifice" in the manager increases the level of loyalty of subordinates. Taking into account such factors by management as a mode of work, the diversity of work, independence in work, the correspondence of work to abilities, the possibility of advancement, the level of work organization, relations with colleagues, technical equipment, employee satisfaction with his labor can increase the level of corporate culture and its components. Applications of this study: The study could be useful for HR-specialists, managers, psychologists, and employees in different spheres. Novelty/Originality of this study: Undoubtedly, loyalty plays an important role in the success of the organization. The level of employees’ loyalty, as well as their attitudes and labor values, largely determine the degree of staff's susceptibility to both external (salary, benefits, working conditions, etc.) and internal (the content of the work performed, the opportunities for professional growth, recognition, and evaluation of achievements) incentives.

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The languishment of employee commitment in the light of perceptions of fair treatment in the workplace

Cited by 6 publications

References 36 publications

Factors Affecting Job Satisfaction: An Exploratory Analysis among Public Bank Employees in Selected Cities of Bangladesh

Factors Affecting Job Satisfaction: An Exploratory Analysis among Public Bank Employees in Selected Cities of Bangladesh

Relationship between organisational commitment and effectiveness of human resource management practices in a South African information technology company

The Influence of Management Style and Emotional Intelligence on the Formation of Employees’ Commitment and Loyalty

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