Consequence of Gender and Job Characteristics with Normative Commitment

Abstract

Keywords: organizational commitment, personal/job characteristics, normative commitment BackgroundOrganizational commitment means employees, loyalty and willingness to contribute to the organization. Employee commitment is of great importance; because high levels of commitment lead to several favorable organizational outcomes. It is possible to be dissatisfied with a particular feature of a job while retaining a reasonably high level of commitment to the organization as a whole. When creating a commitment strategy, Amstrong, 1999 asserts, "It is difficult to deny that it is desirable for management to have defined strategic goals and values." Greenberg and Baron (2000, p. 181) define organizational commitment as an "extent to which an individual identifies and is involved with his or her organization or is unwilling to leave it". It is determined by a number of individual (Gender), and job (autonomy, work pressure, skills used etc). The concept of commitment and the assumption that committed employees are beneficial to organizations has a long tradition in the management literature (Swailes, 2002), and this paper asserts that the single most useful outcome of human resource management (HRM) strategies is the creation of a high commitment workforce.Commitment is one of the important elements in the employee-organization linkage, Agarwal and Ramaswami (1993). An Overview of Microfinance Service Practices in NepalMore specifically, they are valuing their workforce for high performance and better results. Developing and strengthening of human capital is, therefore, essential to ensure the long-term success in today's dynamic business environment. The increasing diversity of the workforce presents myriad opportunities and challenges to U.S. organizations as well as in the entire business world. Those organizations that manage diversity effectively reap a number of positive benefits, such as increased productivity, higher rates of retention, and greater ability to recruit high-potential candidates (Loden and Rosener, 1991;Morrison, 1996). "Be loyal to the company, and the company will be loyal to you", a credo emblematic of bygone era (Mowday, Porter, & Steers, 1982), obviously understates the complexity involved in a persons attitude toward and behavior within his or her employing organization.Description of variables used in this research are in shown in Appendix "A" Objectives of the StudyThe main objectives of this study are to• Examine the dimensions of personal, and job characteristics.• Examine personal and job characteristics with normative commitment.• Examine the relationships between personal characteristics, job characteristics and normative commitment simultaneously. Literature Review Characteristics affecting commitmentThe categories of personal and job characteristics and normative commitment is described here. The relationship between PC and OCGender: The focus of this research is women working in the banking sector. Recent studies examining occupational distribution reveal that the number of ...

The Effect of Job Characteristics on Organizational Commitment: The Role of Growth Need Strength in Nepali IT Companies

“…The positive effect of task significance on organizational commitment; job performance; quality of work life, job satisfaction has been identified (Sadono, 2016;Allan, Duffy & Collisson, 2016;Hassan & Samah n.d.;Ali et al, 2014;Umukoro & Egwakhe, 2019). Another job characteristic dimension autonomy increases job satisfaction of employees, increases employee commitment; vitality of employees (Shrestha, 2010;Ali Job Characteristics andOrganizational Committment 43 et al, 2014, Sadono, 2016;Sisodia& Das, 2013;Naqvi, Ishtiaq, Kanwal & Ali, 2013;Taghavi & Gholami, 2015;Lin & Ping, 2016;Ozturk et al, 2014;Tummers, Steijan, Nevicka & Heerema, 2018;Umukoro & Egwakhe, 2019). The feedback dimension is important for the employees to continuously improve their job performance and many studies have identified the positive effect of feedback on organizational commitment; (Ozturk et al, 2014;Farazi et al, 2015;Umukoro & Egwakhe, 2019;Amakiri & Luke, 2016;Volmer, Spurk & Niessen, 2012).…”