Employees’ Organizational Commitment: Its Negative Aspects for Organizations

Genevičiūtė-Janonienė, Giedrė; Endriulaitienė, Auksė

doi:10.1016/j.sbspro.2014.04.470

Cited by 23 publications

(17 citation statements)

References 14 publications

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“…www.iosrjournals.org 53 | Page to be satisfied with the company and the job, which translates into greater trust and commitment to the company [15]. As in the previous case, H3 is evidenced by this study.…”

Section: Determinants Of Employee Commitment and Continuous Improvemesupporting

confidence: 65%

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Determinants of Employee Commitment and Continuous Improvement in Animal Feed Companies

Santo¹,

Cardoso²

2017

IOSR JBM

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Section: Determinants Of Employee Commitment and Continuous Improvemesupporting

confidence: 65%

“…The H1 research hypothesis seeks to evaluate the effect of leadership on worker commitment [15]. Although the literature indicates that the relationship exists, this study does not support this hypothesis.…”

Section: Discussionmentioning

confidence: 83%

Determinants of Employee Commitment and Continuous Improvement in Animal Feed Companies

Santo¹,

Cardoso²

2017

IOSR JBM

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“…It has also been referred to as how strongly employees are involved in and identify with the organization (McCunn & Gifford, 2014). Many researchers have discussed the positive aspects of organizational commitment and its effects on work productivity, motivation, turnover intention, and absenteeism, and that it is a powerful tool for employees and organizations to increase productivity and effectiveness (Kuvaas, 2006;Genevičiūtė-Janonienė & Endriulaitienė, 2014). Also, there are some studies that focus on the negative effects of organizational commitment, stating that, in some cases, it might impede the personal and social function of employees, as well as the organization (Genevičiūtė-Janonienė & Endriulaitienė, 2014).…”

Section: Organizational Commitmentmentioning

confidence: 99%

The Relationship between Organizational Culture and Organizational Commitment

Aranki¹,

Suifan²,

Sweis³

2019

MAS

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The main purpose of this research is to investigate the relationship between organizational culture and organizational commitment, in Information Technology (IT) companies in Jordan. A convenience sample was selected from employees working in 24 IT companies in Jordan. A total of 711 questionnaires were distributed among them; 371 were returned, and 342 were valid for statistical analysis, resulting in response rate of 52 percent. Linear regression analysis was also used to test the hypothesis. The results of the analysis indicated that there is a positive and significant relationship between organizational culture and organizational commitment. Based on the results, the research provides several recommendations. IT companies in Jordan should place emphasis on building better culture, in order to achieve higher levels of organizational commitment. The research also suggests that future research should take job satisfaction as a mediator variable of the relationship between organizational culture and organizational commitment.

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“…Results of some early studies on the relationship between gender and OC in various industry sectors were that women were more committed to their organizations than men (e.g. Cramer,1993;Genevičiūtė-Janonienė, & Endriulaitienė, 2014;Mathieu & Zajac, 1990;Mowday & et al,1982); however, other studies produced opposite results (e.g. Billingsley & Cross, 1992;Eleswed & Mohammed, 2014;Shine & et al, 2015).…”

Section: Gendermentioning

confidence: 99%

IT Professionals’ Personality, Personal Characteristics, and Commitment: Evidence from a National Survey

Syed¹,

Tappin²

2019

CIS

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Drawing on personality traits theory (Costa & McCrae, 1985) and organizational commitment theory (Mowday, Steers & Porter, 1979), the purpose of the present study was to investigate, through four separate hierarchical regression procedures, the effect of a set of independent variables (neuroticism, gender, and generational age) on four separate dependent variables (DV): overall organizational commitment (OC), affective commitment (AC), continuance commitment (CC), and normative commitment (NC). The sample consisted of responses from 279 IT professionals in the United States, drawn from a national sample from the merged cross-sectional GSS 1972-2014 Cross-Sectional Cumulative Data, Release 5, March 24, 2016. Results of multiple regressions analyses revealed that, among IT professionals, neuroticism did not predict overall OC, AC, CC, or NC. Generational age predicted OC, AC, and CC with statistical significance. Gender predicted CC; none of the independent variables (IVs) predicted NC. Directions for future research are offered.

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Employees’ Organizational Commitment: Its Negative Aspects for Organizations

Cited by 23 publications

References 14 publications

Determinants of Employee Commitment and Continuous Improvement in Animal Feed Companies

Determinants of Employee Commitment and Continuous Improvement in Animal Feed Companies

The Relationship between Organizational Culture and Organizational Commitment

IT Professionals’ Personality, Personal Characteristics, and Commitment: Evidence from a National Survey

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