Investigating the Impact of Communication Satisfaction on Organizational Commitment: A Practical Approach to Increase Employees’ Loyalty

Abstract

Recently, employees are seen as important assets of organizations in which the majority of them cannot deal with employees properly or even underestimate their importance. One of the essential issues is increasing employees' organizational commitment, which in turn minimizes customers' switching behaviour and the way organizations usually communicate appropriately their internal market strategy. In order to have a better vision about such issue, this study is planned to investigate the impact of communicational satisfaction on organizational commitment. A variety of communicational satisfaction dimensions are taken into analysis; such dimensions include: communication climate, relationship to superiors, organizational integration, media quality, horizontal and informal communication, organizational perspective, relationship with subordinates and the personal feedback. In addition, three factors of organizational commitment were taken into considerations that are affective commitment, continuance commitment and normative commitment. The study followes the qualitative approach in collecting data from employees of Yahoo-Maktoob office in Amman/Jordan. Eight sub-hypotheses are developed and tested accordingly to conclude with the fact that communicational satisfaction has a significant and direct impact on organizational commitment.

Theoretical Study on the Impact of Strategic Orientation on Organizational Performance: Examining the Mediating Role of Learning Culture in Jordanian Telecommunication Companies

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The Effect of Lifestyle on Online Purchasing Decision for Electronic Services: The Jordanian Flying E-Tickets Case

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“…Also, researchers called for more research on the enabling factors of applying electronic services (e.g. Masa'deh, et al, 2008Masa'deh, et al, , 2013aMasa'deh, et al, , 2013bAl-Dmour et al, 2015;Almajali & Maqableh, 2015;Kateb et al, 2015;Maqableh et al, 2015;Kattoua et al, 2016 ;Masa'deh, 2016;Tarhini et al, 2015;Almajali & Al-Dmour, 2016;Alenezi et al, 2017;Aldmour et al, 2017;Ammari et al, 2017;Khwaldeh et al, 2017;Mikkawi & Al-Lozi, 2017;Obeidat et al, 2017a,b;Yassien & Mufleh, 2017;Tarhini et al, 2018;Al-Dmour et al, 2019), hence, future research is vital to examine these enablers as to assist stakeholders on their decisions on reaching high levels of such services, and in turn enhancing human resources practices in an optimal way.…”