Path analysis of organizational commitment, job involvement and job satisfaction in Turkish hospitality industry

Abstract

Purpose -This paper aims to determine the structural relationships between job involvement, job satisfaction, and three dimensions of organizational commitment (i.e. affective commitment, normative commitment, and continuance commitment) in the Turkish hospitality industry.Design/methodology/approach -A questionnaire survey was conducted among the full-time employees of five-star hotels in the Antalya region, which is an important tourism destination especially for Europeans and Russians in Turkey.Findings -The research model, which was structured by taking related literature as the base, was revised and a new path model was gathered as a result of this study. Results showed that job involvement, affective commitment, and normative commitment increase job satisfaction, and job involvement affects affective and normative commitment. Practical implications -Job involvement is more stable than organizational commitment, and it might be difficult to increase job involvement. Therefore, attempts to build organizational commitment (especially affective commitment) become important in increasing job satisfaction of the employees in the hospitality industry.Originality/value -The results of the present study revealed that affective commitment and normative commitment were related to job involvement and job satisfaction but continuance commitment was not related to these concepts in the hospitality industry.

Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus

“…employees feel as though they should remain in the organization because they 'owe it' to their current employer. Mathieu and Zajac (1990), Cohen (2000), and Ketchand and Strawser (2001), had their work deconstructed by Kuruüzüm et al (2009) who posited the view that job involvement has a stronger relationship with both affective and normative commitment, than it has with continuance commitment. Based on the theoretical foundations laid by earlier work investigating these relationships (Allen & Meyer, 1990;Hackett, Bycio, & Hausdorf, 1994;Hartmann & Bambacas, 2000;Tayyeb & Riaz, 2004), which found the stronger relationships between job involvement and affective and normative commitment, we developed the following hypotheses:…”

“…In a similar vein Paullay, Alliger, and Stone-Romero (1994) suggest that an integral part of employees' self-definition is the degree to which they are involved in their job. Consequently, highly-job-involved employees are more committed to their organization, invest substantial effort in order to achieve organizational objectives (Ineson, Benke, & Laszlo, 2013;Rotenberry & Moberg, 2007), and are thus less likely to turnover (Kanungo, 1979;Kuruüzüm, Cetin, & Irmak, 2009;Pfeffer, 1994). Utilizing these constructs, and by synthesizing critically the work of Greenhaus (1971), Gordon, Philpot, Burt, Thompson, and Spiller (1980), and Morrow (1983), Blau (1985) makes a case for the relationship between these aspects of job involvement and organizational commitment.…”

“…Overall, job satisfaction measures are an accurate means to predict behavior, which in turn enables employees to regulate their assessment as to whether it is worthwhile to change any aspects of their behavior (Falkenburg & Schyns, 2007;Lambert, Hogan, & Barton, 2001). Kuruüzüm et al (2009) developed and tested a structural model of organizational commitment which postulated that a relationship exists between job involvement, job satisfaction and organizational commitment. Within the model, job involvement is related to organizational commitment, which in turn affects job satisfaction.…”

The Mediating Role of Job Characteristics in the Relationship between Organizational Commitment and Job Satisfaction

“…Kord and Tamini (2012) concurrently confirmed that organizational commitment is significantly correlated to job satisfaction. The results of Kuruüzüm, Çetin, and Irmak (2009) have shown that job affective commitment, and normative commitment increase job satisfaction. Based on the above studies, it seems that highly committed individuals tend to be more satisfied.…”

“…The findings supported this hypothesis. According to Yiing and Ahmad (2009);Anari (2012); Yucel and Bektas (2012); Kord and Tamini (2012) and Kuruüzüm et al (2009), there is a significant and positive association between organizational commitment and job satisfaction. The association between job characteristics and job satisfaction, which was hypothesized by H3, was also accepted.…”