Validating the dimensionality of Porter<i>et al.</i>'s measurement of organizational commitment in a non-Western culture setting

Yousef, Darwish A.

doi:10.1080/0958519032000106218

Cited by 50 publications

(45 citation statements)

References 52 publications

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“…As the majority of commitment studies have been conducted in North America, the cross-cultural generalizability of commitment measures is a significant methodological issue. The Mowday et al (1979) inventory, however, has been widely used in cross-cultural research on commitment and its cross-cultural generalizability is established (Luthans, McCaul and Dodd 1985;Harrison and Hubbard 1998;Yousef 2000Yousef , 2003Peterson, Puia and Suess 2003). On the other hand, the cross-cultural generalizability of less parsimonious commitment measures is still in question, as several studies conducted outside North America did not replicate the multidimensionality of commitment measures.…”

Section: Organizational Commitmentmentioning

confidence: 97%

“…First, the study has several implications for the study of commitment. While various studies of commitment in international contexts have been conducted (Koh, Steers and Terbog 1995;Yousef 2003), almost none have been conducted in organizations that span multiple countries with the attendant negative forces on commitment formation such as geographic and cultural diversity. Confirming that HRM can, as has been found in some single country settings, have a positive impact on commitment in organizations that span multiple countries is one contribution to the literature.…”

Section: Implications and Limitationsmentioning

confidence: 99%

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Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations

Taylor

Levy²,

Boyacigiller

et al. 2008

The International Journal of Human Resource Management

109

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This article tests a model of organizational commitment in multinational corporations (MNCs). According to the model, organizational culture and human resource management (HRM) affect employee commitment directly as well as indirectly through top management team orientations. Szpecifically, we examined the effect of top management team global orientation and geocentric orientation, which are seen as contributing uniquely to employee commitment in MNCs. The model was tested on a sample of 1664 core employees working in 39 affiliates of 10 MNCs. We found strong overall support for the model. In particular, organizational culture characterized by high adaptability and a HRM system characterized by high performance work practices were found to have a significant and direct effect on employee commitment. In addition, we found that the effect of these traditional elements of the human organization is partially mediated through top management orientations, specific to international firms. The validity and generalizability of these results are reinforced by the control of a set of demographic variables as well as nationality of parent company.

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Section: Organizational Commitmentmentioning

confidence: 97%

Section: Implications and Limitationsmentioning

confidence: 99%

Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations

Taylor

Levy²,

Boyacigiller

et al. 2008

The International Journal of Human Resource Management

109

View full text Add to dashboard Cite

show abstract

“…They also defined organizational commitment as a psychological link between employees and their organizations that makes less likely to leave the organizations voluntarily for the employees (Meyer & Allen, 1997, p. 252). Yousef (2003Yousef ( , p. 1068) points out such differentiations in the organizational commitment definitions ended up diverse measures of the construct.…”

Section: Organizational Commitmentmentioning

confidence: 99%

An Empirical Study on the Role of Career Development Programs in Organizations and Organizational Commitment on Job Satisfaction of Employees

Kaya¹,

Ceylan²

2014

AJBM

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In this study; the impact of career development programs in organizations, and organizational commitment on employees' job satisfaction, and their role in increasing job satisfaction are examined. A survey is applied in a sample group working in various industries. At this point, a questionnaire that consists of two sections of 43 questions rated on a 7-point Likert attitude scale is prepared. The survey was conducted on 204 employees that work in different sectors. In the study, the data obtained from the evaluation of the survey results was interpreted by using SPSS statistics software program. Results of the analysis indicate that career development programs and organizational commitment have a partial effect on employee's job satisfaction, organizational commitment affects job satisfaction directly and positively, and career development programs in organizations do not affect the level of employee's job satisfaction. In the light of the findings arose, the results of the study are discussed and recommendations for managers as well as academics are presented.

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“…Örgütsel bağlılık örgütsel davranış alanında önemli bir yeri vardır ve örgütsel davranış ile örgütsel tutum ve davranışlar arasında çeşitli ilişkiler bulunmuş ve buna binaen de çeşitli tanımlamalarda bulunulmuştur (Eslami ve Gharakhani, 2012;Natarajan ve Nagar, 2011;Yousef, 2003;Wahn, 1998;Porter ve diğerleri, 1974;Steers, 1977). Örgütsel bağlılık çalışanların örgüt içerisindeki işle ilgili davranışlarını açıklamada ve anlamada bir rehber olarak değerlendirilebilir (Bakhshi ve diğerleri, 2009: 147 (Meyer ve Allen, 1991: 67).…”

Section: öRgütsel Bağlilikunclassified

İş Tatmi̇ni̇ İle Örgütsel Bağlilik Arasindaki̇ İli̇şki̇ni̇n İncelenmesi̇: Uşak Teksti̇l Sektöründe Bi̇r Uygulama

YUMUŞAK¹,

ÖZAFŞARLIOĞLU²,

Yıldız³

2015

Ege Stratejik Araştırmalar Dergisi

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ÖZETÇalışanların yaptıkları işten tatmin olmaları, örgütsel bağlılığın sağlanmasında kritik bir öneme sahiptir. Tekstil sektörü çalışanlarının iş tatmin düzeyleri ile örgütsel bağlılık düzeyi arasındaki ilişkilerin belirlenmesi amacıyla tekstil çalışanları üzerinde bir araştırma yapılmıştır. Aynı zamanda ilgili değişkenler ile sosyodemografik değişkenler arasındaki ilişkiler de araştırma kapsamında incelenmiştir. Çalışmada anket tekniği kullanılmıştır. Elde edilen veriler, faktör analizi, güvenirlik analizi, t testi, ANOVA, korelasyon ve çoklu regresyon analiz yöntemleri kullanılarak değerlendirilmiştir.Araştırma sonucunda çalışanların iş tatmini faktörlerinin örgütsel bağlılığı artırdığı sonucuna ulaşılmıştır. Araştırmada iş tatmininin birinci faktörü olan işin kendisi ile ilgili maddeler ile örgütsel bağlılık düzeyleri yüksek, iş tatmininin diğer faktörleri ile örgütsel bağlılık düzeyleri ise orta seviyede görülmüştür. Araştırma sonucunda tekstil sektörü çalışanlarının örgütsel bağlılıklarını birinci sırada iş tatmininin birinci faktörü, sırasıyla ikinci, üçüncü ve dördüncü faktörünün anlamlı olarak açıkladıkları ortaya çıkmıştır. Demografik değişkenler ile iş tatmininin boyutları arasında anlamlı bir ilişki gözlenmezken, cinsiyet, eğitim durumu ve mevcut işyerindeki çalışma süresi ile örgütsel bağlılık arasında anlamlı bir ilişkinin olduğu tespit edilmiştir. Ayrıca iş tatmininin faktörleri arasında ve iş tatmini faktörleri ile örgütsel bağlılık arasında pozitif ve anlamlı ilişkiler gözlenmiştir.Anahtar Kelimeler: Minnoseta İş Tatmini, Örgütsel Bağlılık, Tekstil Sektörü. ABSTRACTJob satisfaction of employees plays a crucial role in maintaining organizational commitment. A research among textile workers has been conducted to determine the relationship between job satisfaction level and organizational commitment level. Besides, the relationship between the variables in question and socio-demographic variables has been studied. Questionnaire technique has been used for the study. The data obtained have been evaluated by using factor analysis, reliability analysis, t test, ANOVA, correlation and multiple regression analysis methods.

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Validating the dimensionality of Porteret al.'s measurement of organizational commitment in a non-Western culture setting

Cited by 50 publications

References 52 publications

Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations

Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations

An Empirical Study on the Role of Career Development Programs in Organizations and Organizational Commitment on Job Satisfaction of Employees

İş Tatmi̇ni̇ İle Örgütsel Bağlilik Arasindaki̇ İli̇şki̇ni̇n İncelenmesi̇: Uşak Teksti̇l Sektöründe Bi̇r Uygulama

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