Suchergebnisse

Using an exchange perspective based on work rewards and work values, this study is concerned with assessing the relative importance of various influences on organizational commitment. Data from 1385 workers representing a variety of occupations suggests that the model employed explains a large proportion of the variations in this work attribute. Moreover, it appears that work rewards have a strong positive effect on commitment while work values have a weaker negative effect. The results further indicate that intrinsic rewards are significantly more powerful determinants of commitment than extrinsic rewards. Additionally, the study examines the role of demographic variables. Generally, the data suggests that the effect of demographic factors on commitment is indirect through work rewards and values. The implications of these findings are discussed.

A model of the antecedents (personal-demographic, organizational relationship, and person-organization fit) of organizational commitment was empirically analyzed. The study used a sample of employees (N = 406) from a wide variety of organizations to test the hypotheses. The results of the multiple regression analysis supported the hypothesized relationships and the proposed model on the antecedents to organizational commitment. In particular, this study uncovered heretofore unknown implications that attributional processes such as locus of control have on organizational commitment as well as supporting previous research on the impact of demographics and leader behavior. Overall, the antecedent model, tested empirically, has important practical implications for predicting employees' organizational commitment.

An individual's loyalty or bond to his or her employing organization, referred to as organizational commitment, influences various organizational outcomes such as employee motivation, job satisfaction, performance, accomplishment of organizational goals, employee turnover, and absenteeism. Therefore, as in other sectors, employee commitment is crucial also in the healthcare market. This study investigates the effects of organizational factors and personal characteristics on organizational commitment of military physicians using structural equation modeling (SEM) on a self-report. cross-sectional survey that consisted of 635 physicians working in the 2 biggest military hospitals in Turkey. The results of this study indicate that professional commitment and organizational incentives contribute positively to organizational commitment, whereas conflict with organizational goals makes a significantly negative contribution to it. These results might help develop strategies to increase employee commitment, especially in healthcare organizations, because job-related factors have been found to possess greater impact on organizational commitment than personal characteristics.

This study aims to explore the effects of Organizational Culture on organizational commitment of Civil Servants in an Indonesia context. The sample comprised of 71 Civil Servants working at Cilegon City Government in Indonesia which were selected by a multistage stratified sampling method. A scale that aimed to measure the Civil Servant's Organizational Culture and their organizational commitment was used to collect data. Mean scores, Pearson moment correlation coefficients, and simple linear regression analyses were carried out to analyze data. The Findings Short that Positive relationships between organizational culture and organizational commitment. The results indicated that organizational culture was a significant predictor of organizational commitment.