To see the other types of publications on this topic, follow the link: Employees Job satisfaction. Employees Organizational commitment.
Journal articles on the topic 'Employees Job satisfaction. Employees Organizational commitment'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Employees Job satisfaction. Employees Organizational commitment.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Linda, Muthia Roza, Sutiyem, Dessy Trismiyanti, Riza Yonita, and Suhery. "The impact of job satisfaction on organizational commitment with employee engagement as moderating variable." Journal of Management Info 8, no. 1 (2021): 90–104. http://dx.doi.org/10.31580/jmi.v8i1.1708.
Full textAbstract:
The purposes of the study are to analyze; 1) the impact of job satisfaction on banking employee’s organizational commitment, 2) the impact of employee engagement on organizational commitment, 3) the impact of job satisfaction on employee engagement, and 4) the indirect effect of job satisfaction on organizational commitment of banking employees in Padang with employee engagement as a moderating variable. The type of research is causative research, which aims to see how far the independent variables affect the dependent variable. The research data was collected came from 180 employees who worked in banking, in which they had more than 2 years of experience. Then the data to analyze using the structural equation modeling (SEM) approach with Smart PLS 3.0 software. The results showed that: 1) Job satisfaction has not a direct effect on organizational commitment in banking employees in Padang; 2) Employee engagement has a direct and significant effect on organizational commitment of banking employees in Padang; 3) Job satisfaction has a direct and significant effect on employee engagement banking employees in Padang and 4) Job satisfaction has an indirect and significant influence on employee organizational commitment when mediated by employee engagement. The contribution of this study is expected to provide information for companies in developing and improving employee attitudes to have a high commitment to the company. This is intended so that employees can contribute to providing excellent service to increase organizational competitiveness.
2
Febriantoro, Krisna. "The Effect of Perceived Organizational Support and Job Satisfaction on Employees Performance of Administration and Finance Department at Kebon Agung Sugar Factory Malang through Organizational Commitment as an Intervening Variable." Ekonomi Bisnis 23, no. 2 (2018): 81. http://dx.doi.org/10.17977/um042v23i2p81-90.
Full textAbstract:
ABSTRACTFebriantoro, Krisna. 2018. The Effect of Perceived Organizational Support and Job Satisfaction on Employees Performance of Administration and Finance Department at Kebon Agung Sugar Factory Malang through Organizational Commitment. Sarjana’s Thesis, Department of Management, Faculty of Economics, Universitas Negeri Malang. Advisor: Lohana Juariyah, S.E., M.SiKeywords: Perceived Organizational Support, Job Satisfaction, Organizational Commitment, PerformanceHuman Resources is one of the most important resources for the establishment of a company. Therefore, the ability to manage the performance of human resources appropriately is determine the ability to achieve success in achieving goals and establish the ability to deal with threats to companies both internal and external. Important factors that employees must possess to making high employee performance include the perceived organizational support, job satisfaction, and organizational commitment.This study purpose to know : (1) Condition of perceived organizational support, job satisfaction, organizational commitment and employee performance. (2) The direct influence of perceived organizational support on employee performance. (3) The direct influence of perceived organizational support on organizational commitment. (4) The direct influence of organizational commitment on employee performance. (5) The direct influence of job satisfaction on employee performance. (6) The direct influence of job satisfaction on organizational commitment. (7) Indirect influence of perceived organizational support on employee performance through organizational commitment. (8) Indirect influence of job satisfaction on employee performance through organizational commitment.The study uses cuantitive approach, the population is the administrative and financial employees of Kebon Agung Sugar Factory Malang which has status as permanent employee with the total sample as much as 68 respondents from 68 employees. The method to taking sampling is by total sampling method and instrument testing technique using validity and reliability test. This study uses several models of classical assumption test is normality test, multicolliniearity test, and heteroskidasticity test. Data analysis method used is path analysis.Based on the results of the analysis is showed that: (1) Description of perceived organizational support, job satisfaction, organizational commitment and employee performance is good. (2) There is a positive influence and significant perceived organizational support on employee performance. (3) There is a positive influence and significant perceived organizational support on organizational commitment. (4) There is positive influence and significant organizational commitment on employee performance. (5) There is a positive influence and significant job satisfaction on employee performance. (6) There is a positive influence and significant job satisfaction on organizational commitment. (7) There is a positive and indirectly significant effect of perceived organizational support on employee performance through organizational commitment. (8) There is a positive and indirect effect of job satisfaction on employee performance through organizational commitment.Based on the results of this study, researchers suggest: (1) Companies need to maintain awareness of the welfare of employees and also need to improve preparedness of the company if the employee needs special help. Other than that the companies need to keep the working conditions of the company in order to stay comfortable and need to increase the chances of employees participating in decision making within the working group. The next suggestion is, that company needs to keep employees to remain happy career in the company either by increasing organizational support and employee satisfaction and also need to pay attention to the employee's view that someone is easy to move company either by paying attention to opinion and value from employee. In addition, companies need to maintain and manage employees in order to remain able to cooperate well with colleagues and also need to improve the accuracy of employees in running the job either by increasing supervision or provide punishment or punishment to employees. (2) Next research on the effect of perceived organizational support variables, job satisfaction, and organizational commitment to employee performance suggests that the analysis model used is to use path analysis model rather than using multiple linear regression analysis. (3) The model of this study needs to be tested on different research subjects at work where many workers are millenial generations who are found to be sedentary or alleged to have low work commitments or on jobs that have high turnover rates such as hotel employees, employees banking, hospital employees.
3
Valaei, Naser, and Sajad Rezaei. "Job satisfaction and organizational commitment." Management Research Review 39, no. 12 (2016): 1663–94. http://dx.doi.org/10.1108/mrr-09-2015-0216.
Full textAbstract:
Purpose The aim of this study is to examine the structural relationship between Spector’s nine job satisfaction facets (supervision, nature of the work, communication, contingent rewards, co-worker, fringe benefits, payment, promotion and operating procedures), organizational commitment facets (normative commitment, affective commitment and continuance commitment) and the influence of employees’ years of experience on satisfaction and commitment relationships. Owing to the nature of the industry, employee satisfaction, retention and commitment in Information and Communications Technology-Small and Medium-sized Enterprise (ICT-SME) is a matter of great concern. Design/methodology/approach A total of 256 valid questionnaires were collected among employees of Information and Communications Technology-Small and Medium-sized Enterprises (ICT-SMEs) to evaluate the measurement and structural model using partial least squares path modelling approach. Findings The findings indicate that payment, promotion, fringe benefits, co-worker, communication, operating procedures and nature of the work are positively associated with affective commitment. Furthermore, payment, promotion, fringe benefits, supervision, contingent rewards, operating procedures and nature of the work have a positive relationship with normative commitment. Considering employees’ years of experience as a categorical moderating variable, the results of partial least squares multi-group analysis show how the discrepancies between employees’ years of experience influence their level of commitment. Originality/value This study reveals that employees’ affective and normative commitments are positively associated and their continuance commitment is contingent upon their affective commitment, and not normative commitment. There are only three factors, i.e. promotion, fringe benefits and operating procedures, that are conductive to employees’ continuance commitment. Contributions, implications and limitations of the study are discussed.
4
Wijayanti, Trisna Kiki, and Dwiarko Nugrohoseno. "Pengaruh Dukungan Otonomi dan Efikasi Diri terhadap Kepuasan melalui Komitmen Organisasi." BISMA (Bisnis dan Manajemen) 6, no. 2 (2018): 77. http://dx.doi.org/10.26740/bisma.v6n2.p77-88.
Full textAbstract:
Autonomy support that given to employees is supported by the self-efficacy of employees, it will increase the employee job satisfaction and organizational commitment. With a sample of 97 employees at PT. Boma Bisma Indra (Persero) Surabaya, using SEM Smart PLS 2.0 analysis techniques. The result that is a significant effect of autonomy support on organizational commitment and job satisfaction, a significant effect of self efficacy on organizational commitment and job satisfaction, a significant effect of organizational commitment on job satisfaction, no significant effect of autonomy support on job satisfaction mediated by organizational commitment and no significant effect of self efficacy on job satisfaction mediated by organizational commitment.Autonomy support that given to employees is supported by the self-efficacy of employees, it will increase the employee job satisfaction and organizational commitment. With a sample of 97 employees at PT. Boma Bisma Indra (Persero) Surabaya, using SEM Smart PLS 2.0 analysis techniques. The result that is a significant effect of autonomy support on organizational commitment and job satisfaction, a significant effect of self efficacy on organizational commitment and job satisfaction, a significant effect of organizational commitment on job satisfaction, no significant effect of autonomy support on job satisfaction mediated by organizational commitment and no significant effect of self efficacy on job satisfaction mediated by organizational commitment.
5
Mardyana, I. Ketut Edy, and I. Gede Riana. "PERAN KOMITMEN ORGANISASIONAL DALAM MEMEDIASI PENGARUH KEPUASAN KERJA TERHADAP KINERJA KARYAWAN KRISNA OLEH - OLEH." E-Jurnal Manajemen Universitas Udayana 8, no. 11 (2019): 6825. http://dx.doi.org/10.24843/ejmunud.2019.v08.i11.p22.
Full textAbstract:
Job satisfaction and organizational commitment can increase employee performance which affects achievement of company goals. The purpose of this study to determine mediating role of organizational commitment on work satisfaction and performance of employees of Krisna by Typical Bali I. The population of this study were 55 people, with a saturated sample method. Data collection through questionnaires and interviews, analyzed by SEM - PLS. The test results shows job satisfaction has significant positive effect on employee performance, job satisfaction has positive significant effect on organizational commitment, organizational commitment has negative significant effect on employee performance, organizational commitment has positive significant effect in mediating the effect of job satisfaction on employee performance. The company is expected to increase employee job satisfaction in order to increase employee commitment to the company so that employee performance will increase. This can be realized by treating employees well, giving awards to employees with good performance
 Keywords: job satisfaction, organizational commitment, employee performance
6
Julindrastuti, Dijah, and Iman Karyadi. "Pengaruh Status Kepegawaian Terhadap Kepuasan Kerja Dan Komitmen Organisasional." Equilibrium: Jurnal Ekonomi-Manajemen-Akuntansi 17, no. 1 (2021): 21. http://dx.doi.org/10.30742/equilibrium.v17i1.1387.
Full textAbstract:
Research with the title The Effect of Employment Status on Job Satisfaction and Organizational Commitment takes the object of non-educational employees at UWKS Surabaya where this research was conducted to see whether employees with contract employee status and employees with permanent employee status have differences in job satisfaction and organizational commitment and to see whether job satisfaction influences organizational commitment. The population in this study were all non-educational employees at Universitas Wijaya Kusuma Surabaya. Sampling in this study was carried out using the convenience sampling method. In this study, the researcher distributed questionnaires to 70 respondents, and 60 have returned. To test hypotheses 1 and 2 using the independent sample t-test and hypothesis 3 using multiple linear regression analysis. After testing, the results showed that the work decision between Contract employees with employees were still no different, likewise, for organizational commitment, there was also no difference, whereas, for the effect of job satisfaction on organizational commitment, the results showed that job satisfaction affected organizational commitment, where if job satisfaction increases, organizational commitment will also increase or it was said that between job satisfaction and organizational commitment had a positive effect.
7
Ariawan, Putu Agus Yoga, and A. A. Ayu Sriathi. "PENGARUH STRES KERJA DAN KEPUASAN KERJA TERHADAP KOMITMEN ORGANISASI KARYAWAN PBF. PT. BANYUMAS DENPASAR." E-Jurnal Manajemen Universitas Udayana 7, no. 2 (2017): 964. http://dx.doi.org/10.24843/ejmunud.2018.v7.i02.p15.
Full textAbstract:
Organizational commitment is the involvement of individuals, feelings of belonging and loyalty to the company or feel to be part of the organization to achieve organizational goals. In order for employees to have high organizational commitment, an organization needs to pay attention to the factors that influence organizational commitment such as personal factors, organizational factors and Non-organizational factors. The purpose of this study is to determine the effect of job stress and job satisfaction on the commitment of employee organizations in the PBF. PT. Banyumas Denpasar. This research was conducted in PBF. PT. Banyumas Denpasar. Number of samples taken 35 employees, by census method. Data collection is done through observation, interview and questionnaire. The analysis technique used is multiple linear regression. Based on the results of this study, it can be concluded that work stress has a negative and significant effect on employees' organizational commitment. This shows that the higher the work stress experienced by employees, it will further decrease organizational commitment. As well as job satisfaction have a positive and significant impact on employees' organizational commitment. This shows that the higher the job satisfaction will be the higher the employee's work commitment.
8
Ma, Ling, Yun Xing, Yu Wang, and Hao Tian Chen. "Research on the Relationship among Enterprise Employee's Job Satisfaction, Organizational Commitment and Job Performance." Applied Mechanics and Materials 411-414 (September 2013): 2477–80. http://dx.doi.org/10.4028/www.scientific.net/amm.411-414.2477.
Full textAbstract:
Employee job satisfaction and organizational commitment are the key factors that affecting the performance of enterprise’s employees. Through using empirical research method to explore the relationship among the three with the sample of 330 employees of an enterprise. The results show that: Employees’ job satisfaction have a positive effect on job performance significantly; Employees job satisfaction positive effect on organizational commitment; Organizational commitment played a partial intermediary role in the process of job satisfaction improving performance.
9
Mariam, Siti. "JOB SATISFACTION EMPLOYEES HOSPITAL." Business and Entrepreneurial Review 19, no. 1 (2019): 81. http://dx.doi.org/10.25105/ber.v19i1.5342.
Full textAbstract:
<p>The design of this research applies descriptive research and correlation research with etchical leadership, organizational commitment and job satisfaction as dependent variables. The primary data is taken from respondents which are employees of the Private hospital at Jakarta Barat. As conclusion, the are has influence positive and significance of etchical leadership toward organizational commitment, the are has influence positive and significance of etchical leadership toward job satisfaction, the are has influence positive and significance of organizational commitment toward job satisfaction, the are has influence positive and significance of etchical leadership toward job satisfaction with organizational commitment as mediating variable.</p>
10
Asharini, Nurma Asri, Suhatmini Hardyastuti, and Irham Irham. "The Impact of Quality of Work Life and Job Satisfaction on Employee Performance of PT. Madubaru PG-PS Madukismo." Agro Ekonomi 29, no. 1 (2018): 146. http://dx.doi.org/10.22146/ae.31491.
Full textAbstract:
This study aimed to (1) determine the effect of the quality of work life (QWL) and job satisfaction to organizational commitment ; (2) finding out the effect of the QWL, job satisfaction, organization commitment to employee performance ; (3) finding out the effect of the QWL and job satisfaction to employee performance with organization commitment as intervening variable. The sample in this research was employees of PT. Madubaru PG-PS Madukismo in Yogyakarta using 100 respondents; the sampling technique was using simple random sampling technique. The types of data used were primary and secondary data with data collecting techniques of survey approach (questionnaire). The data analysis technique used was Structural Equation Modeling (SEM) through AMOS 21 program and SPSS 23. The result of the research is that QWL does not affect the organizational commitment while job satisfaction affects the organizational commitment. The QWL and job satisfaction do not affect employees’ performance, while organizational commitment affects the employees’ performance. The QWL does not affect the employees’ performance indirectly. Job satisfaction affects employees’ performance indirectly with organizational commitment as intervening variable. The company should further enhance the employees’ organizational commitment in order to higher the employees’ performance.
11
Kodrattriana, Sigit. "PENGARUH GAJI, KEPUASAN KERJA DAN KOMITMEN ORGANISASI TERHADAP TURNOVER INTENTION KARYAWAN DI PT PEMBANGUNAN JAYA." Aliansi : Jurnal Manajemen dan Bisnis 13, no. 1 (2020): 81–86. http://dx.doi.org/10.46975/aliansi.v13i1.10.
Full textAbstract:
This study aims to analyze the influence of salary, job satisfaction, organizational commitment to Intention at PT. Pembangunan Jaya. The research population is employees of PT. Pembanguna Jaya and the sampling method used Slovin formula which produces 80 respondents to be examined by questionnaire. Salary is an important element that can affect employee performance because it is used to meet various employee needs. Salary is divided into four dimensions, namely salary level (pay level), compensation (benefit) salary increase (pay raise), structure and payroll administration (pay structure and administration). Job satisfaction is a positive feeling about someone's work from a characteristic evaluation. Job satisfaction is divided into job satisfaction towards work (work ef self), pay (pay), promotion opportunities (supervisor) and supervisors (co. workers). Organizational commitment is the extent to which employees take sides with the organization to maintain it. Organizational commitment is divided into three continence commitments, effective commitment and normative commitment. Turnover Intention is an employee's tendency or intention to stop working from his job. Turnover is divided into three dimensions based on intentions (intention to quit), information seeking activities (job search) and thinking of going out (thinking of quit). In this study salary levels of job satisfaction and organizational commitment have a positive effect.
12
Suparta, I. Wayan, and I. Komang Ardana. "PENGARUH BUDAYA ORGANISASI DAN KOMITMEN ORGANISASI TERHADAP KEPUASAN KERJA KARYAWAN PT. PENGEMBANGAN PARIWISATA INDONESIA PERSERO." E-Jurnal Manajemen Universitas Udayana 8, no. 6 (2019): 3446. http://dx.doi.org/10.24843/ejmunud.2019.v08.i06.p06.
Full textAbstract:
Job satisfaction can be fulfilled if there is a good organizational culture and high commitment from employees. The purpose of this study was to analyze the influence of organizational culture and organizational commitment on ITDC employee job satisfaction. The population of this study were all employees at ITDC. The sample selection process uses a total sampling method with the criteria of permanent employees who have worked for at least 2 years at ITDC, so that respondents have had experience working at PT ITDC so that they have experience and are able to feel the organizational culture at PT ITDC. Based on these criteria, the number of samples in this study were 117 permanent ITDC employees. The results of the analysis show that organizational culture and organizational commitment have a positive and significant effect on ITDC employee job satisfaction. This means that the better organizational culture that exists at ITDC, and the higher the commitment that ITDC employees have, the greater the job satisfaction of employees at PT ITDC.
 Keywords: organizational culture, organizational commitment, job satisfaction
13
Sari, Ajeng Purnama, Syamsul Hadi Senen, and Masharyono Masharyono. "Studi Komitmen Organisasi Karyawan Bank: Peran Job Involvement Dan Kepuasan Kerja." Strategic : Jurnal Pendidikan Manajemen Bisnis 19, no. 1 (2019): 7. http://dx.doi.org/10.17509/strategic.v19i1.17670.
Full textAbstract:
Employees who are committed to the organization have a tendency to continue working in the organization. The loss of employee commitment means organizations lose support and loyalty from employees in achieving organizational goals. One of the companies that experienced a decline in employee organizational commitment was X Bank. The purpose of this study is to determine how much influence job involvement and job satisfaction on organizational commitment. The object in this study was employees of X bank, one of Indonesia's conventional banks. This study used saturated samples with 54 respondents. The data analysis technique used is Partial Least Squares (PLS) with computer software program smartPLS version 3.0. The results reveal that job involvement and job satisfaction influence organizational commitment. This shows that the higher job involvement and employee job satisfaction together, the higher the organizational commitment of X Bank employees.
14
Ahmad, Mir Rouf, and Rameez Raja. "Employee Job Satisfaction and Business Performance: The Mediating Role of Organizational Commitment." Vision: The Journal of Business Perspective 25, no. 2 (2021): 168–79. http://dx.doi.org/10.1177/0972262920985949.
Full textAbstract:
Purpose: The aim of this research article is to scrutinize the influence of employee job satisfaction on organizational commitment and business performance in the context of retail banking sector in northern India. Design/methodology/approach: A research design of quantitative in nature was used via a structured questionnaire on a sample of 440 Indian commercial bank employees. Research hypotheses were tested by using the structural equation modelling (SEM) technique to evaluate and test the proposed model. Findings: The result of the present study confirms that all facets of job satisfaction affect the satisfaction of employees significantly and, thus, influence the employee’s organizational commitment and business performance, respectively. The significance of the indirect path of employee job satisfaction on business performance through organizational commitment has also been tested with the Sobel test, which exhibited significant results. Research implications: This study provides insight into the influence of employee job satisfaction on the organizational commitment and business performance in the Indian commercial banking context in particular, which could benefit management and policymakers as well as other enterprises operating in the same segment. The results suggest that employee job satisfaction strongly contributes to employees’ organizational commitment and business performance. Therefore, organizations require that their employees must be contented and pleased with what they do. Originality/value: This research study contributes one more brick to the existing body of knowledge by investigating the casual relation of employee job satisfaction, and organizational commitment as a mediator with business performance, as these causal relations with business performance are very scarce in the context of commercial banking context. Research limitations: This research survey was restricted to commercial banks operating only in northern India. Thus, it limits the generalizability of the results for the context specified only.
15
Yulianingsih, Ni Luh Sintya, and Agoes Ganesha Rahyuda. "KEPUASAN KERJA MEMEDIASI PENGARUH KEPEMIMPINAN TRANSFORMASIONAL TERHADAP KOMITMEN ORGANISASIONAL KUTABEX BEACH FRONT HOTEL BALI." E-Jurnal Manajemen Universitas Udayana 9, no. 5 (2020): 2003. http://dx.doi.org/10.24843/ejmunud.2020.v09.i05.p18.
Full textAbstract:
Organizational commitment is an attitude that shows employee loyalty and ongoing process of how they expresses their attention to organization's success. Purpose of study is to analyze the role of job satisfaction in mediating effect of transformational leadership on organizational commitment of KutaBex Beach Front Hotel Bali employees. The population was 113 people and the sample are 54 people using proportionate random sampling method. Data are analyzed using path analysis techniques. Data collection through interviews and questionnaires. The results showed that transformational leadership had a positive and significant effect on job satisfaction and organizational commitment. In addition, job satisfaction has a positive and significant effect on organizational commitment and job satisfaction mediates the effect of transformational leadership on organizational commitment partially. The implication of this research is that high job satisfaction owned by employees will increase employee organizational commitment through the influence of transformational leadership.
 Keywords: transformational leadership, job satisfaction, organizational commitment
16
Jigjiddorj, Sarantuya, Altanchimeg Zanabazar, Tsolmon Jambal, and Buyankhishig Semjid. "Relationship Between Organizational Culture, Employee Satisfaction and Organizational Commitment." SHS Web of Conferences 90 (2021): 02004. http://dx.doi.org/10.1051/shsconf/20219002004.
Full textAbstract:
Organizational culture is an important human resource management issue that affects the success and sustainability of a company. In organizational settings, culture describes what is unique about an organization, as expressed by the shared beliefs and values established by the founders and communicated through different ways. This shapes employees´ perceptions and behaviour, as well as the principles that apply to members of an organization. Job satisfaction refers to an employee´s feelings about their job and is frequently studied in relation to organizational culture and other variables, such as job commitment, performance and organizational commitment. Organizational commitment refers to whether an employee wishes to continue working for an organization or leave it. Employees tend to be attracted to those organizations with a culture that values their work and focuses on organizational wellbeing. There is a positive relationship between organizational culture, job satisfaction and the organizational commitment of employees.
17
Santoso, Imam. "PENGARUH BUDAYA ORGANISASI, DAN KEPUASAN KERJA TERHADAP KOMITMEN ORGANISASIONAL (Survey pada Perum Perumnas Regional III Wilayah JABODETABEK 2018)." Aliansi : Jurnal Manajemen dan Bisnis 13, no. 2 (2020): 1–12. http://dx.doi.org/10.46975/aliansi.v13i2.18.
Full textAbstract:
This study aims to obtain information relating to the influence of organizational culture, and job satisfaction on Organizational Commitment. Research has been carried out using path analysis after all variables were entered into the correlation matrix. In this study, 300 employees of the third-level housing company in Jabotabek as a population were randomly selected as the analysis unit of 80 samples along with the four characteristics studied. The results showed that (1) organizational culture has a direct effect on organizational commitment, (2) organizational job satisfaction has a direct effect on employee work performance, (3) job satisfaction has a direct effect on organizational commitment. (4) Organizational culture has an indirect effect on organizational commitment through employee job satisfaction. The results of the study show that organizational culture, job satisfaction is an important determinant of employee work performance. Based on these findings it can be concluded that any changes or variations that occur in the organizational commitment of Perumnas employees have been influenced by organizational culture and job satisfaction. Therefore, organizational culture, and job satisfaction must be included in the strategic planning of human resource development in increasing the organizational commitment of Perumnas employees, but need to consider other variables needed to Organizational commitment is influenced by variations in organizational culture, and job satisfaction.
18
Hendri, Muhammad Irfani. "The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance." International Journal of Productivity and Performance Management 68, no. 7 (2019): 1208–34. http://dx.doi.org/10.1108/ijppm-05-2018-0174.
Full textAbstract:
Purpose The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction, the effect of organizational learning on the employees’ organizational commitment, the effect of the organizational learning on employees’ performance, the effect of job satisfaction on the employees’ performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited Liability Company) in West Kalimantan. Design/methodology/approach The population in this research refers to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the employees are from class III‒IV (population of access). The size of the sample is determined by using the partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees. The sampling method used is proportional random sampling technique, which is based on work area (three working areas: Head Office, West Kalimantan I District and West Kalimantan District II). Findings Learning organization has a significant and positive effect on job satisfaction and organizational commitment, but it has no significant effect on the employee performance. Job satisfaction and organizational commitment have a significant effect on employee performance. Originality/value The phenomenon that existed in PTPN XIII (Limited Liability Company) and referring from various previous research results, the study regarding employee performance was conducted using organizational learning variable as an exogenous variable and using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996) revealed that the relationship between organizational learning and performance is not very close. It is necessary to have other variables that can reinforce the relationship and to determine the extent to which the organizational learning can contribute to the improvement of the performance.
19
Ahmad, Arfat. "The relationship among job characteristics organizational commitment and employee turnover intentions." Journal of Work-Applied Management 10, no. 1 (2018): 74–92. http://dx.doi.org/10.1108/jwam-09-2017-0027.
Full textAbstract:
PurposeThe purpose of this paper is to investigate the underlying reciprocity mechanism which governs the relationship between employer and employee at their workplaces in a perspective whereby intrinsic and extrinsic factors of job satisfaction are considered as proxy to organizational offerings, while multi overall job satisfaction and dimensional organizational commitment as employee’ attitudinal reaction to the organizational offerings. Under the aforementioned notion, the present study intends to examine the influence of job characteristics on employees’ attitudes, such as, job satisfaction, organizational commitment and employee’ turnover intentions as psychological response to job characteristics. In a way, the study attempts to insight into how employee’ reciprocate to the perceived obligation toward its organization. The study also aims to supplement the empirical evidence about the competing power of intrinsic and extrinsic factors of job in determining the job satisfaction. Although various studies exhibit positive relationship between job satisfaction and organizational commitment has been consistently reported. However, for the managerial implication, the identification of employee physiological and psychological needs to gauge the understanding of mechanism by which of employee’ reacts to its environment and develop attitude toward their job and organization is imperative. In this context, this study makes a humble attempt to clear the relationships in the perspective of reciprocation between organization and its employees. Thus, this study attempts to illustrate how feeling a need to reciprocate, those who experienced strong satisfaction with job characteristics appear to have had a sense of moral duty to the organization can be helpful in understanding the processes by which organizational inducements exert their influence on other employee attitudes and behaviors. Evidently, while the link between employees’ satisfaction with their job and high organizational commitment, on the one hand, and low intentions to leave on the other is fairly straightforward, yet there in need to study these variables as exogenous and endogenous to inquire about their causation. Also, the available present literature on the understudy concern genuinely lacks adequate empirical material about the competing power of intrinsic and extrinsic factors of job in determining the job satisfaction as such some author hold that intrinsic characteristic of job better predict job satisfaction while as another set of behavioral scientists found extrinsic job characteristics as prime determinant of job satisfaction compare to the intrinsic worth of their jobs. The present study was conducted in the state of depressed economy where unemployment rate is as high as 194 percent it was found interesting to investigate the about the competing power of intrinsic and extrinsic factors of job in determining the job satisfaction. The present study also attempts to supplement the empirical evidence in this direction.Design/methodology/approachSince the study use the tenets of situational theories of employee’ attitude which assume that employee’ attitude results from the psychological evaluation of one’s job characteristics or other aspects of the environment in the organization; therefore, the study integrates the job characteristics as the organizational offerings to its employee and employees attitude like job satisfaction, organizational commitment and employee’ turnover intentions as reciprocity reaction to the organizational offerings. The structural equation model was used to frames the intricacy job characteristics, job satisfaction and organizational commitment and employee turnover intentions. Ten job characteristics were identified with which employees experience at the workplace as organizational offerings. These include salary, recognition, co-workers, supervision, organizational policies, promotion, working condition, task requirement, job security and nature of work. Subsequently, these identified facets were divided into intrinsic and extrinsic factors of job satisfaction, and were considering as proxy to the organizational offerings to its employees. These job characteristics were identified during in-depth interviews and discussions with the respondents, while overall job satisfaction, organizational commitment and employees’ turnover intentions were considered as employee’s psychological reactions to the organizational offerings. The sample consists of 654 hospital employees, working at the different hospital across state. In order to ensure the representation of the entire human capital, employees working under different levels of occupational status and different sectors of economy were included in the for the purpose of data collection. The number of employees from each hospital has been selected through proportionate method. Employees from each hospital were selected on the basis of the chit method. Measurement tools Questionnaire method was used to collect the data for the present study. A five-point likert type scale was used for the sake of maintaining uniformity in measuring the variables. All the variables were measured with multiple-item scales, questionnaire item used to measure different constructs in this study are derived from the previously established studies. As such, multidimensional organizational commitment construct was measured using items drawn from Meyer and Allen (1991) scale. Job characteristics and employee’ turnover intentions scale was adapted from the study conducted by Ali Muhammadet al.(2008). The instrument used for the present study has universal application. Therefore the results thus produce are of universal significance. The reliability and validity of measurement tools for the study was established by the confirmatory factor analysis (CFA).FindingsThe findings from the study reveal employees’ subjective evaluation to the intrinsic and extrinsic factors of job contribute to the formation of their reciprocal perspective of psychological attitude toward its job and organization characterized as their job satisfaction and organizational commitment. As such, better evaluation of job content and job context by the employees leads to the sense of obligation and commitment toward the organization, hence reduces their intentions to discord organizational membership. The findings also reveal that employees tend to incline their job satisfaction more toward the extrinsic worth of job than the intrinsic worth. While as both, job satisfaction and organizational commitment, explains relatively equal variation in the employees’ turnover intentions. The relatively strong correlation of extrinsic characteristics of job could be attributed to the fact that professionals generally have limited control over extrinsic factors and have high degree of control over intrinsic elements. Therefore, their perceptions of the job are particularly dependent on the degree of satisfaction with the extrinsic factors (Pearson and Seiler, 1983).Originality/valueAlthough there are various studies manifested the relationship between job satisfaction, organizational commitment and employee turnover intentions, for all that, the present work is an attempt to deem these relationships in a different panorama to bring more insight in the subject of organizational behavior. In this study, the relationship among the job characteristics, job satisfaction, organizational commitment and employee’ turnover intentions were considered in a perspective of reciprocity norms. The study opens new horizons to the researchers across the globe, whereby organizational and job characteristics are considered as catalyst for the employee’ attitude and can be study and analyze in a functional relationship model. A new regime of paradigm may investigate the functional relationship between employer offerings as an input and employee attitudes as an output, with more emphasis on the organizational equilibrium. Hence, study encompass the managerial implication by gauging the understanding of mechanism by which of employee’ reacts to the workplace environment and develop attitude toward their job and organization. In this way, the propositions expatiated in the present work improves the understanding for the implications of various motivational theories, different organizational theories and human resource management models. Moreover, this work substantiates and provides insight about the competing power of intrinsic and extrinsic job factors on job satisfaction and opens debate for the generalization of Herzberg’s motivation theory.
20
Nugraheni, Umi Gita, Aji Hermawan, and Sadikin Kuswanto. "Job Satisfaction, Motivation and Commitment to Change of Stated Owned Enterprises Ministry Employee of Indonesia." Asian Social Science 15, no. 4 (2019): 94. http://dx.doi.org/10.5539/ass.v15n4p94.
Full textAbstract:
The State-Owned Enterprises Ministry as one of the Government agencies has a strategic role as a builder of State-Owned Enterprises to change the form of organizational bureaucracy and transformation to be a superholding company. This study focused on the influence of internal factors namely employee motivation and job satisfaction toward the commitment to change of State-Owned Enterprises Ministry employee. 
 This study aimed to find out whether the motivation and job satisfaction affect the commitment to change, as well as provide strategies to increase commitment to succeed employee’s change toward the organizational changes. Data were collected using a stratified random sampling of 177 State-Owned Enterprises Ministry employees by spreading questionnaire, in-depth interviews with management, and focus group discussion (FGD) with the representatives of the employees from each division.
 The results indicated that motivation significantly associated with job satisfaction and Job Satisfaction is associated with the higher level of employees commitment to Change, but motivation was not associated with commitment to change. Qualitatively, it was more due to the change of commitment form among employees of the Ministry of State-Owned Enterprises, in General, it is a normative commitment and the commitment of the continuance, where employees feel obligated to support organizational change, not to take the effective role to make changes to the organization. Cross-validation result indicated that the final full SEM was valid and reliable.
21
Kashmiri, Tanveer, Malik Muhammad Mehran, Nazar Hussain, and Ahmad Tisman Pasha. "Mediating Role of Organizational Commitment: A Study of NADRA, Multan Region." Journal of Arable Crops and Marketing 1, no. 1 (2019): 15–33. http://dx.doi.org/10.33687/jacm.001.01.3192.
Full textAbstract:
The purpose of this study is to investigate how employee compensation and job satisfaction influence employee performance. And more importantly, this study examines the mediating effect of the organizational commitment between employee compensation, job satisfaction and employee performance. Based on the prior studies conducted on employee compensation, job satisfaction, employee performance and organizational commitment, an integrated conceptual framework on employee compensation, job satisfaction, employee performance and organizational commitment was developed. The convenience sampling technique was employed in this study, and a sample drawn was consisted of 375 NADRA employees serving in Multan region. The sample was focused on the employees working in the NADRA Multan region. For more robust testing of the theory organizational commitment was included as mediating variable. For testing of mediation effect Process by Andrew F. Hayes was used with the assistance of SPSS version 23. Research findings revealed that the impacts of employee compensation and job satisfaction on employee performance are positive and significant. And organizational commitment as a mediating variable mediates the relationships between employee compensation, job satisfaction and employee performance. The mindsets of the today employees are changing, and they are more conscious about their relationships with the organizations, they love to share their good and bad experiences with the organizations. Today, it is very important for organizations to know the feelings of the employees about their organizations. This study suggests the organizations by tuning employee compensation, job satisfaction variables they may impact on the performance of the employees. And by introducing organizational commitment they may also change the relationships between employees and organization. Variables part of this study were not old constructs, but it is new for the graphical location where I conducted this study because there was no similar study available here. This study is only focused on NADRA Multan region, other geographical locations or industries may be used to more clearly understand the brand evangelism construct. Also, comparative studies can be performed for different organizational ladders and geographical locations.
22
Kaur, Prabhjot, Keshav Malhotra, and Sanjeev K. Sharma. "Moderation-mediation framework connecting internal branding, affective commitment, employee engagement and job satisfaction: an empirical study of BPO employees in Indian context." Asia-Pacific Journal of Business Administration 12, no. 3/4 (2020): 327–48. http://dx.doi.org/10.1108/apjba-10-2019-0217.
Full textAbstract:
PurposeTaking an evidence from social exchange theory, this research examines the mediating role of affective commitment in the correlation between internal branding, employee engagement and job satisfaction. The moderating role of work environment on the link between internal branding and affective commitment is also studied in this research.Design/methodology/approachThe data were collected by using well-structured research measures from 215 employees working in the BPO sector of India (Punjab and Chandigarh). The hypotheses were developed, and the conceptual model was validated by applying structural equation modeling. The data were analyzed by using two statistical packages, namely SPSS and AMOS.FindingsThe findings suggest that internal branding has a significant positive relationship with employee engagement, job satisfaction and affective commitment. The mediating effect of affective commitment on the relationship between internal branding and employee engagement was full, whereas on the relationship between internal branding and job satisfaction, it was partial. Work environment also moderated the relationship of internal branding with affective commitment.Research limitations/implicationsThe current study offers significant lessons to management thinkers, human resource (HR), organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance affective commitment, employee engagement and job satisfaction of the employees. The role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if the work environment is not encouraging to an employee as well as to the brand values.Practical implicationsThis study offers significant lessons to management thinkers, HR, organizational branding and marketing manager. However, BPO sector should be aware about the critical role played by internal branding to enhance employee engagement, job satisfaction and affective commitment of the employees. An important role of affective commitment is also taken into account to study the effect of internal branding on employee engagement and employee's job satisfaction. For itself, internal branding cannot be considered as in isolation and is doubtful to be efficacious if employees are not provided an encouraging work environment.Originality/valueExisting researches on internal branding are theoretical in nature and overlook the empirical impact of internal branding on employee engagement, job satisfaction and affective commitment from the BPO employees' perspective. The study also offers an empirical examination of potential mediator and moderator for internal branding.
23
Triwahyuni, Ririn, and Vivin Maharani Ekowati. "THE EFFECT OF EMPLOYEE SATISFACTION ON EMPLOYEES PERFORMANCE TRHOUGH ORGANIZATIONAL COMMITMENT." Management and Economics Journal (MEC-J) 1, no. 1 (2017): 01. http://dx.doi.org/10.18860/mec-j.v1i1.4525.
Full textAbstract:
<p>This study purpose is to analyze the effect of job satisfaction and organizational commitment on performance. This research uses a quantitative approach with explanatory research type where the aim is to test between hypothesized variables. This research has hypotheses that will be tested the truth. Samples are 86 respondents. Data is collected by questionnaires and documentation. The data is analyzed by Partial Least Square (PLS). The research result indicates that job satisfaction has a direct effect on employee performance at PT Pindad (Persero). Job satisfaction has no direct effect on employee performance. Test Sobel results show organizational commitment does not mediate the effect of job satisfaction on employee performance.</p><p><strong>Keywords</strong>: job satisfaction, organizational commitment, performance</p>
24
Nawawi, Muhammad Tony. "Pengaruh Kepuasan Kerja, Dan Motivasi Kerja Terhadap Kinerja Karyawan/ti Dengan Komitmen Organisasional Sebagai Variabel Intervening (Studi Karyawan Outsourcing PT. J Yang Ditempatkan Di Kampus II Untar Jakarta)." Jurnal Manajemen dan Bisnis Indonesia 3, no. 1 (2015): 129–47. http://dx.doi.org/10.31843/jmbi.v3i1.75.
Full textAbstract:
This study on the Influence Job Satisfaction and Job Motivation on Employee Performance with Organizational Commitment as an Intervening Variable (Study of Employee outsourcing PT J placed Tarumanagara University. Population in this study all employees outsourcing PT J, with sampling techniques is purposive random sampling, and samples taken 50 employees. Purpose of the study is to examine and analyze the effect of job satisfaction and motivation on employee performance. Analysis is the method of multiple regression analysis and test assumptions, and validity testing is also done and reliability with the help of SPSS (Statistical Program for Society Science) versus 16:00. analysis showed that the presence of a significant positive effect between satisfaction and job motivation on organizational commitment, with a significance of 0.000 <0.05, and R Square value 0.308, meaning 30.80% of organizational commitment is influenced by the level of job satisfaction and motivation. while other results indicate that the presence of a significant positive effect between job satisfaction and motivation and organizational commitment to employee performance, with a significance of 0.000 <0.05, and R Square value 0.732 performance of 73.2% means employees outsourcing is influenced by the level of satisfaction, motivation, and organizational commitment.Keywords: job satisfaction, job motivation, employee performance, organizational commitment, hypotheses testing, multiple regression.
25
Soomro, Bahadur Ali, and Naimatullah Shah. "Determining the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance." South Asian Journal of Business Studies 8, no. 3 (2019): 266–82. http://dx.doi.org/10.1108/sajbs-12-2018-0142.
Full textAbstract:
Purpose The purpose of this paper is to investigate the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment and employee’s performance. Design/methodology/approach This is a quantitative approach, which is based on cross-sectional data. In total, 326 usable cases are processed to infer the results through the structural equation model. Findings The results revealed a positive and significant impact of organizational commitment, job satisfaction and organizational culture on employee’s performance. An entrepreneurial orientation has a positive and significant impact on organizational commitment. Job satisfaction is impacted by organizational commitment, while organizational culture is influenced by job satisfaction. On the other hand, entrepreneurial orientation has a non-significant impact on employee’s performance. Practical implications Employers may shape the organizational culture and boost the general level of job satisfaction of their employees. Further, the study enriches the organizational behavior literature by recognizing and empirically validating the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance in the small and medium enterprises sector of Pakistan. Originality/value The findings of the current study may help in creating a better understanding of job satisfaction and delineating its association with organizational culture.
26
Rehatta, Pieter N. R., and Saleh Tutupoho. "Pengaruh Kepuasan Kerja dan Komitmen Organisasi terhadap Kinerja Karyawan Badan Penyelenggara Jaminan Sosial (BPJS) Kesehatan Cabang Ambon." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 2, no. 3 (2019): 330–42. http://dx.doi.org/10.31842/jurnal-inobis.v2i3.94.
Full textAbstract:
"The Effect of Job Satisfaction and Organizational Commitment on Employee Performance of the Ambon Branch of BPJS on health institutions".The purpose of this study was to determine the effect of job satisfaction and organizational commitment on the Ambon branch of BPJS on health institutions. The population in this study were employees of the Ambon branch of BPJS on health institutions. The sample in this study were 32 employees. Data collection was carried out using a questionnaire. The data analysis method used was SPSS version 16. The results of multiple regression analysis are Y = 0.280 X1 + 0.392X2. The independent variable that most influences the dependent variable is the organizational commitment variable (0.392), and the last is the job satisfaction variable (0.280). The results of the t test show that all the independent variables (job satisfaction and organizational commitment) have a significant positive effect on the dependent variable (employee performance) where all the independent variables obtain a t value greater than the t table with a sig level of less than 0.05. And the coefficient of determination (R Square) obtained is 0.323, this means that 32.3% of employee performance can be explained by job satisfaction and organizational commitment variables, while the remaining 67.7% is influenced by other variables not examined in this study.The implication of the above conclusions is that in an effort to improve employee performance, the Ambon branch of BPJS on health institutions should increase job satisfaction for employees, namely the leadership must provide more support for employees and must mutually cooperate between employees so that their sense of job satisfaction increases and increases commitment to oneself and at the company.
 
 Keywords : job satisfaction, organizational commitment, employee performance
27
Widarianti, I. Gusti Ayu Ratih, and Desak Ketut Sintaasih. "PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEADILAN ORGANISASIONAL DAN KEPUASAN KERJA TERHADAP KOMITMEN ORGANISASIONAL KARYAWAN." E-Jurnal Manajemen Universitas Udayana 8, no. 10 (2019): 6242. http://dx.doi.org/10.24843/ejmunud.2019.v08.i10.p19.
Full textAbstract:
This study aims to analyze the effect of transformational leadership, organizational justice and job satisfaction on the organizational commitment of Keraton Jimbaran Resort employees. The research design that will be used in this study is quantitative research. In this study, the population amounted to 148 employees with a sample of 108 employees. The method of determining the sample in this study was carried out with the Slovin approach. The analytical tool used is multiple linear regression analysis techniques. The results in this study are transformational leadership has a positive and significant effect on employee organizational commitment, organizational justice has a positive and significant effect on employee organizational commitment, job satisfaction has a positive and significant effect on employee organizational commitment. Based on the results of the questionnaire there are low results, namely the employees are less responsible for the company, the boss is less concerned about the subordinates, the leader does not pay attention to the rights of employees and each task is not done well due to lack of support from colleagues
 Keywords: transformational leadership, organizational justice, job satisfaction, employee organizational commitment
28
Malik, Nazaruddin. "The Influence of Turnover Factors Toward Employees’ Intention to Stay: A Case Study in Indonesian Islamic Universities." Jurnal Teknik Industri 21, no. 1 (2020): 80. http://dx.doi.org/10.22219/jtiumm.vol21.no1.80-92.
Full textAbstract:
This study analyzed several employee turnover factors, such as satisfaction, organizational commitment, and religiosity, to predict the employees’ intention to stay. Very few studies in the Muslim context have explored such a corporate attitude from the viewpoint of job satisfaction and organizational commitment. This study employed a quantitative and descriptive research design. A survey was used to analyze the correlation between some predictors of the employees’ intention to stay. In particular, it attempted to show that religiosity affected both job satisfaction and organizational commitment either directly or indirectly. The data were obtained from 150 employees in some Islamic universities in Malang. The findings revealed that (1) job satisfaction was influenced by religious beliefs. (2) job satisfaction significantly affected the employees' commitment. (3) religiosity gave an indirect positive impact to the corporate commitment through job satisfaction, and 4) religiosity was positively related to the employees' intention to stay. Regarding this, the employees who keep the religious belief in the workplace are encouraged to bring themselves to perform excellently.
29
Malik, Nazaruddin. "The Influence of Turnover Factors Toward Employees’ Intention to Stay: A Case Study in Indonesian Islamic Universities." Jurnal Teknik Industri 21, no. 1 (2020): 80–91. http://dx.doi.org/10.22219/jtiumm.vol21.no1.80-91.
Full textAbstract:
This study analyzed several employee turnover factors, such as satisfaction, organizational commitment, and religiosity, to predict the employees’ intention to stay. Very few studies in the Muslim context have explored such a corporate attitude from the viewpoint of job satisfaction and organizational commitment. This study employed a quantitative and descriptive research design. A survey was used to analyze the correlation between some predictors of the employees’ intention to stay. In particular, it attempted to show that religiosity affected both job satisfaction and organizational commitment either directly or indirectly. The data were obtained from 150 employees in some Islamic universities in Malang. The findings revealed that (1) job satisfaction was influenced by religious beliefs. (2) job satisfaction significantly affected the employees' commitment. (3) religiosity gave an indirect positive impact to the corporate commitment through job satisfaction, and 4) religiosity was positively related to the employees' intention to stay. Regarding this, the employees who keep the religious belief in the workplace are encouraged to bring themselves to perform excellently.
30
Sungu, Lincoln Jisuvei, Qingxiong (Derek) Weng, and Johari Abdu Kitule. "When organizational support yields both performance and satisfaction." Personnel Review 48, no. 6 (2019): 1410–28. http://dx.doi.org/10.1108/pr-10-2018-0402.
Full textAbstract:
Purpose The purpose of this paper is to examine the underlying mechanism through which perceived organizational support (POS) influences job performance and job satisfaction. Specifically, the study aims at examining the contingent role of performance ability in the associations of POS and affective organizational commitment (AOC) with job performance and job satisfaction, thus highlighting the pivot role of ability in the social exchanges. Design/methodology/approach The sample of the present study included 269 employees of a University in Kenya. The data were analyzed with Mplus to test the hypotheses. Findings POS enhances AOC that, in turn, positively influences job performance and job satisfaction. Importantly, the results indicate that performance ability moderates both the direct and indirect (via AOC) effects of POS on job performance and job satisfaction. Thus, employees’ abilities for tasks are not only significant for reciprocating resources that organizations invest in employees, but also enhances employee well-being. Research limitations/implications Although satisfaction with employee reciprocation was implied based on performance levels, it was not directly tested in the supervisor–employee social exchange. It is possible that even with intentions to deliver (high AOC), the resultant reciprocation may be less satisfactory to the organization. Future research would benefit from investigating the role that reciprocity norm could have in the model, specifically, whether employer satisfaction would be a function of employee performance ability. Practical implications Most often, the bottom line goal of organizations is employee performance, whereas AOC indicates employees’ intentions and efforts to reciprocate the organization with high performance, such intentions can only go as far as the ability for such desired outcomes. Consequently, efforts should be made to ensure employee’s capabilities align with specific job tasks to enhance both organizational (job performance) and employee well-being (job satisfaction). During the employee selection process, therefore, a focus on ability cues would be more advantageous than commitment when the bottom line goal is to enhance well-being. Originality/value This is the first study that tests the moderating role of the employee’s performance ability in both the POS and AOC relationships with job performance and job satisfaction. Moreover, this is the first study to examine the relationship between POS and AOC with job satisfaction. The study opens a potential avenue to examine the micro-mechanisms that regulate reciprocity in social exchanges, and thus presents the boundary conditions for the predictions of the social exchange theory.
31
Suprayitno, Lamidi, and Jeane Rosalia Qomariah. "The impact of job satisfaction on employee performance through organizational commitment as intervening variables: A survey on employees of Mitra Swalayan Kartasura." Research, Society and Development 10, no. 6 (2021): e39910615738. http://dx.doi.org/10.33448/rsd-v10i6.15738.
Full textAbstract:
Mitra Swalayan Kartasura is a private company engaged in the retail sector to fulfill basic needs. This objective is to address the impact of satisfaction on commitment to organizational commitment, to respond to the significance of the impact of the organization on employee performance, to indicate the significance of the impact of employee performance on satisfaction and whether the organization can mediate employee job satisfaction. This type of research uses the census method for Mitra Swalayan Kartasura employees. This research uses qualitative data and quantitative data. Meanwhile, the data source uses primary data and secondary data. The population is all employees of Mitra Swalayan Kartasura who assess 85 employees. The sample in this study were 85 employees with the census method. The data analysis technique used multiple regression test, t test, F test, indirect effect test, path analysis and coefficient of determination. The results of the study indicate that job satisfaction can have a positive and significant effect on organizational commitment, there is no positive and significant influence between organizational commitment on employee performance, job satisfaction can have a positive and significant effect on employee performance and in this study it cannot prove that organizational commitment. mediate job satisfaction on employee performance.
32
Hartanto, Didy Agus, Saladin Ghalib, and Irwansyah Irwansyah. "PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN ORGANISASIONAL TERHADAP KINERJA KARYAWAN (Studi pada karyawan Hotel Aston Banua)." Jurnal Bisnis dan Pembangunan 10, no. 1 (2021): 37. http://dx.doi.org/10.20527/jbp.v10i1.9952.
Full textAbstract:
The research objective was to determine the effect of Transformational Leadership on Job Satisfaction and Employee Performance, Organizational Commitment on Job Satisfaction and Employee Performance, Job Satisfaction on Employee Performance, Job Satisfaction as an intervening variable between Transformational Leadership and Employee Performance, and Job Satisfaction as an intervening variable between Organizational Commitments and Employee Performance.The population of the study was all employees totaling 40 people. Data collection using a questionnaire with Likert Scale. Data analysis was performed using the Partial Least Square (PLS) method.The results showed that Transformational Leadership has a significant influence on Job Satisfaction but does not have a significant effect on Employee Performance, Organizational Commitment has a significant effect on Job Satisfaction and Employee Performance, Job Satisfaction has a significant effect on Employee Performance, Job Satisfaction does not have a significant effect as an intervening variable between Transformational Leadership and Employee Performance, Job Satisfaction has a significant influence as an intervening variable between Organizational Commitment and Employee Performance.Keywords : Transformational Leadership, Job Satisfaction, Organizational Commitment, Employee Performance
33
Agustini, Ni Luh Putu Tita Yanthi, and Made Subudi. "PENGARUH KEPUASAN KERJA, KEADILAN ORGANISASIONAL DAN KOMITMEN ORGANISASIONAL TERHADAP TURNOVER INTENTION KARYAWAN." E-Jurnal Manajemen Universitas Udayana 7, no. 12 (2018): 6703. http://dx.doi.org/10.24843/ejmunud.2018.v07.i12.p12.
Full textAbstract:
The purpose of this study is to determine the effect of job satisfaction, organizational justice, and organizational commitment to employee turnover intention. This research was conducted at PT. BPR Bali Dananiaga Denpasar. The total population in this study is 45 employees, and obtained the target population which is a sample of 34 employees with probability sampling method. Data collection was done through interviews and questionnaires. Data analysis technique used is multiple linear regression analysis. Based on the results of the analysis found that job satisfaction has a negative effect and significant employee turnover intention. These results prove that if the higher job satisfaction perceived by employees, the lower turnover intention employees. Organizational justice has a negative and significant effect on employee turnover intention. These results prove that the higher the employees feel the fairness of the organization the lower turnover intention employees. Organizational commitment has a negative and significant effect on employee turnover intention. These results prove that the higher the commitment in the company, it will be able to reduce employee turnover intention.
34
Novita Sari, Ni Kadek Yustina, and I. Gusti Ayu Dewi Adnyani. "PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMITMEN ORGANISASIONAL TERHADAP KEPUASAN KERJA BADAN PEMBERDAYAAN MASYARAKAT DAN PEMDES DENPASAR." E-Jurnal Manajemen Universitas Udayana 7, no. 12 (2018): 6786. http://dx.doi.org/10.24843/ejmunud.2018.v07.i12.p15.
Full textAbstract:
Companies in general will have all sorts of ways to improve employee job satisfaction. Factors that can improve employee job satisfaction are transformational leadership and organizational commitment of employees. The purpose of this study was to examine the effect of transformational leadership and organizational commitment on employee job satisfaction at Community Empowerment Board and Pemdes Government of Denpasar City. The population of this research is all employees of Community Empowerment Board and Pemdes Government of Denpasar City which amounted to 34 people, with sample determination technique used is saturated or census sampling, hence all member of population become respondent in research. Data were analyzed using multiple linear regression analysis technique. The results showed that transformational leadership and organizational commitment partially have a positive and significant effect on employee job satisfaction at Community Empowerment Board and Pemdes Government of Denpasar City. This has the meaning that the better the application of leadership style, and the higher organizational commitment that employees have, the more the level of employee job satisfaction at the Community Empowerment Board and Pemdes Government of Denpasar City.
35
Gunawan, Milwan Akbar, and Hendra Gunawan. "Compensation, Competence, Organizational Commitment and Its Effect on Employee Performance: Job Satisfaction as Interverning." Journal of Applied Accounting and Taxation 4, no. 2 (2019): 144–49. http://dx.doi.org/10.30871/jaat.v4i2.1595.
Full textAbstract:
This study aims investigate the influence of job satisfaction, compensation, performance on employee performance. How the effect of competence on job satisfaction and how the compensation effect on job satisfaction. Respondents in this study were 180 employees who have high levels of management level low, middle and top management in the telecommunications services company. Research analysis techniques using SEM analysis. The study found that the competence of positive and significant impact directly on job satisfaction; competence significant impact on the performance of employees through job satisfaction; compensation positive and significant effect on employee performance; compensation positive and significant effect on employee performance with going through job satisfaction; job satisfaction significant positive effect on employee performance; organizational commitment insignificant impact on the performance of the employees.
36
Sutiyoso, Trenggono. "INFLUENCE OF DUAL PROCEDURAL JUSTICE FROM TWO ORGANIZATION TO JOB SATISFACTION, ORGANIZATIONAL COMMITMENT AND PROSOCIAL BEHAVIOR ON OUTSOURCE SERVICE PROVIDERS." Business and Entrepreneurial Review 10, no. 1 (2016): 11. http://dx.doi.org/10.25105/ber.v10i1.19.
Full textAbstract:
The purpose of this study was to know the influence of procedural justice from two organizations, that were service’s and customer’s organizations, to employee’s job satisfaction and organizational commitment to each Organization. The research also test the influence of job satisfaction and dual organizational commitment of outsource employee to their prosocial behavior. Data are gathered through a survey among 286 employees of outsource service providers from 11 organizations which were worked for 6 customer’s organization on mining sector. The model was tested using structural equation modelling (SEM). The results indicated that both procedural justice from the organizations influenced the employee job satisfaction, procedural justice and job satisfaction influenced the organizational commitment to each organization and job satisfaction also influence prosocial behavior inrole and extrarole. Organizational commitment from both organization was not significant influencing the employee prosocial behavior in-role and extra-role. Practical implication of the findings, procedural justice from customer’s organization was an important<br />factor to improve the prosocial behavior which was mediated by employee’s job satisfaction. The finding also implies that service provider has not any influence to the employee’s prosocial<br />behavior, that mean the service provider were only providing workforces to customer and has limited interaction with their employee
37
Estreder, Yolanda, Inés Tomás, Maria José Chambel, and José Ramos. "Psychological contract and attitudinal outcomes: multilevel mediation model." Personnel Review 48, no. 7 (2019): 1685–700. http://dx.doi.org/10.1108/pr-07-2018-0237.
Full textAbstract:
Purpose The purpose of this paper is to examine the link between employer psychological contract (PC) fulfillment and employee attitudes (job satisfaction, organizational commitment and intention to leave the organization) by using employees’ perceptions of PC violation and organizational justice as serial mediators. Design/methodology/approach Data from 44 managers and 880 employees from 44 Spanish organizations were analyzed through multilevel structural equation modeling. Findings Results showed that employees’ feelings of PC violation and justice perceptions mediated the relationships between the employers’ PC fulfillment assessed by managers and job satisfaction and organizational commitment assessed by employees. The mediation effect was not significant for employees’ intention to leave the organization. Originality/value This study contributes to understand the process through which PC influences work outcomes, outlining the relevance of organizational justice as social exchange theory and PC theory (Guest, 2004) stated. In addition, present results extend the influence of PC on work outcomes from the individual to the organizational level.
38
Young, Brian S., Stephen Worchel, and David J. Woehr. "Organizational Commitment among Public Service Employees." Public Personnel Management 27, no. 3 (1998): 339–48. http://dx.doi.org/10.1177/009102609802700304.
Full textAbstract:
This present study examined the factors associated with organizational commitment among blue-collar workers. Previous work in this area suggests that, among blue-collar employees, commitment should be more closely related to extrinsic rewards (e.g., pay satisfaction) than to intrinsic factors. In order to test this hypothesis, sixty-four public service employees in a waste, water, and sanitation department completed a questionnaire designed to measure organizational commitment and perceptions of extrinsic and intrinsic factors related to their jobs. The results indicated that the following were positively and significantly related to commitment: promotion satisfaction, job characteristics, communication, leadership satisfaction, job satisfaction, extrinsic exchange, intrinsic exchange, extrinsic rewards, and intrinsic rewards. Contrary to expectations, pay satisfaction did not correlate significantly with commitment. Both intrinsic and extrinsic rewards were equally predictive of commitment; this contradicts the contention that extrinsic rewards are more important determinants of blue-collar commitment. These findings are noteworthy because they suggest that intrinsic rewards are important for public service employees, members of a relatively understudied population.
39
Pramana, Ni Nyoman Ayu Manik Ankgaryta, and Ni Wayan Mujiati. "WORK FAMILY CONFLICT, STRES KERJA, KEPUASAN KERJA BEPENGARUH TERHADAP KOMITMEN ORGANISASIONAL PEGAWAI." E-Jurnal Manajemen Universitas Udayana 9, no. 6 (2020): 2374. http://dx.doi.org/10.24843/ejmunud.2020.v09.i06.p16.
Full textAbstract:
Organizational commitment is a force that binds individuals to an action related to the target. When employees are committed to the organization they will be loyal to the organization and provide the best for the organization. The purpose of this study was to determine the effect of work family conflict, job stress, and job satisfaction on organizational commitment of Bank BRI Diponogoro Denpasar Unit employees with a sample of 45 people, using the saturated sample method. Data collection through interviews and questionnaires, analyzed by Multiple Linear Regression. The results show that work family conflict and work stress have a negative and significant effect on organizational commitment, while job satisfaction has a positive and significant effect on organizational commitment. This study provides an understanding that Work Family Conflict, Job Stress decreases employee Organizational Commitment and Job Satisfaction can significantly increase employee Organizational Commitment.
 Keywords: Work Family conflict, Job Stress, Job Satisfaction, Organizational Commitment
40
Yuliani, Indah, and Katim Katim. "PENGARUH KOMITMEN ORGANISASI DAN KEPUASAN KERJA TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Jurnal Riset Manajemen dan Bisnis (JRMB) Fakultas Ekonomi UNIAT 2, no. 3 (2017): 401–8. http://dx.doi.org/10.36226/jrmb.v2i3.74.
Full textAbstract:
This study aims to analyze the effect of job satisfaction and commitment to OCB.Data used in this study is the primary data obtained from the questionnaire. The number of samples as many as 62 respondents who are the entire population of PT. TAW area west Jakarta. The analysis technique used is multiple regression methods. The results showed that Organizational Commitment has a significant positive effect on OCB. Job satisfaction has a significant positive effect on OCB and Organizational Commitment and Job Satisfaction has a significant positive effect on OCB. Suggestion in this research job satisfaction most dominantly influence to OCB on salary indicator, promotion in this case company expected to increase employee job satisfaction by increasing employee salary, clarify system of appointment of permanent employees and career ladder, expected to increase organizational commitment to every employee for example with reward employees with integrity and high dedication to the company. Keywords: job satisfaction, commitment, OCB
41
Susilo, Jimmy, and I. Gusti Bagus Honor Satrya. "PENGARUH KEPUASAN KERJA TERHADAP TURNOVER INTENTION YANG DIMEDIASI OLEH KOMITMEN ORGANISASIONAL KARYAWAN KONTRAK." E-Jurnal Manajemen Universitas Udayana 8, no. 6 (2019): 3700. http://dx.doi.org/10.24843/ejmunud.2019.v08.i06.p15.
Full textAbstract:
The purpose of this study was to determine the mediating role of organizational commitment variables on variable job satisfaction and turnover intention of contract employees at PT. Kharisma Duta Anggada. The population of this study was 187 people, with sampling using a saturated sample method. Methods of collecting data through questionnaires and interviews. Data obtained from the results of questionnaires were analyzed using path analysis and sobel test. The test results of getting job satisfaction have a positive and significant effect on organizational commitment, job satisfaction has a negative and significant effect on turnover intention, organizational commitment has a negative and significant effect on turnover intention, and job satisfaction has a negative and significant effect on turnover intention through mediating organizational commitment. The results of this study are expected to benefit employees of PT. Kharisma Duta Anggada and company leader. The company is expected to increase employee job satisfaction in order to increase employee commitment to the company so that the employee turnover intention level will be lower.
 Keywords : job satisfaction, organizational commitment, turnover intention
42
Dr. M. Kamaraj, Dr. Ravi Prakash.K, B. Siva Naga Devi,. "Impact of Organizational Communication on Organizational Citizenship Behavior and Job Satisfaction: Research Findings." Psychology and Education Journal 58, no. 2 (2021): 1003–9. http://dx.doi.org/10.17762/pae.v58i2.2129.
Full textAbstract:
Communication play a vital role at all levels of organization. It affects employee commitment level, Citizenship behavior and job satisfaction levels of employees. The purpose of this study is to understand and assess how organizational communication effects organizational citizenship behavior and Job satisfaction levels. Data was collected from 85 software employees working at different levels by using close ended questionnaire. It was concluded that organizational communication has direct and positive relationship with employee Job satisfaction among software employees. The analysis further proven that organizational citizenship behavior as a mediator further weakens the relationship between organizational communication and job satisfaction. Although much previous research is existed in association of organizational communication, Organizational citizenship behavior and job satisfaction, but this is of first known attempt to assess mediating effect of OCB in relation with other variables.
43
Gunawan, Annetta, and Natalia Natalia. "Antecedents of Organizational Citizenship Behavior Analysis and its Impact Toward Organizational Effectiveness on A Fruit Ice Cream Manufacture." Winners 13, no. 1 (2012): 66. http://dx.doi.org/10.21512/tw.v13i1.669.
Full textAbstract:
To achieve organizational effectiveness, every company needs not only qualified human resources, but also employees who perform organizational citizenship behavior (OCB), which is influenced by individual internal factor i.e. big five personality and its external factor i.e. job satisfaction and organizational commitment. PT Harapan Surya Lestari also needs employees with high OCB level to maintain the sustainability of the company. The purpose of this research is to analyse the effects of big five personality, job satisfaction, and organizational commitment of the employees to organizational citizenship behavior and its impact toward organizational effectiveness on PT Harapan Surya Lestari (HSL). The method used in the research is Path Analysis. The data is obtained from questionnaire disseminated to all the employees of PT HSL in order to measure the level of big five personality, job satisfaction, and organizational commitment of the employees and organizational effectiveness from the perception of each employee, using likert scale. Results from the data analysis obtained structural equations Y = 0,240 X1 + 0,166 X2 + 0,502 X3 + 0,6671 ε1 where simultaneously big five personality, job satisfaction, and organizational commitment contribute significantly to organizational citizenship behavior of 55,5% and Z = 0,461 X2 + 0,374 Y + 0,6921 ε2 where simultaneously job satisfaction and organizational commitment contribute significantly to organizational effectiveness of 52,1%.
44
Jung, Yuhee, and Norihiko Takeuchi. "Testing mediation effects of social and economic exchange in linking organizational training investment to employee outcomes." Personnel Review 48, no. 2 (2019): 306–23. http://dx.doi.org/10.1108/pr-06-2017-0174.
Full textAbstract:
Purpose Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges. Design/methodology/approach To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects. Findings In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction. Practical implications These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers. Originality/value The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.
45
Dessyarti, Robby Sandhi. "Pengaruh Gaya Kepemimpinan, Komitmen Organisasi, Budaya Organisasi terhadap Kepuasan Kerja dan Kinerja Karyawan Pemasaran (pada Dealer Motor PT Suzuki Cabang Madiun dan Ngawi)." JURNAL EKOMAKS : Jurnal Ilmu Ekonomi, Manajemen, dan Akuntansi 7, no. 2 (2019): 112–24. http://dx.doi.org/10.33319/jeko.v7i2.1.
Full textAbstract:
The aim of this research is to describe and examine the influence of leadership style, organizational commitment, organizational culture on job satisfaction and employee performance, the influence of job satisfaction on employee performance. While examining the influence of indirect leadership style, organizational commitment, organization culture on employee performance through job satisfaction in PT Suzuki, Madiun and Ngawi branches motor dealer. The population used is the entire marketing employees as much as 136 people, total sampling or the census technique conducted. The questionnaire with five dimensions likert scale data, with SPSS assistance and Structural Equation Modeling AMOS analyzing method. The validity and reliability of the data tested by covergent validity and construct reliability next to the Goodness of Fit evaluation criteria. The results of the data analysis concluded that leadership style, organizational commitment, organizational culture do have positive and significant impact on job satisfaction and employee performance, while job satisfaction do have positive and significant impact on the employees performance. Job satisfaction does not mediating between leadership styles, organizational commitment and organizational culture on employee performance in PT Suzuki, Madiun and Ngawi branches motor dealer.
46
Gustyana, Tieka Trikartika, Arif Partono Prasetio, Alya Rysda Ramadhanty, and Nabila Azahra. "Pengaruh Persepsi Dukungan Organisasi, Stres Kerja, Dan Kepuasan Kerja Terhadap Komitmen Afektif Karyawan Perusahaan Produsen Air Kemasan Cam Di Bandung." Jurnal Ilmu Sosial Politik dan Humaniora 1, no. 1 (2019): 23–36. http://dx.doi.org/10.36624/jisora.v1i1.22.
Full textAbstract:
Employees become an important factor in the success of the organization. They have impact on almost every business activity. Therefore company needs to manage their human resources in order to get highest performance. Many human resources practices implemented to achieve such result. One thing that indicate a positive result is the level of employee commitment toward the organization. Committed employees will contribute more. Affective commitment is the highest level of commitment because this emerge from within the employee's feelings. This study discusses the effect of perceived organizational support (POS), stress, and job satisfaction on employee’s affective commitment. The research was conducted in the drinking water company in Bandung using 85 participants. The analysis technique used is partial correlation analysis to identify the relationship between variables and also identify control variables that affect each relationship. Furthermore, mediation analysis is used to determine whether stress and job satisfaction have a mediating role in the relationship of POS influence to affective commitment. The results showed that POS had no significant effect on affective commitment. Furthermore, stress does not have the role of mediation either partially or simultaneously with job satisfaction. While job satisfaction has a partial mediation role in the relationship of influence between POS and affective commitment.
47
Hur, Hyunkang, and Hyesong Ha. "The link between perceptions of fairness, job training opportunity and at-will employees’ work attitudes." European Journal of Training and Development 43, no. 3/4 (2019): 375–97. http://dx.doi.org/10.1108/ejtd-09-2018-0090.
Full textAbstract:
Purpose This study aims to investigate the relationship between three organizational practices (distributive justice, procedural justice and potential growth opportunity) and at-will employees’ work attitudes (job satisfaction and affective organizational commitment). Design/methodology/approach The data for the analysis are derived from the 2000 GeorgiaGain Survey. Multinomial logit model is used to examine the relationship of three organizational practices to reduce job insecurity and to promote at-will employees’ work attitudes. Findings This study demonstrated that at-will employees responded positively with job satisfaction or affective organizational commitment if they perceived a strong perception of organizational practices fairly and properly, in the form of providing distributive justice (affective organizational commitment), procedural justice (job satisfaction and affective organizational commitment) and offering career development opportunity (affective organizational commitment). Originality/value By using a unique data set of US public employees who felt limited job security protection through at-will employment policy reform, this study has enhanced our understanding of how at-will employee group in US state government would respond to different organizational practices which is currently limited.
48
Kurniawan, Dian, and Irman Firmansyah. "Kepuasan Kerja, Komitmen Organisasi Dan Semangat Kerja Karyawan Pada PDAM Tirta Sukapura Tasikmalaya." Liquidity 3, no. 2 (2018): 126–32. http://dx.doi.org/10.32546/lq.v3i2.87.
Full textAbstract:
One of the important strategies in runninga businessis to maintain employee morale. However,the spirit must be supported with the factors that influence it. Therefore, this study aimed to measure whet her job satisfaction and organizational commitment affects employee morale. This study was conducted to employees of PDAM TirtaSukapura, Tasikmalaya by the number of respondents was 198 people. The results showed that job satisfaction significantly influence organizational commitment, organizational commitment have a significant effecton morale, job satisfaction have a significant effecton morale, and organization commitment mediates the relationship between job satisfaction on morale. It is thus that employee morale PDAM Tirta Sukapura influenced by job satisfaction and organizational commitment.
49
Ellys, Ellys, and Mei Ie. "Pengaruh kepuasan kerja dan budaya organisasi terhadap komitmen organisasi karyawan." Jurnal Manajemen Maranatha 20, no. 1 (2020): 75–84. http://dx.doi.org/10.28932/jmm.v20i1.3026.
Full textAbstract:
Job satisfaction is a feeling of pleasure or disappointed employees at work or the company and organizational culture are values ??or norms that are instilled by the company. These two important variables explain organizational commitment in the form of employee desires to maintain its membership in the company. The main purpose of this study is to find out the effect of job satisfaction and organizational culture on employee organizational commitment. The sample of this research was 50 respondents, who are employees in non-managerial positions. Sampling was done by non-probability sampling with purposive sampling. The data analysis method used by researchers was PLS-SEM with bootstrapping method. The results of this study indicated that job satisfaction has a positive effect on organizational commitment and organizational culture has a positive effect on organizational commitment.
50
Ridlo, Musalim, Ifan Arin Wardahana, and Kristiani Gracelia Jessica. "The effect of job satisfaction, workplace spirituality and organizational commitment on work productivity with organizational citizenship behavior (OCB) as intervening variable (Case study on Bank Muamalat Indonesia KC Solo)." Journal of Business and Banking 10, no. 2 (2021): 249. http://dx.doi.org/10.14414/jbb.v10i2.2272.
Full textAbstract:
The study aims to identify and analyze the influence of job satisfaction, organizational commitment, workplace spirituality on work productivity with Organizational Citizenship Behavior (OCB) as an intervening variable. The population of this study consists of all employees of Muamalat Bank Solo Branch. The data were collected by a questionnaire distributed to 40 employees of Muamalat Bank Solo Branch. This study uses a saturated sample technique or total sampling. The data were analyzed using multiple linear testing and path analysis. The results show that job satisfaction and Organizational Citizenship Behavior (OCB) have a positive and significant effect on employee work productivity, while spirituality at work and organizational commitment has a positive but not significant effect on employee productivity. Simultaneously, it shows that job satisfaction, workplace spirituality, organizational commitment and Organizational Citizenship Behavior (OCB) have a positive and significant effect on employee work productivity. Based on the path analysis test, job satisfaction, workplace spirituality and organizational commitment have a positive and significant effect on employee work productivity through Organizational Citizenship Behavior (OCB) as an intervening variable.