Organizational Commitment

Introduction - Everything in a new hospital begins from square one. The mission, vision, rationale and objectives are explicit and coherent. The organizational structure is illustrated in an organizational chart, showing the departments, which will endeavor to fulfill the mission, vision, and objectives of the hospital organization. Assume that these are the information, therapeutic, diagnostic, and support services departments. All these departments from the top level to the bottom will have to be staffed. And in order to fulfill the sworn mission, vision and objectives of the hospital, the workforce must be duly qualified and fully committed. It then becomes the responsibility of the human resources to draw up a strategy, which will recruit, train, supervise and maintain employees who are motivated and committed to their jobs and the organization.

Job satisfaction is an attitude that employees have about their work and can related to the performance of a company. Job satisfaction as the key attitude related to employee behaviours and the work outcome. Organizational commitment is a psychological state that binds an employee to an organization.

In recent years Organizational justice and organizational commitment have been investigated extensively as its impact on organization performance. Nurses commitment specifically has been studied extensively in different areas of the world and in Saudi Arabia as well. In the literature nurses commitment has been correlated with many independent variables such as job satisfaction, leadership style, communication, organizational support, level of Education, and many other independent variables. One study was conducted in South Florida’s long term facility indicated that nurses commitment not only has positive correlation with organizational support, leadership style, job satisfaction, buts also has positive correlation with level of education, and the results show that among these independent variables job satisfaction, and organizational support were more strong related to the nurses commitment (Al-Hussami 2009). Another study shows that affective commitment as a

Smith et al.(1969) treated job satisfaction both as a general attitude and as satisfaction with five specific dimensions: pay, work, promotion, supervision, and co-workers. According to Pareek (1989), stated organizational climate is cre¬ated by the perception of organizational members about the out¬come of interactions among five components of the organization. These interaction components are Structure, System, Culture, Leader behaviour, and employees’ psychological needs. Allen & Meyer, (1990) O’Reiily & Chatman, (1986) stated The Organizational commitment refers to the psychological attachment of workers to their workplaces Commitment to organizations is positively related to such desirable outcomes as job satisfaction (Bateman& Stasser, 1984; Mowday, Porter, & Steers, 1982), motivation (Mowday, Steers,& Porter,1979), and attendance (Mathieu & Zajac, 1990; Steers & Rhodes, 1978) and negatively related to such outcomes as absenteeism and turnover (Clegg, 1983; Cotton & Tuttle,1986). Also, Horton stated that stronger commitment could result in less turnover and absenteeism, thus increasing an organization’s productivity (Schuler & Jackson, 1996, p.302). However, the relationship between organizational commitment and

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

Organizational commitment is one of the two individual outcomes derived from individual mechanisms like job satisfaction, stress, motivation, trust, justice, ethics, and learning and decision making. These mechanisms and outcomes can be found on the integrative model of organizational behavior (OB). Colquitt, LePine, and Wesson defined organizational commitment in their Organizational Behavior 5th Edition book as the desire of an employee to remain a member of the organization (p 64).

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

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To determine the link between the HRM strategy, job stress, job satisfaction and organisational commitment.

Interpersonal relationship, work load,pay expectation and recognition has been founded by Maxwell and Steel (2003), as items which have impact on the level of commitment. In another study conducted by Lee (2000), perceived justice has been introduced as an item which has effect on organizational commitment. Also Schuler and Jackson (1999) noted that including employees as part of organizational process will increase the level of organizational commitment.

At times employees go to work each day knowing they have to complete the daily task of doing so. Some individuals may not like their current job or what occupation they currently hold for one reason or another. At times, it may not be the fact they may not like their job, but the working conditions, policies or even the people they make work with. Job satisfaction and organizational commitment are two of the most important roles people live with each and every day.

Another factor an organization structure implements that change the employees’ attitude towards an organization is the job involvement. It is the extent to which employees identify with their job, become active in it, and take it as a core of their self-worth (Steers, 1981). Job involvement contributes to employees having the perception of self-worth. It also increases the desire of employees to be physically and psychologically being in their work to forestall for promising job outcomes. According to Rabinovitz and Hall (1977), job involvement is a core component of someone’s contentment with life.

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

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Organizational commitment is one of the constructs that has retained its importance throughout decades and, despite the extensive research done in the field, still draws a high level of attention due to its association with such preferred work attitudes as increased job satisfaction, higher performance, lower absenteeism and turnover intentions (Yousef, 2000). It has been generally recognized that organizational commitment is one of the major factors determining organizational performance and effectiveness (Lok& Crawford, 1999, 2004). In addition, as observed by Allen and Meyer (1990), a common link discussed in all conceptualizations of commitment is the one between organizational commitment and turnover, indicating that “employees who