The Difference Between Job Satisfaction and Organizational Commitment

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

Jared, I appreciate the information that you provided in your thread, especially in not having any direct association with the United States Air Force. I believe that Organizational Commitment (OC) is important to the success of any institute. In essence, OC is an employee’s connectedness to an organization (Huang, You, & Tsai, 2012, p. 515). When an employee possesses a sense of connectedness to an organization, they are more likely to act in the best interest of the entity. According to Kinicki & Fugate, those who display organizational commitment are likely to continue their employment with the organization and possess greater initiative in achieving organizational goals (2016, p. 50). On the contrary, when an employee is not connected to the organization, job dissatisfaction occurs. Job satisfaction “refers to an individual’s emotional orientation towards his or her work. It indicates the psychological or physical satisfaction of an employee with the work environment or

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).

Recent studies have shown several concepts have an impact on the level of satisfaction an employee has with his or her job. The intrinsic value of participatory decision making, for example, can have a great effect on the individual employee as it affords them a sense of worth not experienced when their every move is being directed. A major determinant of job satisfaction and organizational commitment is leadership. Leadership style employed by managers, supervisors, and executive have a profound impact on a worker’s enjoyment, engagement, and productivity. As such, a supervisor who is authentic and exhibits transformational leadership increases the satisfaction and the organizational commitment of his employees.

Job satisfaction consists of how the employee feels about their job. When other people talk about employee attitudes, they are linking this with job satisfaction. Job Involvement and Organization Commitment are similar because they are the gradation to which an employee relates with their job. The only difference is that job involvement is the degree to which an employee relates with their job, actively participates in it, and considers their job performance to be important to their pride and organization promise is the degree to which an employee relates with their job and its goals and wishes to maintain membership in that organization. Employee Engagement is when managers want their employees to be connected to, satisfied with, and enthusiastic about their goals.

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

The primary subject matter of this case involves the job satisfaction and organizational commitment on a company’s workforce. The case depicts a firm’s concern about the value of individual motivation and their affective commitment to their organization. And this evaluated by using Maslow’s Hierarchy of Needs (1954), Herzberg’s Two-Factor Theory of Satisfaction (1959, 1968), Meyer and Allen’s measure of Organizational Commitment (1997), and Fishbein and Ajzen’s Theory of Reasoned Action and Planned Behavior (1975) that could make critical organizational outcomes to be best which are being negatively impacted.

Today’s organization because of global competition and cost cutting had lead to great changes in the organizations leading to greater effect of organizational behaviors. Some organizations are losing employees to other organizations and some employees are losing their efficiency due to the lack of job satisfaction, or due to stress and/or due to lack of motivation, or combination of many factors. Colquitt et al has described various factor effecting employees and its organizations in organizational behaviors, 2nd edition. Controlling stress and self motivating is very important to achieve goals, and when goals are met

Organization commitment can be defined as affiliation of employees to the organization and involvement in it. Emotional attachment to the objectives and values of an organization is commitment Buchanan (1974). Organizational commitment is “the aggregate internalized normative demands to perform in a manner which meets organizational objectives and interests” (Wiener, 1982). In view of the literature available we can say that for university teachers, organizational commitment can be considered as their belief in and acceptance of the university goals and values, their desire to remain part of universities and act in way that is beneficent for universities. Herzberg theorized job satisfaction as a function of motivators that gives job satisfaction and hygiene which results in job dissatisfaction. Job satisfaction as an emotional situation related to the positive or negative judgment of job experiences Locke (1969). The classic study of school teachers by Dan Lortie (1975) emphasized that there are three types of rewards which teachers seek in their careers: extrinsic, ancillary, and psychic/intrinsic. An extrinsic reward in this context means money income, prestige, and power. Weiss and Cropanzano (1996, Thoms, Dose, and Scott, 2002), argued that “job satisfaction is personal assessment of individual for his/her job and work context. Teacher job satisfaction is determined by the degree to which the individual perceives

These variables were selected because they have a direct impact on job attitude. Job satisfaction, organizational commitment, and job involvement are the determinants of how an individual perceives, feels and believes about a certain job; however, there is a relationship between job attitude and these variables. Job satisfaction relates hand-in-hand with job attitude since the individuals content level on the job makes him/her have a positive or negative feeling about the job by either liking or disliking

Commitment of employees to an organization cannot be overstated. Raju and Srivastava (1994) see it as the key factor in an employee-organization relationship. Both Saal and Knight (1987) and Williams and Anderson (1991) agree that an employee who is committed to an organization will exceed expectations of the job requirements, dedicate more of their time to

To see any association that might help better understand the relationship between job satisfaction and job commitment, the researcher conducted Pearson’s correlation between Co-worker relation, Supervisor relation, The work itself, Working condition, Pay and promotion, Wage per hour, Congruence with ideal, Years in the current center, Years in the filed, Age group, Profession commitment, Field commitment and Overall commitment (Table 5).

“A study on the role of perceived organizational support and job satisfaction on organizational commitment with reference to employees in Wellfit Auto Industries. “

Finally, the company can make a profit (Zeithaml et al., 2009). Therefore, satisfied employees make satisfied customers. Service personnel satisfaction significantly influences organizational commitment and job performance on customer satisfaction and corporate operational performance (Ladkin, 2002; Dunlap et al., 1988; Tansuhaj et al., 1988; Chowdhary, 2003; Yang and Chen, 2010). How to enhance service personnel satisfaction, organizational commitment and job performance is a critical issue in service industry management. In past research on employee satisfaction, organizational commitment and job performance, many scholars (Babin and Boles, 1998; Bernhardt et al., 2000; Van Scotter, 2000; Koys, 2003; Testa, 2001) have validated that employees’ job satisfaction positively influences job performance and organizational commitment. In studies on factors of employees’ job satisfaction, job performance and organizational commitment, the service profit chain proposed by Heskett et al.(1994) and service marketing management model indicated by Tansuhaj et al.(1988) on overall service industry both demonstrated that management's internal marketing activities produce job satisfaction and commitment to the organization. In addition, many studies have found close relationships between leadership, employee satisfaction, organizational commitment and job performance (Billingsley and Cross, 1992; Yammarino and Dubinsky, 1994; Burton et al., 2002; Avolio et al., 2004; Chen and