RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT, JOB PERFORMANCE AND JOB SATISFACTION AMONG EMPLOYEES
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RELATIONSHIP BETWEEN
ORGANIZATIONAL COMMITMENT, JOB PERFORMANCE AND JOB SATISFACTION AMONG EMPLOYEES
CHAPTER ONE
INTRODUCTION
Background.
According to Muthuveloo and Rose (2005), organizational
commitment refers to the ability of employees to be loyal and identify with the
organization in relations to the duties and responsibilities being held. In
organizational commitment, the employees identify themselves with the goals and
values of the organization they work for to enable it achieve increased
performance ( Herscovitch & Meyer,2002 ).They argued that commitment can be
informs of Affective, Normative and Continuance. Commitment comes with job
related behaviors such as reduced absenteeism and this leads to effective
quality service. Affective commitment is related to emotional attachment to the
organization based on positive feelings of the job characteristics. This type
of commitment is associated with job age and organizational tenure (Rowden,
2003).Continuance commitment emerges when the employee perceives the cost of
leaving being high and decides to remain with the organization. And then
normative commitment refers to an employee‟s obligation to stay working with
the organization due to clear understanding of organizational goals and values
(Meyer & Allen 1991; & Allen 1997). It is best therefore to select the right strategy for increasing
organizational commitment based on your workplace culture and
currentobjectives.
Byars and Rue (2006) define job performance as the extent to
which an employee accomplishes the task that make up his/her job. It can be
defined as the record of outcomes produced during a specific job over a
specific time (Williams 1998).Performance is a measureof
how well an employee meets the standards that are required on
a specific job. Job performance refers to the quality and quantity necessary to
meet work goals that are agreed upon by employees and their Managers .Therefore
job performance can be evaluated as good or bad if the standards of the
performance have been agreed upon by the employee and management. According to
porter and Lawler (sited in Luneburg &Ornstein),”perceived equitable
rewards are a major input in to employee satisfaction” The output of one‟s job
are all the things the employee receives as a result of performing the job like
salary, promotion, fringe benefits, job security, working conditions and so
forth (Lunenburg&Ornstein,2004,128).The inputs include such aspects as
educational qualification, work experience, professional training, personal
ability, personality characteristics among others which bring with them to
institution (Lunenburg, Ornstein 2004).In addition, workers are expecting to
see justice and fairness in terms of work they do and fruits of their work. In
short the theory claims workers assess whether there is fairness in what they
get doing job. They do so by using what the author refers to as “the process of
social comparison” (Lunenburg, Ornstein 2004 128) this implies that if the
employees are fairly rewarded, they become happy or contented with their job
and the opposite is true. According to Grusky rewards are among the most
important factors which influence the strength of a person‟s attachment to an
organization. He says that if a 29 person discovers that he cannot obtain the
rewards he original desired, he either leaves the organization or joins
another, or if it‟s not possible, he accepts those rewards which he can obtain
and at the same time feels less committed to the organization. On the other
hand, obtaining rewards sought operate to further his felt obligation to the
organization and thus commitment isstrengthened.
Shanks (2007) notes that extrinsic (external) rewards are „a
host of external things that managers can provide that may serve as incentives
for employees to increase productivity‟ (2007). These include money, benefits,
bonuses, promotions, flexible schedules etc.According to Shanks, intrinsic
(internal) rewards are internal to the individual and are in many ways less
tangible. In fact, they are highly subjective, in that they represent how the
individual perceives and feels about work and its value‟ (2007:30). Malhotra et
al (2007:2098) argue that „intrinsic rewards are inherent in the content of the
job itself‟ and include „motivational characteristics such as skill variety,
autonomy and feedback‟ as well as employeeparticipation
For the purpose of this study, job performance will be
defined as the output required for employees, measured against specific set
standards, which contribute toward attainment of organizationalgoals.
Employee job satisfaction literally means how contented an
individual is with his/her job or the
pleasurable emotional state resulting from the appraisal of one‟s job, an
affective reaction and attitude to one‟s own job. As an element in
organizational management, employee job satisfaction has also been defined
differently by different scholars. For example, according to Locke (1976), job
satisfaction is an emotional reaction that results from the perception that
one‟s job fulfills or allows the fulfillment of one‟s important job values,
providing and to the degree that those values are congruent with one‟s needs.
Sowmya and Panchanatham (2011) also defined job satisfaction as the feelings
that an individual has about his/her job while Professor Kim, Yunki (2001)
defined it as the emotional reaction to an employee‟s worksituation.
For uniform understanding however, in this study, job
satisfaction will be understood as the emotional reaction, feelings and
preferences that employees have towards theirjob
Bateganya (2010) reported, that results clearly show that
severer workload challenge faced by nursing in Uganda are imparting patient
care and health outcome which if remain unaddressed will lead to
dissatisfaction, low commitment and additional exodus of nurses from the
profession within our country and the continued erosion of Uganda‟s health
system. Only 12% of nurses in Uganda say that they are satisfied with nursing
as a career, making Uganda among the lowest of the countriessurveyed.
Problemstatement
In Uganda, the health sector particularly in public hospitals
employees witness low levels of job satisfaction, job performance leading to
low levels of organizational commitment. This is based on a study carried out
by Nabirye (V.C) 2010 in her study of occupational stress, job satisfaction and
job performance among nurses in Kampala. Her findings demonstrated that, there were significant differences in the
levels of job satisfaction and job performance between the public and private
hospitals. Nurses in public hospitals reported low levels of job satisfaction
and low levels of job performance negatively affecting organizational
commitment. Therefore if such issues are not addressed, low levels of
organizational commitment, job performance and job satisfaction will
bewitnessed.
Purpose of thestudy.
To find out the relationship between organizational
commitment, job performance and job satisfaction among employees of Concern for
the Girl Child in Kampaladistrict.
Objectives of thestudy
1. To find out whether
organizational commitment and job performance arerelated.
2. To find out
whether job performance and job satisfaction arerelated.
3. To find out
whether organizational commitment and job satisfaction arerelated.
Scope of thestudy
This research was limited to organizational commitment, job
performance and job satisfaction. It was carried out at Concern for the Girl
Child at Ntinda head office in Kampala
and it took period of 2 month in which the researcher was able to
collect the relevant data required
Significance of thestudy
The study is a contribution to those in the human resource
department enabling them to understand and implement the different steps used
to keep employees committed in theirjobs.
The study is also a contribution to the body of knowledge
relating to organizational commitment, job satisfaction and jobperformance.
ConceptualFramework.
Organizational Commitment
Affective
ContinuanceNormative
JobPerformance
Internal Rewards
External Rewards
JobSatisfaction
Work Condition Pay
Rewards
Figure 1, Shows the relationship between Organizational
Commitment, Job Performance and JobSatisfaction.
Organizational commitment influences job performance given
that employees who are highly committed
are likely to be more job performing as compared to employees who are not committed
to their jobs, job performance influences job satisfaction in a way that
employees with high levels job
performance are likely to witness job satisfaction compared to employees with
low levels of job performance and Organizational commitment influences job
satisfaction given the fact that highly committed employees are more likely to
exhibit job satisfaction than less committed employees.
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