18-04-2013, 04:29 PM
Global Importannce of job satisfaction and organizational commitment
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INTRODUCTION
Spector (1997) states that job satisfaction influences people’s attitude towards their jobs and various aspects of their jobs. Job satisfaction is affected by personal and organisational factors, which cause an emotional reaction affecting organisational commitment (Mowday, Steers & Porter 1979). The consequences of job satisfaction include better performance and a reduction in withdrawal and counter-productive behaviours (Morrison 2008). Since job satisfaction involves employees’ affect or emotions, it influences an organisation’s well-being with regard to job productivity, employee turnover, absenteeism and life satisfaction (Sempane, Rieger & Roodt 2002; Spector 2008). Motivated employees are crucial to an organisation’s success, and therefore understanding people in their jobs and what motivates them could be a driving force in strengthening organisational commitment (Schein 1996). Organisational commitment has attracted considerable interest as attempts have been made to better understand the intensity and stability of an employee’s dedication to the organisation (Lumley 2010). Allen and Meyer (1990) identified a link between organisational commitment and employee turnover, and concluded that employees who were strongly committed to the organisation were less likely to leave it. In light of the fact that research on the relationship between job satisfaction and organisational commitment, particularly in the South African IT context, appears to be limited, the study reported on here set out to add empirical research to the current conceptual base relating to the relationship between these variables as manifested in the IT environment.
Organisational commitment
The concept of organisational commitment has attracted considerable interest in
an attempt to understand and clarify the intensity and stability of an employee’s
dedication to the organisation (Lumley 2010). In the context of the present study,
organisational commitment is regarded as an attitude, as it relates to individuals’
mindsets about the organisation (Allen & Meyer 1990).
Gbadamosi (2003) contends that the more favourable an individual’s attitudes
toward the organisation, the greater the individual’s acceptance of the goals of
the organisation, as well as their willingness to exert more effort on behalf of the
organisation. Mathieu and Zajac (1990) believe that developing a better perception
of the progression associated with organisational commitment has an effect
on employees, organisations and the world in general.
BENEFIT OF ORGANIZATIONAL COMMITMENT
Organizational Commitment implies an intention to persist in a course of action. Therefore,
organizations often try to foster commitment in their employees to achieve stability and
reduce costly turnover. It is commonly believed that committed employees will also work
harder and be more likely to “go the extra mile” to achieve organizational objectives.
Research has consistently demonstrated that commitment does indeed contribute to a
reduction in turnover.
Research consistently shows that employees who want to stay (high ACS) tend to perform at a
higher level than those who do not (low ACS). Employees who remain out of obligation (high
NCS) also tend to out-perform those who feel no such obligation (low NCS)