Organizational commitment and its impact on employees’ individual interactions

Dabir, A.R.; Azarpira, M.

doi:10.22034/ijhcum.2017.02.01.005

Document Type : CASE STUDY

Authors

A.R. Dabir ¹
M. Azarpira ²

¹ Department of Tourism Management, Allameh Tabatabai University, Tehran, Iran

² Department of Public Administration, Institute for Management and Planning Studies, Tehran, Iran

https://doi.org/10.22034/ijhcum.2017.02.01.005

Abstract

Organizational commitment is one of the most widely researched topics in the field of organizational behavior. The main objective of this study was to investigate the impact of organizational commitment on individual interactions which was conducted in Municipality of Karaj. To achieve this objective, the data was collected using the Standard questionnaires applying descriptive statistics and inferential statistical methods within the population consisted of 400 employees of Karaj municipality. The present research is a descriptive and co relational study and is of applied type. The results indicated that there is a significant relationship between the dimensions of employees’ individual interaction and organizational commitment in Karaj Municipality. Besides, correlation with other variables of individual engagement and commitment were not verified. At the end, it is suggested to Karaj Municipality that regarding human force as human capital and before recruiting and employment and maintenance, make attempt to identify internal and personality features of them to design required plans in the promotion of organization commitment and drive to
more exploitation.

Keywords

Main Subjects

Human capital in urban management

References

Abtahi, H.; Molaayee, N., (2006). Relationship between professional and organizational commitment. Tadbir J., 177: 56-58 (3 pages). (In Persian)

Ackfeldt, A.L.; Wong, V., (2006). The antecedents of prosocial service behaviours: An empirical investigation. Serv. Ind. J., 26(7): 727-745 (19 pages).

Allen, N.J.; Meyer, J.P., (1996). Affective, continuance, and normative commitment to the organization: An examination of construct validity. J. Vocat. Behave., 49(3): 252-276 (25 pages).

Arzu Wasti, S., (2003). The influence of cultural values on antecedents of organisational commitment: an individual‐level analysis. Appl. Psychol., 52(4): 533-554 (22 pages).

Bettencourt, L.A.; Brown, S.W., (1997). Contact employees: Relationships among workplace fairness, job satisfaction and prosocial service behaviors. J. Retailing, 73(1): 39-61 (23 pages).

Bettencourt, L.A.; Brown, S.W., (2003). Role stressors and customer-oriented boundary-spanning behaviors in service organizations. J. acad. Market. Sci., 31(4): 394-408 (15 pages).

Bettencourt, L.A.; Brown, S.W.; MacKenzie, S.B., (2005). Customer-oriented boundary-spanning behaviors: Test of a social exchange model of antecedents. J. Retailing, 81(2): 141-157 (17 pages).

Cheng, B.S.; Jiang, D.Y.; Riley, J.H., (2003). Organizational commitment, supervisory commitment, and employee outcomes in the Chinese context: proximal hypothesis or global hypothesis?. J. Organ. Behav., 24(3): 313-334 (22 pages).

Cohen, A., (2007). An examination of the relationship between commitments and culture among five cultural groups of Israeli teachers. J. Cross Cult. Psychol., 38(1): 34-49 (16 pages).

Cohen, A.; Keren, D., (2008). Individual values and social exchange variables: Examining their relationship to and mutual effect on in-role performance and organizational citizenship behavior. Group Organ. Manage., 33(4): 425-452 (28 pages).

Delgoshaei, B.; Tofighi, S.; Kermani, B., (2009). The relationship between organizational climate and organizational commitment in teaching hospitals of Hamedan University of medical sciences. Horizon Med. Sci., 14(4): 60-68 (9 pages).

Dhanesh, G.S., (2014). CSR as organization–employee relationship management strategy: A case study of socially responsible information technology companies in India. Manage. Commun. Quart., 28(1): 130-149 (20 pages).

Greenberg, J.; Baron, R. A., (2008). Behavior in Organizations, Upper Saddle River, Pearson/Prentice Hall, N. Y.

Grunig, J.E., (1993). Image and substance: From symbolic to behavioral relationships. Public relations review, 19(2): 121-139 (19 pages).

Grunig, J. E. (2009). Paradigms of global public relations in an age of digitalisation. PRism, 6(2): 1-19 (19 pages).

Hamidian, A. R.; Javan, J.; Yasouri, M., (2007). Rural assembly in rajer's farming micro-culture theory case study: sabzevar, Geogr. Develop., 5(9): 137-160 (24 pages).

Harrison, J.S.; Bosse, D.A.; Phillips, R.A., (2010). Managing for stakeholders, stakeholder utility functions, and competitive advantage. Strategic Management Journal, 31(1): 58-74 (17 pages).

Kim, J.N.; Hung-Baesecke, C.J.F.; Yang, S.U.; Grunig, J.E., (2013). A strategic management approach to reputation, relationships, and publics: The research heritage of the excellence theory. The handbook of communication and corporate reputation, 197-212 (16 pages).

Kim, S., (2014). Understanding two paradigms of public relations strategies: Buffering and bridging, Ph.D. Dissertation, University of Purdue. USA.

Kim, S., (2016). Strategic predisposition in communication management: understanding organizational propensity towards bridging strategy. J. Commun. Manage., 20(3): 232-254 (23 pages).

Kim, S.; Kim, J.N., (2015). Bridge or buffer: two ideas of effective corporate governance and public engagement. J. Public Affairs. 16(2): 118–127. (10 pages)

Kirkman, B.L.; Shapiro, D.L., (2001). The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: The mediating role of employee resistance. Acad. Manage. J., 44(3): 557-569 (13 pages).

Krishna, A.; Kim, S. (2016). Encouraging the rise of fan publics: Bridging strategy to understand fan publics’ positive communicative actions. In A. Hutchins; N. Tindall (Eds.), Public Relations and Participatory Culture: Fandom, Social Media, and Community Engagement, Routledge, New York, 21–32 (12 pages).

Lages, C.R.; Piercy, N.F., (2012). Key drivers of frontline employee generation of ideas for customer service improvement. J. Serv. Res., 15(2): 215-230 (16 pages).

Luthans, F., (2008). Organizational behavior. McGraw-Hill/Irwin, Boston.

Meyer, J.P.; Allen, N.J., (1991). A three-component conceptualization of organizational commitment. Hum. Resour. Manage. Rev., 1(1): 61-89 (29 pages).

Nekoeimoghadam, M.; Pirmoradi, N., (2008). Investigating the relationship between personality characteristics and organizational conflicts in Kerman public organizations. J. Public Admin., 1(1): 105-122 (18 pages). (In Persian)

Ostovar, S.; Amirzadeh, K. M., (2008). An investigation into the relationship among emotional intelligence, job satisfaction and organizational commitment of a private company personnel. Quart. J. New Approaches Educ. Admin., 1(2): 23-38 (16 pages). (In Persian)

Pearson, C.A.; Chong, J., (1997). Contributions of job content and social information on organizational commitment and job satisfaction: An exploration in a Malaysian nursing context. J. Occup. Organ. Psych., 70(4): 357-374 (18 pages).

Plowman, K.D., (2005). Conflict, strategic management, and public relations. Public Relat. Rev., 31(1): 131-138 (8 pages).

Porter, L.W.; Steers, R.M.; Mowday, R.T.; Boulian, P.V., (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. J. Appl. Psych., 59(5): 603-609 (7 pages).

Robbins, S. P., (2010). Organizational behavior, 14th (edn.), Prentice Hall, New Jersey.

Saki, S.; Shakiba, H.; Savari, M., (2013). Study of the Relationship between the Organizational Learning and Organizational Innovation at University of Tehran. E-J. Organ. Learn. Leadersh., 11(1): 1-18 (18 pages).

Sarookhani, B., (1993). Sociology of communication. Etelaat Publication, Tehran.

LETTERS TO EDITOR

International Journal of Human Capital in Urban Management (IJHCUM) welcomes letters to the editor for the post-publication discussions and corrections which allows debate post publication on its site, through the Letters to Editor. Letters pertaining to manuscript published in IJHCUM should be sent to the editorial office of IJHCUM within three months of either online publication or before printed publication, except for critiques of original research. Following points are to be considering before sending the letters (comments) to the editor.

[1] Letters that include statements of statistics, facts, research, or theories should include appropriate references, although more than three are discouraged.

[2] Letters that are personal attacks on an author rather than thoughtful criticism of the author’s ideas will not be considered for publication.

[3] Letters can be no more than 300 words in length.

[4] Letter writers should include a statement at the beginning of the letter stating that it is being submitted either for publication or not.

[5] Anonymous letters will not be considered.

[6] Letter writers must include their city and state of residence or work.

[7] Letters will be edited for clarity and length.

Name *

Email Address *

Affiliation *

Comments *

Security Code *

International Journal of Human Capital in Urban Management

Organizational commitment and its impact on employees’ individual interactions

References

References

Send comment about this article

Volume 2, Issue 1
January 2017
Pages 49-56

Organizational commitment and its impact on employees’ individual interactions

References

References

Send comment about this article

Volume 2, Issue 1January 2017Pages 49-56

Volume 2, Issue 1
January 2017
Pages 49-56