IOSR Journal of Business and Management (IOSR-JBM)

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Factors Affecting Organizational Commitment Among Bank
Officers In Pakistan
Muhammad Anwar ul Haq
*
, Yan Jindong, Nazar Hussain, and
Zafar-uz-Zaman Anjum
(School of Managmn! "uhan #ni$rsi!% of &chnolog%, "uhan, '()( *hina+
Abstract: In t.is stud/! ,e in0estigate t.e fa1tors ,.i1. are li2el/ to affe1t t.e organi3ational 1ommitment among
4an2 offi1ers in +a2istan! sin1e t.e 4an2ing industr/ .as 4een fa1ing .ig.er em"lo/ee turno0er' 5.e t.eoreti1al
frame,or2 of our stud/ 4uilds u"on t.e t.eor/ of So1ial 671.ange 8$9! t.e norm of re1i"ro1it/ 829! and t.e t.eor/ of
+er1ei0ed organi3ational Su""ort 8#! 49' :ata ,as 1olle1ted 4/ "ersonall/ administered ;uestionnaires' $47 offi1ers
,or2ing in different 4an2 4ran1.es in <a.ore "arti1i"ated in t.e stud/' Onl/ t.ose res"ondents ,ere in1luded in t.e
stud/ ,.o .ad "assed t.eir "ro4ationar/ "eriod' S+SS 0ersion 2* ,as used to anal/3e t.e data' 5.e results re0eal t.at
t.ere is a .ig.er 1orrelation 4et,een different su""orting fa1tors and organi3ational 1ommitment of 4an2 offi1ers'
Regression results s.o, t.at all fa1tors signifi1antl/ "redi1t organi3ational 1ommitment' =a1tors affe1ting t.e
organi3ational 1ommitment of 4an2 offi1ers in1lude re,ards! su""ort from su"er0isor! "romotion o""ortunities! ,or2-
famil/ su""ort! and fa0ora4le 1onditions of t.e -o4' 5.is stud/ .as im"li1ations for >R +oli1ies to 4e de0ised in su1.
a ,a/ as to fo1us on turno0er intentions among t.e e7"erien1ed em"lo/ees' B/ em"lo/ing su1. efforts t.e 1om"anies
1an easil/ retain t.eir e7"erien1ed .uman 1a"ital'
Key Words: 4an2 offi1er! 1ommitment! fa1tors organi3ation! +a2istan
9. Introduction
,rganiza!ional commi!mn! as a cons!ruc! has -n wild% discussd among in !h organiza!ional
.s%cholog% li!ra!ur( ,rganiza!ional commi!mn! is !h willingnss !o con!inu m.lo%mn! wi!h an
organiza!ion, !o - lo%al !o !h m.lo%ing organiza!ion, !o .u! /r! /!ra ffor! for !h achi$mn! of
organiza!ional goals, and !h l$l of idn!ifica!ion of m.lo%0s and his m.lo%ing organiza!ion0s goals 123(
How$r, M%r and Hrsco$i!ch 143 disagr on !h dfini!ion and !h wa% w masur organiza!ional
commi!mn!( &h disagrmn! ariss from !h rason !ha! organiza!ional commi!mn! ma% or ma% no! -
rgardd as a .s%chological s!a!( Moro$r, !h sourc of disagrmn! is also !h -ha$iors d.ic!ing !h
commi!mn! and !h an!cdn! fac!ors of commi!mn! 153( 6i$n !hs diffrncs on !h diffrncs on how !o
dfin !h organiza!ional commi!mn!, !h dfini!ion gi$n -% Mowda% 173 mor .rcisl% dfins
organiza!ional commi!mn!( ,rganiza!ional commi!mn! is an indi$idual0s s!rng!h of idn!ifica!ion wi!h, and
in$ol$mn! in an organiza!ion 173(
&hr ar !hr -asic com.onn!s of organiza!ional commi!mn!8 (a+ idn!ifica!ion9 a fai!h in !h goals
of an organiza!ion and rc.!ion of !h sam as wll as !h $alus of !h organiza!ion8 (-+ ffor!9 a s!rong
willingnss !o /r! ffor!s in ordr !o achi$ organiza!ional goals (c+ lo%al!%9 a dsir and con!inu as a .ar! of
!h organiza!ion 1:3(
&h li!ra!ur suggs!s !h fac!ors which ar su..osd !h ffc! !h commi!mn! of m.lo%s wi!h
!hir organiza!ion( According !o 6uzzo, Noonan 1;<3 financial inducmn!s ar among !h man% fac!ors which
affc! !h commi!mn! of m.lo%s( ,!hr fac!ors which ha$ -n ou!lind in !h li!ra!ur ar su..or!i$
su.r$isors and m.lo%s, carr ad$ancmn! o..or!uni!is, 1;;3, clari!% of rs.onsi-ili!is, a sa% in s!!ing
!h goals of !h organiza!ion 1;=3, and a fairnss of dalings 1;>3(
?n !his s!ud% w includ fi$ fac!ors, naml%9 organiza!ional rwards, su.r$isor su..or!, fa$ora-l jo-
condi!ions, famil% su..or!, and carr d$lo.mn! o..or!uni!is( &h o-jc!i$ of !his s!ud% !o find ou! !h
dgr !o which !hs fac!ors .rdic! !h commi!mn! of managrial l$l !o !hir organiza!ion( &his s!ud% has
-n conduc! on !h -an@ officrs in !h *i!% of Aahor, 'a@is!an( ?n !h n/! sc!ion w discuss !h rl$an!
li!ra!ur, m!hodolog%, and !h rsul!s rs.c!i$l%(
35. Literature Review And Hyot!esis "eveloment
All !h financial and non-financial -nfi!s which an m.lo% gains -% -ing an m.lo% of an
organiza!ion ma% - rfrrd !o as organiza!ional rwards 1;B3( &hr ar !wo @inds of rwards which ar in
.rac!ic !o - .ro$idd !o !h m.lo%s( &hs in!rinsic, and /!rinsic rwards( ?n!rinsic rwards com in
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=a1tors )ffe1ting Organi3ational ?ommitment )mong Ban2 Offi1ers In +a2istan
in!angi-l form( &hs ma% includ rcogni!ion, au!onom%, and rol in dcision .rocss( D/!rinsic rwards ar
!h !angi-l rwards( &hs rwards ma% includ .a%, -nfi!s, and .romo!ions 1;23(
&h .ro$ision of organiza!ional rwards indica!s !ha! !h organiza!ion $alus and rcognizs !h
con!ri-u!ions of m.lo%s for !h organiza!ion 1;43( &h organiza!ional rwards show !ha! organiza!ion is @n
!o in$s! in m.lo%s( Moro$r, !h rwards ar an indica!ion of organiza!ions0 in!rs! in i!s m.lo%s in !h
form of !hir rcogni!ion and a..rcia!ion 1B, ;53( &h rwards wh!hr, in!rinsic or /!rinsic ar li@l% !o
d$lo. a fling among !h m.lo%s !ha! !h organiza!ion $alus !hm and ma@s !hm mor commi!!d !o
!hir organiza!ion( According !o Easolo 1;>3, su..or! from organiza!ion nhancs !hin@ing of m.lo%s !ha!
organiza!ion rgards !ha! !h% ar .rforming !hir jo-s $r% wll( &h rwards also d$lo.s fling !ha!
organiza!ion honors !h achi$mn!s of m.lo%s( &h rwards also rsul! in hl.ing m.lo%s !o d$lo.
s!m( How$r, !h fairnss in !h .ro$ision of rwards is ncssar% in d$lo.ing such flings and ma@ing
m.lo%s commi!!d !o !hir organiza!ion(
?n a rcn! s!ud%, Aandsman 1;73 has found !ha! if m.lo%s -li$ !ha! !hir organiza!ion is fair in
!h dis!ri-u!ion of rwards, and .unishmn!s, !h% -com mor commi!!d !o !hir m.lo%r( &h
organiza!ional commi!mn! of m.lo%s incrass in !his wa% as a rsul! of !hir sa!isfac!ion wi!h !h jo-(
Hnc, w .ro.os !h following h%.o!hsis8
H#$ &h highr !h organiza!ional rwards (mon!ar% and non-mon!ar%+ !h highr !h m.lo%
commi!mn! !o !hir organiza!ion(
Man% a! !ims, m.lo%s fl !ha! !h su..or! !h% rci$ from !hir immdia! su.r$isors ma% -
a!!ri-u!d !o !h su..or! of !h organiza!ion for !hm 1;:3( 'rci$d su.r$isor su..or! s!rng!hns a fling of
o-liga!ion among m.lo%s !o wor@ in r!urn for !h -!!rmn! of !hir organiza!ion and !o hl. !h
organiza!ion !o achi$ i!s o-jc!i$s( Such flings incras !h affc!i$ commi!mn!, and rsul!an!l% !h
!urno$r and wi!hdrawal of m.lo%s from !hir organiza!ion dcrass 1B, =<3(
According !o Mala!s!a 1=;3, !h norm of rci.roci!% also /.lains !h incrasd o-liga!ions !o
su.r$isor and organiza!ion from !h m.lo%s -asd on su..or! rci$d from su.r$isor( ?f su..or! from !h
su.r$isor is low, m.lo%s can .ossi-l% -li$ !ha! !h% ma% handl !h unfa$ora-l si!ua!ions -% ada.!ing !o
nw su.r$isor or -% dcrasing !h frqunc% of con!ac! !o !hir su.r$isor whil @.ing u. wi!h rou!in jo-
!as@s( ?! was fur!hr concludd !ha! lowr su.r$isor ma% ha$ srious im.lica!ions for !h carr in !h -lif of
!h m.lo%s( &hrfor, -!!r rla!ionshi.s -!wn su-ordina! and su.r$isor rsul! in m.lo%s0 fling
of highr su..or! from !h organiza!ion 1;:3(
Dm.lo%s fl !ha! !h su.r$isor is an agn! of !h organiza!ion wi!h !h manda! gi$ing !h
dirc!ions and $alua!ing !h .rformanc of su-ordina!s( ?n !his rgard, m.lo%s fl !ha! !h !ra!mn! !h%
rci$ from !hm is an indica!ion of !h orin!a!ion of !hir organiza!ion !owards !hm 1;53( &h l$l !o which
m.lo%s fl !ha! !h% rci$ su..or! from !hir su.r$isor affc!s !h sa!isfac!ion of m.lo%s( ?! also lads
!o !h mo!ional a!!achmn! !o !hir organiza!ion and !hir jo- sa!isfac!ion( Hnc, !h con!ri-u!ion of su.r$isor
!owards !h d$lo.mn! of organiza!ional commi!mn! among m.lo%s canno! - ignord 1;73( &hrfor,
w can .ro.os !h following h%.o!hsis8
H%$ Highr !h su..or! rci$d from su.r$isor, highr !h m.lo% organiza!ional commi!mn!(
*arr d$lo.mn! mans !h u.ward ad$ancmn! on !h laddrs of hirarch% in a jo-( ,n of !h
fundamn!al mo!i$a!ions for joining and commi!!ing wi!h an organiza!ion !h l$l of o..or!uni!is !ha! !h
organiza!ion .ro$ids for !h grow!h of carr( According !o &ans@% and *ohn 1==3 !h a$aila-ili!% of
o..or!uni!is !o grow in !h carr ar im.or!an! for d$lo.ing organiza!ional commi!mn! among m.lo%s(
&h% fur!hr suggs! !ha! an organiza!ion should ha$ a formal mchanism for !h .ur.os of d$lo.ing !h
carrs of m.lo%s( &his @ind of a .rogram ma% - .lannd !o hl. !h wor@r !o ad$anc in !hir carr
nda$ors no! onl% wi!hin !h organiza!ion -u! ou!sid( &hs ac!i$i!is hl. for !h r!n!ion of m.lo% o$r
an /!ndd !im .riod( &h% also facili!a! in achi$ing !h long !rm .lans( *arr d$lo.mn! o..or!uni!is
mainl% includ .romo!ions on !h jo- whil mo$ing u. !h laddr, and !h !raining of !h ncssar% s@ills ndd
!o .rform !h jo-( 'ossi-ili!% of .romo!ions on !h jo- ma% ha$ mul!i.rongd -nfi!s for !h organiza!ion(
Dm.lo%s fl mor sa!isfid wi!h !hir jo-, !h% /r! /!ra ffor! !o .rform !h jo- and in!nd !o @. !hir
long !rm rla!ionshi.s wi!h !h organiza!ion( Moro$r, !h word of mou!h of m.lo%s ma% hl. !o a!!rac! !o
!h -s! !aln! for !h organiza!ion( &h !raining ac!i$i!is ar !h o!hr fac! of carr grow!h o..or!uni!is( &h
!raining ac!i$i!is d$lo. !h s@ills of m.lo%s and ma@s !hm -!!r a-l !o .rform !h jo-, hnc lading
!o gra!r organiza!ional .rformanc( )sarchrs ha$ m.iricall% hld !ha! !raining o..or!uni!is nhanc !h
acumn of m.lo%s and im.ro$s sa!isfac!ion and commi!mn! among !hm 1=>- =23(
Eur!hrmor, w can /.lain !h rla!ion -!wn carr d$lo.mn! and organiza!ional commi!mn! in !h
.rs.c!i$ of .s%chological con!rac! !hor%( &h a$aila-ili!% of carr .lans -inds m.lo%s in!o a .s%chological
con!rac! wi!h !hir organiza!ion and fos!r !hir commi!mn! 1=>3( &his fling aligns !h indi$idual goals wi!h !h
organiza!ional goals, and ma@s !hm commi!!d !o !hir organiza!ion 1=43( Nadlr and
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=a1tors )ffe1ting Organi3ational ?ommitment )mong Ban2 Offi1ers In +a2istan
Nadlr 1=53 argu !ha! !h carr d$lo.mn! ac!i$i!is !ha! !h organiza!ion ini!ia!s for !h d$lo.mn! of
m.lo%s ma@s m.lo%s fl !ha! !h% ar -ing $alud( ?n !his wa%, !h norm of rci.roci!% coms in!o
.la%( &h m.lo%s !hn rci.roca! !h ffor!s of !h organiza!ion for !hm( Dm.lo%s !a@ !h carr
d$lo.mn! o..or!uni!is as !h ncouraging ac!i$i!is for !hm from !hir organiza!ion( Hnc, -asd on !his
discuss w dduc !h h%.o!hsis as follows8
H&8 mor !h .ro$ision of o..or!uni!is for !h d$lo.mn! of carr, mor will - !h m.lo%
commi!mn! !o !h organiza!ion(
Eamil% ma!!rs ha$ im.or!an! .lac in !h lif s.hrs of m.lo%s( A highr l$l of con!n!mn!
and sa!isfac!ion in !h famil% lif lads !o highr .rformanc in !h [email protected]( ?f !h organiza!ion .ro$ids a
highr l$l of su..or! !o !h m.lo%s in !hir famil% rs.onsi-ili!is, i! is $r% li@l% !ha! !h% will !a@ !hir
organiza!ion as $r% caring and considra! of !hir nds 1=73( &h su..or! from !h organiza!ion will -
rci.roca!d -% !h m.lo%s for !hir organiza!ion( &h -nfi!s !ha! m.lo%s rci$ for !hir famil% will
nhanc !hir commi!mn! !o !hir organiza!ion 1=:3( ?! has -n .ro.osd !ha! -nfi!s which !h m.lo%s
rci$ from !hir organiza!ion !o nhanc !h .rc.!ion among m.lo%s of highr l$ls of organiza!ional
su..or! from m.lo%r and in !urn rla!s !o !urno$r in!n!ions nga!i$l% and organiza!ional commi!mn!
.osi!i$l% 1=<3(
According !o !h $idnc from a s!ud% 1><3, !h wor@-lif -nfi!s a$aila-ili!% is rla!d !o lowr
!urno$r in!n!ions and highr commi!mn! among m.lo%s( &h .ro$ision of wor@-lif -nfi!s signals !o !h
m.lo%s !ha! !h organiza!ion cars for !hm and nhancs !hir a!!achmn! !o !h organiza!ion( According !o
Alln 1=73 !h organiza!ions .ro$iding mor wor@-lif assis!ancs ar .rci$d as mor su..or!i$ !o famil%(
Moro$r, h found !ha! arrangmn!s such as fl/i-l !iming, com.ac! wor@ schduls, and famil% la$
.olicis wr highl% rla!d !o !h highr organiza!ional commi!mn! and lss !urno$r in!n!ions( &hrfor, w
.ro.os !h following h%.o!hsis(
H'$ &h highr !h organiza!ional su..or! for famil%, !h highr will - !h m.lo% commi!mn!(
Ano!hr im.or!an! fac!or lading !o -!!r .rformanc, sa!isfac!ion, and commi!mn! is !h fa$ora-l
jo- condi!ions( &hs condi!ions includ !h a!!ri-u!s of !h jo-( A jo- is highl% fa$ora-l if i! has scuri!%,
au!onom% and m.owrmn!(
Jo- scuri!% is !h .ossi-ili!% !ha! an m.lo% rmains in !h m.lo%mn! of an organiza!ion for a
longr .riod wi!h no such nga!i$ consquncs as diminishd sniori!%, .a%, or .nsion righ!s 1>;3(
According !o Hrz-rg 1>=3, jo- scuri!% ma% - dfind as !h /!n! of s!a-ili!% of m.lo%mn! for m.lo%s
wi!hin an organiza!ion( &h .ro$ision of jo- scuri!% has i!s im.or!anc for rsul!ing in man% fa$ora-l
ou!coms for !h organiza!ion( &h consquncs of jo- scuri!% ma% - lowr m.lo% !urno$r 1>>3,
incrasd jo- sa!isfac!ion 1>B3, highr .h%sical and .s%chological wll--ing of m.lo%s 1>23 and highr
organiza!ional commi!mn! 1>43( &h highr organiza!ional commi!mn! among m.lo%s ha..ns as an
/chang .hnomna -!wn m.lo% m.lo%r rla!ions( &h m.lo%s !hrfor -com mor commi!!d
!o !hir m.lo%r and a$oid !urning o$r 1>53(
"or@ discr!ionFau!onom% is an as.c! of jo- condi!ions dmd fa$ora-l -% !h m.lo%s( "or@
discr!ion is !h frdom !o ac! ind.ndn!l%( Giscr!ionar% wor@ n$ironmn!s gi$ m.lo%s !h accss !o
rsourcs, informa!ion, .ro$id larning and grow!h o..or!uni!is &hos ha$ing such rols in !hir jo-s .rform
-!!r !han o!hrs and ar mor commi!! 1>73( &hs ac!ions of !h m.lo%r ma@ m.lo%s fl !ha! !hir
organiza!ion !rus!s u.on !hm( ?n /chang, !h .ossi-l rsul! is !h highr m.lo% commi!mn!( &hrfor,
w .ro.os !h following h%.o!hsis8
H($ Highl% fa$ora-l jo- condi!ions ar rla!d !o highr commi!mn! of m.lo% !o !h organiza!ion(
&h following schma!ic modl summarizs all !h a-o$ discussion(
(Fig #8 *onc.!ual Modl+
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=a1tors )ffe1ting Organi3ational ?ommitment )mong Ban2 Offi1ers In +a2istan
61. )et!odology
:ata ?olle1tion: &h o-jc!i$ of !h s!ud% was !o /.lor !h fac!ors which ma% nhanc !h
commi!mn! among officrs wor@ing in !h -an@s in 'a@is!an( ?n liu of !im and cos! limi!a!ions, w usd !h
sur$% rsarch m!hodolog%( Sur$%s ar -nficial sinc !h% nhanc !h rs.ons ra!s -% nsuring !h
rs.ondn!s0 anon%mi!%( &h .o.ula!ion of !h .rsn! s!ud% was all !h m.lo%s wor@ing in officr cadrs(
&h o!hr cri!rion was, onl% !hos officrs cons!i!u!d !h .o.ula!ion who had -n induc!d !hrough a s.cial
induc!ion .rogram( &h .rogram is, HManagmn! &rain ,fficrs 'rogramI( Af!r an in!nsi$ !raining of on
%ar, !h officrs ar .os!d !o !hir rl$an! jo-s in !h rl$an! d.ar!mn!s( &h !hird cri!rion was !hos who
had .assd !hir .ro-a!ion .riods( &h sam.l consis!d of ;B5 officrs of diffrn! -an@s slc!d from !h
ci!% of Aahor, 'a@is!an(
Measures: &h d.ndn! $aria-l ,rganiza!ional commi!mn! was masurd -% a widl% usd
qus!ionnair which has -n d$lo.d -% Mowda%, S!rs 1>:3( &hr wr !o!al ;B s!a!mn!s masuring
organiza!ional commi!mn! along !h dimnsion of (a+ willingnss !o /r! /!ra ffor! for !h organiza!ion (=
i!ms+9 (-+ a!!achmn! wi!h organiza!ion (7 i!ms+9 and (c+ su..or! for !h organiza!ion and goals of !h
organiza!ion (B i!ms+( &h rlia-ili!% of !h scal was JK<(5:(
&h ind.ndn! $aria-ls organiza!ional rwards, su.r$isor su..or!, carr d$lo.mn!
o..or!uni!is, famil% su..or!, and fa$ora-l jo- condi!ions wr masurd using i!ms ada.!d from !h
.rci$ing organiza!ional su..or! scal of Disn-rgr, Hun!ing!on 1>3( ,rganiza!ional rwards wr masurd
using 7 i!ms -o!h for !angi-l and in!angi-l rwards wi!h JK(5;B( Su.r$isor su..or! was masurd along !h
dimnsions of guidanc, qual !ra!mn!, and coo.ra!ion wi!h !h su-ordina!s using 5 i!ms wi!h JK(7<<( Eor
masuring carr d$lo.mn! o..or!uni!is, ;< i!ms wr includd in !h qus!ionnair along !h dimnsions
of !raining o..or!uni!is, d$lo.mn! o..or!uni!is, and .romo!ion o..or!uni!is( &h rlia-ili!% of !his scal
was JK(72( Su..or! for famil% was masurd using = i!ms wi!h JK(7;( &h fa$ora-l jo- condi!ions wr
masurd using 4 i!ms along !h dimnsions of scuri!% and discr!ion wi!h JK(5=( &h mul!i.l rgrssion
modl was a..lid( Lfor running !h rgrssion !h da!a wr scrnd and chc@d for rgrssion
assum.!ions( &h anal%sis was .rformd using S'SS $rsion =;(
I*+ Analysis And "iscussion
&h !a-l -low (s !a-l ;+ is a !a-l of corrla!ions -!wn organiza!ional commi!mn! and !h
fac!ors affc!ing organiza!ional commi!mn!( &h !a-l shows !ha! !h corrla!ions among !h $aria-ls of our
s!ud% ar ar significan!( &h $aria-l organiza!ional rwards (in!angi-l and !angi-l+ ha$ a .osi!i$
corrla!ion wi!h !h commi!mn! a! a s!rng!h of <(>:B and a l$l of significanc of <(<2( &h cons!ruc! of
su.r$isor su..or! and organiza!ional commi!mn! ha$ a .osi!i$ corrla!ion wi!h a corrla!ion cofficin! of
<(>72 a! . M <(<2( &his conforms !o !h Aandsman 1;73 conclusion, whrin h found !h corrla!ion s!rng!h
of <(=4 -!wn organiza!ional commi!mn! and su.r$isor su..or!(
,a-le #8 *orrla!ions among $aria-ls in s!ud%
; = > B 2 4
;( ,rganiza!ional *ommi!mn! ;
=( ,rganiza!ional )wards (>:B
*
;
>( Su.r$isor Su..or! (>72
*
(B;>
*
;
B( "or@-famil% Su..or! (B5:
**
(4<;
**
(>2=
*
;
2( *arr ,..or!uni!is (4B7
**
(22>
**
(B75
**
(B5;
**
;
4( Jo- *ondi!ions (42:
**
(=75 (B:;
**
(B>7
**
(4=7
**
;
*( *orrla!ion is significan! a! !h <(<2 l$l (;-!aild+(
**( *orrla!ion is significan! a! !h <(<; l$l (;-!aild+(
&h $aria-l of famil% su..or! shows a significan! .osi!i$ corrla!ion cofficin! of <(B5: wi!h !h
organiza!ional commi!mn! a! .M<(<;( &his corrla!ion cofficin! is wll a-o$ !h s!ud% of Goc@l, Lasson
1B<3( &h% found a corrla!ion cofficin! of <(>;( &his is also in conformanc wi!h !h s!ud% of Lalmfor!h and
6ardnr 1B;3( *arr o..or!uni!is ar !h n/! $aria-l for which !h !a-l of corrla!ions shows !h corrla!ion
cofficin!(
&h !hird fac!or carr o..or!uni!is show a s!rong corrla!ion cofficin! of <(4B7 a! .M<(<;( ,ur rsul!
of carr o..or!uni!is s!rong corrla!ion wi!h organiza!ional commi!mn! has also i!s su..or! in .r$ious
s!udis 1B<3( How$r, our s!ud% shows a -i! highr corrla!ion as com.ard !o !h .r$ious s!ud%( 1=43 argud
!ha! !h fling among m.lo%s !o @. commi!!d and grow wi!h !h organiza!ion is significan!l% influncd
-% !h .ro$ision of carr o..or!uni!is( Ea$ora-l jo- condi!ions is las! and fif!h fac!or in our s!ud% is -li$d
!o significan!l% affc! organiza!ional commi!mn! among -an@ officrs(
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Jo- condi!ions and organiza!ional commi!mn! show a corrla!ion cofficin! of <(42: -!wn !hm a! a
significanc l$l of .M<(<;( 'r$iousl%, rsarchrs 1B<3 have found no significan! corrla!ion -!wn
organiza!ional commi!mn! and jo- charac!ris!ics( ?n con!ras!, S!rs 1B=3 ha$ found !ha! !hr is a .osi!i$
significan! corrla!ion -!wn organiza!ional commi!mn! and fa$ora-l jo- condi!ions(
&h rgrssion cofficin!s ar shown in !a-l =( &h ind.ndn! $aria-ls jo- condi!ions, famil%
su..or!, carr o..or!uni!is, su.r$isor su..or!, and organiza!ional rwards !og!hr /.lain a $aria!ion of >7
N in !h d.ndn! $aria-l( All !h rgrssion cofficin!s shown in !h !a-l (s !a-l =+ show !ha! !h% ar
.osi!i$l% rla!d !o !h d.ndn! $aria-l of organiza!ional commi!mn!( How$r, !h -!a cofficin! for
organiza!ional rwards is a! !h las! l$l as com.ard !o o!hr $aria-ls( An incras of on .rcn! in
organiza!ional rwards incrass !h commi!mn! u. !o = .rcn!( How$r, w conclud !ha! if highr rwards
ar gi$n -% !h organiza!ion, highr will - !h commi!mn! among m.lo%s !owards !hir organiza!ion( &his
rsul! is consis!n! wi!h our !hor!ical framwor@ 1;>, ;73(
,a-le %8 )grssion *officin!s
S!andardizd
#ns!andardizd *officin!s *officin!s
Modl L S!d( Drror L!a &
; (*ons!an!+ ;<(:4B 7(:55 ;(==;
,rganiza!ional )wards (<== (>>5 (<;> (<44
Su.r$isor su..or! (;44 (>>> (<75 (B::
"or@-Eamil% Su..or! (>77 (2B: (;=5 (5<7
*arr ,..or!uni!is (4<7 (B<B (>;< ;(2<2
Jo- *ondi!ions (7>> (>4: (BB2 =(=2:
a( G.ndn! Oaria-l8 ,* Adjus!d ) EKB(45:
SquarK<(>7B
SignificancK(<<B
&h scond rgrssion cofficin! in !h !a-l is rla!d !o su..or! from su.r$isor( Su.r$isor su..or!
has a considra-l ffc! on officrs0 commi!mn! !owards !hir -an@( ?f !h su..or! from !h su.r$isor is
incrasd -% ; .rcn!, !h officr will show an incras of ;4 .rcn! commi!mn! !owards his -an@( ,ur
rsul!s ar consis!n! wi!h !h arlir rsarchrs 1>3( " ha$ s!a!is!ical su..or! !o acc.! our h%.o!hsis( A
highr l$l of su..or! from !h su.r$isor is li@l% !o incras commi!mn! among m.lo%s(
"or@-famil% su..or! r.or!s a -!a cofficin! of <(>77 as shown in !h !a-l -low (s !a-l =+(
*ommi!mn! !owards !h m.lo%ing -an@ -% !h officr rsul!s .osi!i$l% from !h wor@-famil% su..or! of
organiza!ion for !h m.lo%( &h h%.o!hsis !ha! highr !h su..or! for famil% issus, highr !h commi!mn!
ma% m.iricall% - .rsn!d as a ; .rcn! incras in wor@-famil% su..or! is li@l% !o incras >7 .rcn!
commi!mn! among officrs( Alln 1=73, *as.r and Harris 1=:3, and 6ro$r and *roo@r 1><3 ha$ also found
!h similar rsul!s in !hir s!udis(
&h rgrssion anal%sis show (s !a-l =+ w ha$ su..or! !o acc.! our h%.o!hsis !ha! .ro$ision of
carr o..or!uni!is .osi!i$l% affc!s !h commi!mn! among -an@ officrs( ?n fac! carr o..or!uni!is ar
li@l% !o incras as high as 4< .rcn!ag chang in !h commi!mn! of officrs( 'r$ious s!udis 1==-=23 ha$
also concludd !h similar rsul!s( &hus, our rsul!s ar $alida!d in !his rgard(
&h final $aria-l of our s!ud%, which has -n h%.o!hsizd !o affc! !h organiza!ional commi!mn!
among officrs of !h -an@ is fa$ora-l jo- condi!ions( &h s!a!is!ical $idnc shows !ha! -% ma@ing jo-
condi!ions fa$ora-l u. !o on .rcn!, !h commi!mn! among officrs incrass -% 7> .rcn!( Hnc w can
claim !o acc.! our h%.o!hsis and ha$ su..or! of s!udis in !h similar lin 1>23(
&h a-o$ discussion .rsn!s us d!aild anal%sis of how $arious fac!ors ar corrla!d wi!h
organiza!ional commi!mn! and can affc! !h sam( &h rsul!s of anal%sis su..lmn! !h arlir s!udis 1B>-
B23( ?! has -n o-sr$d !ha! $arious ind.ndn! $aria-ls ha$ a .osi!i$ ffc! on !h d.ndn! $aria-l of
m.lo% commi!mn!( Ma@anj, Har!zr 1B23 ha$ s!udid !h radiogra.hrs for !hir commi!mn! !owards
!hir organiza!ion( &h% found !ha! commi!mn! is dri$n -% fac!ors li@ rwards, wor@-famil% su..or!,
su.r$isor su..or!, jo- charac!ris!ics, and carr o..or!uni!is( How$r, w found !ha! li!ra!ur lac@s in !rms
of s!udis on -an@ officrs(
&h !hor!ical undr.innings of our s!ud% hold !ha! as a rsul! of .ro$ision of diffrn! @inds of
su..or! from !h organiza!ion !o !h m.lo%, i! is li@l% !ha! !h commi!mn! of m.lo% !o !hir m.lo%r
will incras as /.laind -% !h norm of rci.roci!% !hor%( Eur!hrmor, !h !hor% of social /chang rfrs
!ha! !hos who ar !ra!d fairl% -% o!hrs will r.a% as a .hnomnon of /chang -!wn !h !wo .ar!is
n!ring in!o an /chang rla!ionshi. 1B43( &hus !h norm of rci.roci!% coms as a rsul! of !h /chang(
,rganiza!ional s!!ings ar also charac!rizd -% such /changs( "hil !hs /changs occur in !h
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organiza!ional n$ironmn!, !h m.lo%s idn!if% !hir goals wi!h !h goals of !h organiza!ion, !h% /r!
/!ra ffor!, and @. a!!achd !o !h m.lo%r who su..or!s !hm 1B>3( &h whol discussion a-o$ shows !ha!
!h officrs of !h -an@ -com mor commi!!d as a rsul! of su..or! whil ndorsing !h !hor% of social
/chang and !h norm of rci.roci!%(
22. Conclusion And Recommendations
&h s!ud% in$s!iga!s !h fac!ors which nhanc !h commi!mn! of -an@ officrs( ?n !h con!/!, !his
@ind of a s!ud is uniqu in i!slf( &h fac!ors of rwards, su..or! from su.r$isor, wor@-famil% su..or!, jo-
condi!ions, and carr grow!h o..or!uni!is wr h%.o!hsizd !o ha$ a .osi!i$ ffc! on commi!mn! of
officrs !owards !hir organiza!ion -asd on !h .hnomnon of /chang and rci.roci!% as !h main !hor!ical
undr.innings of !his rsarch( &h rsul!s suggs! !ha! if !h organiza!ion wan!s !o ha$ a highr commi!mn!
of i!s officrs, !h ou!lind fac!ors in !h s!ud% ma% - im.ro$d( &hus, m.lo%s in !urn will /hi-i! such
-ha$iors as -nficial !o !h organiza!ion(
Aw and El! 1BB3 found !ha! m.lo% commi!mn! -rings a lo! of -nfi!s !o !h organiza!ion( &hs
ma% includ highr l$ls of sa!isfac!ion, /!ra wor@, and im.ro$d .rformanc( &hus !h .ro$ision of said
su..or! will rsul! in!o a commi!mn! which in !urn will lad !o sa!isfac!ion, and high!nd .rformanc( &h
m.lo%s will r.a% !hir organiza!ion for sur( &h organiza!ion mus! nsur as% and lucra!i$ carr
.rogrssion as a -asic righ! !o !h m.lo%s( Highl% qualifis m.lo%s ha$ a highr a..!i! for grow!h(
&hus !h @% !o r!n!ion of !h -s! !aln! is !h .ro$ision of carr .a!hs( Su..or! should also /!nd -%ond
!h [email protected] and ma% in$ol$ !h famil% as wll( Dm.lo%s sinc ha$ing in$s!d in mon!ar% !rms in !hir
acadmic carrs wan! a r!urn on !ha! in$s!mn!( &h m.lo%r should rcogniz !his fac!(
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