CFA IN ORGANISATIONAL COMMITMENT WITH SPEACIAL REFERENCE TO WOMEN FACULTIES OF ENGINEERING COLLEGES

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Dr. R. Kalpana and Dr. N.S. Shibu, “CFA In Organisational Commitment with Speacial Reference to
Women Faculties of Engineering Colleges” – (ICAM 2016)
CFA IN ORGANISATIONAL COMMITMENT WITH SPEACIAL
REFERENCE TO WOMEN FACULTIES OF ENGINEERING COLLEGES
Dr. R. Kalpana
Project Coordinator, UGC Project,
Bharathidasan University College, Perambalur
Dr. N.S. Shibu
Head, Research Centre of Management Studies
Bharathidasan University College, Perambalur
ABSTRACT
The survival in the present insecure and competitive environment has forced
organizations to have specialized and committed employees which act beyond their duties,
because the success of organizations depends on them. Committed human resources are
organization’s greatest assets. This study aims to examine the confirmatory factor analysis
(CFA) of organisational commitment among academicians. The research method, according
to the purpose of applied research and the manner of data collection is a descriptive and the
analyzing of the model specifically is based on structural equation modeling (SEM) via AMOS
and SPSS softwares. The study's statistical community is composed of 2713 women faculties
working at 70 engineering colleges of Anna University in Trichy region and statistical sample
includes 685, which have been selected by a stratified proportionate random sampling
method. The research findings which are based on structural equations model indicates that
Job Related and Working Environment are the factors of Organizational Commitment.
Key words: CFA, Organisational Commitment, Engineering Colleges
Cite this Article: Dr. R. Kalpana and Dr. N.S. Shibu. CFA in Organisational Commitment
with Speacial Reference to Women Faculties of Engineering Colleges. International Journal
of Management, 7(2), 2016, pp. 12-18.
http://www.iaeme.com/ijm/index.asp
1. INTRODUCTION
Education is basically the influence which the teacher exerts on the students entrusted to his care.
Effective teachers are required in the classroom because even the best curriculum and most perfect
syllabus remain ineffective in the absence of a good teacher. Hence retention of high quality teachers
becomes important. It is also important to understand the factors behind the retention of the good
teachers.
The University Education Commission (1948) emphasised the importance of the teacher and his
responsibility. The commission was categorical about the need for improving his status, salaries,
service conditions, and about providing facilities for the pursuit of knowledge and performing his
INTERNATIONAL JOURNAL OF MANAGEMENT (IJM)
ISSN 0976-6502 (Print)
ISSN 0976-6510 (Online)
Volume 7, Issue 2, February (2016), pp. 12-18
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International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
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duties satisfactorily. In creative work like teaching, job satisfaction remains the „sine-qua-non‟ and
plays a very significant role in attracting and retaining the right type of persons in the profession. The
term „Faculty‟ refers to the teaching staff or the academic staff of any university or college. Institutions
employ faculty members to attain the mission and goals of the organization. A faculty who is well
qualified and highly motivated is critical to the success of the institution. But, even in top universities
in developing countries, faculty have less of graduate level training which limits the degree of
knowledge imparted to the students (Higher education in developing countries, 2000).
Committed human resources are organization’s greatest assets. In order to ensure excellent and
experienced academic staff always attached with the educational institutions. Committed employee
should receive superior attention. Moreover, when committed lecturer quits, the college will be burden
with high cost and implications for the education system. Committed and quality lecturer will take with
them their teaching skills and experience.
Meyer, Allen and Smith (1993) have recognized that organizational commitment as a leading
factor impacting the level of achievement in many organizations. A lot of studies have been conducted
on the relationship of organizational commitment either towards job satisfaction, job involvement or
perceived organizational support only. However, only few have been carried out on the collaboration of
these three factors towards the organizational commitment. Besides, there is very little research done to
identify factors that impact organizational commitment among academics (Chang & Choi, 2007;
Chen et al., 2007; Freund, 2005).
2. REVIEW OF LITERATURE
Porter et al., (1974) define the organizational commitment as "the robust belief in accepting
organization's objectives and values, devoted endeavor for organization and strong proclivity to
maintain membership in organization (JiHoon and Hong Min, 2009). Organization commitment is a
reference organization vision based on which individuals go along with goals values and plans of their
organizations and make striking efforts to maintain them. Organizational commitment is people's
positive or negative attitudes towards the whole organizations they are working in associated with an
individual's organization commitment is a strong loyalty sense, through which he identifies his own
organization (Mohammadi et al., 2012). Kalpana & Shibu (2013) studied that fostering commitment
among academicians has important implications for educational institutions. Therefore, highly
committed academicians would make a positive contribution to their respective institutions and may
lead to increase the effectiveness of the educational institutions. Thus, institutions which seek to retain
their faculties by building strong organizational commitment and average committed faculties are in a
better position to reap the benefits of a more dedicated, motivated, and reliable teaching staff.
3. PURPOSE OF THE STUDY
The purpose of this study is to examine the relationship between factors towards organizational
commitment among academicians. It is hoped that the findings of the study will provide empirical
evidences in the aspects of factor impacting organizational commitment among academicians and
fulfill the research gap due to lack of studies conducted among academicians on organizational
commitment.
4. OBJECTIVES OF THE STUDY
To examine the relationship between factors of organisational commitment towards organizational
commitment among women faculties of engineering colleges.
5. PERIOD OF THE STUDY
This study covers a period of three months from October to December 2013.
6. METHODOLOGY
SAMPLE FRAME
The universe of the study comprises 2713 women faculties working at 70 engineering colleges of Anna
University in Trichy region. Out of the universe a sample unit of 685 taken up for the study the sample
unit is chosen on stratified proportionate random sampling method.

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7. DATA COLLECTION METHOD
For collecting the data the respondents were contacted individually and given a brief description about
the nature and purpose of the study. Primary data were collected from respondents by administering a
structured questionnaire dealing with various aspects of workplace sequences. This questionnaire
requires the respondent to answer each item on a likert scale format with 5 choices per item is used
ranging from "strongly disagree” to “strongly agree". Therefore, 750 survey questionnaires were
distributed to the faculties who were willing to answer the questionnaire. Of that total, 690
questionnaires were returned, resulting in a response rate of 92% to the researcher. But 600
questionnaires were qualified for further investigation.
8. STATISTICAL TOOLS
Primary data were collected, tabulated. A pilot study was carried out to revise the questionnaires and
for item analysis. The validity and reliability of the questionnaires were measured. The internal
consistencies of scale were assessed through computing Cronbach’s Alpha. The components of factor
relating to organizational commitment show the reliability value ranging from 0.8 to 0.9. Implication
from these values indicates that all of the items used for each component in the questionnaire have a
high and consistent reliability values. In AMOS 20, Confirmatory Factor Analysis was used in this
study.
9. LIMITATIONS OF THE STUDY
The outcome of the study will be applicable only to these colleges and women faculties. So the results
cannot be generalized.
10. STATEMENT OF PROBLEM
In India over the years, there have been private initiatives in education initially for philanthropic
reasons and eventually in professional and even in general higher education to meet the growing
demand Privatization of higher education has emerged in several forms and types in the recent decade
in India. It is indispensable to understand the level of organisational commitment of employees and the
teaching faculty of self financing colleges, because the level of organisational commitment and
organisational support attained by employees would help to frame strategies not only to improve the
involvement, commitment level but also for the efficient practice of privatization policy.
11. FINDINGS
Table No 1 Reported values of model fit for the measurement model
Absolute fit measures
Incremental fit
measures
Parsimony
fit measures
χ2 Df χ2/df GFI RMSEA RMR NFI CFI AGFI
Criteria <5 ≥ 0.90 < 0.08 <0.05 ≥ 0.90 ≥ 0.90 ≥0.90
Obtained 2.894 1 2.894 0.998 0.056 0.019 0.993 0.995 0.976
Note: χ2: Chi-square; Df: degree of freedom; GFI: Goodness of fit index; RMSEA: Root mean square
error of approximation; NFI: Normated fit index; CFI: Comparative fit index; AGFI: Adjusted
goodness of fit index; RMR: Root Mean Square

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Figure 1 CFA of Organizational Commitment
Table No.2 Reported values of model fit for the measurement model
Incremental fit
measures
Parsimony fit
measures
Criteria <5 ≥ 0.90 < 0.08 <0.05 ≥ 0.90 ≥ 0.90 ≥0.90
Obtained 24.38 9 2.709 0.986 0.053 0.025 0.979 0.986 0.968

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Table No.3 Reported values of model fit for the measurement model
Incremental fit
measures
Parsimony
fit measures
Criteria <5 ≥ 0.90 < 0.08 <0.05 ≥ 0.90
≥
0.90
≥0.90
Obtained 112.142 34 3.298 0.964 0.062 0.040 0.936 0.954 0.941
Table 4 Parameter estimates for the measurement model
Regression Weights
Standardized
Loadings
Standard
Error
t-value P AVE CR
WE6 <--- WE .919 -* ***
.74 .94
WE5 <--- WE .903 .063 9.580 ***
WE4 <--- WE .867 .078 12.091 ***
WE3 <--- WE .844 .104 13.860 ***
WE2 <--- WE .820 .092 12.848 ***
WE1 <--- WE .805 .081 11.135 ***
JR4 <--- JR .892 -* ***
.72 .90
JR3 <--- JR .840 .081 11.913 ***
JR2 <--- JR .836 .075 12.411 ***
JR1 <--- JR .799 .069 6.390 ***
-* Indicates a parameter fixed at 1.0 in the measurement model.
Note: Estimate = regression weight; S.E = standard error; C.R = composite reliability; AVE= average
variance extracted.

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Table No 5 Reported values of Correlation between the two variables of Organisational Commitment
Name of the variables Estimate
Working Environment <--> Job Related 0.607
Name of items are given below
Items Name
WE 1 I am proud to tell others that I am part of this organisation.
WE 2 I feel this organisation really inspires the very best in me in the way of job performance.
WE 3
I am extremely glad that I chose this organisation to work for others I was considering at the
time I joined
WE 4 I really care about the fate of this organisation
WE 5 I feel very little loyalty to this organisation.
WE 6
I could just as well be working for a different organisation as long as the type of work was
similar.
JR 1
It would take very little change in my present circumstances to cause me to leave this
organisation. (R)
JR 2 There's not too much to be gained by sticking with this organisation indefinitely.(R)
JR 3
Often, I find it difficult to agree with this organisation’s policies on important matters relating to
its employees. (R)
JR 4 Deciding to work for this organisation was a definite mistake on my part.(R)
12. ANALYSIS AND DISCUSSION OF RESULTS
The measurement model was evaluated by using the maximum likelihood (ML) estimation techniques
provided by the AMOS 20.0. Table No.1 & 2 provides summarized results of the initial CFA. Results
of the respective measurement model (Table No.3) indicated the absolute fit measures GFI and
RMSEA were 0.964 and 0.062, respectively, the incremental fit measures NFI and CFI were 0.936 and
0.954, respectively and the parsimony fit measure AGFI was 0.941. All these measures surpassed the
minimum recommended values. Furthermore and more importantly, the Composite Reliability and
Average Variance Extracted in respect of all the items included in the model exceeded 0.5. In addition
to these indices, the ratio of χ2/ df was 3.298, which was within the acceptable threshold level (i.e., 1.0
< χ2/df< 5.0). Thus, fit statistics confirmed that the measurement model showed adequate fit with the
data, indicating no further modification in the model was required. Hence, the unidimensionality of the
model is established (Byrne, 2010; Hair et al., 2013).
An investigation of the solution presented in Table 4 demonstrates that: all parameter estimates
exhibit the correct sign and size; standard errors were not excessively small or large; all the (critical
ratios) t-values were greater than 1.96 and were significant at the 0.001 level. Hence, all estimates were
considered to be both reasonable and statistically significant. According to Hair et al., (2013) the
factor loading should exceed 0.5 levels of all individual items. Similarly Fornell and Larcker (1981)
suggested composite reliability (CR) value to be over 0.60 of all constructs and average variance
extracted (AVE) value to be greater than 0.50 in each dimension. Indicators specified to measure a
common underlying factor all had relatively high-standardized loadings on that factor. Table No. 5
shows the correlation between the two variables of organisational commitment namely working
environment and job related factor.
13. FINDINGS AND CONCLUSION
Based on the findings of the study, fit statistics have confirmed that the measurement model shows an
adequate fit with the data, indicating that there is no requirement of further modification in the model.
Job Related and Working Environment are the factors of Organizational Commitment.

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REFERENCE
[1] Byrne, B.M. (2010), Structure Equation Modeling with AMOS: Basic Concepts,
Applications, and Programming, 2/e, Routledge: New York, NY.
[2] Chang, J., & Choi, J. (2007). The dynamic relation between organizational and
professional commitment of highly educated research and development professional. The
Journal of Social Psychology, 147(3), 299-315.
[3] Chen, S., Lin, P., Lu, C., & Taso, C. (2007).The moderation effect of hr strength on the
relationship between employee commitment and job performance. Social Behavior and
Personality, 35(8), 1121-1138.
[4] Hair, J., Black, B. Babin, B., Anderson, R. and Tatham, R. (2013), Multivariate Data
Analysis, 6/e, Prentice-Hall: Upper Saddle River, NJ.
[5] Freund, A. (2005). Commitment of job satisfaction as predictors of turnover intentions
among welfare workers. Administration in Social Work, 29(2), 5-21.
[6] Fornell, C. and Larcker, D.F. (1981), Evaluating structural equation models with
unobservable variables and measurement error,‖ Journal of Marketing Research, Vol. 18
No. 1, pp. 39-50.
[7] Ji Hoon S, Hong Min K. (2009). The integrative structure of employee commitment.
Leadership & Organization Development Journal, 30 (3): 240.
[8] Kalpana, R., & Shibu, N.S., (2013). Factors affecting the Organisational Commitment
with special reference to Women Faculties of Engineering Colleges, Research Explorer
(A refereed Bi Annual International Research Journal on multi disciplinary: ISSN: 2250 -
1940) Vol. 1, Special Issue-I, pp.16-18(2014).
[9] Meyer, J.P., Allen, N.J. and Smith, C.A. (1993). “Commitment to organizations and
occupations: extension and test of a three-component conceptualization”, Journal of
Applied Psychology, Vol. 78, pp. 538-51.
[10] Mohammadi R, Hashemi R, Moradi AR. (2012). Study of effects of internal marketing on
customer orientation (food & drug distribution companies of Kermanshah province).
International Research Journal of Applied and Basic Sciences, 3(11): 2337-2344.
[11] Porter, L., Steers, R., Mowday, R., & Boulian, P. (1974). Organizational commitment, job
satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology,
59, 603-609.
[12] http://en.wikipedia.org/wiki/Higher_education.

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