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The Impact Of Organizational Commitment

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H1: The "intention to turnover" is negatively related with "job satisfaction".

H2: The "intention to turnover" is negatively related with "organizational commitment".

H3: The "job performance" is positively related with "job satisfaction".

H4: The "job performance"is positively related with "organizational commitment".

According to the analysis done since today, we can say that the relaton between intention to turnover and job satisfaction is negatively correlated. Also intention to turnover and organizational commitment is negatively related. But the intention to turnover is highly related with the organizational commitment if we compare it with job satisfaction. This result can be seen in the studies of Steers (1997), Mowdat, Steers, Porter (1979), Lum and her colleagues study of 1998 and Cici's study (1997).

While job satisfaction is weakly and organizational commitment is moderately related with job performance , both job satisfaction and organizational commitment are positively related with job performance. According to Greene (1972) many researchers have found out the relationship between job satisfaction and job performance low or unrelated, on the other hand it has been stated by Angle and Perry (1981), that there is a positive and significant relationship between organizational commitment and job performance. When the value of these two correlations are compared it is seen that organizational commitment is a better predictor of job performance rather than job satisfaction.

As a result, organizational commitment and job performance are inversely related with turnover. The relation that exists between them is a positive one and it goes as follows: As organizational commitment increases, job turnover decreases which means that the average time span that an employee stays on the job increases. Hence, the employees become accustomed to the organizational culture, customers, suppliers and, in general, the way the employing organization does business. This process results in a higher job performance achieved by those who have been working for the organization for long. Thus, although indirect, organizational commitment and job performance are positively correlated (Cici, 1997).

The correlation between organizational commitment and turnover is generally accepted to be stronger than the one between job satisfaction and turnover is, which makes it a better predictor of turnover (Lum et. al., 1998; Luthans, 1992). Since organizational commitment and turnover are negatively correlated, stronger commitment means that the organization may enjoy a stable work force. Northcraft and Neale (1990) state that there is a positive relation between organizational commitment and job tenure. They claim that employees who are committed to their organizations are more likely to remain with the organization for a longer period of time. Moreover, it is positively correlated with job performance; that is highly committed employees are found to be better performers (Mowday, Porter and Dubin, 1974; Mowday, Porter and Steers, 1982; Northcraft and Neale, 1990).

Besides, since organizational commitment means identification, involvement and internalization of organizational values, highly committed employees accept demands of the organization more is also suggested that committed employees tend to be more goal-directed and waste less time while at work, which means that, they are more productive (Hellrieger et. al., 1995). Anderson (1984) has supported this suggestion and he stated that committed people finish their work on time and use the best of their abilities to perform the best. He added that these employees make a contribution to solve problems at the job. McNeese-Smith (1999) posits that managerial motivation for achievement, which aims and generally results in performance, is positively correlated with organizational commitment. Committed employees are less likely to leave the organization, but accept its goals and contribute for better performance at work (Northcraft and Neale, 1990).

All of the above suggestions can be summarized by Angle and Perry's (1981) view. They stated that employees who are strongly committed to their organizations are both high performers and highly involved. Also these employees are more likely to be innovative on behalf of the organization.

Job satisfaction is important for its various outcomes, but first of all it is important since "job satisfaction in and of itself is a desirable outcome" (Luthans, 1992). According to Mitchell (1982), there are four main topics, which separated satisfied and dissatisfied employees. These are turnover, absence, health, and productivity. Hellrieger et. al. (1995) added that, these four behavioural consequences give an idea to management about the problems at work.

Many researchers analyzed the link between job satisfaction and turnover and in most of them it is found that the relation is moderate (Mc Afee and Champagne, 1987). A great deal of research is conducted about the relationship between job satisfaction and turnover and absenteeism and it is concluded that, satisfaction and turnover and also absenteeism are negatively correlated. The greater the satisfaction, the lower the turnover rate and absenteeism rate (Mitchell, 1982). Job satisfaction is related to turnover rates where a high turnover rate may be highly costly for the organization since it requires selection of the new personnel, their training and orientation to the organization. Of course, job satisfaction should not be seen as the sole determinant of turnover. In effect, it may be better to define the relationship between job satisfaction and turnover as follows: High job satisfaction does not guarantee low turnover but low job satisfaction / job dissatisfaction creates intentions to turnover.

Today, the success and efficiency of organizations are not evaluated only by their productivity and/or their profitability but moral factors are being taken into consideration as well. Hence, the job satisfaction rate of the members of an organization drawing attention gains more and more importance everyday (Vecchio, 1991).

Job performance is critical for the organization to be surviving. "The relationship between job satisfaction and job performance is weak" (Arnold and Feldman 1986). Arnold and Feldman added that high quality work and productive employees which the management wants is not related with



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