Browsing by Subject "Organizational Commitment"

Now showing 1 - 5 of 5
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    The effects of learning organization practices on organizational commitment and effectiveness for small and medium-sized enterprises in Taiwan.
    (2010-06) Tseng, Chien-Chi
    This study explored the effects of learning organization practices on organizational commitment and effectiveness in Taiwanese small and medium-sized enterprises (SMEs). The research question is, "What are the effects of learning organization practices on organizational commitment and organizational effectiveness for SMEs in Taiwan?" A framework for three hypotheses were explored: 1) Learning organization practices have a positive effect on perceived organizational commitment; 2) Learning organization practices have a positive effect on perceived organizational effectiveness; and 3) Organizational commitment has a positive relationship with organizational effectiveness. The study used a quantitative research design. Three measurements were used to form an integrated 58 item instrument. It includes: 1) The Dimensions of Learning Organization Questionnaire (Marsick & Watkins, 1999, 2003), 21 items; 2) Organizational Commitment Questionnaire (Mowday, Steers, & Porter, 1979), 9 items; and 3) Survey of Organizations (Taylor & Bower, 1972), 20 items. In addition, demographic information, 8 items, comprised a fourth section in the questionnaire. The instrument was back-translated from English to Chinese. The validity of the three components of the instrument was examined by factor analysis, and the relationships were tested by correlation and structural equation modeling (SEM). In addition, descriptive analysis was used for the demographic information, items, dimensions, and instrument's characteristics. The research used a self-administered computer-based Internet survey to collect the research data. The data were collected from a sample of 300 SMEs including 152 outstanding awarded SMEs (AOSMEs) and 148 incubating start-up SMEs (ISSMEs) in Taiwan. IRB approval was sought. Permission from the publishers to use the instrument was obtained. The results suggested that learning organization practices can be viewed as an important antecedent factor for organizational commitment, as well as an antecedent factor for organizational effectiveness. It has a moderately positive association with organizational effectiveness and a strongly positive relation with organizational commitment. Furthermore, the relationship between organizational commitment and organizational effectiveness is reciprocal but not equal. Organizational commitment has a moderately positive impact on organizational effectiveness; however, organizational effectiveness has a weak positive influence on organizational commitment. The findings not only provided a new direction for organizational research on key variables, but also generated an important implication for organizational practice: Strengthening learning organization practices is a wise way to create organizational effectiveness; strong learning organization practices are good to develop the organizational commitment; and the well developed organizational commitment is an advantage to foster organizational effectiveness.
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    The impact of organizational justice and job security on organizational commitment exploring the mediating effect of trust in top management.
    (2009-08) Jeon, Jeong-Ho
    This study investigated the impact of organizational justice and job security on organizational commitment through the mediating effect of trust in top management. On the basis of theoretical linkages among the constructs, a conceptual model and hypotheses were established. The sample consisted of 337 Korean employees who were drawn from six Korean firms. After reliability testing, two dimensions of trust in top management were found not to be reliable in the Korean context. In addition, three items of quantitative job security were not appropriate because of non-linearity. Finally, the factor structure of four measurement models was examined by an overall confirmatory factor analysis (CFA). All items showed an appropriate range of factor loadings. After examining the measurement models, the hypothesized structural model was tested and revised based on modification indices. As a result, the model fit was improved in terms of theoretical relevance and parsimony. The results suggest that both organizational justice and long term job security affected trust in top management and organizational commitment significantly. All hypotheses were supported; however, the mediating effect via trust in top management was not strong enough to link two predictors with organizational commitment. The result of this study suggests that organizations should take care of employees' personal and social needs in order to increase their trust and commitment toward the organization. Especially, social needs (organizational justice) should be maintained, as well as personal and economic needs of employees (job security).
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    Organizational learning culture's influence on job satisfaction, organizational commitment, and turnover intention among R&D professionals in Taiwan during an economic downturn.
    (2009-07) Hsu, Hsiu-Yen
    With new technology and workforce changes, a dynamic and innovative R&D environment is increasingly being required in a knowledge-based economy. HRD needs to have a better understanding of its practices in facing a variety of challenges for R&D professionals. This study investigated the relationship between organizational learning culture and job-related behaviors of job satisfaction, organizational commitment, and turnover intention. A total of 418 of 77 5 (53.9% response rate) R&D professionals in the high-tech industry in Taiwan participated and completed the survey, comprised of 71 questionnaire items related to these four constructs. Confirmatory factor analysis (CFA) was used to verify the construct validity of the instrument, while Cronbach's alphas confirmed its reliability. The data analyses used correlational analysis and structural equation modeling (SEM) to examine the research hypotheses and hypothesized model. The results of the study indicated that R&D professionals' perceptions of a high level of organizational learning culture has a positive effect on job satisfaction and organizational commitment, and job satisfaction has a negative effect on turnover intention and a positive effect on organizational commitment. However, the results showed no significant relationship between organizational learning culture and turnover intention, or between organizational commitment and turnover intention. Further, the present study suggests that there is an indirect impact of organizational learning culture on turnover intention when job satisfaction or organizational commitment is considered as a mediator. Finally, the implications for HRD theory and practice are discussed, and limitations and the directions of future research are provided.
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    The organizational outcomes of structural characteristics of a developmental network: emotional attachment and pro-organizational behaviors.
    (2009-07) Jo, Sung Jun
    The purpose of this study was to investigate the impacts of the structural characteristics of a developmental network on emotional attachment and on pro-organizational behaviors. Mediation of emotional attachment and moderation of relationship strength were additional topics of focus. A survey was administered to employees with at least two years of experience in 31 profit organizations in South Korea. A survey instrument was developed by adopting measuring instruments used in previous studies. A paper and pencil based survey was composed of (1) an ego-centric network survey, and (2) an organizational outcome survey. A total of 488 responses among 1,020 employees were received and 452 responses were analyzed. Statistical techniques including descriptive statistics, SEM, and hierarchical multiple regression were used to test the hypothesized structural model and relationships. The results suggested that (1) structural characteristics of a developmental network affected the psychological orientation of individuals, (2) emotional attachment and identification with an organization mediated the structural characteristics and behavioral outcomes, (3) relationship strength moderated the effect of network composition on emotional attachment, (4) the integration of OI and OC into EAO offered a strong theoretical and empirical basis, and (5) gender differences were significance in the structural characteristics of a developmental network. Implications from theoretical and practical standpoints were discussed and several recommendations for future research were presented.
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    The relationship of training and organizational commitment in One Korean organization
    (2013-12) Chung, Eun-Chung
    Current international human resource management research has a strong focus on how organizations can improve employees' commitment to the organization. The benefits of a high level of organizational commitment have been widely researched and have supported the notion that strong commitment relates positively to a variety of desirable outcomes, including job satisfaction and performance, and to a decline in employees' motive to leave the organization. Training has been identified as an important HR intervention to contribute to one's organizational performance. The purpose of this study was to explore the relationship between training and organizational commitment in Korea. The respondents from this study were employees from a large Korean company, and a total of 269 employees participated in this research. Descriptive statistics and correlational and multiple regression analyses were used to answer the research questions. The findings showed that there was a positive relationship between the perceived benefits' of training, as measured by personal, career, and job related benefits, and both affective and normative organizational commitment. Among demographic factors, gender and perceived access to training were positively related to organizational commitment. However, there was no support for a relationship between perceived supervisor's support and organizational commitment. Only recognition for use of what employees learned from training showed a positive relationship with normative commitment. The results of this study clarified the relationship between training and organizational commitment in one Korean context. Theoretically, the results support the notion that cultural and economic changes in Korea have been reflected in the relationship between training and organizational commitment. A clear relationship between training and organizational commitment could help HRD practitioners to promote and communicate the benefits of training for those employees who expect benefits from their participation in training. In addition, HRD practitioners could develop more strategic approaches to link the outcomes of training to both individual and organizational benefits.