Essays on Human Resource Practices and Organizational Commitment Assignment

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The paper 'Human Resource Practices and Organizational Commitment' is a good example of a Management Assignment. Job satisfaction is a widely researched topic and has, therefore, attracted several definitions (Lumley et al, 2011). It can be defined as the total feeling that an individual has about his/her job and includes the attitudes developed towards various aspects of their job as well as those attitudes and perceptions that will consequently affect the degree of fit between the individual and the organization (Ivancevich et al, 2002). According to Suma and Lesha (2013), job satisfaction is the positive orientation that an individual develops towards his/her present role or the degree to which one is happy and satisfied with the job.

It could, therefore, refer to the pleasurable emotional state that results from the perception that one has relating to whether the job fulfills or allows the fulfillment of important job values; providing these needs must address one’ s psychological and physical needs. Organizational commitment on the other hand is considered to be a linkage of the individual to that organization where he/she works. It is the relative strength with which the individual identifies with the organization (Suma & Lesha, 2013).

It may be viewed as a psychological connection an individual has with the organization and is characterized by a strong identification with the organization. The individual with strong organizational commitment has the desire to contribute to the achievement of the organizational goals (Lumley et al, 2011). It is therefore characterized by the following factors: Belief in and acceptance of the goals and values of the organization, A willingness by the individual to use considerable effort for the organization’ s good, and A strong desire to remain a member of the organization (Tella et al, 2007). Researchers have found a direct relationship between organizational commitment and job satisfaction.

Wang and Feng (2003) claim that high job satisfaction makes workers more likely to hold a positive attitude towards their job and in this way, more likely to be committed to the organization Relationship between job satisfaction, organizational commitment, and job performance or the perceived relationship that exists between job satisfaction, organizational commitment, and staff turnover and absenteeism A turnover intention is a deliberate and conscious willingness of an employee to leave the organization and this has been found to be a predictor of turnover (Adenguga et al, 2013).

Organizational commitment and job satisfaction have been found to have a positive relationship to performance but negatively related to turnover and turnover intent (Suma & Lesha, 2013). Research work has shown that when employees are satisfied, they tend to more committed to an organization. Those employees who are satisfied and committed will more likely attend work, remain an employee of the organization for a long time, report to work on time, are more productive and effective, and will engage in activities and behaviors that will help the organization (Lumley et al, 2011).

Adenguga et al (2013) argue that if employees are committed to a given organization, then turnover rates will be lower, and the same will be absenteeism rates, but job and extra-role involvement will increase. Further research on this subject has revealed that managers who wish to improve the efficiency as well as the effectiveness of the organization should ensure that commitment of his employees is optimal (Adenguga et al, 2013).

Organizational commitment and job satisfaction form an essential component of employee turnover models. This is because their relationship with voluntary turnover was established and has been found to have a negative relationship with turnover intentions (Martin & Roodt, 2007). Employees with high job satisfaction are not likely to be absent from work. The higher the satisfaction, the less likely will the employee leave the organization. Research has also found that high commitment levels cause employees to have low predicted turnover intentions (Martin & Roodt, 2007).

Commitments in the organization and job satisfaction have been proved to have a correlation with one another and yield a positive association.

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