Job Satisfaction and Organizational Commitment: Is It important

for Employee Performance

The purpose of this study is to examine the relationship between components of organizational
commitment and job satisfaction among employee at EN Reality solution Pvt. Ltd. in Lucknow, UP,
India. Therefore this study could make important contribution to extant research in management and
organizational behavior. The following research objectives were formulated for the study: (1) To
investigate role of job satisfaction influence organizational commitment among the employees. (2)
To find out the job satisfaction and organizationalcommitment among the gender. The totals of 50
data were collected through convenience sample technique and the data were calculated usage of
statistical application of correlation matrix. The results shown that there is a highly significant
correlation among factors of organizational commitment, including both gender. But, there is no
significant correlation between job satisfaction and organizational commitment and among three
dimensions, only continuance commitment and normative commitment is significant correlation with
job satisfaction at 0.05 level. Similar finding shown in the case of gender (male and female) that
there is no correlation between organizational commitment components and job satisfaction.

Keywords:Organizational commitment, Affective commitment, Continuance commitment,

Normative commitment, Job satisfaction

INTRODUCTION
Employee satisfaction
Some empirical studies have indicated a direct correlation between
satisfaction and some variables such as employee performance.
Organisations that maintain work environment that entice, motivate
and keep industrious individuals will be strategically placed to thrive in
the now fierce competitive business environment that calls for quality
and cost-efficiency leadership both nationally and globally (Dugguh
and Dennis,2014). Madhuri et al.,(2014) put forward that employee
satisfaction is a result of employees’ awareness of how well their job
offers those things that are regarded as vital by them. They sum up by
saying job satisfaction is an emotional response to a job condition.
This, Price and Muller (2009) also affirm. Furthermore,
Locke has given an all-inclusive definition of employee satisfaction as
involving cognitive, emotional and evaluative feedbacks or attitudes.
He defines it as “a pleasurable or emotional state resulting from the
appraisal of one’s job or job experience” (Locke,1976).2.5.1
Definitions of employee satisfaction
Employeesatisfaction has not received a general consensus as
regards to what it really is. This is because job does not have a final
representation. As such, before a definition of employee satisfaction
can be given, the nature and significance of work as a common
human activity must be well-thought-out (Aziri,2011).Flowing from the
above statement, various authors have diverse approaches they use
indefining employee satisfaction. A search through literature has
revealed some commonly allude to definitions some of which are
examined here in. Hoppock (1935) sees employee satisfaction as any
mixture of factors which include psychological, physiological and
environmental situations that give reason to a person conclude that
he/she is satisfied with a job. According to this line of thought, Aziri
(2011) says even though employee satisfaction is underpinned by
many external factors, it rests on some inward feelings of the
employee. In another definition on employee satisfaction by Vroom
(1964) he emphasizes on the role played by the individual at the
workplace. He defines employee satisfaction as feelings individuals
have toward work roles which they currently occupy
A common definition that runs through literature and often cited is by
Spector (1997). According to him employee satisfaction has to do with
the approach of the feeling people have about their job and its
different features. He further putforward that employee satisfaction
has to do with the extent to which people like or dislike their job. Thus
employee satisfaction and employee dissatisfaction can happen in any
given work condition. A similar view to that of Vroom (1964) and
Spector (1997) concerning employee satisfaction is that of Davis et al.
(1985). To them also employee satisfaction represents a mixture of
positive or negative feelings harbored by workers about their work.
Also employee satisfaction represents the extent to which prospects
an individual have about a job and its rewards. They finally link
employee satisfaction closely to the employee's behaviour in the work
place (Davis et al.,1985). Moving on to some modern day definitions,
employee satisfaction is equated to a worker’s sense of
accomplishment and success on the job. It is generally professed to
have a direct link to productivity as well as to personal welfare.
Employee satisfaction entails doing a job one enjoys, doing it well and
being compensated (rewarded) forthe individual’s exertions. It further
denotes zeal and contentment with one’s work. Employee satisfaction
has been again identified as the key element that leads to
acknowledgement, income, advancement, and the attainment of other
goals that lead to a feeling of gratification (Kaliski,2007). This
definition is also shared by Statt (2004) as he sees employee
satisfaction as the magnitude to which a worker is happy with the
rewards gained from the work, particularly in terms of intrinsic
motivation.
Fromthe perspective of Armstrong (2006), attitude and feelings people
have about their work also account for job satisfaction. Affirmative
attitudes shown by an employee towards a job indicate satisfaction.
He further points out the opposite which is employee dissatisfaction to
be as a result of the negative attitudes portrayed by employees.
Kalleberg (1977), add that this satisfaction may be affective. To them,
satisfaction is a uni-dimensional individual paradigm signifying a
complete emotional feeling employees have about their job. This
echoes Spector, (1997) definition.George and Jones (2008) similarly
share the notion of attitude about work contributing to employee
satisfaction. They add that aside habouring attitudes with regards to
work, employees also can develop attitudes concerning a number of
aspects of the jobs they do such as the nature of the work, their
colleagues, superiors or subordinates and their salary. These can
interact and give feelings and belief that in turn raise employee
satisfaction extremely for the good or bad. Employee satisfaction can
be thought of as one of the top most factors relating to efficacy of
business organisations. As such employees should be considered and
treated carefully as they have wants, needs and personalized desires
which are indicators for the importance of employee satisfaction
(Aziri,2011).
Factors of employee satisfactionSatisfaction is the gratification felt
after a need is fulfilled (Robbins,1998)cited in Saif et al. (2012). It is a
universal phenomenon that is established by job factors such as pay,
work, supervision etc., personal characteristics (demographics) and
other social and group factors (Shajahan and Shajahan,2004). The
difference in individual drives and needs can have a toll on their
performance hence, managerial appreciation of how desires bring
about performance and how rewards for such performance bring
about employee satisfaction is essential (Newstrom,2007).
36Factors that influenceemployee satisfaction can be grouped under
environmental, individual and psychological factors. Factors that fall
under the environment include: communication, employee recognition
among others (Krayer and Westbrook 1986;, Weiss and Cropanzano
1996), while those that relate to the individual are emotions, genetics
and personality (Cote and Morgan,2002). Psychologically related
factors include one’s life, family, and community (Wright and
Cropanzano,2000). These elements are briefly explained
below.Communication is one of the main factors prompting employee
satisfaction. Communication can be seen to be overload, under-load
and of superior-subordinate kind. The management of communication
is critical for advancement on the job (Dugguh and Dennis,2014).
Demands can be regarded as a communication load which refers to
“the rate and complexity of communication inputs an individual must
process in a particular time frame”. Employees can experience
communication overload and communication under-load and this can
have an effect on their level of satisfaction (Farace et al.,1977).
According to Farace et al.,(1977), there is communication overload
when messages are delivered in chunk and in a short span of time or
when information passed on is too complex to process. In effect, a
state of overload looms when inputs outweigh outputs. On the other
hand, communication under-load transpires when messages received
are lower than the employee’s processing capability. In effect,
employees become disgruntled, goaded, andunhappy with their work
which may bring about low levelsof job satisfaction as a result of not
gaining
37sufficientinformation on the job or not having capability to dealwith
messages(Dugguh and Dennis,2014). Another aspect of
communication that is vital and influence employee satisfaction is how
it transpires between superiors and subordinates and thus termed
superior-subordinate communication. This can either positively or
negatively influence satisfaction levels. Communication behaviour
such as body language and diction are central to manager-employee
relationship (Dugguh and Dennis,2014). These non-verbal
communication on the part of superiors helps to increase social
involvement with their subordinates. This can impact satisfaction
levels and increases the likely hood to gain positivefeedback from
subordinates. Contrarily, an unfriendly manager, reluctant to
communicate will receive negative feedback and create low employee
satisfaction (Burgon et al.,1996).Some studies againdesignatethat
employees derive satisfaction from working with companies that are
effective in human resource management best practice such as
employee acknowledgment programs and to some degree, economic
reward programs. Employee recognition should not be limited to
compliment and gifts but should be viewed as a strategic tool to keep
satisfaction levels high (Dugguh and Dennis,2014).The individual’s
affective component, emotions and mood are another factor that
influences employee satisfaction. Weiss and Cropanzano (1996)
postulated that moods have a tendency to be long lasting, while
emotions are mostly powerful, brief and possesses a clear cause.
Positive emotions relate to overall satisfactionof the job
38(Brief and Robertson,1996) (Weiss et al., 1999). In managing
emotions, the conscious and unconscious efforts to rise, sustain or
lower one or more components of an emotion must be utilized
(Pugliesi,1999). Subduing of unfriendly sentiments lowers satisfaction
and the strengthening of pleasant emotions increases satisfaction
(Cote and Morgan,2002). Moving on to further factors, some studies
have indicated that genetics also impact satisfaction due to its role in
intrinsic -accomplishment or task as opposed to extrinsic
-environmental factors such as working conditions (Arvey et al.,1989).
Linked to this is research by Brief and Weiss (2002), describing the
role of negative affectivity and positive positivity. Negative affectivity is
related strongly to the personality trait of neuroticism. They further
state that,individuals who are high in negative affectivity are more
disposed to experience less satisfaction. Positive affectivity is
associated with the personality of extraversion. Thus, such individuals
are more susceptible to be satisfied in their lives and jobs they do.
Estrangement and locus of control are two personality factors that are
most related to employeesatisfaction. Employees who have an
internal locus of control and feel less alienated are more likely to
experience satisfaction, job involvement andjob commitment. Using a
meta-analysis for 135 studies a positive relationship between internal
locus of control and employee satisfaction is reported (Schultz and
Schultz,2010).Some facets of an individual’s life like work, family,
community among others also affect satisfaction. This is termed as
psychological well-being and is defined as the overall effectiveness of
an individual’s psychological functioning(Wright and
Cropanzano,2000). This psychological well-being has three essential
characteristics
One of the most crucial concepts of behavior in organization is discussion of job satisfaction.It
always been introduced implications for how to the satisfaction and dissatisfaction and it are
considered as one of the crucial factors in the success or failure of a job. Scientists and scholars
of management science productivity, absence from work, job satisfaction and employees
relocation are considered as the main variables in organizational behavior (Robbins, 2007). Job
satisfaction is distance between the benefits and rewards that employees receive and what their
opinion should receive. This variable in the behavioral sciences is important because this
variable represents an attitude rather than a behavior. Job satisfaction is a collection of
compatible and incompatible feelings that employees view to their jobs and infactjobsatisfaction
canbedefinedas pleasant and positive state of job evaluation or job experience.Job satisfaction is
one of the variables in the search for understanding the attitudes and behaviors of employees
towards their organization, it has been studied. Job satisfaction reflects the extent to which the
work environment (ie job, colleagues,and supervision) to meet the individual needs. A recent
studybased more on human relations, claiming that if people have a job to meet their needs,they
will create a positive work attitude.Maslow's theory for a long time was central base of the
management theory.This focus on the individual application level satisfying their needs,
especially with regard to the individual's working life, helping us to better understand employees'
needs and motivations.Job satisfaction is level of a positive feeling ofemployees.In this case, the
actions or activities of managersprovide their organizational behavior. Lakeh (1969) defines
satisfaction toform a feeling of pleasure in job evaluation or to achieve the goal in term of
feeling. To clearly distinguish the structure of job satisfaction and organizational commitment, if
employees have job satisfaction in their organization in the long term, satisfaction outcome is
seen as outcome of a successful exchange, for example, the commitment. Therefore, variables
can describe the relationship between satisfaction and commitment. It is important that
expressing individual perception create a better organization (Saekoo, 2011).Attitude can be
considered as attitude and willingness to respond favorable or unfavorable to the individual,
objects, concepts, or other things. One of the experts of management science says that the
“attitudeis views about people, things, and events”. The attitude is just not values and compared
with attitudes, values is more extensive and the wider and has a more comprehensive concept,
while the values and attitudes are different. But their relationship is very close. Conversely, value
of attitude is less stable and it is not stable enough, attitude in organization is the important
which can affect the behavior (Robbins, 2007).
Job satisfaction is a foremost crisis for all organization, no matter whether in public or
private organizations or working in highly developed or underdeveloped countries (Rehman
et al., 2013). Job satisfaction is noted as a person’s estimation of his or her job and work
situation. It is further, we can described that which one feels positively or negatively about
the intrinsic and/or extrinsic aspects of one’s job. In simple words, it is about how employees
feel about various aspects of the job (Bashir and Ramay, 2008). Since job consists of various
aspects, job satisfaction is often conceptualized as a multidimensional construct that consists
of many elements, typically called job satisfaction facets (Singh and Pandey, 2004).
Common job satisfaction facets include coworkers, appreciation, benefits, job conditions,
pay, promotion, supervision, and organization’s policies or procedures. Job satisfaction has
been defined by researchers as an essential to organizational performance (Mathieu, 1991;
Ostroff, 1992). Most people experience one degree of satisfaction or dissatisfaction with
their work which tends to vary from one job to another; also, some aspects of the job are
more satisfying than the others. It is also found that satisfactionwith one’s job may influence
various aspects of work such as efficiency, productivity, absenteeism, turnover rates, and
intention to quit and also an employee’s overall wellbeing (Baron, 1986; Maghradi, 1999;
Robbins and Coulter, 2005). Job satisfaction refers to connect with individuals mind that the
working environment meets the needs and values of employees and the individual’s response
to that environment (Camp, 1994; Lambert, 2004; Tewksbury and Higgins, 2006). Lambert
(2004) describes job satisfaction as “the degree to which a person likes his/ her job,” while
Lambert, Barton, and Hogan (1999) define the term as “the fulfillment of gratification of
certain needs that are associated with one’s work.” Employees are among the most important
determinants and leading factors that determine the success of an organization in a
competitive environment. Besides that, if managed properly employee commitment can lead
to beneficial consequences such as increased effectiveness, performance, and productivity,
and decreased turnover and absenteeism at both the individual and organizational levels
(Fiorita et al., 2007). An employee who is satisfied with his job would perform his duties
well and be committed to his job, and subsequently to his organization. Thus, it is of most
importance for employers to know the factors that can affect their employees’ job
satisfaction level since it would affect the performance of the organization as well (Awang,
et al., 2010).

The Effects of Job Satisfaction on Employee Performance

Based on the theory of sub-systems of Glasl and Lievegoed (1997), anorganization
is composed of the following three sub-systems: cultural sub-system, social sub-
systems, and technical sub-systems. Cultural sub-systems are including the identity
and the general policies of the organization. In the field of human resource
management discussion, this sub-systems meaning values and cultural features
whether explicitor implicit, it conduct how deal with individuals within the
organization. Social sub-systemsareie organization structure, knowledge and skills,
and areas of control / responsibility. The third and final subsystem concerned
technical aspects of the organization. This subsystem includes such items as
individual processes and physical assets and financial. In the field of human
resource management discussion, this subsystem include measures that is usually
associated with the older term "personnel management" and is included all
contractual issues between employers and employees. In terms of employees, this
sub-systems describing the cultural context in which the job is done, and
conditions under which employees have agreed to take over the job. Employee
satisfaction is happiness and prosperity that the employees gain their jobs; this
means that are they are happy to go to work, perceive their jobs meaningful, their
jobs has negative impact physical or mental health them or not. Every aspect is
related to the impact of the job on the employees, along with the perception of
employees from the organization / jobs are included in the definition of employee
satisfaction.Employees’ loyalty is a concept that is more action –oriented,because
it is dealing with employee behavior.This concept includessuch as whether
employees are committedand in working they have a sense of personal
responsibility, and tendto seeking or not seeking another job.Human Resource
Management seeking the multi-stakeholder satisfaction.Several studies have shown
thatan effective system of management of human resources is essential for superior
financial performance and shareholder satisfactionbecauseaneffective system
enableshuman resourceto attract and protect employees motivated and possess the
competencies necessary to achieve superior financial performance. This
relationship between employee loyalty and performance has also been confirmed
in several studies.Foremployees loyal, the organization should be able to meet their
satisfaction. Therefore, there is relationship between human resource management,
employee satisfaction and loyalty, and firm performance (Robins, 2010).
Employees Commitment
Employee commitment reflects the allocation employees to help the company to
reach its goals. This involves doing high quality work, commitment to solve
problems of customer, and to invest time and suitable effort inthe work and
willingness to recommend products and services of firms (Vilares & Coelho,
2001). Although commitment and loyalty employees are different and have
separate components and structures with different concepts butlinked and followed
changing in the company focus(Crosby & et al, 1994). Nowadays the only
organizations have a good position in the competitive arena that focused activities
are to meet demands of customers and satisfying their needs with minimum cost
and maximum quality. High quality products and service of organization is
considered important specification and axioms in organization. Identifying and
addressing factors such as commitment and job conscience that provides the field
of promotion and advancement of organizations has greater importance. Attention
to employee commitment is one of the factors of organizational development and
thereby improves the administrative structure, reducing energy consumption and
time, correct perception of the situation, optimizing the flow of information and
communication. By Increase in occupational commitment, interaction among its
various components and structures will have better qualityand changes in
economic, political, identify quality indicators using a systematic approach and
detect its components (input, process, output) is necessary (Asgari & Alipour,
2012).

Literature Review

Employee commitment
Employee commitment has been a crucial factor to consider in
determining the success of an organisation. No organisation in the
current ambitious world can performatpeak levels except each
employee iscommitted to the organisation’s objectives.This thereby
helps to increase achievement, productivity and effectiveness.
Therefore, it is vital that organisations appreciate the concept of
commitment and its probable outcome (Shahid and Azhar,2012)(Dixit
and Bhati,2012). Many studies by scholars have long been interested
in employee commitment. Some researchers have studied the
relationship between commitment and other various factors. In a
(1995)study by Shore et al., it was established that affective
commitment and job performance are positively correlated. 231
managers and 339 subordinates in multinational firms in United States
were involved. Another study carried out by Somers(1998) on the
relationship of work related commitment and input on employee job
performance is also evident. However, findings of their work
10suggested a positive relation between career commitment and job
performance but no association was found between organisational
commitment and job performance. Both affective and normative forms
of commitments were established to be unrelated to job performance.
Again, Lee and olshfski (2002) studied the behaviour of fire-fightersin
New York on organisational commitment. The findings established per
their work led to the belief that organisational commitment gives
substantial capacity in describing positive work related behaviours.
Furthermore, individuals identify with the role attached to jobs, stay
committed to doing the job, and accordingly live to the expectations
attached to that job. Furthermore, Suliman and Isles(2000) in a study
comprising three industrial units in Jordan with job performance and
five demographic variables discovered a three dimensional concept of
organisational commitment. Jobperformance and commitment (all
three components) were equally seen to relate positively. Additionally,
sex, age,job status, education, and organisational tenure variables
had positive and negative relationships with organisational
commitment and its three dimensions. Yet still, in a study done to look
into the relationship between organisational commitment,
communication and job performance by Chen et al. (2006), the
research findings pointed out that organisational commitment and job
performance exhibitsome positive relationships. This finding
suggested that channels of communication and proceduresbe
strengthened by organisations in order to strengthen their accounting
professionals’ organisational commitment and performance. In the
context of healthcare, similarly, commitment has beenfound to have a
positive relationship with staff behaviours. Behaviours such
assupernumerary job roles including providing additional assistance to
patientsand co-workers (Al-
11Aameri 2000), being discreetandvolunteering for special activities
(Ahmad and Oranye,2010) and being anticipatory when emergencies
arise at the hospital (Coyle-Shapiro and Morrow,2006)
Definitions of employee commitmentAs with many other constructs, a
search of literature revealed diverse definitions and measures of
employee commitment. Meyer and Allen (1997), Meyer and
Herscovitch (2001), and Meyer et al.,(2002) demonstrate the growing
knowledge about the concept of employee commitment and its
measurement, and provide an overviewof what is known about the
antecedents and behavioural consequences of commitment in the
workplace.Hall et al. (1970) saw commitment as a process by which
the organisation and individuals’ goals become increasingly
congruent. Salancik (1977) opined thatcommitment is a condition of
being in which a person become confine by his actions and through
these actions to beliefs that support the activities of his own
involvement. Furthermore, Mowday et al.,in (1982) also contributed by
defining commitment as when an individual shows relative strength by
identifying with and being involved in a particular organisation.Three
characteristics of commitment are inherent in Mowday et al.
(1982).They are a belief in and acceptance of the values of the
organization, astrong willingness to put in effort for the organisation
and the desire to remain with the organization. These show that
commitment is not only an attitude, but also behaviour. Adding on,
Scholl (1981) described commitment as “a stabilizing force that acts to
maintain behavioural direction when expectancy/equity conditions are
not met and do not function.” In addition, employee commitment has
been defined variedly to include the following;
Commitment has been seen to have a cognitive predisposition. Thus,it
is defined as a psychological state that characterises an employee’s
identification, involvement and ultimate relationship with an
organisation (Paulina et al.,2006).This element is characterised by the
employee’s approval of the goals and values of the organisation
(identification), the willingness to invest one exertion on defense of the
organisation (involvement) and the weight attached to holding up the
membership in the organization (loyalty) (Boglera and Somech,2004)
and mirrors Mowday et al.’s(1982) definition.
Dimensions of employee commitmentMost studies on commitment
have focused on the organisation as a whole. For some cases a
distinction is made between organisational commitment and task
commitment. Gallie and White (1993) use the term “organisational
commitment” to refer to the recognition of organisational values and to
the willingness to stay. On the other hand, task commitment refers to
the effort put into one'swork. Rajendran and Raduan (2005) onthe
contrary, stipulated that organisational commitment is the subset of
employee commitment, which is made upof work commitment, career
commitment and organisational commitment. Scales and models have
been postulated purporting to measure employee commitment.
Dozens of studies published from 1990 to 1994 have used some form
of the Meyer and Allen (1991) scales according to Clugston(2000).
Meyer and Allen’s (1991) theoretical model containing the
antecedents and consequences of a three-component model of
commitment appear to be the predominant conceptualization of
employee commitment among current researchers. Although more
than three-component scales are available to measure
employeecommitment (Jaros et al.,1993;O'Reilly and Chatman 1986),
Meyer and Allen’s (1991) theoretical model takes precedence. Their
commitment construct has the essential elements of desire, need, and
obligation which are inherent in the three-components of affective,
continuance, and normative organisational commitment
(Clugston,2000).
142.3.1 Affective commitment
To Meyer and Allen (1991), affective commitment is described as an
attitudinal process whereby employees think about their relationship
with the organization in terms of value and goal congruency. The
extent to which an individual's goals and values align with the
organisation's is found to have direct influence on the individual's
desire to stay in the organisation, and working hard for the
organization. On the whole, employees with a strong affective
commitment remain with the organization because they want to do so.
Meyer and Allen (1996) associates affective commitment with work
experiences where employees experience psychologically comfortable
feelings (such as approachable managers), increasing their sense of
competence (such as feedback). Recognising the organisation’s value
and internalising its principles and standards has also been found to
influence the development of affective commitment (Beck and Wilson,
2000). 2.3.2 Continuance commitmentOn the other hand,the need to
stay in the organisation based on the costs linked with leaving is what
Meyer and Allen, (1991) termed as continuance organisational
commitment. These costs are evident in two different ways. Firstly, as
employees gain tenure in an organisation they build up investments
ranging from pension plans, attainingseniority, developing specialised
and untransferable job skills, local affiliations, and so on which may be
sacrificed or damaged by changing jobs; and secondly, individuals
may stay committed to an organisation and remain in their current jobs
because they lack any alternative to job prospects. Therefore, Meyer
and Allen (1991) propose that because of lack of job alternatives
elsewhere, employees
15with a strong continuance commitment remain with the organisation
because they feel as though they have to do so. Furthermore, Somers
(1998) propose that continuance commitment can be subdivided into
high sacrifice commitment (“personal sacrifice” associated with
leaving) and low alternative commitment (“limited opportunities” for
other employment) cited in Dixit and Bhati (2012). In sum, Meyer and
Allen (1991) specified that individuals who identify withcontinuance
commitment remainwith the organisation simply because they have no
alternatives. 2.3.3 Normative commitment The last of Meyer and Allen
(1991) three-component model of commitment is the normative type of
commitment. Normative commitment refers tothedesire of employee's
to remain with the organisation. The decision to stay usually isbased
on a sense of duty, loyalty, or moral obligation (Meyer and
Allen,1991). Marshand Mannari (1977) on how normative commitment
develops positedthat individuals’ perceive it as a moral duty to stay
with a particular organization, notwithstanding how much status
enhancement the organization gives the individual over the years.
Normative commitment is differentiated from the preceding forms of
commitment looked at (affective and continuance) in that it does not
mirror a need to identify with the organization's goals, and that there is
also no explicit extrinsic exchange involved in the relationship. Thus,
the sense of loyalty and duty underlying an employee's normative
commitment influences the individual to remain with the organisation
because they feel as though they have to do so (Clugston,2000)
The organization success is strongly affected by performance of individual employees. Every
organization seeks to improve employee performance to achieve goals. Performance is still a problem
that is always faced by management. The management needs to know the factors affecting the
employee performance. One measure of employee performance is intellectual ability, which is
supported by mastered ability; manage self and ability to build relationships with others (Martin, 2000).
Performance is the result of work in quality and quantity achieved by an employee to perform their
duties in accordance with responsibilities given (Mangkunegara, 2005). Indicators to improve employee
performance are job satisfaction and organizational commitment. Job satisfaction is the first aspect to
be achieved before an employee has an organizational commitment. Based on opinion of Davis, Wexley
and Yukl in Mangkunegara (2005), job satisfaction is a feeling that supports or does not support the
employee in associated with his work or with his condition. Gunlu et al. (2010) revealed that job
satisfaction has a significant effect on organizational commitment. Therefore, job satisfaction and
organizational commitment theoretically have a close relationship with employee performance. Low job
satisfaction can decrease employee performance. It can create slowness of work, strikes, absenteeism or
employee turnover. If the company can improve the employee's performance, company will get many
benefits. High employee performance willbe work faster, lower damage, low absenteeism, and low
employee turnover (Hidayat, 2011). Another factor to affects employee performance is
organizational commitment. Steers and Porter (2001) defines organization commitment as a
relative strength of identification and involvement of individuals in a particular organization as
indicated by a strong belief in goals and values of organization, willingness to make certain
efforts for organizations interest and a strong desire to continue to become members of
organization. Organizational commitment is important to company because it affects employee
turnover and performance with assumption that commitment employees tend to develop greater
efforts to company (Morrison, 1997). The relationship between commitment and

performance has been stated by Benkhoff (1997) that employee’s commitment to

organization has a positive relationship with performance, regardless of commitment of
employees in organization to performance can deteriorate and eventually becomes a waste of
money. Research suggests that job satisfaction and organizational commitment tend to affect
each other. Unsatisfied person to his job or less commitment to organization will withdraw from
the organization, either through absence or turnover (Mathis and Jackson, 2001). This is
supported by Yousef (2002) that employee satisfaction levels and work has positive correlation.
It means higher satisfaction levels of work lead to better performance, stronger commitment to
organization will lower turnover and absenteeism. The relationship between job satisfaction and
employee performance is also suggested by Dessler (2000) that job satisfaction has a role to
achieve better productivity and quality standards, creating the possibility to build a more stable
work force, and more efficient usage of human resources. Several studies have focused their
attention on job satisfaction as one variable to affect employee performance. Muslih (2012)
shows that job satisfaction affect on employee performance. However, the study is different from
Crossman and Zaki (2003) to show that a negative relationship between job satisfaction and
employee performance. Sani (2013) revealed that job satisfaction does not positively affect on
performance of employees. It is explained that there are things that cause comfort and
satisfaction for someone in workplace, among others: challenging work, implementation of a fair
reward system,
supporting working conditions and colleague’s attitude. Above research still show
contradictions that interested to re-examine.

Organizational Commitment
Organizational commitment is one of the most important organizational concepts that have
widely been examined in managerial literature due to its significance for organizational
performance and effectiveness. Organizational commitment is generally confined to as the
degree to which an employee is loyal to their organization. Organizational commitment was
found to have significant relationship with turnover, productivity and satisfaction (Mathieu
and Hamel, 1989). Porter et al. (1974) pointed out that organizational commitment as “the
relative strength of an individual’s identification with and involvement in a particular
organization”. According to Meyer and Allen (1997), “Individuals who have strong affective
commitment remain in the organization because they feel they want to, some with a stronger
normative commitment remain because they ought to and those with strong continuance
commitment remain because they need to”. These three fundamental components related to
the definitions of organizational commitment have been found in literature very frequently,
such as: affective, continuance, and normative (Allen and Meyer, 1990, 1996; Karrasch,
2003; Greenberg, 2005; Turner and Chelladurai, 2005). Affective Commitment- that is
psychological attachment to organization. It refers to “a positive affection toward the
organization, reflected in a desire to see the organization succeed in its goals and a feeling of
pride at being part of the organization” (Cohen, 2003). Continuance Commitment- costs
associated with leaving the organization. It refers to “an individual’s awareness of the costs
of leaving the organization” (Meyer et al., 1993).An employee with continuance commitment
finds it difficult to give up his organization due to the fear of the unknown ‘opportunity cost’
of leaving the organization or having few or no alternatives. Employees with high level of
this type of commitment therefore remain a member of the organization because they need it
(Nagar, 2012) and Normative Commitment- perceived obligation to remain with the
organization have implications for the continuing participation of the individual in the
organization (Wiener and Gechman , 1977; Meyer and Allen, 1991; Meyer et al., 1993;
Ayeni and Phopoola, 2007). It can be said in other words: affective commitment occurs
when employee wants to stay; continuance commitment occurs when the employee needs to
stay; and the normative commitment occurs when the employee feels s/he ought to stay in
the organization (Meyer et al., 1993; Suma and Lesha, 2013). Studies on commitment have
provided strong evidence that affective and normative commitment is positively related and
continuance commitment is negatively connected with organizational outcomes such as
performance and citizenship behavior (Hackett et al., 1994). Research also provides evidence
that, employees with higher levels of affective commitment to their work, their job and their
career exhibit higher levels of continuance and normative commitments (Cohen, 1996).

Job Satisfaction
Job satisfaction is widely researched in the literature and researchers vary in their definitions
to the concept. McNeese-Smith (1996) defines it as the feelings of individuals about their
jobs. In the broadest sense, Knoop (1995) stated that it refers to an employee general attitude
toward the job or some dimensions of it. Cumbey and Alexander (1998) considered it as “an
effective feeling that depends on the interaction of employees, their personal characteristics,
values, and expectations with the work environment, and the organization”. Locke (1969)
defined “job satisfaction as a positive emotional feeling, a result of one’s evaluation towards
his or her job experience by comparing between what he or she expects from his or her job
and what he or she actually gets from it”. Research has shown that job satisfaction or
dissatisfaction leads to a number of consequences. It was revealed by many studies (Kirsch,
1990; Knoop, 1995; McNeese-Smith, 1996) that satisfaction leads to more productivity, high
quality of care and intent to remain in the organization. On the other hand, job dissatisfaction
was found to increase absenteeism, turnover, high stress, and grievances (Mc Neese-Smith,
1996). The antecedents of job satisfaction are also examined by a number of studies (Nolan
et al., 1995; Herzberg, 1966; Tonges et al., 1998). One of the sounding studies in this regard
is Herzberg’s two-factor theory of job satisfaction. He distinguished between factors leading
to satisfaction and those leading to dissatisfaction. Of the factors that increase satisfaction are
recognition for achievement, work itself, advancement, etc. The factors that influence
dissatisfaction are organizational policy and administration, supervision, salary, interpersonal
relationship, etc. (Herzberg, 1966). In addition, empirical research shows that leadership
(democratic or autocratic), pay and working conditions, workload factors are determinants of
job satisfaction (Nolan et al., 1995). On the other hand, several determinants of job
satisfaction have been established in past researches, such as organizational reward systems,
power distribution individual differences, self-esteem, locus of control etc. (e.g. Chen and
Silverthorne, 2008) When employees are not satisfied, they tend to shift and look for
satisfaction elsewhere.
Organizational Commitment and Job Satisfaction
Since the Hawthorne studies, job satisfaction and commitment to employing organizations
have received a great deal of attention from both academicians and practitioners till in the
21stcentury. It has increased largely due to their significant impact on organization and
individual behaviors (Al-Aameri, 2000). It was found that employee attitudes toward
satisfaction and commitment are indicators to the solidarity between organizational members
and management (Tonges et al., 1998). According to Meyer et al. (2002), job satisfaction is a
determinative of organizational commitment. The main difference between organizational
commitment and job satisfaction is that while organizational commitment can be defined as
the emotional responses which an employee has towards his organization; job satisfaction is
the responses that an employee has towards any job. It is considered that these two variables
are highly interrelated. In other words, while an employee has positive feelings towards the
organization, its values and objectives, it possible for him to be unsatisfied with the job he
has in the organization (Çelik, 2008). In the past many empirical research has indicated that
there is a low correlation between job satisfaction, commitment, and the intention to leave an
organization, which suggests that no direct relationship exists. There are satisfied, committed
employees who decide to leave, and dissatisfied, ambivalent employees who steadfastly
remain at their jobs (Nunn, 2000; Norizan, 2012). Other factors might weigh in the decision
to stay or to leave, and these factors may be both work related and personal. Some authors
concluded that only a weak negative correlation exists between job satisfaction and voluntary
turnover (Mobley et al., 1979; Schwepker, 272 2001). For example, employees may lack
alternatives to staying with their present job situation, or other types of barriers and
commitments may affect their decision to stay. Kalleberg and Mastekaasa (2001) found that
previous research on the relationship between job satisfaction and organizational
commitment has not shown any consistent and easily reconcilable findings. It is posited that
a relationship between the level of job satisfaction and turnover intention may be influenced
by an employee’s efforts to stay with his or her job and try to change the elements of the job
that are dissatisfies (Steers and Mowday, 1981). This suggests that an employee might have
strong commitment to an organization although he or she is unsatisfied with certain aspects
of his or her specific job. Kovach (1977) defined that “job satisfaction is recognized as a
component of organizational commitment”, while other researchers have clearly stated that
job satisfaction is a predictor of organizational commitment (Porter et al., 1974; Price, 1977;
Spector, 1997). Whether job satisfaction is a component of or a predictor of organizational
commitment, the differences between organizational commitment and job satisfaction can be
viewed in various ways (Mowday et al., 1982). The relationship between organizational
commitment and job satisfaction is also researched in many professions. Most of these
studies whether in the nursing profession or other professions found a positively significant
relationship between them (Kirsch, 1990; Al-meer, 1995; Knoop, 1995; Mc Neese-Smith,
1996). Job satisfaction is more of a response to a specific job or aspect of a job, while
commitment is a more global response (Weiner, 1980). Organizational commitment may be
more indicative of an employee’s attachment to the organization, as opposed to specific
tasks, environment, or job location (Gardner, 1990). In fact, an employee’s emotional
attachment to an organization may engender a stronger personal commitment and enable the
employee to experience a sense of belonging (Allen and Meyer, 1990; Meyer and
Herscovitch, 2001). Mohamed et al. (2012) found out that job satisfaction is positively
related to organizational trust, affective commitment, continuance commitment and
normative commitment. Daneshfard and Ekvaniyan (2012) found that when organizational
commitments (affective and normative commitment) increase those jobs satisfaction
increases too. And when organizational commitment (affective and normative commitment)
decrease faculty member's and mangers job satisfaction decrease too. Eslami and Gharakhani
(2012) found that job satisfaction have positive and significant effects on organizational
commitments.
CHAPTER THREERESEARCH METHODOLOGY3.0 IntroductionThis
chapter presents the research methodology adopted in undertaking
the research. It explains the study area, the research design, the
nature and the composition of the target population of the study,
sample size, sampling technique, and data collection sources and
data analysis.3.1 Research designThe research design
encompassesthe broadplan of how the research questions were
answered. According to Saunders et al., (2009), there are three types
of research design; exploratory, explanatory and descriptive. In line
with this study, the researcher adopted the explanatory approach
which denotes that the research in question is projected to explain,
rather than simply to describe, the phenomena studied.Traditionally,
the research denoted bythe term explanatory research is
quantitativein nature and typically testsprior hypotheses by measuring
relationships between variables; the data are analyzed using statistical
techniques.As this study aims to assess the
relationshipbetweenemployee satisfaction and commitment on service
quality delivery, via hypotheses, the researcher used explanatory
study in order to a have an in-depth understanding of the
variables,and ascertainthe relationship between the dependent and
the independent variables
Population of the studyThe population of a research refers to the total
number of all units of the issue or phenomenon to be investigated into.
All possible observations of a population are known to be of the same
kind (Kumekpor, 2002).The population or the target populations for the
study were nurses in public, private and mission hospitals in the New
Juaben Municipality, Koforidua in the Eastern region of Ghana and
thus estimated to be five hundred (500).3.3 Sample sizeA choice of
sample sizeis vitaland depends on the margin of errorthe
investigatorcan bear,the size of the total populationand the kind of
analysisto be performed. The chosen size of sample is thus the
researcher’s prerogative(Saunders et al.,2009).Stutely, (2003)
recommended thirty (30) as aminimum to ensure statistic
effectiveness in researchshould the features of the respondents be
consideredakin.Hence, for the study’s purposes,a sampleof
300respondents wasselected from the population.3.4 Sampling
techniqueSampling is defined as a process of selecting a section to
represent a whole (Polit and Beck, 2004). For this study’s purpose,
convenience sampling technique was usedto selectrespondents.This
sampling technique involves selecting respondents that are readily
obtainable to the researcher. The sample selection process endures
till the needed sample size is achieved (Saunders et al.,2009).This
was considered to be cost effective and meaningful way of sampling
from such a large population of potential respondents.
503.5 Data collection instrumentThe study’s data was collected from
the field. To elicit responses from nurses, questionnaireswere
administered. The instrument had items measuring commitment,
satisfaction and service quality. A 5 point likert scale was used to
gauge responses. The reason for using questionnaire was that it is the
most operative instrument for data collection as far as field survey is
concerned. Also, due to time constraints, the questionnaires were
regarded as best suited for the research in order to elicit the
necessary information from the respondent.
3.6 Data collection method3.6.1 Questionnaires administration A total
of 300 questionnaires were administered. Prior to that, a pre-test of
the instrument was conducted on 30 respondents. This was done to
guarantee the validity of the instrument. The questionnaires were
administered to nurses who were present at the wards and out-patient
departments of the hospitals during the time of each visit throughout
the data collection period. The questionnaires retrieved were
assessed and found to be acceptable for usage.3.7 Data
analysisSubjecting gathered data critically to analysis and
examinations aids in making recommendations appropriately. The
analysis was performed after the questionnaires were all coded into
the Statistical Package for Social Sciences (SPSS)
software.Descriptive resultswere offered in frequency distribution
tables. The cronbach alpha to ascertain the reliability of the data was
also establishedto be acceptable. The data was quantitatively
analysedbased on the responses gainedfrom the respondents.
Statistical tools like meanand standard deviation, factor analysis, and
structural
51equation modellingwas adopted. Thestudy also employedcorrelation
analysis toascertain the effects and relationship among the variables
under the study.

RESEARCH METHOD
Statement of Problem: The aim of the study is to investigate role of job satisfaction moderating
effects on organizational commitment among employees.
Objectives of the Study
The following research objectives
1.To investigate role of job satisfaction influence organizational commitment among the
employees.
2.To find out the job satisfaction and organizational commitment among the gender.
Design of Study: Descriptive research design was used in the present study to describe a
situation and its data characteristics. It is used to learn about the frequency, percentages etc.
However it never answers questions like what, where, how etc. Which is done under analytic
research? Descriptive research methods are used when the researcher wants to describe
specific behavior as it occurs in the environment. There are a variety of descriptive research
methods available, and once again, the nature of the question that needs to be answered
drives which method is used.
Hypothesis of the Study
Hypothesis 1:There is a significant relationship between job satisfaction and organization
commitment among employees.
Hypothesis 2: There is a significant relationship between job satisfaction and organizational
commitment among male and female employees.
Sample
The present study was employed 50 samples out of 200 populations in EN Reality Solution
Pvt Ltd , Lucknow, UP, India. The 50 sample was taken through convenience sampling
technique. The sample consists of 31 males and 19 females. The employees which were
included in the study are managerial level, executive level, supervisors, coordinators and
other middle level staff in the organization.
Instruments
The following instruments were used in the present study: Allen and Meyar Organizational
Commitment Scale: Organizational commitment was measured using the three-dimensional
originally developed by Allen and Meyer (1990). The affective, continuance and normative
organizational commitment scales each comprised eight items, the questionnaire consisting
of 24 items. Meyer et al. (1993) reported internal consistency reliability estimates
(Cronbach’s Alphas) for affective commitment (0.82), continuance commitment (0.74) and
normative commitment (0.83). Responses were made on a 5-point Likert-type scale and were
averaged to yield composite commitment scores for each respondent. Job Satisfaction
Questionnaire:The questionnaire was developed by PMW Associates 232 West Avenida
Gaviota San Clemente, California. Total 15 questions are measured job satisfaction. These
15 questions are based on Likert’s scales like 1- poor , 2- Average, 3- Good, 4- Very Good,5-
Excellent.
CHAPTER FOURDATA ANALYSIS, FINDINGS, AND
DISCUSSIONS4.1IntroductionThe previous chapter of the study
focused on presenting the methodology followed in carrying out the
study. In this chapter however, data collected from the field of study
arepresented as well as the results obtainedfrom the various statistical
analysis performed. In addition, the chapter provides discussions on
the findings of the study in relation to the objectives of the study and
relevant literature reviewed. The other main sectionsof the study
include: demographic profile of respondents, measurement model
analysis, structural model analysis, discussions of findings, and
chapter summary. 4.2 Information on respondentsbackground This
study soughtto evaluate effects of employee satisfaction and
employee commitment on service quality in a hospital service delivery
system. In addressing this objective, data were collected from 224
nursesworkingin public(n=105), private(n=19), and
missions(n=100)hospitals in the New Juaben District (Eastern Region,
Ghana). The data were collected using questionnaires. The relevant
demographic characteristics of the respondents are shown in table 4.1
below:
53Table 4.1: Demographic breakdown of responde
Data Collection Procedure
Primary data were collected through filled up the standardized questionnaire of job
satisfaction and organizational commitment scale from the employees which were are in
managerial level, executive level, supervisors, coordinators and other middle level staff in
the organization.
Data Analysis
The correlation was calculated dividing the data for male, female and total participants using
SPSS 16.0.
RESULTS AND DISCUSSION
Table 1 shown that the distribution of demographic profile of the total sample size (N=50)
are male (n1=31) and female (n2=19). On the basis of the demographic variables, the
researchers have examined the various aspects of organizational commitment and job
satisfaction. Table 2 depicts on inter-correlation matrix between job satisfaction and
organizational commitment. It has been observed on the basis of present finding on the result
table that in the case of among male employees, there is no significant correlation exits
between affective commitment and continuance commitment (r= 0.297). Similarly with the
factors of affective commitment and normative commitment (r=0.007) and continuance
commitment within normative commitment (r=0.204). On the other hand, there is a highly
significant correlation between total organizational commitment and affective commitment
(r=0.599), likewise organizational commitment and continuance commitment (r=0.805) and
organizational commitment and normative commitment (r=0.589). The factor continuance
commitment and job satisfaction has significant relationship (r= -0.412) at 0.05 level which
can be said that ithas to some extent significant and because we have found negative
correlation with it. But interestingly, there is no significant correlation between affective
commitment with job satisfaction (r=0.025) and normative commitment with job satisfaction
(r=0.100). In the same way, there is negative correlation between organizational commitment
and job satisfaction (r= -0.180).
Table 1: Demographic Profiles Respondents
K. Nath Gangai; R. Agrawal274 Table 2: Inter-correlation matrix between Job satisfaction and Organizational
Commitment among male participants (n1=31) **Correlation is significant at the 0.01 level (2-tailed). * Correlation
is significant at the 0.05 level (2-tailed). Table 3: Inter-correlation matrix between Job satisfaction and
Organizational Commitment among female participants (n1=19) * Correlation is significant at the 0.05 level (2-

tailed). **Correlation is significant at the 0.01 level (2-tailed). The inter correlation result between job
satisfaction and organizational commitment among female employees (table 3) represents
there is no significant correlation between affective commitment & job satisfaction
(r=0.452). On the other hand, there is a highly significant correlation between total
organizational commitment and its three factors such as affective commitment (r=0.77),
continuance commitment (r=0.78) and normative commitment (r=0.677), which we can
further said that in the case of female employees has highly organizational commitment. But
when we look into the correlation among the organizational commitment factors, it has been
observed that there is a significant correlation at0.05 level between affective commitment
and continuance commitment (r=0.510). In the same time, there is no significant correlation
between affective commitment and normative commitment (r=0.246) and the similar result
has found between normative commitment and continuance commitment(r=0.237). Further,
the result has been found that there is negative correlation between continuance commitment
and job satisfaction (r= -0.201), the similar finding between normative commitment and job
satisfaction (r=-0 .048). Finally, there is no significant correlation between total
organizational commitment and job satisfaction among female employees (r=0.088). Further,
we can say that among the female employees have high level of organizational commitment
and lack of job satisfaction. The organizational commitment of male and female has
significant relationship found in the past researches (Thorntwaite, 1993; Mclurg, 1999;
Alotaibi, 2001) which quite resembles to the present study. On the opposite of the study that
there is no significant correlation was found in their study of Mathieu and Zajac (1990) and
Brunin and Synder (1983). The results were matching with the results of other study devoted
to the relationship between gender and job satisfaction (Ivancevich and Donnelly, 1968;
Jariyavidyanont, 1978; Green, 2000). The hypothesis is rejected and null hypothesis is
accepted in the case of gender. Table 4 is representing the inter correlation between job
satisfaction and organizational commitment of the total participants which indicates that
there is a highly significant correlation among the organizational commitment and it factors
such as affective commitment (r=0.687), continuance commitment (r=0.786), Normative
Commitment (r=0.786). Similar results are found that there is a significant correlation
between affective commitment and continuance commitment (r=0.376) and affective
commitment and normative commitment (r=0.376). But in the case of continuance
commitment and normative commitment (r=1.00), it has a highly significant correlation
between the factors. Further, it has been observed that there is a negative correlation between
(r= -0.020) organizational commitment and job satisfaction. The other factors of
organizational commitment such as affective commitment, continuance commitment,
normative commitment with correlation job satisfaction , it has been observed that there is no
significant correlation between affective commitment and job satisfaction (r=0.272). There is
a significant correlation between continuance commitment and job satisfaction (r=-0.291),
but it shows a negative correlation. The similar result was found between normative
commitment and job satisfaction (r= -0.291). Further, we can say after getting overall results
of the study that the role job satisfaction has notinfluence organizational commitment. In the
past literature, the similar study has conducted several researchers (Mobley et al., 1979;
Steers and Mowday, 1981; Meyer et al., 1993; Nunn, 2000; Schwepker, 2001; Kalleberg and
Mastekaasa, 2001; Lok and Crawford, 2001; Çelik, 2008; Luchak et al., 2008; Norizan,
2012) and the result was resembles to the study. So in that case, hypothesis is rejected and
the null hypothesis is accepted in the present study. On the other hand, we have seen above
results that factors of organizational commitment such as affective commitment, continuance
commitment and normative commitment are highly correlated. In that case, we can say that
organizational commitment is exist among the employees into different level and there may
be employee’s personal factors are responsible to organizational commitment among
employees. Table 4: Inter-correlation matrix between Job satisfaction and Organizational Commitment among
total participants (N=50) ** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the
0.05 level (2-tailed).
K. Nath Gangai; R. Agrawal276
CONCLUSION
Based on correlation matrix analysis, all the dimensions of organizational commitment
clearly have no significant relationship with job satisfaction. Luchak et al. (2008), advocate
that employees who are emotionally associated to their organization are likely to remain with
the organization past the age that would benefit them the most by retiring. This shows that to
some employees, it is about the sense of belonging with the organization. The finding of the
present study is in similarity to the study by Lok and Crawford (2001), who found that the
variable closely to the commitment is job satisfaction. Those who stay just because they need
it (Meyer et al., 1993) not because of satisfied. In addition, the finding of present study also
can help the organization in planning and developing the strategies to enhance the
organizational commitment of the employees which directly link to the organizational
performance, effectiveness, productivity of the organization. It may become one of the tool
and guidance for further actions of management. This is vital to keep the continued existence
of the organization in the global era whereby nowadays it is very difficult to make employees
to feel obliged and become more committed to the organization and job satisfaction at
workplace. So, new strategies must be developed and execution from time to time and it
depends on the result of this kind of study. Recommendation for Future Researchers This study
had given a very small piece of idea regarding relationship between organizational
commitment and job satisfaction in the context of private organization. Hence, it would be
beneficial for future research to consider the following suggestions: To enlarge the study
with large sample size, consider into other industries by inspect the relationship of
organizational commitment and job satisfaction in public and private sector. This kind of
exploration would help give details the comparison among the facets of organizational
commitment in developing job satisfaction. To explore the role and impact of human
resource management practices (HRM) on organizational commitment and job satisfaction
among employees. Finally, it is hoped that this study would be beneficial to practitioners in
various private sectors industry.
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