The Relationship Between Perceived Organizational Support and Affective Commitment

Entrepreneurship and Innovation Management Journal http://absronline.org/journals p-ISSN: 2310-0079, e-ISSN: 2311-1836 Volume: 2, Issue: 3 (August 2014), Pages: 194-202 © Academy of Business & Scientific Research

*Corresponding author: Mohammad Hakkak Assistant Professor, Management Department, Lorestan University, Iran

E-Mail: [email protected]

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The Relationship between Perceived Organizational Support & Job Satisfaction with Organizational Commitment

Mohammad Hakkak1, Mohammad Ali Hajizadeh Gashti2, Khaled Nawaser3

1 Assistant Professor, Management Department, Lorestan University, Iran

2 Faculty of Management (FM), University Teknologi Malaysia, Malaysia

3Faculty of Management, Payam Noor University, Iran

The aim of this study is the investigation of the relationship between organizational support and job satisfaction with degree of employee's organizational commitment in Mellat bank. The research methodology is descriptive survey and three standard questionnaires were utilized including (Aizenberger understand support questionnaire, Hantington, Hachison and suwa 1986, job satisfaction questionnaire by paul spector 1994 and organizational commitment questionnaire by Allen and Mier 1997).The scope of the study includes Mellat bank employees in khorram abad city in Iran. Findings of study indicate that, there is direct relationship between Perceived organizational support with organizational commitment and also between job satisfaction and organizational commitment.

Keywords: Perceived organizational support, job satisfaction, organizational commitment

INTRODUCTION

Most researchers believe that since the early 1950s when the organizational commitment in context of organizational behavior was introduced, this category became a favorite of researchers. Because they believe that the correct management of organizational commitment can lead to useful results such as performance improvement, reduction of displacement, reduction of employee absenteeism and organizational effectiveness (Arabi, 2011). One of the variables which are able to play a vital role in realization of organizational objectives is organizational commitment. Organizational commitment can simply be defined as belief in organizational values and aims, feeling of loyalty to organization, moral commitment and the feeling of wanting to remain in the organization, which based on Alan and Mir's view three components have been considered for it.

Sentimental, normal and continuous commitments. Research has shown that concerned and loyal employees have a higher performance and productivity, higher incentive and their agreement and association with organizational changes is more. The organizations can therefore realize their objectives by recognizing the level of their employees' commitment and changing the factors affecting them. Employees' perceived of organizational support and their job satisfaction is of the most important effective factors on organizational commitment. It is the organizational support, feeling and generalized beliefs of the employees in this respect that leads to organization valuing the cooperation and help of its members and their support, and worries about their future and their serendipity. Job satisfaction includes feelings and beliefs of people about their

Entrep. innov. manag. j. p-ISSN: 2310-0079, e-ISSN: 2311-1836 Volume: 2, Issue: 3, Pages: 194-202

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jobs or, liking the conditions and paraphernalia of a job, conditions in which work is carried out and rewards are paid.

RESEARCH BACKGROUND

Organizations today have discovered the importance of human resource as the most important source of gaining competitive vantage. Modern organizations compete over welfare programmes and the level of attention to employees to attract and keep their employees (Taleghani, Divandari & Sirmohammadi 2009). In reaction to wave of competition over human resource, organizations invest on implementing and improving welfare programs and supporting employees and try to provide suitable welfare facilities for their employees. Perhaps introducing such topics and talking about welfare and peripheral welfare programs and supporting employees was unusual in the past two decades, but today companies which implement such programs are plentiful. These companies have learnt practically that investing in welfare and employees is beneficial, because supported employees are dedicated and satisfied and less absent and do not leave the company easily, all these factors improve company performance and help it reach its objectives.

Perceived organizational support

Definition of organizational support perception was first proposed in 1986 and entered management literature via psychology and was hailed by the organizational researchers and executive management from the start. According to employees' belief, perceived support of the organization means the organization values its employees and their welfare, now that two decades have passed since the start of the researches in this regard, its importance becomes more and more important and more research is being conducted. Definition of organization perceived support was first introduced by Eizenberg et al. in an article in Applied Psychology magazine in 1986. According to their definition, employees feel secured by the organization when the organization values their colleagues and their welfare. The theoretical basis of organizational

support is the social exchange hypothesis. The organizational support hypothesis states that employees develop a general view of organizational support level toward themselves and for this support they pay attention to organizational objectives and their realization. When employees feel that their organization attends to their welfare and not just because of legal obligations, they respond better and perform better regarding the objectives of the organization. In addition to this, organization is seen as a source of satisfaction of some social needs of employees such as providing identity, the need to belong and self-esteem. The employees therefore help the organization reach its objectives to save the source based on exchange norm (Taleghani, Divandari & Shirmohammadi, 2009, Nawaser, et al. 2011, Jahanshahi, et al. 2011a). When the employees understand this feeling that the organization worries about their happiness and protects and helps its employees (organizational support) feel themselves as a member of their organization, recognize the organization as their representative and feel faithful and loyal towards their organization (organizational commitment). According to organizational support hypothesis, samples of three general samples lead to desirable behaviors in the organization. Justice and equality, protection of supervisor, organizational rewards and career fields. The origin of the above mentioned factors is the organization and in the end, they lead to enhancement of the organizational support.

Preconditions for perceived organizational support

The final set of preconditions of the perceived organizational support is the employee specifications which are separable in two general sections

a- Consciousness characters with positive and negative drives.

b- Population characteristics including age, gender, education and years of service.

Effects and outcome of perceived organization support

Perceived organizational support, job satisfaction & organizational commitment Hakkak et al.

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1. The more employees feel they are supported by the organization the higher their commitment to the organization becomes.

2. Some effects of organization support relate to job circle such as job satisfaction. Job satisfaction means views and general positive reactions of personnel to job. Employees' satisfaction and contentment increases with their feeling of being supported by the company. Organizational support enhances employees' positive view toward their job.

3. In addition to that, organizational support also effects the commitment and job involvement. It means involvement with interests relating to job. The higher the personnel support, the higher their commitment to their jobs.

4. Increase of perception of organizational support of employees leads to higher performance and tendency of employees to remain in organization and reduces work pressures and feedback behaviors (such as the tendency to leave work and leaving work).

RESEARCH CONCEPTUAL FRAMEWORK

Organizational support perception

The idea of perceived organizational support was first introduced officially by Eizenberg in an article in organizational literature 1986. After which, authorities paid particular attention to the way organizational support was formed and in addition, they examined the effects and outcomes of organizational support in individual and organizational spheres. Organizational support is the kind of help or support the employees need to do their work successfully. Some of the auxiliary factors for the employees include sufficient budget, suitable equipment and facilities for performing work and making quality product accessible and enough human resources reserves. In studies relating to organization progress, perception of organization support has been repeatedly considered as precondition for organization

commitment. Perception of organization support can have direct and indirect effect on employee behavior and the relation between them. If the organization does not offer sufficient support to its employees problems can occur in which case the manager should determine whether the problem is related to insufficient finances, human resource, equipment or facilities and whether he can provide the necessary resources logically with assessment of cost and effectiveness or not? If he is forced to reconsider the aims and avoid holding the employees responsible (Rezaeian, 1995, Eizi et al. 2013, Moezzi et al. 2013)

Job Satisfaction

Job satisfaction includes a level of positive feelings and views that people hold toward their jobs. When a person claims to be highly satisfied with a job this means that he/she really likes a job, and has good feelings about their job and values that job highly. The findings of the research show that employees with higher job satisfaction are in ideal condition regarding their physical and mental being.

People's job satisfaction is divided into two kinds of internal and external satisfaction. Regarding external satisfaction, employees show their satisfaction from factors such as payment, promotion, employer's encouragement and interaction with colleagues (originates from responsibilities). And in internal satisfaction, employees show their satisfaction from feeling of responsibility, social status and position, situation, independence and self-esteem based on tasks and works. A person's assessment of his/her work and satisfaction or lack of satisfaction from that job is a general result from various pillars which make up his/her job (Robbins, 1995, Sadeghi et al. 2013, Hashemzadeh et al. 2011).

Organizational commitment

Sheldon (1971) has defined organizational commitment thusly, a view or orientation toward organization which connects one's identity to organization. Canter 1973 organizational commitment from the view of Moody et al. is the relative degree of determining one's generality with a particular organization and their


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involvement with that organization (Arabi, 2010). From Allen and Mir's view, organizational commitment is a kind of view which shows the individuals' interest and attachment and loyalty to the organization. This view can stem from tendency, individual's tie or need and has the following three dimensions:

Sentimental commitment: One's attachment and feeling of identity with organization’s aims and values.

Normative commitment: One's sense of duty and moral obligation to remaining in the organization.

Continuous commitment: One's assessment and perception of costs of leaving the organization (the feeling of the need to remain in organization).

Methods of reinforcing employee commitment: organizations have used many strategies and efforts to enhance their employees' commitment, including:

1. Creating ideology and common ideal, ideal is in fact a picture of the future which we seek to create and ideology specifies employees' behavioral frameworks (Management Development monthly, September 2008)

2. Employment based on values: in many organizations, the process of organization’s socialization before employment begins via employment based on organizational values, on this basis those suitable and compatible with organizational values are absorbed.

3. Value and training orientation: leading employees toward organizational values and culture which is very important.

4. Selecting suitable leadership: effective leadership inspires and motivates employees which, are encouraged to achieve the common objectives with interest and enthusiasm. Competition and the need to show appropriate reaction to environmental factors require employees to show more commitment to the organization.

FIGURE 1 HERE

TABLE 1& 2 HERE

CONCLUSION

Considering the privatization of the Mellat Bank and the need to secure the shareholders' and investors' interests and also to achieve a banking perspective based on turning into a leading Iranian bank, the need to attend to human resource is felt more. The present research has tried to assess the level of perception of organizational support, job satisfaction and organizational commitment of the Mellat Bank employees and also to review the relation between these. The final findings of the research are thus:

Results have shown that there is a positive and significant correlation between job satisfaction and organizational commitment. In other words, factors such as salary and benefits, job stability, fair and proper distribution of bonuses and the existence of job opportunities and job promotion for employees lead to organizational commitment and cause the employees to see themselves as active members of the organization and in addition to moral committal to remain in the organization, they feel belonging to it and their loyalty to organization enhances. The present research showed that there is a correlation coefficient (0.578) between job satisfaction and organizational commitment which became significant at (0.01). These findings match the findings of other researches (Madani, 2005, Talebpoor, 2010, Bent & Dorkin 2000, Jenifer Parker Airez, 2010) and approve their findings. They discovered through their researches that job satisfaction is one of the important and effective factors on organization commitment and has a strong and positive correlation with it.

Research findings show that there is a positive and significant correlation between job satisfaction and all three components (emotional, normative & continuous) of organizational commitment. The calculated correlation


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coefficients state that the correlation between job satisfaction and emotional commitment is the strongest (62.4%) and the correlation between job satisfaction and continuous commitment is a weak link (248%).

Another finding of the research shows that perception of organization support and organization commitment and also emotional commitment have found a positive and significant link. The created link between perceptions of organization support with emotional commitment is justified in the social exchange hypothesis which states that in social relations, when someone does someone else a favor, the receiving side feels obliged to recompense.

Other findings of this research show that the average of job satisfaction (3.27) and organization commitment (3.32), specially, employees' emotional commitment (3.55) above the average and the average of perception of organization support of employees (2.92) is less than the average. This reflects that the level of organization support of employees is not high but employees are emotionally committed to the organization and have a fixation about it.

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APPENDIX

Figure 1: Research conceptual model

Organizational Commitment

Perceived

Organizational Support

Job Satisfaction

Emotional Commitment

Normative Commitment

Continuous Commitment


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The Relationship Between Perceived Organizational Support and Affective Commitment

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