09 - Chapter 2 PDF

CHAPTER II
REVIEW OF RELATED LITERATURE
Studies related to Job Satisfaction

Studies related to Organisational Commitment
Studies related to Job Satisfaction and Organisational Commitment
CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES
The review of related studies involves the systematic identification,
location and analysis of documents containing information related to the
research problem. It is an account of what has been published on a topic by
accredited scholars and researchers. According to Best (1985), A familiarity
with the literature in any problem area helps one to discover what is already
known, what others have attempted to find out, what methods of attacks have
been promising or disappointing and what problems remain to be solved.
Review of related literature gives the research worker an opportunity to
acquaint
himself/herself
with
the
current
knowledge
and
up-to-date
information about what has been thought and done in the area of his/her
choice.
The present study is an attempt to find out the extent of job satisfaction
and organisational commitment of employees in the IT industry of Kerala.
Studies pertaining to the job satisfaction, organisational commitment and
other related variables were reviewed in this chapter. The sources included
relevant scholarly research studies, journals, newspapers, seminar reports,
workshops and publications.
The review of related literature is arranged in three sections.
1. Studies related to Job satisfaction
2. Studies related to Organisational Commitment
3. Studies related to Job satisfaction and Organisational Commitment
24
Review of Related Literature and Studies
2.1 STUDIES RELATED TO JOB SATISFACTION

Centers and Cantril (1946) have conducted their studies on job
satisfaction in relation to the marital status of workers and found that married
workers like their jobs more than unmarried workers do.
Inflow (1951) has stated that employees are dissatisfied in the early
phase of their service and that the first two years of service have the greatest
depressing influence on job satisfaction.
Talachi (1960) has observed that lower job satisfaction should
increase both labour turnover and absenteeism.
Shoukry and Otis (1964) have indicated that the level of job
satisfaction increases in the earlier period of employment and declines in the
terminal periods.
Gannon and Hendrickson (1967) conducted an exploratory study of the
career orientation and job satisfaction of wives employed in retailing
businesses as either clerks or officer workers. The findings showed that the
women were more satisfied with their jobs when job involvement was high.
Blum and Naylor (1968) have indicated that the level of job satisfaction
and commitment to work are the results of various attitudes an employee
holds towards his job, towards factors related to his job and towards life in
general.
Ronan (1970) has studied the relative importance of eighteen job
characteristics in relation to job satisfaction and found that job security is not
25
important to salaried workers but it is important to both managerial and hourly

workers.
Starcevich (1972) has identified certain job related factors such as
feelings of achievement, use of best abilities, challenging assignments,
growth on the job and recognition and ranked them among the most important
factors for both job satisfaction and job dissatisfaction regardless of the
respondents occupational level.
Orpen and Pinshaw (1975) involved a sample of 100 insurance clerks.
An individuals hierarchy of needs influences the relationship between job
factors and job satisfaction.
The findings indicated that the correlation
between job context or job content factors and overall job satisfaction were
not significant.
Seybolt (1976) explored the relationship between three characteristics
of the work environment (pay, job variety and task complexity) and job
satisfaction and the moderating effect of level of education on these
relationships.
The results showed that individuals with grade school
education in jobs with low variety were significantly more satisfied with their
work than those with high school or college education in low variety jobs.
Snyder and Ferguson (1976) investigated the empirical relationship
between self-concept and job satisfaction.
The sample consisted of 600
employees of Ohio University and of business establishments located in or

near Athens, Ohio. Sixty nine per cent of the sample were females and thirty
six per cent of the sample were clerical workers. The authors concluded that
26
in job satisfaction research, self-concept can serve as an independent

variables only to a limited degree.
Prakasam (1976) has found that occupational level has some
influence over the satisfiers and dissatisfiers of employees. In higher level
occupations, motivator factors act as satisfiers but in lower level occupations
both motivators and hygienic factors seem to act as satisfiers and
dissatisfiers.
Pathak (1977) has found that the most important job characteristics
sought by the high job satisfied group belonging to both the higher and the
lower hierarchies and the low job satisfied group belonging to the lower
hierarchy is the opportunity for advancement.
Ali (1978) has revealed that management levels are fertile grounds for
job satisfaction and work motivation.
Pestonjee
(1979)
has
reported
that
the
interaction
between
occupational levels, security and alienation casts a significant influence on job

satisfaction.
According to Mishra (1980), job satisfaction is a feeling accruing out of
different conditions within a job and outside the job.
Pleitner (1982) has pointed out that job satisfaction results from the
degree of correspondence between the individuals expectations on the one
hand and the circumstances of his job situation on the other, as compared by
the individual employee.
27
Renu, Harveen and Renu (1984) have revealed that higher the age
and the greater the number of dependents, the lesser will be the job
satisfaction.
Mendhi (1985) has examined the need satisfaction and job attitudes of
managers and observed that job dissatisfaction is highest for those public
sector managers who have never changed their jobs.
Dattuar and Prasad (1986) have found that the personnel in private
organization with the exception of those at the middle level are more satisfied
than those working in public organizations.
Irene and Albert (1989) have indicated that sex and educational level
cannot significantly account for differences in job satisfaction levels, whereas
occupation, age and length of service have a significant impact as some of
the satisfaction dimensions.
Mira and Pestonjee (1990) in their study of bank employees have
observed that middle managers expressed the greatest degree of satisfaction
followed by foremen and chiefs and then by workers.
Douglas, Stephen, Michael and Richard (1991) have observed in their
study that the least satisfied workers would be those who experienced
autonomous work in the past, and are frustrated by the lack of autonomy in
their current positions.
Thoomkuzhy (1993) has emphasized that complete job satisfaction of
the managers and workers in Kerala cannot be taken at its face value; it must
be related to rotation of jobs and different unfamiliar places of work.
28
Rahman (1994) in his study of job satisfaction of supervisors in the

garment industry suggest that open communication, job security, supervisory
status, recognition for good work and overtime are considered more important
for job satisfaction than job status, working environment and autonomy in
work.
Lakshminarayan and Prabhakaran (1994) states that textile workers
with less job satisfaction have more job stress and who have more job
satisfaction have less job stress. Job satisfaction and job stress are inversely
related, i.e., the more job satisfied individual will have less job stress. They
suggested that employee counselling should aim at coping strategies to
reduce job stress.
Rothausen (1994) argued that depending upon ones parental status
the factors that influence or determine job satisfaction would differ.
Rothausen reported unique factors do appear to determine overall job
satisfaction for parent workers.
Thomas and Ganster (1995) examined the effects of two contextual
elements, family supportive policies and family supportive supervisors on
work family conflict and individual level strain variables. They found direct and
indirect support for the effect of family supportive supervisors on job
satisfaction. Their findings indicate work family conflict and control partially
mediated the relationship between the contextual elements and job
satisfaction.
29
Dayanandan (1997) in his study of Human Resource Management in

co-operative banks found that satisfaction with co-employees was favourable
among both the senior and junior level employees. He also states that
increased satisfaction was noticeable among the senior level employees with
regard to environment and working conditions of banks in comparison with
junior level employees.
Thomas (2001) in his study found that job satisfaction level is much
higher in managers of non-credit co-operatives. They also found that majority
of managers in co-operatives are unsatisfied with the present salary structure.
In a study conducted by Thomas and Sasikumar (2002) to determine
factors which are important in deciding job satisfaction of mangers in
co-operative sector, the following were found to be important job security,
opportunity to use knowledge and skill, opportunity to participate in decision
making connected with job, variety in job and challenge in job.
Bruck (2002) examined whether there would be differential relationship
across the job satisfaction facets.
These tests revealed no significant
differences across facets for any of the conflict measures.
These results
provide important implications for practitioners who are implementing

organizational interventions designed to combat work family conflict.
In a study on work ethics of the industrial work force in selected public
and private sector enterprises in Kerala, Wilson (2003) found that workers in
the private sector are not satisfied with the reward system, as compared to
their counterparts in the public sector.
30
Jha and Pathak (2003) in their study of the nature of differences in the
levels of job satisfaction among executives of four public and private sector
organizations of Eastern and Northern part of India found the differences in
different aspects of job satisfaction, viz., job itself, pay and security were felt
by the executives. These aspects were found to be significantly higher in the
case of private sector organizations as compared to public sector
organisations.
Ilies and Judge (2003) attempted to identify personality traits that might
mediate the relationship between genetics and job satisfaction. They found
that personality traits only partially mediated this relationship and suggested
that perhaps other heritable traits, such as intelligence, may better explain this
relationship.
Yadav (2004) states that nature of work or the job content also
influences the level of job satisfaction of employees in the organization.
Rao (2004) in his article stated that reward systems have undergone a
sea change since globalization. In todays talent market place, one can retain
ones best people only by differentiating in their favour and by offering a mix of
monetary and non-monetary rewards. The key though is not to reward high,
but to reward the right people in the right way.
Robbins (2004) observed that persons with high level of job satisfaction
hold positive attitudes about their jobs while persons who are dissatisfied hold
negative attitudes about their jobs.
31
Shyam (2004) states that among health professionals working in public

sector, there are enough reasons to experience dissatisfaction.
There is
disparity in income/salary, between those working in public sector and private

sector.
Sharma and Kumari (2004) found that public sector employees are in a
position in terms of their job satisfaction than the employees of private sector
organisations.
Top management employees are more satisfied than the
middle and lower level employees. It was also revealed that the public sector
employees are more dissatisfied with their working conditions and incentives
than the employees of the private sector.
Chakraborty (2004) in a case study on job satisfaction among teachers
in educational institutions of Katwa Muncipality in the district of Burdwan, in
West Bengal found that teachers job satisfaction not only depends on nature
of job but also on institutional scenario, facilities, salaries and standard of the
students.
In a study on employee attitude and job satisfaction, Saari and Judge
(2004) found that job dissatisfaction appears to be related to other withdrawal
behaviours including lateness, unionization, grievances, drug abuse and
decision to retire.
Wayne, Musisca and Fleeson (2004) found that work to family conflict
was negatively related to job satisfaction, while work family facilitation was
positively related to job satisfaction.
32
Huang and Evert (2004) state that job level is positively related to job
satisfaction in individualistic countries but not in collectivist countries.
Moreover, the positive relationship between job level and job satisfaction
holds only for jobs with much opportunity to use ones skills and abilities
especially in individualistic countries. Job level is even negatively related to
job satisfaction in jobs with little opportunity to use ones skills and abilities in
collectivist countries.
Srivastava (2005) found from his study involving senior and middle
managers in two public sector companies that the changes in work and
service conditions are largely positive, resulting in greater job satisfaction than
before.
Sharma and Jyothi (2006) state that level of job satisfaction derived by
government school teachers is modest. The maximum satisfaction is derived
from the dimension of principals behaviour and the minimum from pay and
rewards, indicating high dissatisfaction with the pay and rewards packages
provided to them.
Private School teachers are more satisfied than
government school teachers despite the poor package due to congenial

atmosphere in the private schools.
In a case study by Philip and Raju (2006) among doctors and nurses of
a multi-speciality private hospital, it was found that doctors are highly satisfied
with their jobs but nurses are just satisfied. However source wise analysis for
job satisfaction of nurses revealed that they are not satisfied in salary which is
one of the two most important sources out of the six considered in the study.
33
Ter Laura, Winfred, Gebhandt and Koelewin (2006) concluded that

personal goal facilitation through work offers a promising source of insight into
job
attitudes
and
well
characteristics models.
being,
complementing
more
traditional
job
Personal goal facilitation through work refers to
perception of the extent to which ones job facilitates the attainment of ones
personal goals.
Dormann, Doris Dieter and Michael (2006) indicate a high stability of
core self evaluation. The stable job satisfaction factor was regressed on core
self evaluation variables using different models of core self evaluation. It is
concluded that current conceptualization of core self evaluation as a super
ordinate concept underlying its four dimensions is possible but overly broad in
job satisfaction research.
Anseel and Lievens (2007) examined (i) the relationship between the
feedback environment and job satisfaction and (ii) the mediating role of
leader-member exchange in a Belgian context.
The findings highlight the
usefulness of diagnosing and assessing the feedback environment for a better

understanding
of
feedback
processes
and
for
enhancing
feedback
interventions in organisation.
Ivy Philip (2007) has made a study on the HRM practises in the public
sector and private sector hospitals in Kerala. She identified the extent of
satisfaction of employees in hospitals and remarked that organisation with
more satisfied employees find to be more effective than organisations with
fewer satisfied employees.
34
Slugoski (2008) stated that overall organizational commitment had the

greatest affect on intent to say, followed by job satisfaction, job alternatives
and job embededness added to the employee retention equation, explaining a
small but significant amount of intent to stay variance.
Sizer (2008) examined the effect of mentoring relationship on
job satisfaction and examined faculty members perceptions of the
effectiveness of the mentoring relationship.
Findings suggest that faculty
members with mentors have higher levels of job satisfaction than faculty
members without mentors.
Salie (2008) studied the extent to which job satisfaction was correlated
with perceptions of servant leadership in Muslim centres and schools in South
East Michigan and Toledo, Ohio.
Judge, Heller and Klingir (2008) indicated that the traits from all three
taxonomies generally were significantly related to job satisfaction, even when
the traits and job satisfaction were measured with independent sources.
However when all three typologies were examined concurrently the core self
evaluation typology was the only typology that was significantly related to job
satisfaction.
Edwards, Bell and Arthur (2008) indicate that the relationship between
overall job satisfaction and task and contextual performance were the same.
There was a stronger relationship between satisfaction with supervision and
contextual performance compared to task performance. This also states the
importance of considering different facts with job satisfaction and job
35
performance relationship, as well as the importance of matching predictors

and criteria in terms of their levels of specificity.
Clark and Tamara (2008) have revealed that there was strong
correlation between opportunities for promotions and job satisfaction. The
results indicate that external needs, opportunities for promotions, and pay
contribute to job satisfaction and reduction of turnover among employees
within insurance organizations.
The problem with job satisfaction and
turnover is a concern within insurance industry.

Bennet (2009) examined the relationship between the subordinates
perception of the leadership style of IT managers and one of three dependent
measures predicting subordinate extra effort, manager effectiveness and
satisfaction with management.
Kim Soonhee (2009) in his study on IT employees job satisfaction in
the public sector indicated that job clarity, effective communication with
management, a participatory management approach, organizational support
of career development, opportunity for advancement and family friendly
policies are all significant variables affecting job satisfaction of IT employees.
Leung and Olivia (2009) indicated negative correlation with job
satisfaction across societies. Results showed that social cynicism correlated
negatively with job satisfaction measurement concurrently, as was predictive
of job satisfaction measured subsequently.
Vijaya Krishnan (2009) states that the likelihood of individuals seeking
redress for alleged injustices through external mechanisms could reduce if it
36
perceived that there are genuine internal attempts at the level of their
individual manager to address personal concerns. Every action taken by the
HRM will be held irresponsible if they do not comply with the ethical
standards. As it is important for employees to adhere to ethics, it is equally
important for the HRM to build the standards for ethics.
Pillai (2010) indicated the willingness of IT employees to exert high
levels of discretionary effort put in extra hours to solve a problem, make
suggestions for improving processes and generally seek to play a key role in
an organization has plummeted to its lowest levels. Tech workers are under
constant pressure to keep up and want to be in jobs where they can learn and
grow.
Kaur (2010) in her study aimed at finding the level of job satisfaction of
college teachers of Punjab with respect to area, gender and type of institution.
The study revealed that rural college teachers were more satisfied as
compared to urban college teachers, because of their low expectations.
Furthermore, government owned college teachers were more satisfied than
government aided and self-financed college teachers. She also states that
higher socio economic status and level of life satisfaction too encourage the
college teacher for higher level of job satisfaction.
Austin (2010) have investigated and presented the findings of twenty
working professionals to determine how workplace friendships influence
career advancement and job satisfaction.
The data suggested that vital
37
friendship is important, friendship matters in the workplace, and vital friends

influence job satisfaction and career advancement.
Wu and Wang (2010) suggest the importance of taking personality
variables into consideration during the process of evaluating job satisfaction.
Job satisfaction should not only be related to extrinsic factors but also
associated with individual differences of dispositional tendency. Nurses with
positive evaluation and expectation towards self and others tend to report
higher job satisfaction.
Jain (2010) analysed the impact of liberalization on HRM practices in
public sector banks over a period of almost two decades. Variables were
measured and conclusions were drawn striking a blend between micro level
changes and their consequent impact on banking operations. Majority of the
respondents agreed that the primary reasons for improved productivity post
liberalization were use of IT, Infrastructure, competition in the market place
and outsourcing back office functions.
Chopra and Khan (2010) states that job satisfaction is a complex and
multifaceted concept, which can mean different things to different people.
The Link between job satisfaction and performance may prove to be a
spurious relationship, instead, both satisfaction and performance are the
result of personality. Hence the behavioural aspect of HRM has to be kept in
mind by the organizational decision makers.
38
2.2 STUDIES RELATED TO ORGANISATIONAL COMMITMENT

Oscar (1966) has found that the strength of a persons commitment to
an organization is influenced by the rewards he has received from the system
and the kinds of experiences he has had to undergo in order to receive the
rewards.
Robert (1970) has observed that people in low status occupations are
thought to have little commitment whereas people in high status occupations
should be more highly committed.
Gupta, Sharma and Rahman (1971) have in their studies indicated that
recognition is a variant of prime importance that influences ones commitment
to organizational goals.
Hrebiniak and Alutto (1972) in their studies have shown that there is a
strong
positive
relationship
between
organizational
commitment
and
experience or seniority.
Porter, Steers, Mowday and Boulian (1974) have observed that
individuals highly committed to an organizations goals and willing to devote a
great deal of their energy towards those ends would be inclined to remain with
the organization.
Staw (1976) has noted that negative consequences may actually cause
decision makers to increase their commitment.
Steers (1977) has found that work experiences are more closely
related to commitment than personal or job characteristics.
39
Marsh and Mannari (1977) have observed in their study that Japanese
workers have higher levels of organizational commitment than Americans.
Fottler (1977) has reported that the failure of commitment at the top
leads to a failure of commitment in staff management at the personnel
department and the operating departments.
Gupta (1977) in his research study conducted on the industrial workers
employed in the Diesel locomotive unit in a public sector undertaking found
that workers in the public sector industry were highly committed to industrial
work.
Aryeh (1978) has indicated that workers with high protestant ethic tend
to express high moral commitment, while those with low protestant ethic tend
to express low moral commitment.
Jauch, Glueck and Osborn (1978) in their study among professors
have shown that researchers with the strongest professional commitment
have higher research productivity than others.
Mowday, Steers and Porter (1979) have found that the better
performing branches of a bank have employees with relatively higher levels of
organizational commitment than the low performing branches have.
Cook and wall (1980) have stated that supervisory relations and
interpersonal trust are positively related to organizational commitment.
Angle and Perry (1981) have found that organizational commitment is
positively related to some dimensions of organizational effectiveness such as
organizational adaptability turnover and tardiness rate.
40
Morris and Sherman (1981) have in their research indicated that the
level of education is negatively related to organizational commitment.
OReilly and Caldwell (1981) have shown that job choice decision and
expectation of an employee can affect his future attitudes and commitments.
Welsch and Lavan (1981) have stated that organizational commitment
is an important behavioural dimension which can be utilized to evaluate the
strength of an employees attachment to his organization.
Padaki (1982) has found that individuals differing in their locus of
control react differently to organizational situation and correspondingly they
differ in their levels of commitment, motivation and satisfaction.
Amsa (1982) has in his research found that the expression of
commitment values in the form of good work performance takes place only
when an employees expectations from his job are reasonably fulfilled by the
organization.
Dhuru and Jyotsana (1982) have observed that a members lowest
degree of commitment to his organization is when he voluntarily intends and
wished to stay in the organization.
Sinha (1983) has found a significant and positive relationship between
overall organizational climate and organizational commitment.
Ferris
and
Aranya
(1983)
have
observed
that
organizational
commitment is becoming an increasingly used instrument to predict

performance absenteeism and turnover.
41
Lacy, Bokemeier and Shepard (1983) have indicated that regardless of

age and educational or occupational prestige level, men remain more
committed to continued working than women.
Balaji (1984) in his research on managers in co-operatives has found
that managers at the higher levels of the organizational hierarchy are more
committed to their organization than those at the lower echelons.
Oliver (1984) in his study of organizational commitment in six workers
co-operatives in Scotland has observed that the founder members of the
co-operatives showed significantly higher organizational commitment and also
identification involvement and loyalty than other members.
Balaji (1985) has found that professionals have weaker organizational
commitment than non-professionals.
Aranya, Kushnir and Valency (1986) in their study among men and
women accountants working in professional organizations indicate that
women accountants tend to have lower levels of commitment than their men
colleagues.
Curry, Wakefield, Price and Mueller (1986) have found that high levels
of repetitive work are associated with low commitment and high levels of
fairness in rewards are associated with high commitment.
Luthans, Baack and Taylor (1987) have found that age, education
tenure in the organization, tenure in the present position and supervisory
status have a positive relationship to organizational commitment.
42
Alvi and Ahmed (1987) have indicated that the fulfilment of workers
psychological needs along with others is a very important predictor of their
organisational commitment.
Decotiis and Summers (1987) have reported that commitment is
strongly associated with individual motivation, desire to leave, turnover and
objective measures of job performance.
Glisson and Durick (1988) have observed that in human service
organizations, larger worker groups rate themselves as less committed,
whereas work groups that provide both residential and walk-in service are
more committed than those providing more limited services.
Dornstein and Matalon (1989) have indicated that work experience
shows the strongest relationship with organizational commitment.
DSouza (1990) has in his research study found that there exists a
significant positive relationship between quality of work life and employee
commitment for both managers and workers.
Mathieu and Kohler (1990) have stated in their study that the lowest
absence rate was found among employees who expressed both high
organizational commitment and job involvement.
Randall,
Fedor
and
Longenecker
(1990)
have
observed
that
employees commitment to the organization is expressed through their

behaviour indicating a concern for quality, a
sacrifice orientation,
willingness to share knowledge and through their presence in the work

place.
43
Oliver (1990) has noted that employees who show strong participatory
values exhibit relatively high commitment whereas employees with strongly
instrumental values show relatively lower commitment.
Sagar (1990) states the importance of sales peoples commitment to
the organization to enhancing retention.
Based upon the study findings,
several strategies are described that managers can use to increase retention
of sales people. Managers need a better grasp of how to retain sales people.
Raju (1991) in his research study regarding teachers commitment to
the teaching profession has indicated that the more committed teachers
express high intrinsic motivation, inner direction, religiosity, external
expectations, self accountability and desire to utilize skills.
Lee and Johnson (1991) in their studies have found that the full time
employees have higher organizational commitment than part time workers
when both work at a preferred schedule.
Sharma and Chauhan (1991) have observed that highly motivated
employees feel more committed to their organization than those who are less
motivated.
Gregersen and Black (1992) have indicated that there is a positive
relation between the commitment of managers assigned abroad to their
parent companies and to local operations.
Florkowski and Schuster (1992) have shown that profit sharing support
can strengthen the workforce and it is an important determinant of
organizational commitment.
44
Brockner, Tyler and Schneider (1992) have suggested that employees

who had relatively high levels of commitment before hand may if show a
sharp decline in commitment if their experience with the institution is
negatively discrepant from their prior beliefs.
Mayer and Schoorman (1992) have observed that turnover is more
strongly related to continuance commitment and performance is more strongly
related to value commitment than otherwise.
Rodgers, Hunter and Rogers (1993) have observed that effective
programme installation depend on the level of top management commitment.
The stronger the commitment the greater the potential for program success.
Besser (1993) in his research study comparing the commitment to work
of American and Japanese workers has concluded that Japanese workers are
more committed to their employing organizations than the American workers.
Sayeed (1994) in his research study among the managers of large
multinational firms has found that the level of management has a consistently
positive relationship with overall commitment, followed by length of service.
Yoon Baker and Ko (1994) have indicated that interpersonal
attachment among employees in immediate work units substantially increases
the employees commitment to their work organization.
Zeffane (1994) suggests that variations in management styles have a
significant effect on employee commitment.
45
Vandenberg and Scarpello (1994) have reported on the significant

positive
influence
on
occupational
commitment
upon
organizational
commitment.
Anantharaman and Jagadeesh (1994) have stated that the unionized
employees perceive the organizational climate less favourably than nonunionized employees. There is no difference between these groups in their
extent of job involvement. The various dimensions of organizational climate
seem to be not to one another suggesting their independent nature.
Wilson (1995) in his research study has found that older employees
and women employees are more committed to their organization than
younger employees and men employees. Married employees are more
committed than unmarried employees. He also states that the level of
education increases the organizational commitment of employees.
Salary
and family income are positively related to organizational commitment.

Somers (1995) has indicated that affective commitment emerged as
the predicator of turnover and absenteeism whereas normative commitment
was positively related to the intent to remain.
Wallace (1995) has reported that corporatist organisations strive to
maximize employees commitment to the organization by enhancing
employee integration, upward mobility, participation in decision making and
the legitimacy of the authority system.
46
Sakthidharan (1997) in his research study found that organizational

commitment does not produce any significant difference between workers and
managers.
Sharma (1997) has indicated that situational factors contribute more to
organizational commitment than person related factors.
Biswas (1998) has suggested that performance, threat and frustration
stressors are significant predictors of organizational commitment.
Mishra, Dhar and Dhar (1999) have reported that enhancing employee
satisfaction guarantees greater involvement and commitment on the part of
the employee to his job and organization.
Moideenkutty, Blau, Ravikumar and Ahemedali (2001) examined the
role of perceived organizational support as a relationship between perceived
situational factors and affective organizational commitment. It indicated that
perceived organizational support fully mediates the relationship between each
of these perceived situational variables and affective commitment to the
organization.
Camp (2001) examined the effect of two types of subjective
measurement of the work environment, job satisfaction and organizational
commitment, which are thought to be related to turnover.
The study
examined two separate aspects of organizational commitment, commitment to

the overall organization and commitment to the specific institution. Both
measures of organizational commitment exert about equal influence on
turnover with commitment.
47
Subrahmaniam (2002) in their study investigated the role of

decentralized structure of managers need for achievement as antecedents of
participative budgeting, and the impact of the concurrent relationship of all
three preceding variables on organizational commitment. Direct and positive
relationships were found between the two antecedent variables: decentralized
structure and managers need for achievement, and participative budgeting.
Participative budgeting in turn was found to have a direct and positive
relationship with organizational commitment. The results of the study have
implication for the design of effective management control processes and for
HRM of hospitality organizations.
Rose (2003) in his comparative study on the effect of pension schemes
on employees commitment between firms offering pension schemes and
those not offering pension schemes found higher commitment from workers at
companies that offered pension schemes than with those workers at firms that
did not.
Berg, Kalleberg and Appelbaum (2003) examined whether a high
commitment environment would positively impact work family balance in part
through its affect on organizational commitment.
In their study, a high
commitment environment was defined as one that provides intrinsically

rewarding jobs, has supportive supervisors and high performance work
practices.
They found affective commitment did partially mediate the
relationship between high commitment organizational practices and work

family balance.
48
Eaton (2003) examined the effects of the formality of the policy and
perceptions of usability on organizational commitment. In her study, when
employees perceived that flexibility policies were not truly available to them,
they reported lower organizational commitment. Similarly, she found support
for the effect of perceived control over schedule on organizational
commitment.
Wasti (2003) investigated whether cultural values of individualism and
collectivism measured at the individual level influence the salience of different
antecedents of organizational commitment.
The findings indicated that
satisfaction with work and promotion are the primary determinants of effective
and normative commitment for employees who endorse individualist values.
For employees with collectivist values, satisfaction with supervisors was found
to be an important commitment antecedent over and above satisfaction with
work and promotion.
Wright (2003) states that in order to be effective in the rapidly changing
markets, organisations are required to be flexible and adaptable, for which
their human resource management is desired to be commitment oriented
rather than control oriented.
A commitment oriented HRM focuses on
developing employees who can be trusted to their discretion to carry out their
jobs in ways that are consistent with organisational goals.
Committed
employees are more likely to expend their discretionary efforts towards

achieving organisational ends and show less counterproductive behaviour
49
than those less committed and also engage in better quality in-role
behaviours.
Jyothi (2004) quoted a study on the relation between human resource
practices and employee commitment in hotels in United Kingdom and stated
that objective recruitment and selection strategies, structural training and
development are strongly associated with highly committed employees.
Anil Kumar (2005) in his study found that when an executive stays in
an organisation based on a perceived cost of leaving, career development
prospects and rewards play an important role in determining his continuance
commitment. The executive stays with the organisation because he or she
thinks that it will cost more to leave at present and take up a job elsewhere.
As a result, the employability factor becomes an important determinant of the
executives continuance commitment. Further he states that as executives
feel a sense of being trapped into the organisation due to the high cost of
leaving, they would stick on to the same organisation and would be less likely
to leave.
Lok, Westwood and Crawford (2005) investigated the relationship
between perception of organisational subculture and their significance for
organizational commitment. Results indicated that perceived subculture has a
strong relationship with commitment.
They further identified the relative
strength of specific types of leadership style and specific types of subculture

with commitment.
50
Rubin and Brody (2005) state that insecurity, time pressure, and
technologies
increase
employees
accessibility
to
their
workplace.
Accompanying these changes is a changing social contract between

employees and their employers. Organisational theories suggest that these
employment characteristics will undermine the attachment component of
organizational commitment that remain an important feature of contemporary
workplaces.
Davis, Pawlowski and Houston (2006) examined generational
differences in the work commitments of Baby Boomer (born between 1946 &
1962) and Gen. X (born between 1963 & 1981) IT professionals. Results
suggest that the work commitments of these generations of IT professionals
are more homogeneous than different.
Wade and Anthony (2008) has explored the relationship between the
attitudes and perceptions of minority professionals as related to fair treatment
between themselves and white counterparts, and whether those perceptions
influenced minority professionals to remain committed to organizations. They
suggest that while majority of respondents feel that they are treated as
equitably as their white counterparts, approximately one third indicated that
they were either unsatisfied or neutral on this subject.
An overwhelming
majority of respondents are committed to their organization, even though they

may not always receive fair treatment, and many are unable to leave at this
time, regardless of treatment. Private sector employees indicated that they
51
may be more willing to change jobs during the course of their careers as
opposed to those in the public sector.
Allen and Robert (2008) investigated proximal institutional predictors or
organizational commitment in college students.
The study examined the
relationship of student-organ fit, satisfaction with faculty, student selfevaluation of academic performance, class level, class attendance time,
gender and age upon affective, normative and continuance commitment. The
intent of the study was to look at student commitment variables in light of
potential business strategy implication for recruitment and retention of
students.
Felfe, Schmook, Schgns and Bernd (2008) indicate that commitment to
the form of employment explains variance of organizational outcomes over
and above organizational commitment. Generally, commitment to the term of
employment reflects an important attitude to the work situation besides
commitment to the organization or occupation. The results are discussed in
the right labour market trends.
Navaprabha (2009) suggests the social commitment of co-operatives in
Kerala. It can emerge as an alternative to the MNCs and other monopolies in
their respective fields to certain extent and in the case of consumer sector,
educational sector, as an alternative to a large extent.
Nicholson (2009) indicated that supervisory leadership practice usage
and agents affective and normative commitment are positively related and
agents affective, normative and continuance commitment are negatively
52
related to turnover intention.
Job and organizational tenure are not
significantly related to organizational commitment.

Aswathy and Gupta (2010) in their study on organisational commitment
of Indian managers in multinational companies found that the employees
commitment towards the organisation is based mainly on their perceptions
about the four organisational practices: organisational structure, management
style, HR practices and non-work practices.
They concluded that the
employees level and nature of commitment towards the organisation is

subject to the employers employee-friendly and caring practices. That is, if
an organisation offers HRM systems aimed at employer-employee mutual
benefit, employees commitment levels do improve.
Hashim (2010) states that employees commitment is influenced by
many factors including the management styles within the organization. He
examined the management of human resources from the Islamic perspective
and its effects on organizational commitment among selected employees in
Islamic organizations in Malaysia. The results show that the Islamic approach
in HRM was highly and significantly correlated to organizational commitment.
Crook (2010) states that the key problems of African Public Services
are understaffing and lack of organizational commitment. It is argued that the
best way foreword is to identify and work with the competent managers to be
found in islands of effectiveness encouraging and spreading more effective
kinds of incentives and developing more positive organizational cultures.
53
Pressure from the public for better performance is only likely to work if the
need to respond is incorporated into organizational incentive structures.
Leenu and Lakhwinder (2011) found that all HR practices lead to
organisational commitment. For instance, compensation, career development
and supervisory support have been found correlated significantly with some
forms of commitment but did not emerge as significant predictors of any form
of commitment. The study indicates that the redundancy of the normative
commitment construct is a cause of concern for many while studying separate
dimensions of commitment and needs further investigation.
2.3 STUDIES RELATED TO JOB SATISFACTION AND ORGANISATIONAL
COMMITMENT
Bateman and Strasser (1984) have indicated that commitment has a
positive casual impact on job satisfaction.
Raju and Srivastava (1986) have suggested that employees who are
satisfied with a company may develop commitment to the organization and
vice versa.
Brooke, Jr. Russell and Price (1988) have stated that work involvement
is positively related to job satisfaction, job involvement and organizational
commitment.
Romzek (1989) has pointed out that committed employees are more
satisfied with their career prospects within their organization.
54
Cramer (1993) has indicated that stronger organizational commitment

is associated with greater satisfaction with the job, salary and career
structure.
Tett and Mayer (1993) hold the view that commitment and satisfaction
each contribute uniquely to the turnover process.
Rahim and Afza (1993) have found that commitment and satisfaction
are positively related to the propensity to leave a job.
Balachandran and Anantharaman (1996) have found a strong
relationship between organizational commitment and facets of organizational
stress and job satisfaction.
Buffardi and Erdwins (1997) examined the impact that employer
sensitivity to childcare needs and child-care satisfaction had on both job
satisfaction and organizational commitment of employed women. The results
clearly suggested that employer sensitivity to child-care needs was strongly
related to affective commitment and job satisfaction. Further it appears that
caregiver attentiveness may also be a significant predictor of both job
attitudes.
Driscoll and Randall (1999) have indicated that perceived organization
support was significantly linked with job involvement, and with affective and
continuance
commitment,
although
its
relationship
with
continuance
commitment was negative. Satisfaction with intrinsic and extrinsic rewards

was also a salient predictor of job involvement and affective commitment, but
not continuance commitment.
55
Giffeth, Horn and Gaertner (2000) reported that job satisfaction is

negatively related to turnover intention. Organizational commitment predicts
turnover better than job satisfaction. This finding suggests that job satisfaction
may be a more distal influence upon turnover intention than organizational
commitment.
Springer (2002) investigated the potential mediating role of job
satisfaction between job stressors namely role overload -quantitative, role
over load qualitative and lack of career development as a source of stress
on the one hand and various facets of organizational commitment, namely,
affective, continuance and normative.
Path analysis revealed that role
overload quantitative directly and negatively influence both job satisfaction

and career development as a source of stress directly and negatively
influence job satisfaction. Findings also suggest that job satisfaction mediates
the influence of role overload quantitative on various facets of organizational
commitment.
Behson (2002) sought to determine whether the specificity of the
supportive measures influenced the outcomes. This study examined whether
general
measures
of
organizational
supportiveness
and
more
focal
supportiveness measures differentially predicted important organisational

outcomes.
The results suggest that the more specific measures of
supportiveness did account for variance in work family specific outcomes.

However, the specific measure did not account for variability in job satisfaction
56
and affective commitment beyond the more general measure of organizational

supportiveness.
Behson (2002) reported that the ability to make informal work
accommodations for family moderated the relationship between family to work
conflict and work stress, which predicted job satisfaction and organizational
commitment.
In addition, control over schedule predicted informal work
accommodation.
Siu Ling Oi (2002) examined occupational stressors and well
being for blue and white collar occupations with Chinese and Hong Kong.
The study demonstrates that occupational stressors play a significant role in
determining job satisfaction and physical well being. These results of the
study show that organizational commitment and well being are positively
related.
Heslin (2003) in his study job satisfaction and organizational
commitment stated that employees productivity is largely related to their level
of job satisfaction and in fact the turnover rate can be reduced with a higher
level of organizational commitment.
There is relatively strong relationship
between job satisfaction and organizational commitment.

Raveendran Nair (2004) in his study identified the bank managers
perceptions of motivational requirements, measuring their level of satisfaction
and evaluating their commitment to the organisation which will provide useful
guidelines in framing human resource development policies in the service
industry of banking. He found that the factors of job satisfaction emerged as
57
the pertinent predictors of commitment. The different forms of commitment of

managers are related with their level of job satisfaction.
Chong, Eggleton and Michele (2006) examined the multiple roles (i.e.,
cognitive, motivational and value attainment) of participative budgeting and
the combined effects of these three roles on subordinates job performance.
This paper proposes that participative budgeting affects job performance via
three
intervening
variables,
namely,
role
ambiguity,
organizational
commitment and job satisfaction. The results support the multiple roles of
participative budgeting and the indirect effect of participative budgeting on
subordinates job performance through role ambiguity, organizational
commitment and job satisfaction.
Trimble
and
Douglas
(2006)
studied
affective
organizational
commitment, job satisfaction and turnover intention of 468 missionaries.

Tenure in the organization was a stronger predictor of organizational
commitment, job satisfaction and turnover intention than was age (i.e., new
generation vs. older generation).
Senter and Martin (2007) suggested the proposition that part time
employee group membership accounts for incremental variance in predicting
turnover.
The study also provides additional support for the premise that
organizational commitment, job satisfaction and perceived employment

alternatives differentially predict turnover for these part time groups.
Moffitt (2008) examined the moderators and mediators of the
relationship between traumatic caregiver stress and job satisfaction,
58
organizational commitment and turnover intentions.
Many employees are
unexpectedly forced into a role of caregiver. In this study, traumatic caregiver

stress was found to have direct effects on family. Organisations need to pay
attention to the needs of employees who have the dual role of caregiver.
Tzinier, Waismal, Netanel and Broadman (2008) state the extent to
which personality traits for the unique variance in job satisfaction and
organizational commitment. Analysis of data showed that 58 and 44 per cent
of the explained variance in job satisfaction and organizational commitment
respectively, were accounted for by factors in this personalogical framework.
Mosadighrad (2008) indicated that hospital employees are moderately
satisfied with their jobs and committed to their organization. Job satisfaction
and organizational commitment were closely interrelated and correlated with
turnover intention.
Graham and Nafukho (2010) seek to introduce a conceptual model that
illustrate presumed association among work climate relationships, job
satisfaction, organizational commitment, turnover intentions, retentions, crash
rates, and numerous residual costs.
They state that organizational
commitment when compared to turnover, has received limited attention in

transportation safety research among truckload organization.
This study
raises the level of awareness that there is much work to do related to gaining
a comprehensive knowledge of variables that influence driver safety
outcomes
and
the
appropriate
interventions
organizational commitment and retention.
necessary
to
elevate
59
Conclusion
The review of related literature revealed that Job Satisfaction and
Organisational Commitment are the most important variables in Human
Resource Management.
Many studies reviewed showed that these two
variables are interdependent. The review of related literature was very helpful
to the investigator in formulating her objectives and hypotheses. It was also
instrumental in gaining an in-depth knowledge of the two variables she has
selected for the purpose of the study.
60
References
Ali, Mohammed Abbas (1978).
Job satisfaction and work motivation
among workers in select industrial undertakings in Hyderabad.

Unpublished Ph.D Thesis, Osmania University.
Allen & Robert, E. (2008). Predictors of organisational commitment in college
students. Dissertation Abstracts International, 68 (7), 3015.
Alvi, S.A., & Ahmed, S.W. (1987). Assessing organisational commitment in a
developing country: Pakistan-case study. Human Relations, 40 (5),
267-280.
Amsa, P. (1982).
Work-role commitment of industrial employees: A
process model. Ph.D. Thesis, Department of Humanities and Social

Sciences, Indian Institute of Technology, Bombay.
Anantharaman, R.N., & Jagadeesh, M. (1994). Perception of organizational
climate by unionised and non-unionised employees. Indian Journal of
Applied Psychology, 31 (2), 17-20.
Angle H.L., & Perry, J.L. (1981). An empirical assessment of organizational
commitment and organizational effectiveness. Administrative Science
Quarterly, 26 (1), 1-14.
Anil Kumar, K (2005). Organisational commitment of executives. Ph.D.
Thesis, University of Kerala, Thiruvananthapuram.
Anseel, F., & Lievens, F. (2007).
The long term impact of the feedback
environment on job satisfaction. A field study in Belgian context.

Journal of Applied Psychology, 56 (2), 254-266.
Aranya, N., Kushnir, T., & Valency, A. (1986). Organisational commitment in a
male dominated profession. Human Relations, 39 (5), 433-448.
Aryeh, K. (1978). Work values and organisational commitment. Academy of
Management Journal, 21 (2), 239 247.
61
Aswathy, R., & Gupta, R.K. (2010).
Organisational commitment of Indian
managers in multinational companies.
Indian Journal of Industrial
Relations, 45 (3).
Austin & Charlin (2010). An investigation of workplace friendships and how it
influences career advancement and job satisfaction; A qualitative study.
Dissertation Abstracts International, 71 (1), 239-240.
Balachandran. N., & Anantharaman, R.N. (1996).
A casual model of
organizational commitment. Journal of Psychological Research, 40

(112), 117-123.
Balaji, C. (1984).
Organisational commitment and HRM: A study of
managers in co-operatives. Unpublished Thesis, IIMA, Ahmedabad.

Balaji.
C.
(1985).
Organisational
commitment
and
satisfaction
of
professionals and non-professionals in co-operatives. Vikalpa, 10 (1),

35-41.
Bateman, T.S., & Strasser, S. (1984).
A longitudinal analysis of the
Antecedent of organizational commitment. Academy of Management

Journal, 27(1), 95-112.
Behson, .S.J. (2002). Coping with family to work conflict: The role of informal
work accommodation to family.
Journal of Occupational Health
Psychology, 324-341.
Behson, S.J. (2002).
Which dominates? The relative importance of work
family, organisational and general organizational on employees

outcomes. Journal of Vocational Behaviour, 61, 53-72.
Bennet, & Thomas, M. (2009). The relationship between the subordinates
perception of the leadership style of IT managers ability to inspire
extra effort to be effective and to enhance satisfaction with
management. Ph. D. Thesis, Nova Southeastern University, 2009.
62
Berg, P., Kalleberg, A.L., & Appellbaum, E. (2003).
Balancing work and
family: The role of high commitment environments.
Industrial
Relations, 42, 168-188.

Besser, T.L. (1993). The commitment of Japanese workers and U.S workers:
A re-assessment of the literature. American Sociological Review, 58
(6), 873-881.
Biswas.V.N. (1998). Life style stressors, organizational commitment, job
involvement and perceived organizational effectiveness across job
levels. Indian Journal of Industrial Relations, 34 (1), 55-69.
Blum, M.L. and Naylor, J.C. (1968). Industrial psychology: Its theoretical
and social foundation. New York: Harper and Row.
Brockner, J., Tyler. T.R., & Schneider, R.C. (1992). The influence of prior
commitment to an institution on reactions to perceived unfairness: The
higher they are, the harder they fall.
Administrative Science
Quarterly, 37 (2), 241-261.

Brooke, P.P., Russell, D.W., & Price, J.L. (1988). Discriminate validation of
measures of job satisfaction, job involvement and organizational
commitment. Journal of Applied Psychology, 73 (2), 139-145.
Bruck, ,C.S., Allen, T.D., & Spector, P.E. (2002). The relationship between
work family conflict and job satisfaction A friar-greunied
analysis.
Journal of Vocational Behaviour, 60, 336-353.

Buffardi, L.C., & Erdwins.C.J. (1997). Child-care satisfaction linkages to work
attitudes, interrole conflict and maternal separation anxiety. Journal of
occupational Health Psychology, 2, 84-96.
Camp, D.Scott (2001). Assessing the effects of organizational commitment
and
job satisfaction
on turnover; An event history approach.
Prison Journal, 74 (3), 279-305.
The
63
Centres, R., & Cantril, H. (1946). Income satisfaction and income aspiration.
Journal of Abnormal and Social Psychology, 41, 64-69.
Chakraborty, A.K. (2004). Job satisfaction does not solely depend on the
nature of job A case study. The Management Accountant, 39 (1), 5155.
Chong, K.V., Eggleton, R.C., Ian, L., & Michele, K.C. (2006). The multiple
roles of participative budgeting on job performance.
Advances in
Accounting, 22, 67-95.

Chopra, M.N. & Khan, A.M. (2010). Job satisfaction.
Third Concept, 23
(275), 36-40.
Clark, & Tamara (2008).
The relationship between job satisfaction and
turnover in large insurance companies; A survey analysis. Dissertation

Abstracts International, 68 (7), 3018-3019.
Cook, J., & Wall, T.D. (1980).
New work attitude measures of trust,
organisational commitment and personal need non fulfilment. Journal

of Occupational Psychology, 29-52.
Cramer, D. (1993).
Tenure commitment and job satisfaction of college
graduates in an engineering firm. The Journal of Social Psychology,

133 (6), 791-796.
Crook, C.R. (2010).
Rethinking civil service reform in African islands of
effectiveness and organizational commitment. Common Wealth and

Comparative Politics, 48, (4), 479-504.
Curry, J.P., Wakefield, D.S., Price, J.L., & Mueller, C.W. (1986).
On the
casusal ordering of job satisfaction and organizational commitment.

Academy of Management Journal, 29 (4), 847-858.
64
DSouza, N.P. (1990).
Relationship between QWL and employee
commitment: A comparative study of managers and workers.

Ph.D. Thesis, Tata Institute of Social Sciences, Bombay.
Dattuar, N., & Prasad, H.N. (1986).
Job enrichment and job satisfaction.
Productivity, 27 (2) 169-173.

Davis, J.,B., Pawlowski, S.D., & Houston (2006). Work commitments of baby
boomers and gen-xers in the IT professionals generational differences
or myth. Journal of Computer Information Systems, April, 2006.
Dayanandan, R. (1997). Human resource management in co-operative
banks. Ph.D. Thesis, University of Kerala, Thiruvananthapuram.
Decotiis, T.A., & Summers, T.P. (1987). A path analysis of a model of the
antecedents and consequences of organizational commitment. Human
Relation, 40 (7), 445-470.
Dhuru, & Jyotsana, D. (1982). Enculturation and commitment in creative
organizations: A theoretical perspective.
Unpublished Working
Paper, IIMA.
Dormann, C., Fay, D., Zapt, D., & Frese, M. (2006). A, state-trait analysis of
job satisfaction on the effect of core self evaluation.
Journal of

Dornstein, M., & Matalon.Y. (1989).
A comprehensive analysis of the
predictors of organizational commitment: A study of voluntary army

personnel in Israel. Journal of Vocational Behaviour, 34 (2), 192223.
Douglas, E.M., Stephan, N., Michael, B.E., & Richard, F.H. (1991). The job
satisfaction of older workers. Journal of Organizational Behaviour, 12
(7), .609-620.
65
Driscoll, P.O., Michael &
Randall, M.D. (1999).
Perceived organisational
support satisfaction with rewards, and employee job involvement and

organisational commitment.
Applied Psychology: An International
Review, 48, 97-209.

Eaton, S.C. (2003). If you can use them: flexibility policies; organizational
commitment and perceived performances.
Industrial Relations, 42,
145-167.
Edwards, D.B., Bell, T.S., Arthur, W., & Decuir, D, A. (2008). Relationship
between facts of job satisfaction and task and contextual performance.
Felfe, J., Schmook, R., Schgns, B., & Six Bernd (2008). Does the term of
employment make a difference? Commitment of traditional, temporary
and self employed. Journal of Vocational Behaviour, 72 (1), 81-94.
Ferris, K.R., & Aranya. N. (1983).
A comparison of two organizational
commitment scales. Personal Psychology, 36(1), 987-990.

Florkowski, G.W., & Schuster, M.H. (1992). Support for profit sharing and
organizational commitment: A path analysis. Human Relations, 45 (5),
507-523.
Fottler, M.D (1977). Management commitment and manpower program
success. California Management Review, 19 (3), 71 77.
Gannon, M.J., & Hendrickson, D.H. (1967).
Career orientation and job
satisfaction among working wives. Journal of Applied Psychology,

57 (3), 339-340.
Giiffeth, R.W., Horn, P.W., & Gaertner, S. (2000).
Meta-analysis of
antecedents and correlates of the employee turnover: Update

moderator tests and research implications for the next millennium,
Journal of Management, 26 (3), 463-473.
66
Glisson, & Durick. M. (1988). Predictors of job satisfaction and organisational

commitment in human service organisations. Administrative Science
Quarterly, 33 (1), 61-81.
Graham, M., C., & Nafukho, M.F. (2010). Organisational commitment and
workplace outcomes: A conceptual model for truckload Transportation
carriers. Human Resource Development Review, 9 (3), 267-284.
Gregersen, B., & Black, J.S. (1992). Antecedents to commitment to a parent
company and a foreign operations.
Academy of Management
Journal, 35 (1), 65-90.

Gupta, O.P. (1977). A sociological study of commitment to work of
Industrial workers in an Indian public sector undertaking.
Unpublished Ph.D Thesis, Banaras Hindu University.
Gupta, S.P., Sharma K.D., & Rahman, A. (1971).
Scientists and their
commitment to organizational goals. Economic and Political Weekly,

6 (49), 2447-2450.
Hashim, J. (2010). Human resource management practices on organizational
commitment; The Islamic perspective. Personnel Review, 39 (6), 785799.
Heslin, P. (2003). Job satisfaction and organizational commitment. Ph.D.
Thesis, March 2003.
Hrebiniak, L.G., & Alutto, J.A. (1972).
Personal role related factors in the
development of organizational commitment. Administrative Science

Quarterly, 17 (4), 555 573.
Huang. Xu, & Vliert de van Evert (2004). Job level and national culture as
joint roots of job satisfaction. Journal of Applied Psychology, 53 (3),
329-348.
67
Ilies, R., & Judge, T.A. (2003). On the heritability of job satisfaction: The
mediating role of personality.
Journal of Applied Psychology, 88,
750-759.
Inflow, J.M. (1951). Job satisfaction of liberal arts graduates.
Journal of
Applied Psychology, 35, 175-181.

Irene, C., & Albert, T. (1989). Organizational climate and job satisfaction: An
empirical study in Singapore. International Journal of Management,
6 (2), 183-195.
Ivy Philip (2007). HRM practises in hospitals in the public sector and
private sector in Kerala.
Ph.D. Thesis, University of Kerala,
Thiruvananthapuram
Jain, S. (2010).
Management of HR in Public Sector Banks 1999-08.
Journal of Commerce and Management Thought, I (I), 58-68.

Jauch, L.R., Glueck, W.F., & Osborn, R.N. (1978). Organisational loyalty,
professional
commitment
and
academic
research
productivity.
Academy of Management Journal, 21 (1), 84 92.

Jha, P., & Pathak, G.S. (2003). A Comparative study of job satisfaction in the
post liberalization of private and public sector organizations.
Indian
Management Studies Journal, 7, 21-31.

Judge, A. T., Heller, D., & Klingir, R. (2008). A dispositional sources of job
satisfaction a comparative test. Journal of Applied Psychology, 57
(3), 361-372.
Jyothi, P. (2004). Practice of HR functions in a small scale organisation.
Sedme, 31 (4), 19-26.
Kaur, G. (2010). Level of job satisfaction of college teachers of Punjab with
respect to area, gender and type of institution. SAJOSPS, 11 (1), 5764.
68
Kim, Soon Hee (2009). IT employee job satisfaction in the public sector.
International Journal of Public Administration, 32 (12), 1070-1097.
Lacy, W.B., Bokemeier, J.L., & Shepard, J.M. (1983).
Job attribute
preference and work commitment of men and women in the United

States. Personnel Psychology, 36 (2), 315-329.
Lakshminarayanan,T.R., & Prabhakaran, P. (1994).
A study on job
satisfaction among the textile workers as related to their job stress.

Indian Journal of Applied Psychology, 31 (2), 43-46.
Lee, T.W., & Johnson, D.R. (1991).
The effects of work schedule and
employment status on the organizational commitment and job

satisfaction of full time versus part time employees.
Journal of
Vocational Behaviour, 38 (2), 208-224.

Leenu, N., & Lakhwinder, S.K. (2011).
Human resource management
practices and organisational commitment in Indian context. Prajnan,

Journal of Social and Management Sciences, XL (2), 87-98.
Leung, Kwok, & Olivia, K.M. (2009). Social cynicism and job satisfaction: A
longitudinal analysis. Journal of Applied Psychology, March 2009.
Lok, P., Westwood, R., Crawford, J. (2005). Perceptions of organizational
subculture and their significance for organizational commitment. .
Luthans F., Baack, D., &Taylor, L. (1987).
Organisational commitment:
Analysis and antecedents. Human Relations, 40 (4), 219-235.

Marsh. R.M and Mannari. H. (1977).
Organisational commitment and
turnover: A prediction study. Administrative Science Quarterly, 22

(1), 57 75.
69
Matheiu. J.E., & Kohler, S.S. (1990).
A test of the interactive effects of
organizational commitment and job involvement on various types of

absence. Journal of Vocational Behaviour, 36 (1), 33-44.
Mayer, R.C., & Schoorman, F.D. (1992).
Predicting participation and
production outcome through a two dimensional model of organizational

commitment. Academy of Management Journal, 35(3), 671-684.
Mendhi, Nayana. (1985).
A study of job satisfaction of managers in
public and private sector organization. Unpublished Ph.D. Thesis,

Tata Institute of Social Science, Bombay.
Mira, S., & Pestonjee, D.M. (1990). Job satisfaction, job involvement and
participation amongst different categories of bank employees.
Unpublished Working Paper, IIMA.
Mishra, P., Dhar, V., & Dhar, S. (1999). Job satisfaction as a correlate of HRD
climate. Indian Journal of Training and Development, 29 (2), 3-11.
Mishra, R. (1980). Study of role clarity, efficiency and job satisfaction.
Unpublished Ph.D. Thesis, Patna University.
Mofitt, R.K. (2008). Modelling relationship between traumatic caregiver
stress and job satisfaction, organizational commitment and
turnover intentions. Ph.D Thesis, University of Memphis.
Moideenkutty, U., Blau, G., Ravikumar & Nalakath Ahmedali (2001).
Perceived organisational support as a mediator of relationship of
perceived situational factors to affective organizational commitment.
Morris, J.H., & Sherman, J.D. (1981). Generalisability of an organizational
commitment model. Academy of Management Journal, 24 (3), 512526.
70
Mosadighrad, M.A., Fertile, E., & Rosenberg, D. (2008).
A study of the
relationship between job satisfaction organizational commitment and

turnover intention among hospital employees. European Journal of
Scientific Research, 22 (2), 286-295.
Mowday, R.T., Steers, R.M., & Porter, L.W. (1979). The measurement of
organizational commitment.
Journal of Vocational Behaviour, 14,
224 247.
Navaprabha, J. (2009). The social commitment of co-operatives in Kerala.
The Journal of Business Studies, 6(12).
Nicholson, M.W. (2009). Leadership practices, organizational commitment
and turnover intentions: A correlational study in a call centre.
Ph.D Thesis, University of Phoenix.
OReilly, C.A., & Caldwel, D.F. (1981). The commitment and Job tenure of
new employees: Some evidence of post decisional justification.
Administrative Science Quarterly, 26 (4), 597-616.
Oliver, N. (1984).
An examination of organizational commitment in six
workers co-operative Scotland. Human Relations, 37(1), 29-45.

Oliver. N. (1990). Work rewards, work values and organizational commitment
in an employee-owned firm: Evidence from U.K. Human Relations, 43
(6), 513-526.
Orpen, C., & Pinshaw, J. (1975).
An empirical examination of the need
gratification theory of job satisfaction. Journal of Social Psychology,

96 (1), 139-140.
Oscar, G. (1966).
Career mobility and organisational commitment.
Administrative Science Quarterly, 10 (4), 488-503.

Padaki. R. (1982). Organisational climate and work behaviour.
Thesis, Gujarat University, Ahemedabad.
Ph.D.
71
Pathak. R.D. (1977). A Study of certain variables related to job satisfaction

among public sector bank employees in Simla. Prajnan, .6 (2), .205217.
Pestonjee, D.M. (1979). Alienation, insecurity and job satisfaction. Vikalpam,
4 (1), 9-14.
Philip, I., & Raju, G. (2006). Job satisfaction in health care industry: A case
study. The Journal of Business Studies, 3 (5), 7-12.
Pillai (2010). IT job satisfaction goes down to all time low. Management,
January 2010.
Pleitner, H.J. (1982). Job satisfaction as a managerial concern. Productivity,
22 (4), 43-50.
Porter, L.W., Steers, R.M., Mowday, R.T., & Boulian, P.V. (1974).
Organisational commitment, job satisfaction and turnover among
psychiatric technicians. Journal of Applied Psychology, 603-609.
Prakasam, Rajappa. (1976).
Human factors in industrial productivity.
Unpublished Ph.D Thesis, University of Kerala, Thiruvananthapuram.

Rahim, M.A., & Afza, M. (1993). Leader power, commitment, satisfaction,
compliance and propensity to leave a job among U.S accountants. The
Journal of Social Psychology, 133 (5), 611-625.
Rahman, Alinoor (1994). Job satisfaction of garment industries supervisors of
Bangladesh. Management Development, 23, 53-59.
Raju, P. M. (1991). A study of factors contributing to commitment to the
teaching profession. Ph.D. Thesis, Delhi University.
Raju, P.M., & Srivastava, R.C. (1986). Organisational commitment in relation
to certain job attitudes. Indian Journal of Industrial Relations, 21 (4),
462-472.
72
Randall. D.M., Fedor, D., & Longenecker, C.O. (1990).

expressions of organizational commitment.
The Behavioural
Journal of Vocational
Behaviour, 36 (2) , 210-224.

Rao, K.R. (2004). Are you rewarding right? Indian Management, 43, (1), 4751.
Raveendran Nair (2004). Motivation, commitment and job satisfaction: A
study of bank managers in Kerala.
Ph.D. Thesis, University of
Kerala, Thiruvananthapuram
Renu, N., Harveen, A., & Renu, K. (1984). Job satisfaction some correlates.
Productivity, 25(3), 367-370.
Robbins, .S.P. (2004). Organisational Behaviour (10th edn.). New Delhi:
Prentice Hall of India, Pvt. Ltd.
Robert, A.S. (1970).
On misunderstanding the concept of commitment.
Theoretical classification. Social Forces, 48 (4), 526-529.

Rodgers, .R., Hunter, J.E., & Rogers, D.L. (1993).
Influence of top
management commitment on management program success. Journal

of Applied Psychology, 78 (1), 151-155.
Romzek, B.S. (1989). Personal consequences of employees commitment.
Academy of Management Journal, 32 (3), 649-661.
Ronan, W.W. (1970). Relative importance of job characteristics. Journal of
Rose, M. (2003). Pension power. People Management, 9, 48.
Rothausen, T.J. (1994). Job satisfaction and the parent worker: The role of
flexibility and rewards. Journal of Vocational Behaviour, 44, 317-336.
Rubin, A., Beth, & Brody, J. C. (2005). Contradiction of commitment in the
new economy: Insecurity, time and technology.
Research, 34 (4), 843-861.
Social Science
73
Saari, L. M., & Judge, T. A. (2004), Employee attitudes and job satisfaction.
Human Resource Management, 43, 395-407.
Sagar K. J. (1990). How to retain sales people.
Industrial Marketing
Management, 19 (2), 55-166.

Sakthidharan.R. (1997). Organisational commitment and work attitude.
Unpublished Ph.D. Thesis, University of Kerala, Thiruvananthapuram.
Salie, A. (2008). Servant minded leadership and work satisfaction
Islamic organization: A concluded mixed study.
in
Ph.D. Thesis,
University of Phoenix.
Sayeed, O.B. (1994). Organisational commitment and conflicts; studies in
healthy organizational process.
Ph.D Thesis, National Institute of
Industrial Engineering, Bombay.

Senter, L. J., & Martin, E. J. (2007). Factors affecting the turnover to different
groups of part-time workers. Journal of Vocational Behaviour, 71 (1),
45-68.
Seybolt, .W. (1976).
Work satisfaction as a function of the person-
environment interaction.
Organisational behaviour and human
performance, 17 (1), 66-75.

Sharma, M.P. (1997). Organisational commitment and its determinants.
Indian Journal of Industrial Relations, 33 (2), 193-210.
Sharma, R.D., & Jyothi, J. (2006). Job satisfaction among school teachers.
IIMB Management Review, 18 (4), 349-361.
Sharma, S.K., & Kumari, A. (2004).
Job satisfaction of the employees.
Sajosps, 4 (2), 64-67.

Sharma. B.R. & Chauhan, P. (1991). Organisational commitment of public
sector managers. Productivity, 32 (2), 203-213.
74
Shyam, .R., Chaudhary. R., & Kiran, S. (2004). Burnout and organizational
role stress: A study amongst health professionals. Indian Management
Studies Journal, 8 (1) 1-10.
Sinha. M. (1983). Effect of organizational commitment on productivity,
satisfaction and job involvement. Ph.D. Thesis, Patna University.
Siu Ling Oi (2002). Occupational stressors and well being among Chinese
employees: The role of organizational commitment.
Journal of

Sizer, C.U. (2008). The effects of mentioning on job satisfaction among
military academicians. Ph.D. Thesis, University of Phoenix.
Slugoski, E.V. (2008). Employee retention: Demographic comparison of
job
embeddedness,
job
alternatives,
job
satisfaction
and
organizational commitment. Ph.D. Thesis, University of Phoenix.

Snyder, C.D., & Ferguson, L.W. (1976). Self concept and job satisfaction.
Psychological Reports, 38 (2), 603-610.
Somers, M.J. (1995). Organisational commitment, turnover and absenteeism,
an examination of direct and interaction effects.
Journal of
Organizational Behaviour, 16 (1), 49-58.

Springer (2002). Job satisfaction as a mediator of the relationship between job
stressors and affective, continuance and normative commitment: A path
analytical approach. International Journal of Stress Management, 9 (2).
Srivasthava. D.K., Holani, U., & Bajpai, N. (2005). Job satisfaction in public
sector. Indian Management, 44 (4), 62-69.
Starcevich Matt M., (1972). Job factor importance for job satisfaction and
dissatisfaction across different occupational levels. Journal of Applied
Psychology, 56 (6), 467 471.
75
Staw, B.M. (1976).
Knee-deep in the Big Muddy: A study of escalating
commitment to a chosen course of action. Organizational Behaviour

and Human Performance, 16, 27 44.2
Steers, R.M. (1977).
Antecedents and outcomes of organizational
commitment. Administrative Science Quarterly, 22 (1), 57 75.

Subrahminam, N., Manus Mc Lisa, & Mia, L. (2002).
Enhancing hotel
managers organizational commitment, an investigation of the impact of

structure,
need
for
achievement
and
participative
budgeting.
International Journal of Hospitality Management, 21 (4), 303-320.

Talachi, S. (1960). Organisation size, individual attitudes and behaviour: An
empirical study. Administrative Science Quarterly, 5 (3), 398-420.
Ter Laurra, Winfred, A. Gebhadnt & Koelewin, H. (2006).
Personal goal
facilitation through work: Implication for employee satisfaction and well

being. Journal of Applied Psychology, 55 (2), 192-219.
Tett. R.P., & Mayer, J.P. (1993). Job satisfaction, organizational commitment,
turnover intention and turnover: Path analysis based on meta analytic
findings. Personal Psychology, 46 (2), 259-293.
Thomas Jacob (2001). Human resource management and organisational
commitment: A study of managers in co-operatives. Ph.D. Thesis,
University of Kerala, Thiruvananthapuram.
Thomas, .J., & Sasikumar, K. (2002). Job satisfactions of managers in apex
co-operatives in Kerala. Management Researcher, 9 (1 & 2), 43-47.
Thomas, L.T., Ganster. D.C. (1995).
Impact of family supportive work
variables on work family conflict and strain: A control perspective.

Journal of Applied Psychology, 80, 6-15.
76
Thoomkuzhy, Thomas J. (1993).
operatives
in
Kerala:
An
Personal management in apex coempirical
study
on
employees
perspective. Ph.D Thesis, University of Kerala, Thiruvananthapuram.

Trimble, D.E. (2006).
Organisational commitment, job satisfaction and
turnover intention of missionaries. Journal of Psychology and

Theology, December, 2006.
Tzinier, A., Waismal, R.V., Netanel, & Broadman, A. (2008). The personality
dispositional
approach
to
job
satisfaction
and
organizational
commitment. Psychological Reports, 103, 435-442.

Vandenberg, R.J., & Scarpello, V. (1994). A longitudinal assessment of the
determinant relationship between employee commitment to the
occupation and the organization.
Journal of Organizational
Behaviour, 15 (6), 535-547.

Vijaya Krishnan, T. (2009). Ethics in HRM. Asian Journal of Professional
Ethics & Management, 1 (3), 20-25.
Wade & Anthony (2008).
Which fairness factors most influence minority
professionals to remain committed to an organization, as evidenced by

a predisposition to depart. Dissertation Abstracts International, 68
(8), 3477.
Wallace, J. E. (1995). Corporatist control and organisational commitment
among professionals: the case of lawyers working in law firms. Social
Forces, 73 (3), 811-839.
Wasti, A.S. (2003).
The Influence of cultural values on antecedents of
organizational commitment: An individual analysis. Journal of Applied

Psychology, 52 (4), 533-554.
Wayne, .J.H., Musisca, N., & Fleeson. W. (2004). Considering the role of
personality in the work-family conflict and facilitation.
vocational behaviour, 64, 108-130.
Journal of
77
Welsch, H.P., & Lavan, H. (1981). Inter-relationships between organizational

commitment and job characteristics, job satisfaction, professional
behaviour and organizational climate.
Human Relations, 34 (12),
1079-1089.
Wilson, K. (1995).
Job satisfaction and commitment of employees in
selected public and private sector undertakings in Kerala. Ph.D.

Thesis, University of Kerala, Thiruvananthapuram.
Wilson, O. (2003). Work ethics of the industrial work force, A study with
reference to selected public and private sector enterprises in
Kerala. Ph.D. Thesis, University of Kerala, Thiruvananthapuram.
Wright, P.M., Gardner, T.M., & Moynihan, L.M. (2003). The impact of HR
practices on the performance of business units.
Human Resource
Management Journal, 13 (3), 21-36.

Wu. C.M., & Wang, P.C. (2010). The influence of personality traits on nurses
job satisfaction in Taiwan. International Nursing Review, 57 (4), 478484.
Yadav M. (2004).
Job satisfaction vis--vis working conditions and job
content, A Study of women civil servants in Rajasthan Secretariat.

ISDA Journal, 14 (1), 179-212.
Yoon.J., Baker, M.R., & Ko, J.W. (1994).
Interpersonal attachment and
organisational commitment: Subgroups hypothesis revisited.
Human
Relations, 47 (3), 329-351.

Zeffane, R. (1994).
Patterns of organizational commitment and perceived
management style: A comparison on public and private sector

employees. Human Relations, 47 (8), 977-1010.12.

09 - Chapter 2 PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

09 - Chapter 2 PDF

Uploaded by

Copyright:

Available Formats

CHAPTER II

REVIEW OF RELATED LITERATURE

Studies related to Job Satisfaction

Review of Related Literature and Studies

2.1 STUDIES RELATED TO JOB SATISFACTION

Review of Related Literature and Studies

important to salaried workers but it is important to both managerial and hourly

The findings indicated that the correlation

The results showed that individuals with grade school

The sample consisted of 600

employees of Ohio University and of business establishments located in or

Review of Related Literature and Studies

in job satisfaction research, self-concept can serve as an independent

occupational levels, security and alienation casts a significant influence on job

Review of Related Literature and Studies

Review of Related Literature and Studies

Rahman (1994) in his study of job satisfaction of supervisors in the

Review of Related Literature and Studies

Dayanandan (1997) in his study of Human Resource Management in

These tests revealed no significant

differences across facets for any of the conflict measures.

provide important implications for practitioners who are implementing

Review of Related Literature and Studies

Review of Related Literature and Studies

Shyam (2004) states that among health professionals working in public

disparity in income/salary, between those working in public sector and private

Top management employees are more satisfied than the

Review of Related Literature and Studies

Private School teachers are more satisfied than

government school teachers despite the poor package due to congenial

Review of Related Literature and Studies

Ter Laura, Winfred, Gebhandt and Koelewin (2006) concluded that

Personal goal facilitation through work refers to

The findings highlight the

usefulness of diagnosing and assessing the feedback environment for a better

Review of Related Literature and Studies

Slugoski (2008) stated that overall organizational commitment had the

Findings suggest that faculty

Review of Related Literature and Studies

performance relationship, as well as the importance of matching predictors

The problem with job satisfaction and

turnover is a concern within insurance industry.

Review of Related Literature and Studies

The data suggested that vital

Review of Related Literature and Studies

friendship is important, friendship matters in the workplace, and vital friends

Review of Related Literature and Studies

2.2 STUDIES RELATED TO ORGANISATIONAL COMMITMENT

Review of Related Literature and Studies

Review of Related Literature and Studies

commitment is becoming an increasingly used instrument to predict

Review of Related Literature and Studies

Lacy, Bokemeier and Shepard (1983) have indicated that regardless of

Review of Related Literature and Studies

employees commitment to the organization is expressed through their

willingness to share knowledge and through their presence in the work

Review of Related Literature and Studies

Based upon the study findings,

Review of Related Literature and Studies

Brockner, Tyler and Schneider (1992) have suggested that employees

Review of Related Literature and Studies

Vandenberg and Scarpello (1994) have reported on the significant

and family income are positively related to organizational commitment.