Class Project: Business Research Methods

1. Impact of Job Satisfaction on Organizational Commitment
From:
Misbah Ullah
CMS: 16328
To:
Mr. Mehar Nawaz Khan
Riphah International University Isb & Rwlp
Abstract;
This purpose of this study was to empirically check the relationship between job satisfaction and organizational
commitment and learn how to write a research article. Questionnaire was used to collect data from various job
holders in Pakistan. The correlation analysis shows that there is strong positive relationship between these two
veriables.
Key Words: Job Satisfaction, Organizational Commitment.
Introduction;
Job satisfaction:
Hoppock defined job satisfaction as any combination of psychological, physiological and environmental
circumstances that cause a person truthfully to say I am satisfied with my job (Hoppock, 1935). According to this
approach although job satisfaction is under the influence of many external factors, it remains something internal that
has to do with the way how the employee feels. That is job satisfaction presents a set of factors that cause a feeling
of satisfaction.
Vroom in his definition on job satisfaction focuses on the role of the employee in the workplace. Thus he defined
job satisfaction as affective orientations on the part of individuals toward work roles which they are presently
occupying (Vroom, 1964).
Job satisfaction represents a combination of positive or negative feelings that workers have towards their work.
Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences
which determinates expectations that he has dismissed. Job satisfaction represents the extent to which expectations
are and match the real awards. Job satisfaction is closely linked to that individual's behavior in the work place
(Davis et al., 1985).

2. Job satisfaction is a worker’s sense of achievement and success on the job. It is generally perceived to be directly
linked to productitivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it
well and being rewarded for one’s efforts. Job satisfaction further implies enthusiasm and happiness with one’s
work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of
other goals that lead to a feeling of fulfillment (Kaliski,2007).
Job satisfaction is a complex and multifaceted concept which can mean different things to different people. Job
satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the
same as motivation. Job satisfaction is more of an attitude, an internal state. It could, for example, be associated with
a personal feeling of achievement, either quantitative or qualitative (Mullins, 2005).
We consider that job satisfaction represents a feeling that appears as a result of the perception that the job enables
the material and psychological needs (Aziri, 2008).
In other words job satisfaction is personal and internal feelings of a person towards his/her job.
Organizational Commitment:
Organizational commitment has been defined and measured in various ways (Becker, 1960; Hall, Schneider, &
Nygren, 1970; Mowday, Steers, & Porter, 1979; Wiener, 1982).
The common theme among these definitions is that organizational commitment is a bond or linking of the employee
to the organization. The definitions differ, however, in their explanation of how the bond or link to the organization
develops.
Most commitment studies can be categorized as assuming either an attitudinal or behavioral perspective (for a
comprehensive review, see Mathieu & Zajac, 1990). One of the most commonly studied types of organizational
commitment has been attitudinal commitment. Attitudinal commitment has been defined as “the relative strength of
an individual’s identification with and involvement in a particular organization” (Mowday et al., 1982, p.27).
It is characterized by at least three factors:
1) a strong belief in and acceptance of the organization’s goals and values; 2) a willingness to exert effort on the
organization’s behalf; and 3) a desire to maintain membership (Mowday et al., 1982).
Attitudinal commitment is most commonly measured with the Organizational Commitment Questionnaire developed
by Mowday and his colleagues (Mowday et al., 1979).
The second most commonly studied type of organizational commitment has been calculated commitment.
Calculated commitment, as defined by Becker (1960), is a disposition to engage in “consistent lines of activity”
(p.33) as a result of the accumulation of “side bets” that would be lost if the activity were discontinued. The term
side bet refers to anything of value the individual has invested that would be lost if he was to leave the organization
(Meyer & Allen, 1984).
The valuable investment is anything deemed valuable by the employee and can include time (tenure), money,
training, and/or effort. Logically then, employees become bound to an organization because they have side bets
(e.g., a 401K, a pension plan, or extensive training, etc.)
invested in the organization that would lose value if the employees separated themselves from the organization
(Mathieu & Zajac, 1990).
In other words it is the attachment of individual by all means with the organization.
Literature Review:
When there happens an interaction between employee perception, insight, observation and view about job and
working environment and that employees own values, principles and ethics that employee experience a higher
satisfaction towards job. It is also defined as emotional and sentimental belonging of an individual employee with

3. the organization, as stated by Bushra, F., Usman, A., & Naveed, A (2011) . Satisfaction towards job is a sentimental
and affecting reaction of a person employee towards job and work environment that arises from the experience of
that particular job. A pleasing, enjoyable or constructive arousing condition consequences from the assessment of an
individual’s job and work experience is called as job satisfaction as found by Luthans, F (2007).
Employee who has an exciting connection and affection with the organization has to feel higher job satisfaction as
found by Locke, E. A (1969). He reported that job satisfaction also an optimistic constructive emotional sentiments.
It is actually a difference between what one’s expectations from job are and what one’s get from that job in reality.
It is found by Spector, P. E (2000) that individuals who are more satisfied with their experience of job and
organizational environment are more expected to show a higher time span with that organization. With higher job
satisfaction employees shows a low absentees and higher attendance as evidenced by Porter, L. W., & Steers, R. M
(1973). Employees with higher job satisfaction show low absentees and work regularly to bring about higher
achievement for the organization and for their individual goals by Porter, L. W., & Steers, R. M (1973).
2.2 Organizational Commitment:
Organizations see employees as an important investment and they need to be managed well through strong and
affective motivation by Tella, A., Ayeni, C. O., & Popoola, S. O (2007).
Commitment can be defined as a force that helps connect, combine and attach an individual to the way of
accomplishment that is important to the appropriate aim, goal and objective by Meyer, J. P., & Herscovitch, L
(2001). They are of the view that it is essential for the organizations to help increase the sense of belonging of an
employee towards the organization to achieve the aim and purpose of the organization.
It is the need of time to learn more about the employee commitment towards the organization. Organizational
commitment can help predict the goals, objectives, enhance productivity and decrease absenteeism and turnover in
any organization by Bushra, F., Usman, A., & Naveed, A (2011). Similarly, according to Lawler, E. A., Mohrman,
S. A., & Ledford, G. E (1995) commitment has an encouraging influence on productivity, and competitiveness.
These are aware of the importance of the organizational commitment to achieve the objectives, goals, enhanced
productivity, quality, competitiveness and also lower absentees and turnover. Those organizations having higher
employee commitment tend to achieve a higher productivity.
There were vast studies conducted on organizational commitment. Researchers like by Mowday, R. T., Porter, L.
W., & Steers, R. M (1982) and Meyer, J. P., Allen, N. J., & Smith, C. A (1993) and practitioners show a higher
trend toward studying the organizational commitment. It’s accepted by many authors that organizations goals and
objectives are meet by the employees at a greater pace than those employees who have lower organizational
commitment. As found by number of researchers including Mowday, R. T., Porter, L. W., & Steers, R. M (1982)
and Meyer, J. P., Paunonen, S. V., Gellaty, I. R., Goffin, R. D., & Jackson, D. N (1989) employees who shows
higher commitment towards organization are more probable to stick with the company and struggle towards duty,
objectives and goals of the organization.
Many authors have defined organizational commitment. According to Spector, P. E (2000) organizational
commitment is the extent to which employee experience loyalty to the organization”. Another author Luthans, F
(2007) defined organizational commitment as an approach sparkly depicting individual employee devotion and
faithfulness to their association and is an continuing procedure and method with which organizational
members articulate and state their apprehension for the organization and its continual accomplishment,
achievement and happiness. Organizational commitment also involves employee emotional attachment towards
the organization which helps them to work hard for the organization to make it more competitive and successful.

4. This fact is studied by Henkin, A. B., & Marchiori, D. M (2003) organizational commitment is a sense of belonging
of an employee towards organization and he/she identifies, consider and become more familiar with the norms and
moral values and principles of that specific organization.
Answer to Research Question “How Job Satisfaction impact and influence Organizational Commitment?” can be
addressed through following literature
Job Satisfaction and Organizational Commitment:
Job satisfaction is an important predictor of organizational commitment by Sonia, A., pamela, A. R., & Marilyn, C
(1997) . Many authors have researched their relationship, Warsi, S., Fatima, N., & Shibzada, S. A (2009) focused
on job satisfaction and work motivation to determine the employee commitment for an organization. According to
them job satisfaction has the stronger impact on the organizational commitment than by the work motivation. The
increased commitment will result in the fast accomplishment of the organizational objectives Warsi, S., Fatima, N.,
& Shibzada, S. A (2009). It means that the higher satisfaction leads to higher organizational commitment.
Hypothesis 2: job satisfaction has a positive impact on job performance. Or “ there is positive
relationship between JS & OC.”
Conceptual FrameWork Of Research;
Job Satisfaction Organizational Commitment
Method:
This is a casual study in nature. The veriables was measured by 5 point likert scale, 1= Strongly Disagree & 5 =
Strongly Agree. The data was collected from job holders of Pakistan . Questionnaire was distributed among 70
people in which 40 people responded to it . The resopnse rate was 57%.
Brayfield, A. H., & Rothe, H.F. (1951) scale was used for Job Satisfaction with 5 items;
“I like my job better than the average worker does.”
Cronback Alpha reliability of this scale is 0.540 .
The commitment and supervisor support measures were gathered through the administration of self-report
questionnaires with 10 items;
“I would be very happy to spend the rest of my career with this organization.”
Cronback Alpha reliability of this scale is .743.

5. Data Analysis;
Table-1 Correlation
Organizational Commitment Job Satisfaction
Organizational Commitment Pearson Correlation 1 .698**
Sig. (2-tailed) .000
N 40 40
Job Satisfaction Pearson Correlation .698**
1
Sig. (2-tailed) .000
N 40 40
**. Correlation is significant at the 0.01 level (2-tailed).
This findings shows that job satisfaction is an important predictor of organizational commitment. Similarly this
study shows that job satisfaction has a positive impact on organizational commitment. So this findings leads us to
the hypothesis “ Job Satisfaction has a positive impact on Organizational Commitment.”
Conclusion;
This study shows that there is significant relationship between independent veriable ( job satisfaction) and dependent
veriable ( organizational commitment).
Recommendation ;
A small sample has used to condact the research due time limitations and conduct research for only learning
purposes. A large sample can generalized this study further.
References:
Aziri, B. (2008). Menaxhimi i burimeve njerëzore, Satisfaksioni nga puna dhe motivimi i punëtorëve, Tringa
Design, Gostivar, , p. 46.
Baqer, K. A Cross-Cultural Study of Job Satisfaction and Organizational Commitment of Bank Employees of Iran
and India. Journal of Basic and Applied Scientific Research, 2(1): 605-609, (2012).
Becker, T. E., Billings, R. S., Eveleth, D. M., & Gilbert, N. W. (1996). Foci and bases of commitment: Implications
for job peformance. Academy of Management Journal, 39, 464-482.
Brayfield, A. H., & Rothe, H.F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35, 307–311.

6. Bushra, F., Usman, A., & Naveed, A. Effect of Transformational Leadership on Employees’ Job Satisfaction and
Organizational Commitment in Banking Sector of Lahore (Pakistan). International Journal of Business and Social
Science, 2(18): 261-267, (2011).
Davis, K. and Nestrom, J.W. (1985). Human Behavior at work: Organizational Behavior, 7edition,McGrawHill,
New York, p.109.
Guay, F., Chanal, J., Ratelle, C. F., Marsh, H. W., Larose, S., & Boivin, M. (2010). Intrinsic, identified, and
controlled types of motivation for school subjects in young elementary school children. British Journal of
Educational Psychology, 80(4), 711–735.
Hall, D. T., Schneider, B., & Nygren, H. T. (1970). Personal factors in organizational identification. Administrative
Science Quarterly, 15, 176-189.
Henkin, A. B., & Marchiori, D. M. Empowerment and Organizational Commitment of Chiropractic Faculty. Journal
of Manipulative and Physiological Therapeutics, 26(5): 275-281, (2003).
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component
model. Journal of Applied Psychology, 87, 474–487.
Hoppock, R. (1935). Job Satisfaction, Harper and Brothers, New York, p. 47
Kaliski, B.S. (2007). Encyclopedia of Business and Finance, Second edition, Thompson Gale, Detroit, p.446
Lawler, E. A., Mohrman, S. A., & Ledford, G. E. Creating High Performance Organizations, Practices and Results
of Employee Involvement and Total Quality Management in Fortune 1000 Companies. San Francisco, CA: Jossey-
Bass, (1995).
linkages. New York: Academic Press.
Locke, E. A. What is Job Satisfaction. Organiztional Behavior and Human Performance, 4(4): 309-336, (1969).
Luthans, F. Organizational Behavior. New York: McGraw-Hill, (2007).
Mathieu, J. E. & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates and consequences
or organizational commitment. Psychological Bulletin, 108, 171-194.
Mathieu, J. E. & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates and consequences
or organizational commitment. Psychological Bulletin, 108, 171-194.
Meyer, J. P., & Allen, N. J. (1984). Testing the “side-bet theory” of organizational commitment: Some
methodological considerations. Journal of Applied Psychology, 69,372-378.
Meyer, J. P., Allen, N. J. (1993), & Smith, C. A. Commitment to Organizations and Occupations: Extensions and
Test of a Thrree-Component Conceptualization. journal of Applied Psychology, 78(4): 538-551,
Meyer, J. P., Paunonen, S. V., Gellaty, I. R., Goffin, R. D., & Jackson, D. N. Organizational Commitment and Job
Performance: It's the Nature of the Commitment that Counts. Journal of Applied Psychology, 74(1): 152-156,
(1989).
Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee-organizational

7. Mowday, R. T., Porter, L. W., & Steers, R. M. organizational Linkages: The Psychology of Commitment,
Absentees, and Turnover. San Diego, CA: Academic Press, (1982).
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of
Vocational Behavior, 14, 224-247.
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of
organizational commitment. Journal of Vocational Behavior, 14, 224-247.
Porter, L. W., & Steers, R. M. Organizational Work and personal Factors in Employee Turnover and Absenteeism.
Psychology Bulletin, 80(2): 151-176, (1973).
Sonia, A., pamela, A. R., & Marilyn, C. Decentralization as a Determinant of Autonomy, Job Satisfaction and
Organizational Commitment among Nurse Managers. Nursing Research, 46(1): 52-58, (1997).
Spector, P. E. Industrial and Organizational Psychology: Research and Practice (2 ed.). USA: John Wiley & Sons,
(2000).
Spector, P. E. Industrial and Organizational Psychology: Research and Practice (2 ed.). USA: John Wiley & Sons,
(2000).
Tella, A., Ayeni, C. O., & Popoola, S. O. Work Motivation, Job Satisfaction, and Organizational Commitment of
Library Personnel in Academic and Research Libraries in Oyo State, Nigeria. Library Philosophy and Practice,
(2007).
Vroom, V.H. (1964). Work and motivation, John Wiley and Sons, New York, p.99
Warsi, S., Fatima, N., & Shibzada, S. A. Study on Relationship Between Organizational Commitment and its
Determinants among Private Sector Employees of Pakistan. International Review of Business Research Papers ,
399-410, (2009).
Weiner, Y. (1982). Commitment in organizations: A normative view. Academy of Management Review, 7, 418-425.