Employee Engagement and Organizational Commitment: Evidence from Jordan
Employee Engagement and Organizational Commitment: Evidence from Jordan
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发表时间：
2014-03
影响因子：
0.6
通讯作者：
Ali Abbaas Albdour;Ikhlas I. Altarawneh
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作者：
Ali Abbaas Albdour;Ikhlas I. Altarawneh
摘要本文的目的是调查员工敬业度（工作敬业度和组织敬业度）和组织承诺的两个测量值之间的关系，这三个关键测量值是：情感（情感）承诺，持续（维护）承诺和规范的承诺，这是在约旦银行业的背景下。本研究采用非概率抽样技术，特别是配额和方便抽样。一个调查自我管理的问卷分发的样本336银行在约旦的一线员工。研究结果表明，工作投入和组织投入高的一线员工，其情感承诺和规范承诺水平也高。另一方面，高员工的工作投入会显著影响员工的持续承诺。本研究在理论和实践上都做出了重要贡献。预计将扩大员工参与和组织承诺之间的关系的知识，也通过检查的影响，员工和组织的参与和承诺在约旦作为发展中国家之一的各种措施。解释，本研究填补了差距在文献中的员工的敬业度和承诺及其对组织整体绩效的影响。JEC分类：M1，M12关键词：员工敬业度;组织承诺;银行业;约旦。引言员工敬业度和企业承诺是关键的组织要求，因为组织面临全球化和从全球经济衰退中复苏。工作投入、员工承诺和组织承诺一直是众多研究者关注的领域，并受到了学者和研究者的极大关注。Simpson（2009）、Andrew and Sofian（2012）等研究者支持组织绩效与员工敬业度之间的关系，但Saks（2006）认为，关于员工敬业度的研究大多来自于实践期刊，缺乏理论和实证研究。因此，有真实的需要对员工敬业度文献进行更多的研究（Saks 2006）。此外，西方发达经济体的一些研究表明，员工敬业度和情感承诺之间存在正相关关系（Richardsen et al.，2006; Llorens等人，2006; Hakanen等人，2006年; Saks，2006年; Demerechte等人，2001; Maslach等人，2001; Brown and Leigh，1996），但没有人研究过参与对承诺的其他两个衡量标准的影响：持续性和规范性。此外，到目前为止，研究人员还没有研究约旦银行业员工敬业度和组织承诺之间的关系。此外，在约旦进行的承诺研究很少。Suliman and Iles（2000）支持这一论点，认为阿拉伯文学中的承诺研究在某种程度上被忽视了。首先，本研究通过考察员工敬业度的两个测量值和组织承诺的三个测量值之间的关系，为文献做出了贡献。其次，这项研究被认为是为数不多的研究之一，研究员工敬业度使用两个维度，即工作敬业度和组织敬业度。以前的研究主要集中在工作承诺上，如Richardsen et al.（2006），Llorens et al.（2006），Hakanen et al.（2006）和Demerechten et al.（2001）。此外，只有一项研究采用了Sake（2006）的工作投入和组织投入这两个衡量员工投入的指标，因此，本研究拓展了一线员工对员工投入对组织承诺影响的认识。…
ABSTRACTThe purpose of this paper is to investigate the relationship between the two measurements of employee engagement (job engagement and organizational engagement) and organizational commitment measured by three key measurements which are: affective (emotional) commitment; continuance (maintenance) commitment; and normative commitment, that is in the context of Jordanian banking sector. This study uses a non-probability sampling technique specifically of quota and convenience sampling. A survey self-administrated questionnaire was distributed on a sample of 336 frontline employees of banks in Jordan. Our findings show that frontline employees who have high job engagement and organizational engagement will have high level of affective commitment and normative commitment. On the other hand, high employees' job engagement can meaningfully affect employees' continuance commitment. This study has made significant contributions to the knowledge academically and practically. It is expected to extend the knowledge of the relationship between employee engagement and organizational commitment, also through examining the impact of various measurements of employees and organizational engagement and commitment in Jordan as one of the developing countries. Explicitly, this study fills the gap in the literature of employees' engagement and commitment and their impact on organizational overall performance.JEC Classifications: M1, M12Keywords: employee engagement; organizational commitment; banking sector; JordanI. INTRODUCTIONEmployee engagement and employee-organizational commitments are critical organizational requirements as organizations face globalization and recovering from the global recession. Engagements at work, employee and organizational commitment have been areas of interest among many researchers and they have received huge recognitions among scholars and studies. Many researchers in their studies support the relationship between organizational performance and employees' engagement, for example, Simpson (2009) and Andrew and Sofian (2012).However, according to Saks (2006) most of what has been found about employee engagement was found in practitioner journals; it has its basis in practice rather than theoretical and empirical research. Consequently, there is real need for more studies on employee engagement literature (Saks 2006). In additional, several studies in western developed economies show that there is a affirmative relationship between employee engagement and affective emotional commitment (Richardsen et al., 2006; Llorens et al., 2006; Hakanen et al., 2006; Saks, 2006; Demerouti et al., 2001; Maslach et al., 2001; Brown and Leigh, 1996), but none has looked at engagement's impact on the two other measurements of commitment: continuance and normative. Moreover, to date researchers have not yet studied the relationship between employee engagement and organizational commitment in the banking sector in Jordan. Furthermore, very few commitment studies were conducted in Jordan. Supporting this argument, Suliman and Iles (2000) argue that research in commitment in Arab literature has been somewhat ignored.Hence, this study is critical for the following reasons. First, this study contributes to the literature by examining the relationship between two measurements of employee engagement and three measurements of organizational commitment. Second, this study is considered one of the very few researches that examined employee engagement using two dimensions namely job engagement and organisational engagement. Previous research has focused primarily on work commitment such as Richardsen et al. (2006), Llorens et al. (2006), Hakanen et al. (2006), and Demerouti et al. (2001). Moreover, only one study was found that studied the two measurements of employee engagement: job engagement and organizational engagement according to Sake (2006).Therefore, this study expands the awareness of the impact of employee engagement on organizational commitment among frontline employees. …