Review of Professional Management- A Journal of New Delhi Institute of Management

Open Access Open Access  Restricted Access Subscription Access

Constructing a Commitment Scale and Developing a Model of Organizational Commitment for IT Industry in Eastern India


Affiliations
1 Research Scholar, Department of Business Administration, University of Calcutta, India
2 Associate Professor, Department of Management and Business Administration, Aliah University, Newtown, Kolkata, West Bengal, India
3 Department of Business Administration, University of Calcutta, India
4 Associate Director, PepsiCo India, Kolkata, West Bengal, India
 

The concept of organisational commitment (OC) has evoked considerable interest among scholars. While extant literature is rich in generalized studies on employee organisational commitment, it may be pertinent to develop an understanding of this aspect in the IT sector. The present study identifies variables as well as the sub-variables, of organizational commitment. Subsequently, the study constructs and validates an instrument to measure the reconceptualised OC construct, using an empirical study of the IT sector of Kolkata. Data are analysed using the technique of Structural Equation Modelling. The results indicate that an increase in emotional attachment leads to a resultant increase in employee commitment, in the context of the IT sector in the city of Kolkata, India. The results show that an increase in alignment between the employee's beliefs and the organizational beliefs leads to an increase in employee commitment. It is also found that an employee’s emotional attachment does not proportionately translate to an employees' concurrence with the organizational beliefs. The present study is specifically on the IT sector in Kolkata. Consequently, the present article does not express any pretentions of being generalizable, and may not be extendable to even the overall IT sector in India. Further studies in other cities may bring out certain more aspects of employees' commitment.

Keywords

Organizational Climate, Organizational Culture, Organizational Commitment, Emotional Attachment, Organizational Goals.
User
Notifications
Font Size

  • Allen, N. J., & Meyer, J. P. (1990).The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1-18.

  • Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behavior, 49(3), 252-276.

  • Anastasi, A. (1982), Psychological testing, MacMillan, New York, NY.

  • Angle, H. L., & Perry, J. L. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 26(1), 1-14.

  • Banchuen, P., Sadler, I., & Shee, H. (2017). Supply chain collaboration aligns order-winning strategy with business outcomes. IIMB Management Review, 29(2), 109-121.

  • Baumgartner, H., & Homburg, C. (1996). Applications of structural equation modeling in marketing and consumer research: A review. International Journal of Research in Marketing, 13(2), 139-161.

  • Becker, H. S. (1960). Notes on the concept of commitment. American Journal of Sociology, 66(1), 32-40.

  • Bergman, M. E. (2006). The relationship between affective and normative commitment: review and research agenda. Journal of Organizational Behavior, 27(5), 645-663.

  • Bhalerao, H., & Kumar, S. (2016). Role of emotional intelligence in leaders on the commitment level of employees: A study in information technology and manufacturing sector in India. Business Perspectives and Research, 4(1), 41-53.

  • Brahma, S. S. (2009). Assessment of construct validity in management research. Journal of Management Research, 9(2), 57-71.

  • Brickman, P., Janoff-Bullman, R., & Rabinowitz, V. C. (1987). Meaning and value. C. B. Wortman, & R., Sorrentino, (Eds.) Commitment, Conflict, and Caring (pp. 59-105). Englewood Cliffs, N.J.: PrenticeHall.

  • Buchanan, B. (1974). Building organizational commitment: The socialization of managers in work organizations. Administrative science quarterly, 19(4), 533-546.

  • Byrne, B. M. (2010). Structural equation modelling with Amos: Basic concepts, applications and programming. New York: Routledge.

  • Cheung, G. W., & Rensvold, R. B. (2002). Evaluating goodness-of-fit indexes for testing measurement invariance. Structural Equation Modeling, 9(2), 233-255.

  • Cochran, W. G. (1977). Sampling techniques (3rd ed.). New York: Wiley.

  • Cohen, A. (2007). Commitment before and after: An evaluation and reconceptualization of organizational commitment. Human Resource Management Review, 17(3), 336-354.

  • Cunningham, E. (2008). A practical guide to structural equation modelling using AMOS. Melbourne: Statsline.

  • DeCotiis, T. A., & Summers, T. P. (1987). A path analysis of a model of the antecedents and consequences of organizational commitment. Human relations, 40(7), 445-470.

  • Fayol, H. (1949). General and industrial administration. NY: Pitman.

  • Fleishmann, E. & Cleveland, J. (2003). Series Foreword. In Cohen, A. (Ed.), Multiple Commitments in the Workplace, an Integrative Approach (pp. ix–x). Mahvah, NJ: Lawrence Erlbaum Associates, Publishers.

  • Hackett, R. D., Bycio, P., & Hausdorf, P. A. (1994). Further assessments of Meyer and Allen's (1991) three-component model of organizational commitment. Journal of Applied Psychology, 79(1), 15-23.

  • Hartmann, L. C., & Bambacas, M. (2000). Organizational commitment: A multi method scale analysis and test of effects. The International Journal of Organizational Analysis, 8(1), 89-108

  • Hutcheson, G., & Sofroniou, N. (1999). The multivariate social scientist. London: Sage.

  • Islam, R., & bin Mohd Rasad, S. (2006). Employee performance evaluation by the AHP: A case study. Asia Pacific Management Review, 11(3), 163-176.

  • Jaros, S. J., Jermier, J. M., Koehler, J. W., & Singh, T. (1993). Effects of continuance, affective, and moral commitment on the withdrawal process: An evaluation of eight structural equation models. Academy of Management Journal, 36(1), 951–995.

  • Jena, R. K. (2015). An assessment of factors affecting organizational commitment among shift workers in India. Management: Journal of Contemporary Management Issues, 20(1), 59-77.

  • Joydeep (2013). The Information Technology (IT) Industry in India: An overview. [Blog Post]. Retrieved November 15, 2017, from http://www.mapsofindia.com/my-india/ government/the-information-technologyindustryof-india-an-overview.

  • Kanter, R. M. (1968). Commitment and social organization: A study of commitment mechanisms in utopian communities. American Sociological Review, 17(1), 499-517.

  • Kaur Sahi, G., & Mahajan, R. (2014). Employees’ organisational commitment and its impact on their actual turnover behaviour through behavioural intentions. Asia Pacific Journal of Marketing and Logistics, 26(4), 621-646.

  • Kundu, S. C., Kundu, S. C., Mor, A., & Mor, A. (2017). Workforce diversity and organizational performance: a study of IT industry in India. Employee Relations, 39(2), 160-183. Lau, P. Y. Y., McLean, G. N., Hsu, Y. C., & Lien, B.

  • Y. H. (2017). Learning organization, Leik, R. K., Owens, T. J., & Tallman, I. (1999). Interpersonal Commitments. In Handbook of Interpersonal Commitment and Relationship Stability (pp. 239-256). New York: Springer.

  • Lin, C. P., & Chen, M. F. (2004). Career commitment as a moderator of the relationships among procedural justice, perceived organizational support, organizational commitment, and turnover intentions. Asia Pacific Management Review, 9(3), 519-538.

  • Lin, C. P., & Ma, H. C. (2004). Effects of leadermember exchange, job satisfaction, and organizational commitment on diagnosing employee job performance using career stage as a moderator. Asia Pacific Management Review, 9(1), 79-99.

  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-187.

  • Messner, W. (2013). Effect of organizational culture on employee commitment in the Indian IT services sourcing industry. Journal of Indian Business Research, 5(2), 76-100.

  • Messner, W. (2017). The role of gender in building organisational commitment in India's services sourcing industry. IIMB Management Review, 29(3), 188-202.

  • Meyer J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. New Delhi: Sage Publications.

  • Meyer, J. P., & Allen, N. J. (1984).Testing the "sidebet theory" of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69(3), 372.

  • Meyer, J. P., & Allen, N. J. (1991). A threecomponent conceptualization of organizational commitment. Human Resource Management Review, 1(1), 6189.

  • Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human Resource Management Review, 11(3), 299-326.

  • Mitra, R. M. (2009). IT Industry in transformation: Opportunities and Challenges in India. Retrieved November 15, 2017, from http:// www.lse.ac.uk/asiaResearchCentre/_files/ARCWP29-Mita.pdf.

  • Mowday, R. T. (1998). Reflections on the study and relevance of organizational commitment. Human Resource Management Review, 8(4), 387-401.

  • Mowday, R. T., Porter, L. W., & Steers, R. (1982). Organizational linkage: the psychology of commitment, absenteeism and turnover. New York, NY.: Academic Press.

  • Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.

  • Naim, M. F., & Lenka, U. (2017). Linking knowledge sharing, competency development, and affective commitment: Evidence from Indian Gen Y employees. Journal of Knowledge Management, (justaccepted), 00-00.

  • Nazir, O., Nazir, O., Islam, J. U., & Islam, J. U. (2017). Enhancing organizational commitment and employee performance through employee engagement: An empirical check. South Asian Journal of Business Studies, 6(1), 98-114.

  • Neelam, N., Bhattacharya, S., Sinha, V., & Tanksale, D. (2015). Organizational culture as a determinant of organizational commitment: What drives IT employees in India? Global Business and Organizational Excellence, 34(2), 62-74.

  • Nunnally, J. C. (1978). Psychometric theory. New York: McGraw-Hill.

  • O'Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. Journal of Applied Psychology, 71(3), 492.

  • Paul, H., Kardam, B. L., & Kataria, Y. (2016) Organizational commitment: a reexamination of three-component model in Indian context. IJABER, 14(10), 6783-6798.

  • Porter, L. W., Crampon, W. J., & Smith, F. J. (1976). Organizational commitment and managerial turnover: A longitudinal study. Organizational Behavior and Human Performance, 15(1), 87-98.

  • Pradhan, R. K., & Jena, L. K. (2016). Workplace spirituality and organisational commitment: Role of emotional intelligence among Indian banking professionals. Journal of Human Resource Management, 19(1), 13-23.

  • Pradhan, S., & Pradhan, R. K. (2015). An empirical investigation of relationship among transformational leadership, affective organizational commitment and contextual performance. Vision, 19(3), 227-235.

  • Randall, D. M., Fedor, D. B., & Longenecker, C. O. (1990). The behavioral expression of organizational commitment. Journal of Vocational Behavior, 36(2), 210-224.

  • Schermelleh-Engel, K., Moosbrugger, H., & Müller, H. (2003). Evaluating the fit of structural equation models: Tests of significance and descriptive goodness-of-fit measures. Methods of Psychological Research Online, 8(2), 23-74.

  • Schreiber, J. B., Nora, A., Stage, F. K., Barlow, E. A., & King, J. (2006). Reporting structural equation modeling and confirmatory factor analysis results: A review. The Journal of Educational Research, 99(6), 323-338.

  • Sharma, N., & Garg, P. (2017). Psychological contract and psychological empowerment as employee engagement drivers in Indian IT sector. International Journal of Applied Business and Economic Research, 15(1), 279-287.

  • Sheldon, M. E. (1971). Investments and involvements as mechanisms producing commitment to the organization. Administrative Science Quarterly, 1(1), 143-150.

  • Simo, P., Enache, M., Sallan, J. M., & Fernandez, V. (2014). Relations between organizational commitment and focal and discretionary behaviours. The Service Industries Journal, 34(5), 422-438.

  • Steenkamp, J. B. E., & Baumgartner, H. (2000). On the use of structural equation models for marketing modelling. International Journal of Research in Marketing, 17(2), 195-202.

  • Tan, B. U. (2016). The role of work centrality in the relationship between work alienation and organisational commitment: A study of Turkish SMEs. Journal of East European Management Studies, 21(1), 60-81.

  • Tseng, H. C., & Kang, L. M. (2009). Regulatory focus, transformational leadership, uncertainty towards organizational change, and job satisfaction: In a Taiwan. Asia Pacific Management Review, 14(2), 215-235.

  • Tsui, A. S. (2013). Making research engaged: Implications for HRD scholarship. Human Resource Development Quarterly, 24(2), 137-143.

  • Weber, M. (1947). The theory of economic and social organization. Trans. AM Henderson and Talcott Parsons. New York: Oxford University Press.

  • Weng, L. C., Su, C. W., & Lai, Y. C. (2011). Superior service performance through transformational leadership: A cross-level study of a large Taiwanese commercial bank. Asia Pacific management review, 16(2), 181-195.


Abstract Views: 304

PDF Views: 191




  • Constructing a Commitment Scale and Developing a Model of Organizational Commitment for IT Industry in Eastern India

Abstract Views: 304  |  PDF Views: 191

Authors

Punam Bihani
Research Scholar, Department of Business Administration, University of Calcutta, India
Kaushik Kundu
Associate Professor, Department of Management and Business Administration, Aliah University, Newtown, Kolkata, West Bengal, India
Sharmistha Banerjee
Department of Business Administration, University of Calcutta, India
Dev Narayan Sarkar
Associate Director, PepsiCo India, Kolkata, West Bengal, India

Abstract


The concept of organisational commitment (OC) has evoked considerable interest among scholars. While extant literature is rich in generalized studies on employee organisational commitment, it may be pertinent to develop an understanding of this aspect in the IT sector. The present study identifies variables as well as the sub-variables, of organizational commitment. Subsequently, the study constructs and validates an instrument to measure the reconceptualised OC construct, using an empirical study of the IT sector of Kolkata. Data are analysed using the technique of Structural Equation Modelling. The results indicate that an increase in emotional attachment leads to a resultant increase in employee commitment, in the context of the IT sector in the city of Kolkata, India. The results show that an increase in alignment between the employee's beliefs and the organizational beliefs leads to an increase in employee commitment. It is also found that an employee’s emotional attachment does not proportionately translate to an employees' concurrence with the organizational beliefs. The present study is specifically on the IT sector in Kolkata. Consequently, the present article does not express any pretentions of being generalizable, and may not be extendable to even the overall IT sector in India. Further studies in other cities may bring out certain more aspects of employees' commitment.

Keywords


Organizational Climate, Organizational Culture, Organizational Commitment, Emotional Attachment, Organizational Goals.

References





DOI: https://doi.org/10.20968/rpm%2F2019%2Fv17%2Fi1%2F145644