Original Research
Does organisational commitment enhance the relationship between job involvement and in-role performance?
Submitted: 24 January 2012 | Published: 30 November 2012
About the author(s)
Talat Islam, Faculty of management and Human Resource Development, Universiti Teknologi Malaysia, Johor Campus, MalaysiaSaif Ur Rehman Khan, Faculty of management and Human Resource Development, Universiti Teknologi Malaysia, Johor Campus, Malaysia
Ungku N.U. Ahmad, Faculty of management and Human Resource Development, Universiti Teknologi Malaysia, Johor Campus, Malaysia
Ishfaq Ahmed, Faculty of management and Human Resource Development, Universiti Teknologi Malaysia, Johor Campus, Malaysia
Abstract
Research purpose: This research is aimed at discovering the role of organisational commitment as a mediating variable between the relationship of job involvement and performance.
Motivation for the study: The aim of organisations today is to outperform each other in every respect. In order to realise this, the role of employees is crucial. To elicit the best from employees requires much attention from organisations. This research is focused on this specific issue, namely, increasing employees’ performance.
Research design, approach and method: The researchers have used structured questionnaires using the quantitative approach. A similar research methodology using the survey method was applied by the researchers to make the results comparable. The simple random sampling technique was used. Data was evaluated on the basis of 208 completed questionnaires.
Main findings: Findings of the study indicate that there is a relationship between job involvement and in-role performance. Affective and normative commitment can act as mediator. However, continuance commitment is not a mediator in this relationship.
Practical/managerial implications: It is important for organisations that want to gain a competitive edge over its rivals to enhance the level of involvement of its employees.
Contribution/value-add: The results of this study will provide a new dimension for managers on how to gain a competitive advantage over rival firms with regard to performance by increasing the level of job involvement.
Keywords
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Crossref Citations
1. Does employee perceptions of fit to job, fit to organisation and fit to community influence job performance? The case of Zimbabwe’s manufacturing sector
Richard Chinomona, Manilall Dhurup, Elizabeth Chinomona
SA Journal of Human Resource Management vol: 11 issue: 1 year: 2013
doi: 10.4102/sajhrm.v11i1.475