Original Research

Does organisational commitment enhance the relationship between job involvement and in-role performance?

Talat Islam, Saif Ur Rehman Khan, Ungku N.U. Ahmad, Ishfaq Ahmed
SA Journal of Human Resource Management | Vol 10, No 2 | a460 | DOI: https://doi.org/10.4102/sajhrm.v10i2.460 | © 2012 Talat Islam, Saif Ur Rehman Khan, Ungku N.U. Ahmad, Ishfaq Ahmed | This work is licensed under CC Attribution 4.0
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, Malaysia
Saif 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


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Abstract

Orientation: Job involvement is essential for the performance of employees. Prior researchers have found a weak relationship between job involvement and job performance, but dimensions of commitment have been considered as a mediator to enhance the relationship.

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

affective commitment; banking employees; in-role job performance; job involvement; organisational commitment

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