IMPLICATIONS OF THE STUDY

It implies that increase in organizational commitment is likely to enhance work

engagement. The findings reinforce the results obtained by Albdour and Altarawneh (2014) who
found that affective commitment is positively associated with high job engagement and
organizational engagement. Faculty members who are highly committed to their current
organizations are likely to be more work engaged. Work engagement of long tenured faculty
members was found to be higher than others who had less experience in the
organization. Work engagement will be sustainable when employee wellbeing is also high
(Robertson and Cooper, 2010).

It simply highlights the need for measures to enhance organizational commitment

through suitable HR policies and their spirited adherence by all those in leadership positions.
It also implies that the management must design ingenious ways to map the two orientations
so that they can retain faculty members for long tenures and capitalize upon their work
engagement.

The study findings present valuable understanding for policy makers regarding how to
make employee’s satisfaction and commitment, improved professional practices, and reduced
turnover. Academic administrators could make their core workforce highly satisfied and
committed by optimal provision of intrinsic and extrinsic job rewards. An important finding for
organizations to note is that organizational commitment has a rather tenuous correlation to
productivity on the job. This is a vital piece of information to researchers, institutions and
businesses, as the idea that satisfaction, commitment and job performance are directly related
to one another is often cited in the media and in some non-academic management literature. In
short, the relationship of satisfaction to productivity is not as straightforward as often assumed
and can be influenced by a number of different work-related constructs, and the notion that "a
happy worker is a productive worker" should not be the foundation of organizational decision-
making. For example, employee personality may even be more important than job satisfaction
in regards to performance, (Bowling, N.A. , 2017).

Findings of the study should be consulted while taking into consideration few limitations.
Self reported measures were used to measure organizational commitment. Since respondents
were from only one public sector school and 1 private sector contractual agency in Las Pinas, so
the findings cannot be generalized to faculty members of DepEd in Las Pinas / Philippines.
Future researchers should conduct longitudinal studies to establish causal relationship between
study variables. It is advisable that representative sample of the faculty in public and private
sector universities to be taken to ensuring external validity of the study findings. Perceived
differences among public and private sector faculty members regarding affective, normative and
continuance commitment with underlying reasons could be probed.