Assignment 2

Organizational Behavior

Section A

Abdul Ghaffar

Group Members
Atayyeb F2019005181
Fatima Azam F2019005163
Waseem Shahzad F2019004108
Iqra Asghar F2019005155
Javeria Khawar F2019005183
Introduction

Job commitment 
The need of a person to do a job is quite obvious, but job retention and staying at a job is
another story. When we study managerial behavior and how organizations work, there are
various factors at play. To understand the variables which determine the commitment level in
an employee we need to define job Commitment first. Commitment to the job is defined as
“psychological absorption in work activities” (Kanungo, 1979). 
To gauge job commitment, organizations need to measure the degree of happiness in their
employs' job status. A company plays a huge role in establishing their commitment level. To
understand devotion at one’s job, multiple determinants are working simultaneously. For
example, stress or turnover rates and drive an employee to the edge of a cliff. In a nutshell, two
concepts in organizational behavior are considered to be related to job retention and/or job
Commitment.
The first concept is “motivation” in a company’s employees. To be clear, it’s very logical how
more motivation to do one job can show his commitment levels. Motivation level has a direct
relation with a commitment to a job. 
The second concept which has an immediate effect on commitment is “Justice". The presence
of a fair and just atmosphere in a corporate environment will tell how committed an employee
is to his job.

Job Performance 
Job performance refers to the functions performed by an employee according to his job. Every
company strives to attain optimum output by ensuring productive job performance from its
employees. Hence, organizations apply effective policies in place to ensure maximum job
Performance. Mainly the job Performance of an employee is measured on the following factors;
Quality of work, quantity of work, accuracy, and speed. Job performance is the factor that
decides which employee would be promoted and would receive the perks. Promotion can be a
positive stimulator for employees to perform better. It boosts the motivation of a worker. In a
way, job commitment has a clear impact on job performance. An employee cannot ensure good
performance without devotion and commitment to the job. Both of these factors are
interrelated for a company to run successfully.

Literature Review

The terms used for job commitment are also employee commitment, employee involvement,
and job involvement. Job involvement has been defined as an individual’s psychological
identification or commitment to his/her job (Kanungo, 1982). It is the degree to ‘which one is
cognitively preoccupied with, engaged in, and concerned with one’s present job (Paullay et al.,
1994, p. 224). The research was done on individual foci (targets) and bases (motives) of
commitment (Becker, Billings, Eveleth, & Gilbert, 1996). The results were found that that the
commitment to the supervisors of the employees was strongly associated with employees’ high
performance. They conducted a large survey by sending questionnaires to all 1803 members of
a graduating class of a Northwestern university. They send a total of 3 questionnaires at 3
different times. The second they sent out questionnaires they also asked for consent to get in
touch with their supervisors and the respondents gave the information they wanted. The third
questionnaire was for the supervisors regarding the performance of the employee. A total of
281 respondents were used in the analysis ranging from the age of 21 and 60. Hypothesis 1
states that employees could distinguish between foci and bases of commitment. Hypothesis 2
states that commitment to the supervisor was strongly linked with job performance, even more
than the commitment to the organization. Hypothesis 3 states that commitment based on
internalization is positively related to performance. Hypotheses 1 & 2 were right and
Hypothesis 3 was not proven right. Another research was done to see various work-related
commitments and their effect on job performance. According to it, “job involvement was
related only to performance tied to intrinsically rewarding elements of work, and career
commitment was positively related to overall performance effectiveness” (Somers & Birnbaum,
1998). The sample size for this study was 109. They were hospital employees with different jobs
and duties. A survey was done on the site and it was completed on-site. The employees also
gave permission to access their performance data. The results showed a positive relationship
between job commitment and extra-role performance. Hypotheses 1 & 2 were right, but
Hypotheses 3 & 4 were not proven right. A research was conducted in 2007 studying the impact
of job involvement on performance. “In 2002, Diefendorff et al. proposed that previous
attempts to confirm this relationship were flawed, and subsequently found support for job
involvement’s criterion-related validity. The present study seeks to provide another test of job
involvement’s association with performance” (Rotenberry & Moberg, 2007). They collected
data from a home health care company that has branches in five states. A sample of 320
employees was used. 255 supervisors returned the responses, out of which 245 were usable.
The age range was 20 to 82 years. The hypotheses were H1: There will be a significant positive
correlation between employees’ reported job involvement scores and supervisor ratings of
their in-role performance. H2: There will be a significant positive correlation between
employees’ reported job involvement scores and supervisor ratings of their OCBs directed at
both the organization in general and specific individuals. H3: Job involvement will have a
significant impact on supervisor ratings of in-role performance and OCBs directed at both the
organization in general and specific individuals above and beyond the effect of work centrality.
The result showed a substantial positive correlation for Hypotheses 1 & 2, while Hypothesis 3
had partial support. Another study was done to research the impact of job involvement on the
self-reported measures of job performance (Ali Chugtai, 2008). The role of OCB was also
evaluated in this study. The data was collected from 53 universities in Pakistan. The sample size
for the research was 208. The respondents were asked to fill out questionnaires in person. The
hypotheses were H1: There will be a significant positive correlation between job involvement
and role performance. H2: Organizational commitment would mediate the relationship
between job involvement and in-role job performance. H3: There will be a significant positive
correlation between job involvement and organizational citizenship behaviors. H4: Job
involvement would have a greater impact on OCB than on job performance. Hypotheses 1, 3 &
4 were supported by the findings. Hypothesis 2 was partially supported by the findings.