EMPLOYEE’S ORGANIZATIONAL COMMITMENT IN THE NEW NORMAL

A Thesis Presented to the Faculty of the College of Business Administration and

Expanded Tertiary Education Equivalency and Accreditation Program (ETEEAP)
of Lyceum of the Philippines University-Batangas

In Partial Fulfillment of the Requirements for the Degree Bachelor of Science in

Business Administration – ETEEAP Major in Financial Management

Leviste, Dolf Ismael

July 2021
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INTRODUCTION

In many companies, its people are the most significant asset. In many

situations, it is the biggest costs in a firm and it is thus highly important for

devoted workers in companies. Commitment to the work organization benefits a

successful company. Employees must be motivated to work, and this will

improve performance, in this way the productivity and effectiveness of the

organization as a whole can be increased (Yunita & Saputra, 2019). And today,

the epidemic of COVID-19 is raging throughout the world and will probably not

cease shortly and may have structural consequences on the labor market in

several nations (Baert et al. 2020a). To reduce the number of fatalities and

hospitalizations from the new coronavirus, the majority of wealthy nations have

chosen to stop numerous economic activities and to restrict the freedom of travel

of individuals (Brodeur et al. 2020a, b; Qiu et al. 2020). The possibility of working

from home (WFH) became quite important in this regard (Acemoglu et al. 2020)

The main attitude determinant in the establishment of voluntary

engagement and long-term conservation has been emphasized as the

organizational commitment (Stirling et al., 2011; Vecina and al., 2012).

(McCormick and Donohue, 2016).

According to Ellonen's (2020) research on organizational commitment,

affectionate commitment indicates the employee has a deeper emotional

relationship with the firm that he or she keeps working there, whether or not he or

she wants to be part of that organization. (Ed., 1991). 1991. The commitment to

continue implies to be dedicated to the organization as it understands the

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repercussions of quitting the firm and ending the job (Meyer & Allen. 1991).

Standard commitment is better characterized as a sense of duty to stay with an

organization (Meyer & Allen. 1991).

Building firms cannot thrive and meet their customers' demands when

their personnel have not been satisfied, are constrained by overload of

regulations and instructions and are not dedicated to the company, and face

considerable job risk in their day-to-day activities. Whereas for the industrial

maintenance sectors, employees’ commitment plays a vital role to finish

maintenance work deadlines and for the financial companies, employee’s

commitment is very important because financial institutions need a strong base

of integrity in their employees.

In every organization, employees are more likely to be happy and

productive when engaged in their job and businesses. A successful business for

a firm depends on devoted and committed personnel, whether it financial,

construction or industrial. Who are ambassadors both inside and outside office

doors for their business.

OBJECTIVES OF THE STUDY

This study will determine the organizational commitment among

employees in the new normal working environment. More specifically, it will

describe the profile of the employees in terms of Age, Gender, Educational

attainment, years of employment, industry of company and income per month. It

will also determine how committed is the employees in their organization in terms
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of affective, continuance and normative, test significant differences when

demographic variables are grouped and proposed plan of action to improve

commitment in the new normal.

REVIEW OF LITERATURE

EMPLOYEE’S COMMITMENT IN ORGANIZATION

Organizational commitment explains how a worker is dedicated and willing

to help the employer attain its objectives (Akila & Priyadarshini, 2018; Qazi &

Nazneen, 2016). Matata, Elegwa and Maurice (2014) indicated that

organizational commitment is a variable that connects employees to the

organization. In previous studies, the organizational commitment had a positive

relationship with various forms of required job effects, for example, job

satisfaction, employees’ motivation, and job performance (Ping et al., 2017;

Yahaya et al., 2014; Yousef, 2016). It's something other than passive devotion to

a company. This includes active contact with the firm and the employees are

prepared to offer them something to contribute to the well-being of the

organization.

Service employee conduct may significantly affect the quality of service,

corporate reputation and success of the sector (Fu and Deshpande, 2014)

Previous researchers found that there are a wide variety of factors that may have

a negative impact on employee performance (Ali et al. 2014; Dvir et al. 2002;

Givens 2011: Joo and Lim 2013; Joses and Mampilly 2014; Manaf and Lative

2014; Miao et al. 2012; Yıldız et al. 20, 2014). In an environment of resource
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shortage (Chordiya et al. 2017), organizational commitment has become

increasingly relevant and lead to problems in attracting and keeping high-quality

workers and maintaining the moral, the motivation and performance of

employees (Fako et al., 2014).

The study on organizational commitment by Ahad, Mustafa, Mohamad,

Abdullah and Nordin (2021) revealed, in accordance with the definition above,

that the organizational involvement of an employee is 'the level in which the

employee identifies with and wants to remain a member of a particular

organisation,' Someone who cannot regulate emotions, according to Chai et al.

(2017), is someone who cannot address the problem. For anyone who finds it

difficult to solve an issue, it is difficult to succeed to eat it. A good leader is a

leader with both IQ and EQ emotional intelligence (Lokman et al., 2012). The

function of emotional intelligence, work attitude and organizational involvement is

obviously significant in defining one's talents for the present generation.

Organizational engagement is deeper and represents the full

organisation's emotional response. It is therefore committed to the entire firm,

including company aims and values, but only the employee's particular duty is

satisfied by his work. While everyday events and duties may impact the

happiness of an employee in the workplace, situations which affect work related

subjects should not be the reason why an employee might reevaluate his

commitment to the enterprise.

Organizations aim to involve and devote people to their work in order to

produce great work. The employees want to feel that their job is important not
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just for themselves but for their employees, organizations and the outside world

as well. In order to do that and for that particular reason the employee is keen to

work, the employee has already committed itself to the company. However, to do

this, employees have to feel they're part of the workplace. (Davidsonn 2020) The

organizational commitment depends upon several levels of attachment and two

common interests that an employee has with her company, according to

professors of psychology, Natalie Allen and John Meyer. Engagement in an

organisation, both for the individual and the business, may provide many

advantages, for example: greater involvement, productivity and work satisfaction

(Hanaysha 2016).

Engagement in the corporate world is crucial since, without it, firms are not

devoted to their workers and are revered. Employee empowerment is a very

essential part in the organization’s commitment, since it gives each individual

greater shared authority and inspires workers to improve their talents not just in

their work but also for themselves. (Davidson 2020)

The study carried out in this article is designed to get an understanding of

what it means to engage with an organisation. It also aimed to examine the link

between empowerment and corporate engagement. Lee et al.(2018) remind out

that empowerment is not just helpful for rapid-range sectors; it affects different

industries.

According to Nagar (2012) the meanings of each of the Organizational

Commitment components as Affective relating to 'positive desire to see the

organization succeed in its goals and a sense of pride in becoming part of the
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organization; the continuance commitment addresses an individual's

understanding of the costs of leaving the organization; and the normative

commitment to which an employee feels obligated to stay employed in the

organization because it is right and moral thing to do.

Affective commitment is one of a method for measuring the organizing

commitment. This is an interpretation of the concept as an internal connection

with the company Jaros, S (2007). Devout people interpret themselves as

binding and like to be group members Allend and Meyer (1990). Organizations

are usually equipped with "sticks and carrots" in exchange for contributions that

their workers have achieved or have failed. Followers or workers will make efforts

to the organization to get back the gifts or avoid the fines. This shows that the

exchange between employer and employees is largely a product of a gift or

punishment. One of the studies examined fourteen "sticks/carrots" as possible

reasons for AC. The result said that the AC is related to work autonomy, bad to

daily work, bad to role ambiguity, bad to role the robust desire to become a part

of the group, the desire to work in accordance with the wishes of the group, as

well as the acknowledgment of group standards and goals. However, based on

organizational goals and interests, normative commitments are conceptually

subject to normative pressure and personal behavior Bastos, A.V.B(1993),

Bastos, A.V.B.,(1997). NC is the tool of the promise as a psychological attraction

that gives back the degree to which an individual is bound in a location or

organization in consequence of the expensive charge of resigning Bastos,

A.V.B(1993), Bastos, A.V.B.,(1997). This dimension is a motivation and a more

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intrinsically method motivation for individuals Veludo-de-Oliveira, T.M., J.G.

Pallister, and G.R. Foxall (2015) This means that their sole purpose of staying in

the organization is to meet their needs Luz, C.M.D.R., S.L. de Paula, and L.M.B.

de Oliveira(2018). Amount of the works have shown where empirical proof

correlates instrumental commitments with indicators related to personal

investment in the workplace and other employment opportunities. In the next

part, another structure that constitutes this research will be adopted: job

satisfaction [Medeiros-Costa, M.E., et al(2017) , Eliyana, A. and S. Ma’arif,

Razzaq, S., et a(2019).

Affective commitment is determined by an employee’s choice to remain

committed to an organization due to some emotional identification (Allen &

Meyer, 1990; Singh & Gupta, 2015) The affective commitment refers to an

emotional attachment of staff. Once the commitment has been completed, the

firm has an additional chance to create loyalty from their employees. However,

the firm must also be strict to keep commitment, because when the commitment

obligation is complete, employees believe that they can prolong their work at the

same company. ( NGUYEN, Thanh Hung, TU, Van Binh (2020)

Kumari & Afroz (2013) posted that committed employees resulted into

loyalty to the organization. An affective commitment is an employee’s emotional

attachment to identification with and involvement in an organization. Further, they

analyse the role of affective commitment in employee’s life satisfaction. Parallel

with the result of this research organizational affective commitment is highly

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significantly related with life satisfaction among managerial employees. Life

satisfaction is the embodiment of a global judgment about one’s life taken as a

whole. It is positive evaluation of the condition of one’s life, judgment.

In this study, the affective commitment that is one of the components of

organizational commitment put forth by Allen and Meyer (Allen, Meyer 1996) will

be differentiated from the other commitment components. The importance of

creating an emotional commitment to organizations will be examined and the

organizational factors needed to form organizational commitment will be

investigated. Also, organizational silence is a situation that the company avoided.

In the study, the reasons and the drawbacks of silence are focused on and the

factors that cause employees to remain silent are discussed. In this study, a

negative correlation between affective commitment and organizational silence is

suggested. Sayğan (2011)

In this study organizational silence and affective commitment is discussed.

In order to create affective commitment, the psychological needs of the

employees such as feeling comfortable and competent have to be fulfilled. When

employees perceive that “their” organization acts as a “true organization”, they

generate positive images about it. Organizational silence is a general attitude of

employees who choose to remain silent to not have negative repercussions from

the managers. The employees don’t dare to speak about certain issues to their

supervisors. Employees consider that there is no possibility to change the

undesired organizational conditions and therefore they refuse to take an action.

Organizational silence makes them lose their self-esteem. The climate of silence
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doesn’t let the employees to commit the organization in an emotional way.

Consequently, it is claimed that in these kind of organizations there exists

continuance and normative commitment and a negative relationship is observed

between silence and affective commitment.Sayğan (2011)

The objective of this review was to respond to Meyer and Herscovitch’s

(2001) call for the identification of a core essence of organizational commitment

research. Within the last 14 years, scholars studying commitment have still not

come to an agreement as to the nature of organizational commitment and how it

develops. This fragmentation creates a problem in a time when practitioners are

looking toward organizational commitment interventions to attract and retain

talent and improve performance. With organizational commitment research

remaining confounding and fragmented, further clarification of what commitment

is and how it develops is warranted to guide future research and evidence-based

practice. Through a review of the competing and over-lapping theoretical

frameworks on organizational commitment and the empirical research on the

consequences of organizational commitment, the construct of affective

commitment seems to be at the core of organizational commitment (Solinger et

al., 2008) and an important focus for future research and practice. Affective

commitment, first termed by Meyer and Allen (1984), refers to the emo-tional

attachment of an individual to the organization. The reviewed research indicates

that affective commitment is more predictive of major organizational

consequences such as turnover, absenteeism, and organizational citizenship

behaviors than the theorized behavioral or transactional constructs of

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organizational commitment. This has important implications for both researchers

and practitioners. First, researchers may utilize the conceptualization offered in

this article to guide future research and longi-tudinal studies on the antecedents

of affective commitment, specifically. Second, practitioners may use this article to

begin examining how their organization focuses on fostering an emotional bond

between the individual and the organization within existing and newly developed

HR practices. Mercurio (2015)

This study represents a small step towards filling the void in empirical data

in organizational commitment. By doing so, it is now possible to empirically

examine links between constructs such as organizational commitment,

leadership types, organization types, and examine antecedents and

consequences of organizational commitment behavior. These are all

opportunities for future research. For practice, the findings suggest that the

credibility of the leader encourages the behavioral skills and affective

commitment that are essential to manager success. Therefore, the credibility and

integrity of the leader has an important role in employees’ maintenance and

organizational development if the enterprise is to take advantage of the available

employees in impacting efficiency, effectiveness, productivity and competitive

position. Organizations can only strive to provide the best environment for

encouraging and fostering credibility. Esfahani et al. (2014)

Mentoring will continue to take place in organizations as a means to pass

on knowledge from more experienced to less experienced employees. Moreover,

mentoring 49 can render additional benefits to organizations such as high levels

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of affective commitment and work engagement among protégées. Based on the

present study’s findings, organizations that offer organizational support by

allotting the necessary time for effective mentoring, by nurturing a collaborative

environment in which mentoring relationships can thrive, and by rewarding

mentors and protégées in their accomplishments, are likely to increase protégée

levels of affective commitment and work engagement. Also, formal mentoring

program administrators should select protégées who are motivated to learn so

that the likelihood of fostering successful mentoring relationships will increase.

Portillo (2013)

Normative Commitment. Organizational dedication is the sense of identity,

participation, and loyalty expressed by the workers to the organization Dessler,

G(2013). Then, the organizational commitment of the workers is worker’s right of

abode. Leaving will result in cost, psychological and financial, and/or material

losses. If workers move to other organizations, it may interfere with their focus

connections and expand the psychological burden of creating new relationships

and studying to adapt to new colleagues (Becker, H.S). Therefore, it is hoped

that the concentrated sustain of colleagues, bosses, spouses, mother, and

father, and friends from the different organizations will cause an increase in CC.

There are calculations, such as limited outside work chances will increase the

costs included with departing the group. So, the lesser choices of jobs ready in

the society, the higher the worker’s CC for their present company Becker, H.S

(1960, Church, C.D., Z. He, and S. Yarbrough (2018). If a person experiences

and feels that being with her organization is both a need and a desire, then she
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will choose to continue her commitment. Even, she is willing to face difficult

situations. However, if she feels and experiences that being with her organization

is a burden, she has a choice of leaving her organization. Further, if she still feels

that her life will be disturbed too much, and invest her life too much, she thinks

she has many choices, too. She has a lot of alternatives to consider elsewhere.

Work in bad feelings and experiences and one of the bad results is departing the

group. Sometimes, a worker attempt to stay because it is a shortage of ready

choices Meyer, J.P. and N.J. Allen 1991, Cohen, A. (2017). In matters like this, a

manager must be sensitive. This kind of situation is bad for both parties: bad for

the workers and bad for the organization. A manager should be able to anticipate

and try to resolve if it has happened Lim, A., J. Loo, and P. Lee (2017). There are

four themes why someone decides to quit. The first is to feel that something is

not trustworthy, leading to betrayal and underestimating the attitude of others,

and to feel that he is no longer needed. Second, the perception of inhumane

working conditions can lead to bad health effects, forcing people to feel

uncomfortable, which will affect mental conditions that have an impact on

physical health. Many physical diseases do not require chemical drugs, but

diseases stem from psychological symptoms. Third, it is not free to decide that a

one's life and family life is better than work. Fourth, the behavior of colleagues is

decreasing, often without mutual respect Lögde, A., et al (2018), Labrague, L.J.,

et al (2018).

Normative commitment indicates the individual's sense of obligation to

continue with a relationship where the individual and organization or brand share
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important norms and values (Fullerton 2011; Meyer & Allen 1991). Normative

commitment with organizations therefore happens through the development of a

strong correspondence between the values of the organization and that of the

customer (Fullerton 2014).

According to Baştug et al. (2016), organizational trust and organizational

commitment are considered as the most important entraining factors for

organizational success. In this study of Bastug et al, they discovered relationship

between organizational trust and organizational commitment using Meyer and

Allen as a result. It is remarkable that trust of participants in director positively

affected emotional and normative commitment and emotional commitment of

male employees was more than that of female employees. It was concluded that

organizational trust positively affected organizational commitment.

Continuance Commitment. People, in this case, are workers, always

facing choices. One of the choices is to continue or leave the organization where

she is working for. Everyone will think about moving again, unless, in an

emotional state, workers will always consider many things, such as the additional

cost of choosing to resign. Therefore, any increase in costs included with

departing from the company will cause the improvement of Meyer, J.P. and N.J.

Allen (1991). Based on the works of literature Meyer, J.P. and N.J. Allen (1990),

Becker, H.S 1960,1964, the possible determinants of CC have eight variables:

self-investment; common workshop; key sustain include supervisors, colleagues,

spouses, parents, and friends; and opportunities Ko, J.-W., J.L. Price, and C.W.

Mueller (1997). Getting involved as a form of investment is the number of

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precious assets, like energy, and time that workers in an organization spend for

their own happiness Allen, N.J. and J.P. Meyer (1990). Workers, who increase

manpower and personnel attributes, will develop their CC since departing the

group is going to cause in wasting valuable resources in the organization.

Shortage of alternatives of job competencies and mastery is going to also

develop the cost of departing since it results in the problem for workers to get

suitable choices occupancies Becker, H.S.,(1960). Therefore, those with general

properties have the potential to reduce CC. It takes something special to be able

to retain the conflict, bad to workload, bad to the impact of insufficient resources,

and positive to supervision support, positive to support for peers, positive to

justice for distribution, positive to legitimacy, positive to encouragement

opportunities, positive to job security, bad to occupational hazards, and positive

to salary. The connection between AC and "gift/penalty" is recorded in the

articles Iverson, R.D. and P. Roy (1994), Mathieu, J.E. and D.M. Zajac (1990),

Meyer, J.P. and N.J. Allen (1991). When a worker feels the presence of a feeling

at home, she would love to use up the rest of her career with her group. Then,

she really perceives as though this organizational problem is her own, a robust

taste of ownership to the company, feeling emotionally enclosed to this company,

perceive equally to the organization as of her tribe in the group, and the group

has a great special value, then the affective commitment develops. This means

that everyone has a need to be useful to many people. This need encourages

people to want to act by binding themselves in an organization. Through an

organization, people will be able to contribute more than individuals.

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Continuance commitment is considered as a consciousness of the

expenses related with leaving the organization. Continuance commitment can be

computed because an employee is conscious of the expenses and risks

associated with quitting the organization (Meyer and Allen, 1997). Continuance

commitment is linked with the participation of an employee and his/her

contribution to an organization. ( Moreover,Meyeret al 1993) told that expertise

and knowledge cannot easily move to other company which enhances the

commitment of employees with their present organizations. (Mariam Sohail* and

Muhammad Ilyas† 2018)

This paper examines the impact of employees' commitment on the

productivity of organizations in the Republic of Serbia. Previous research shows

that all types of commitment have a major impact on the performance of

organizations. As the number of empirical studies on this topic in Serbia is

limited, this paper examines the impact of each type of organizational

commitment on the productivity of organizations in Serbia, as well as the impact

of the overall commitment. The aim of the paper was to identify the types of

organizational commitment that have the greatest impact on the performance of

organizations in Serbia and to propose measures to HR managers whose

implementation can improve the operations of domestic organizations. The

starting point of the paper was that employees' commitment has a statistically

significant effect on organizational performance. To verify the validity of this

assumption, a primary survey was conducted. 169 employees of 17

organizations in Serbia were surveyed. By applying correlation and regression

 16

analysis methods, it has been proven that overall organizational commitment, as

well as its certain types, have a positive impact on the productivity of

organizations in Serbia, with the impact of normative commitment on

performance greater than other types of commitment. At the same time, the

contribution of continuous commitment to the performance of organizations in

Serbia is negligible (statistically insignificant). In line with the obtained results,

recommendations for human resources managers in Serbia are proposed. The

theoretical implications of the paper are reflected in filling the gap in the national

literature in the field of organizational commitment, while the empirical

implications are reflected in the mechanisms and measures that are proposed at

the end of the paper. Đorđević et al. (2020)

This paper examines the impact of having a mentor on mentoree

affective, continuance and normative commitment to the organization and

occupation. Hypotheses are developed comparing salespeople with and without

mentors, and mentorees with mentors inside and outside of the organization.

Data was collected from a national sample of salespeople. The results indicate

that having a mentor is positively associated with mentoree affective and

normative organizational commitment, and affective, continuance and normative

occupational commitment. Results also indicate that organizational mentors, as

opposed to external mentors, are more strongly associated with mentoree

affective and normative organizational commitment. Finally, organizational

mentors do not have a greater impact on the facets of mentoree occupational

commitment than mentors outside of the organization. Hartmann et al. (2013)

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The study investigates the relationship between organizational

culture and organization commitment at a higher education institution in South

Africa. Quantitative research approach was used and 30 participants were

chosen at random from academic and non-academic employees of the

university. Furthermore, in order to gather data, the study used a structured

questionnaire regarding the effects of existing organizational culture on

organizational commitment. Pearson correlation analysis was used to determine

the relationship between existing organizational culture typologies and facets of

organizational commitment. The study revealed that different culture typologies

bring about different levels of organizational commitment. Moreover, support of

culture had a strong significant relationship with normative and continuance

commitment. This means that if the organization shows the sense care and

support to its employees, they will develop an obligatory sense of belonging and

help the organization in attaining its objectives. Wiseman et al. (2017)

The purpose of this paper is to investigate the impact of five-factor

model of personality on organizational commitment in the higher educational

institutes of Pakistan. Quantitative methodology was adopted to measure the

impact of personality on organizational commitment. A structured questionnaire

was e-mailed to the faculty members of the social science department of higher

education institutes. SmartPLS software was used to run the structural equation

modeling technique. Findings The findings showed that extroversion,

agreeableness, and conscientiousness are positively linked to affective

commitment (AC), and neuroticism and openness has negative association with
 18

AC. Furthermore, extroversion and agreeableness were found to be negatively

linked to continuance commitment. A negative link between neuroticism and

continuance commitment while no relationship between conscientiousness,

openness, and continuance commitment was found. Research

limitations/implications Results have several implications for the personality and

commitment literature. First, study provided comprehensive empirical evidence

regarding the dispositional basis of organizational commitment notably; the

authors found that the Big Five personality traits as a whole are significantly

associated with organizational commitment. Second, the current findings

underscore the role of agreeableness in shaping organizational commitment.

Agreeableness was the strongest predictor of both AC and continuance

commitment. Agreeableness may be especially relevant for predicting employee

outcomes that are reliant on strong interpersonal or social exchange

relationships. As such outcomes are becoming more and more critical in

employee, group, and organizational effectiveness. Originality/value in general,

findings show that Big Five traits play an important role in understanding

employee commitment to the organization. Consistent with previous studies on

personality traits in the workplace, practitioners will benefit from considering all of

the Big Five traits in their selection systems. Farrukh et al. (2017)

WORKING IN THE NEW NORMAL

In 2019 the spread of the SARS-CoV-2 virus began and in 2020 it

became a worldwide pandemic. The World Health Organization advised the

general public to physically distance themselves and to avoid crowds (World

 19

Health Organization 2021). Countries and regions enforced restrictions and

2(62) guidelines, limiting people’s freedoms and mobility, with the goal to

minimize the spread of the virus and limit the deaths caused by the disease.

Companies across different industries allowed their employees to work from

home which enabled the employees to keep their jobs and earn their wages.

Companies were then able to keep their businesses alive and moving forward

(Bonacini, Gallo & Scicchitano 2020).

With more people working remotely than ever before and with a future

of uncertainties, the work relationships can, have, and will be affected.

Traditional leadership methods and strategies are put to a test and new ones

are bound to be invented. Research is being conducted on the topic of

leadership in relation to the effects of the pandemic (Banks, Dionne, Sayama

& Shmid Mast 2019). Some studies show the benefits of sharing the

leadership responsibilities across team members in virtual teams, mainly due

to the amount of resources needed in digital leadership. Studies have also

shown that leadership behaviour tends to appear when moving the business

online and remote, creating informal leaders (Larson & DeChurch 2020).

The wide and rapid spread of the working from home phenomenon has

caused researchers to investigate the effects it could have in a long-term

perspective. Men’s and women’s employment have historically been affected

differently in economic crises (Del Boca, Oggero, Profeta & Rossi 2020).

Some studies have shown that the labour income gap between male and

female employees as well as older and younger employees, that works from
 20

home, has and will continue to grow bigger unless actions are taken

(Bonacini, Gallo & Scicchitano 2020). Further studies indicate that in families

where both partners have been working from home during the pandemic,

childcare activities have been shared equally between the parents while

housework activities have fallen on women to a larger extent (Del Boca et al.

2020).

Since new waves of the SARS-CoV-2 virus outbursts keep appearing

across the world, working from home can and has become more long-term

than one might have anticipated at the start of the pandemic. The duration of

the pandemic and the restrictions is unknown, even though calculated

guesses can be done by scientists. Businesses are therefore forced to adapt

to the circumstances brought by the pandemic and look for long-term

solutions. Working from home has become the new normal for the time being,

but the sustainability of the phenomenon is up for discussion (Bonacini, Gallo

& Scicchitano 2020)

Myriad public and private organizations have adopted teleworking

policies mandating that their employees work from home (Belzunegui-Eraso

A, Erro-Garcés A). Although employees hold generally favorable attitudes

toward home-based teleworking, the sudden drastic change in work mode left

many unprepared (Nagoya: Author 2020). Previous research on the office-

home transition has revealed major changes in the work environment to

induce the most stress and anxiety in employees who feel the least prepared

for this alternative work mode Harris L. (2003). Devastating problems arising
 21

from stressful life changes have been documented not only in adults but also

in youngsters, with recent studies revealing a significant proportion of children

and adolescents to have experienced psychological distress during the

school-closure period (Tang S, Xiang M, Cheung T, Xiang Y, Zhang Z, Zhai

A, Yang M, Zhang J, Zhou H, Yang C 2020). The COVID-19 pandemic has

confronted people of all ages with fundamental life changes [e.g., (Voitsidis P,

Gliatas I, Bairachtari V, Papadopoulou K, Papageorgiou G, Parlapani E,

Cheng C, Ebrahimi OV, Lau Y. Maladaptive)

To grapple with the “new normal” and deal with the considerable

challenges brought about by the pandemic, individuals need a considerable

degree of flexibility. Psychological resilience is a widely recognized

mechanism underlying the adjustment process, with coping flexibility a core

component [e.g., (Lam CB, McBride-Chang CA 2007)]. The theory of coping

flexibility postulates that effective coping entails (a) sensitivity to the diverse

situational demands embedded in an ever-changing environment and (b)

variability in deploying coping strategies to meet specific demands Cheng C,

Lau HB, Chan MS (2014). More specifically, psychological adjustment is a

function of the extent to which individuals deploy problem-focused coping

strategies (e.g., direct action) in controllable stressful situations and emotion-

focused coping strategies (e.g., distraction) in uncontrollable ones. Inflexible

coping, in contrast, has been linked to psychological symptoms. For example,

individuals with heightened anxiety levels are characterized by an illusion of

 22

control [e.g., (Cheng C, Hui W, Lam S, Sanderson WC, Rapee RM, Barlow

DH)]. They tend to perceive all events in life as being under their control, and

thus predominantly opt for problem-focused coping regardless of the

situational characteristics. In contrast, individuals with depression are

characterized by a sense of learned helplessness [e.g., (Gan Y, Zhang Y,

Wang X, Wang S, Shen X, Zong J, Cao XY, Cao Y, Shi YF, Wang YN, Yan

C,)]. They tend to view all events as beyond their control, and thus

predominantly deploy emotion-focused coping across stressful events.

Coping flexibility has been identified to foster adjustment to stressful life

changes, which is indicated by a reduction in symptoms of anxiety and

depression commonly experienced in stressful life transitions Cheng C, Chau

C. (2019).

Jessica Li et al., (2020) in their editorial board article have highlighted

the challenges of the Human Resource Management (HRM) in the context of

the pandemic and the changing roles of the Human Resource Development.

The article discusses about the impact of the pandemic on the work force,

lessons learnt from the altered strategies of work and how HR practices are

building resilience through virtual connection. The authors state that the

pandemic has presented multiple challenges which are not faced before in the

history across the world. The main challenges are sudden changes in the

work place, feeling of isolation and disconnectedness, pandemic will surely

change the style of work in the future and new changes to the business

organizations. Work from home requires specific skills, conflict between roles
 23

at home and work responsibilities, speed of the internet facilities available at

home etc. The feeling of isolation has created stress and disturbance in

mental health. Human beings have their resilience power to stay connected

especially with the aid of information and technology. Some of the efforts

include „Cloud Clubbing‟, Home Karaoke station, workout groups functional

online etc. The dependence on Artificial Intelligence (AI), Machine learning,

the tools used for work, etc., were changing even before the onset of the

pandemic which caused uncertainty in the work. The authors conclude that

the pandemic will change the work style of the organizations and the Human

Resource professionals have to be creative to get better prepared for the

future scenarios. The altered strategies in work like virtual meetings, virtual

desks, e-learning etc., have been accepted by millions of people as reality.

Duomo et al., (2020) have studied the strategies adopted by hoteliers

in Ghana during the pandemic. Hotel industry was very badly affected by the

pandemic. The study has captured that the hoteliers‟ main coping strategies

were employee’s layoff, look forward for government support for their

business, compulsory annual leave and early retirement. The authors state

that the HR measures taken were negative in approach which affected the

employees. They have not adopted any lessons from the other sectors or

altered the strategies. The findings show that the Human Resource

Management in the sector of hotels has failed to ensure sustainability of the

work force.
 24

Iza Gigauri (2020) in the research study on influence of pandemic on

Human Resource Management and Companies' Response. The main aim of

the research has been to understand the histrionic changes in the Human

Resource management and how they are coping up for better future in

Georgia. The study findings highlight the need for HR managers to develop

crisis management plans, alternate policies for continuation of work and mix

of different styles of working. The HR managers have to gain more knowledge

on crisis management though they have rich experience in their field of work.

The author has documented that employees are adaptable to the new ways of

working which are expected to be the style of work in the future. In this phase

of change, employees are developing their competencies in the digital world.

Employees with competent skills who can adapt to the new working style will

be in demand. Companies have understood that remote working is feasible

and the HR professionals are convinced to continue all activities on online.

The author concludes that the companies are accepting and adapting the new

reality as normal.

Caligiuri et al., (2020) have studied the navigating Human Resource

Management internationally during the pandemic. The authors have

highlighted the importance of business research to understand human

resource management under uncertainty, the new strategies of the

organizations and facilitation of new normal global work scenario. The study

findings highlight the following: companies in multinational enterprises have

focused on actions related to the management of distance; they have

 25

rethought about the boundaries at all levels of work, and new intra-firm

distancing challenges and virtual workforce influencing the new normal.

Uncertain factor which the pandemic has induced has brought in many health

issues among people around the world. The employees are going through

difficult times with stress which has to be mitigated by the Human resource

management. In the new normal the employees are challenged in their mental

health and safety. The HRM have to redress the health risks with their

available health resources. The companies have to depend on employees

who have cultural agility competencies on high tolerance to ambiguity,

resilience and natural curiosity.

Carnevalea and Hatak (2020) have studied the employee adjustment

and well-being in the era of COVID-19 with emphasis on its implications for

human resource management. The authors have documented various

challenges which Human Resource Management face during the pandemic

and the alterations made for coping. The major challenges were to prepare

the work force for remote operations, changing the work place policies,

conflict between the work and family spheres etc. The employees who are not

able to adapt to the limited interaction, virtual workplace, virtual recruitment

and virtual training become misfit in post pandemic phase. It is the

responsibility of the HRM to evolve ways to solve the employee‟s issues. It is

believed that socialization practices will help the employees to come out of his

perception of misfit. Some efforts which are presently taken include virtual tea
 26

breaks, virtual lunches and happy hours etc. The employees have to play

their roles in family as child care takers.

McGuire et al., (2020) have studied the reshaping Human Resource

Development (HRD) practices with emphasis on care approach. The authors

have highlighted the pandemics drastic effect on organizations collapsing the

consumer demand, supply chain and increased economic uncertainty. The

organizations have to find their way out swiftly to cope up with the negative

scenarios. Many organizations have made quick changes to fix the issues and

moved on to digital space and adopted remote working. The HR managers

play a vital role in the crisis management. The authors state that the field of

HRD is dynamic and it evolves mechanism from range of disciplines and

respond to the new challenges. The authors in this article have laid emphasis

on following ethics in care approach while readjusting the HRD. The authors

have recommended suggestions that organization has to foster compassion

in the work environment, to uproot the bias in the opportunities to all the

employees, to put into action organizational values and provide psycho-social

support for the employees.

Serrano and Kazda (2020) in their study have highlighted the difficulties

in the civil aviation industry faced during the pandemic. The sudden halt in the

operations of airlines and airports have challenged the Human Resource

management of the industry. Some of the main changes which the industry

faced were job redundancies lay off of the airport and airlines staff. After the

economic disruption, the demand of the airlines could not be estimated.

 27

Employment opportunities and starting of airlines operations would be

interlinked due to this disruption. While the aviation industry depends on

passengers for their operations, the employees are valuable assets in times

of emergency situations. The aviation industries had to take care of the front-

line workers and team which connects with the customers. The HRM had

multiple lists of things to focus on, the morale of the staff, policies in favor of

their health safety, careful steps on cost cutting activities, redress pay roll

problems, ensure that the staff have adequate resources to cope up, ensure

social protection of the family and ensuring the psychological well-being. To

continue the aviation business, new HR practices were put on place, work

from home, quality IT professionals, crew logistic management, succession

planning, auxiliary work force, staffing pattern, leave policies, work force

reentry and training, health insurance and employees‟ compensation.

Pattnaik and Jena (2020) have studied the impact of mindfulness on

the current work style of remote management and its effect on the employee’s

morale. The authors have detailed the necessity of remote management in

business in the post pandemic period. The research findings highlight on what

can make the new ways of effective work styles. They have elaborated on the

concept of mindfulness. It is great potential of human beings to be aware of

the current moment. The study has considered mindfulness as an intrinsic

state of consciousness. It is believed that individuals with high level of

mindfulness do neither brood on past nor about future. It is a state of mind in

which the individual has awareness on internal experiences and external

 28

experiences. In the „new normal‟ remote working means working outside the

conventional work place. It has its set of challenges that the study has

supported the engagement of the employee’s mindfulness. It is believed to

boost the work productivity and strong employee’s experience.

Lai and Wong (2020) have studied the challenges faced by the

hospitality industry and the crisis management techniques adopted. Crisis

management strategies have been categorized into four stages such as

priority, maintain, low priority and possible overkill. The study has

documented how the hotel managers had hoped that pandemic will end

quickly and their industries problems will be resolved. As a first step they

reduced the price to increase the demand. When the pandemic peaked up,

they realized that their promotional strategies were ineffective. The managers

opposed recession of the employees, they proposed reduction in the number

of working days or hours, freezing or reducing pay rates, voluntary

retirements and adopting cost cutting measures by restricting the hotel

services. Some of the methods to counter-attack the challenges posed by the

pandemic: Government assistance in the form of subsidies apart from

Marketing, Maintenance, Human resource and Epidemic prevention strategies

would be highly beneficial for hospitality industry. It can be inferred that

human resource practices like replacing workers and outsourcing would not

be of help during the pandemic. The situation must be managed using the

existing employees effectively. Training of employees pertaining to pandemic

is very essential for effective hospitality management during outbreak.

 29

Frank Levesque (2020) in his article on new HR practices post

pandemic has highlighted five areas for the HR managers have to re-

strategize in the „new normal‟ phase of humanity. The author states that it is

important to take collective efforts in thinking about the Human resource

practices in Massachusetts and New England. The areas which have to be

focused by HRM are paid sick and family leave, employee benefits, going

back to work, developing and updating employee policies and handbooks and

emotional intelligence in leadership. In the post pandemic the employers have

to keep the employees informed of their rights on Families First Coronavirus

Response Act (FFCRA) and the salaries had to be paid for the qualifying

employees. Leave forms and policies in the present context have to be

developed. The other policies related to loans, retirement plan, penalties etc,

have to be eased out. In the post pandemic when slowly the businesses are

resuming their function, combination of approaches is required like work

share, stand by, salary reduction and remote work. The policies have to be

revised in the context of the post pandemic „New Normal‟.

Zhang et al., (2020) have examined the effect of safety leadership on

safety behavior of hotel employees during the COVID-19 outbreak. The

authors have studied the mediating role of belief restoration and moderation

effect of perceived risk on the safety leadership and safety behavior in the

current context of the pandemic. They authors have stated that involvement

between leaders and followers would shape the course of the organization

when it comes to safety during the pandemic. Safety behavior of the hotel
 30

employees can be promoted by safety leaders with the following strategies:

role-modeling, decision-making, participation and emotional support. It

encourages the employees to adopt work place safety behavior and learn

new safety skills. Reward system is also encouraged to encourage the same.

The findings of the study have highlighted that hotel safety leadership

positively predicted the employee safety behavior and it has positive effect on

the employee’s safety compliance, participation and adaptation. Self-belief is

the assessment of one’s ability to channelize the attitude and emotion

towards the management of the situation at hand. Assessing the extent of the

risk involved in safety management is very essential. The relationship

between safety leadership and safety behavior with belief restoration as

mediator and perceived risk as moderator is established. The implication of

the study is positive feedback and safety information to employees could

increase the organization atmosphere in favor of the management with regard

to safety leadership and behavior. Thus, it leads to correct estimation of

perceived risk and accentuates the self-belief among the employees. The

human resource management of the hotel industry should strengthen systems

to manage their employees‟ perceived risk during a crisis and training on

appropriate risk information intervention.

Awan et al., (2020) have aimed to explore the „new normal‟ for the

customers‟ service and „new designs‟ for hotel industry. Tangible like

cleanliness and comfort is examined along with intangibles like interaction

with employees. The data are collected through Snowball and Purposive
 31

sampling with history of travelling to Malaysia. Useful guidelines in relation to

raising the safety standard were implemented like disinfection and sanitation.

Few researches have focused on hospitality industry and tourist behavior.

The study provided insights on the tourists‟ expectation of the safety

standards and the proactive service innovations adopted by the hotel

authorities like contactless check-in and check-out, touch less digital food

menu and so on. In the new normal the industry has to build the trust of the

customers. The industry has to take a balance between the business and the

employees, since it is individual employees who make the change possible.

More than the service innovation, if the well-being of the employees is taken

care of and made a priority, then the employees would act in that direction

and would receive positive feedback from the customers‟ end. The authors

state that employers in the hotel industries should treat their employees as

internal customers and they will take care of the ‟new normal‟.

Wong et al., (2020) have studied the effectiveness of „working from

home‟ in Hong Kong working population under COVID-19. The approach

work from home has become normal during the pandemic. Globally all the

companies have switched on to this strategy. There are many different views

about this strategy based on work-family balance theory. The authors have

studied 1976 employees working in Hong- Kong. The findings of the study

highlight that effectiveness of work from home approach is improved by the

personal and family wellbeing. But the environment and resource constraints

reduce the effectiveness of the approach. The employees felt that their
 32

performance is effective with the altered approach work from home like to

continue the same in the „new normal‟ life. The level of preference for work

from home is high among female employees. While the front-line workers and

middle grade employees have high preference for the approach the

management level staff have less preference. The authors state that the HR

managers and organization have to design the various strategies related with

the approach work from home.

Shareena and Shahid (2020) have studied the perception of the

employees on work from home during COVID-19. The objectives of the study

were to assess the willingness of the employees to work from home and to

know their opinions towards work from home. All the respondents of the study

were working from home. The finding of the study shows that employees

working from home are willing to continue if good supportive environment is

provided. It is the organizations responsibility to set up supportive and

controlled work environment. This will increase the number of employees to

like this approach of working and have job satisfaction. The study findings

have also documented that willingness for work from home was dependent on

the presence of children at home, space, environment and internet facilities.

Faraz Khan et al., (2020) have done analysis on remote work in the

post pandemic. The authors have discussed their analysis on the following

themes: Need for remote working, rise in productivity, redefining

organizational culture, environmental benefits of remote work, beyond the

sunny picture, and unraveling mankind’s future. The analysis has focused on
 33

the effect of the changing policies on talent strategy, productivity of the

organization, culture, work environment and cost. The authors have also

analyzed the potential risks of adopting the new work place policy. The new

approach will engage a greater number of talented people since it provides

opportunity for parents with new born, differently-abled people, women etc.

The free lancers will contribute a lot to the business world since the work

model is flexible. Remote working has helped people who have personal and

physical constraints. This will also increase the „talent pool‟ boarding the

business. Many countries have reported increase in productivity during this

pandemic. The absence of workplace distractions, travel time, and ensuring

better family time is attributed to this increase. In the new normal work from

home will have both positive and negative impact on the organizational

culture. In this transition phase the companies have to take care of team

culture, mental health and collaboration effectiveness etc. In addition, the

companies have cost saving. The authors conclude that remote working can

be applicable to everyone and companies have to design plans for

sustenance for sustaining the altered approach.

Zeidmer (2020) has detailed on the technology travails, struggles

working remotely, flexibility as key and practical advice for the new normal.

The Microsoft Company has encouraged their employees to work from home.

The priority of the company is on health and safety of the employees and their

customers. The employees were able to manage the transition since the

company has products to facilitate the technology travails. The staff were
 34

given refresher course on the technologies online. The article reinforces on

flexible workplace to help the employee to have good motivation, and good

work life balance. The HR managers have to take care of employee’s feelings

of isolation. The author has given certain advices for the HR Managers to be

communicative to the employees, focus on safety and health of the

employees in par with productivity, and reinforce security to the employees

and the policies have be applied fairly and consistently.

Denning (2020) in his article on “Why a culture of experimentation

requires management transformation” has documented how innovation is

playing a great role during the pandemic and post pandemic. The innovations

are just starting and it is facilitating reinvention of commerce. The

organizations like amazon face book, Google and Microsoft have swiftly

embraced the new technologies during the pandemic and many others were

stuck. Globally digitization has become the necessity in the crisis period.

Organizations are trying their best to get back to normal but the author states

that it will not get back to the same way as before but it will be a different

world. Some organizations are doing rapid experimentation to cope up but the

transition is not easy. The reason for slow pace of innovation is because of

the slow culture of experimentation. The role of leadership is important in

experimentation. The successful organization has different kind of

management principles like operational and strategic agility. The article

recommends large scale experimentation, different set of systems, values and

attitudes.
 35

Tuzovic and Kabadayi (2020) have developed a conceptual framework

on social distancing and its effect on the organization, which in turn would

affect the well-being of the employees. The business condition during the

pandemic has led to the livelihood changes and it is a major concern for the

well-being of business and employees. Well-being of employees in this

context alluded to physical well-being, mental well-being, social well-being

and psychological well-being. Suggestions are provided by the authors at

macro, meso and micro levels with special reference to employee well-being.

Macro level deals with the government interventions required for the

pandemic situation such as travel restrictions, advisory measures like work

from home, financial aids and health care benefits. Meso level interventions

deal with how increased working hours have affected mental well-being of the

employees and also examined the factors which will affect the social well-

being of the employees like distancing from colleagues and friends. Micro

level deals solely with the employee well-being and the influence of skill,

support and self. The authors have recommended that it is important to

examine holistically the various macro, meso and micro level factors which

have affected the employees‟ well-being. The framework which is developed

can be replicated in other disasters in the future with respect to employee

wellbeing.

Diab-Bahman and Al-Enzi (2020) have studied the impact of pandemic

on conventional work settings in Kuwait. The study gives insight on the

pandemic impact on the primary employees which can be used by Human

 36

resource police makers to make policy decisions. The study explored what

are the employee’s thoughts about their work in pre-pandemic, how the new

work from home approach affects their conventional duties, the sentiments of

the employees who are virtual front-line workers and what are the hopes of

the employees in post pandemic. The findings show that majority of

employees want to review the old conventional way of working, majority of the

employees were enjoying the alternate strategies which are flexible,

considerable majority of the employees looked forward for a mixed method.

The study concludes that the employees‟ expectation is changing with the

post pandemic phase.

Dash Mohapatra (2020) has highlighted the post pandemic situation in

India and its impact on human resource management. The objectives of the

study are to assess the effect of COVID19 in Indian industry and to highlight

the challenges and opportunities of human resource professionals during

pandemic. Vulnerability of frontline work force especially healthcare

professionals and coping of post-traumatic stress was examined. Strategies

of various governments like China that is Artificial intelligence (AI) enabled

tracking and Quick Response (QR) code to monitor the movement of goods

were helpful. Macroeconomic policies have an impact on the workforce.

Impact on manpower especially the migrant workers and gig workers were

severely affected. Various HR functions would be impacted like increased

bias free recruitment, more humane and fair performance evaluation, Training

would be advanced but the initial cost would be high, restructuring of job
 37

design that is flexi-time have positive effect. Industrial relations would have

problems in negotiations; Compensation would be more due to safety

reasons; Leadership should be multidimensional and empowered for crisis;

Engagement becomes difficult in the virtual environment; and International

HR laws would be modified post-pandemic. These are the adverse effects of

the pandemic in relationship with HR management. The study could be used

in post pandemic scenario also.

METHODS

Research Design

Descriptive quantitative was used to determine employee’s organization

commitment in the new normal. Descriptive research is a quantitative research

method that attempts to collect quantifiable information for statistical analysis of

the population sample. It is a popular market research tool that allows us to

collect and describe the demographic segment’s nature.

Quantitative research, in contrast to qualitative research, deals with data

that are numerical or that can be converted into numbers. The basic methods

used to investigate numerical data are called ‘statistics. Statistical techniques are

concerned with the organization, analysis, interpretation and presentation of

numerical data. Statistics is a huge area of study with wide application across

many disciplines, including information systems and other areas of information

research. (Sheard, 2018)

 38

Respondents of the Study

The respondents of the research are the Filipino employees of the

financing, construction, and industrial companies. There is a total of 210

population which is 102 in Financing, 65 in Construction and 43 in the Industrial

company considering respective division as Sales, Field force and Site division.

The retrieval rate is 89 or 87% from financing, 54 or 83% from construction and

40 or 93% from industrial company. These employees are those who have been

working in the company for about 3 years and above and willing to participate in

this research.

Data Gathering Instrument

This study adopt the instrument of Allen and Meyer provided by Andrea

Annette Bonds 2017 Allen and Meyer (1990) proposed a three-component model

in their quantitative study measuring the antecedents of the affective,

continuance, and normative commitments of 256 clerical, managerial, non-

unionized, and supervisory employees. Meyer and Allen (1991) then expanded

on their earlier work by developing a multidimensional commitment model, known

as Meyer and Allen’s three-component model of commitment, which assessed

employees’ affective, continuance, and normative commitment levels (Benton,

2014).

Table 1
Reliability Analysis
Number Interpretatio
Indicators Cronbach Alpha Value of Items n
Affective 0.878 8 Good
 39

Normative 0.852 8 Good

Continuanc
e 0.858 8 Good
George and Mallery (2003) provide the following rules of thumb:
“_ > .9 – Excellent, _ > .8 – Good, _ > .7 – Acceptable, _ > .6 –
Questionable, _ > .5 – Poor, and_ < .5 – Unacceptable”

Data Gathering Procedure

After the topic approval, the researchers asked the managers for their

approval to participate in the study. They administered the questionnaire thru

google forms and follow up thru chat and messenger. The distribution was done

for a week thru the help of friends and colleagues. For the exact information

needed, the questions should not be leading and should cover the exact areas

needed by the researchers. The data is later analyzed to obtain the conclusions

needed and interpreted. It was submitted to the University statistician for further

computation.

Data Analysis

Frequency and percentage distribution was used to describe the

demographic profile of the respondents. Weighted average method and ranking

method were used to determine the organizational commitment. Analysis of

Variance was used to Test the differences in organizational commitment when

grouped to profile variables. The grade and weighted average are represented by

four Likert scales. Likert scale is a measurement method that tests people's

feelings or attitudes towards something by choosing the corresponding choice.

 40

Mean Range Verbal Explanation

3.50 -4.00 Strongly Agree

2.50 -3.49 Agree

1.50 -2.49 Disagree

1.0– 1.49 Strongly Disagree

Ethical Consideration

The ethical aspect of the research was strictly followed. Ample

time were given to the respondents to answer the questionnaire in their true

views and opinions. Consent and permission from the respondents were

ensured. Confidentiality was strictly followed and maintained in the study such

as the identity of the respondents was not disclosed to ensure the privacy of their

data.

RESULTS AND DISCUSSION

Table 2
Profile of the Respondents
Sex Frequency Percentage
Male 94 51.4
Female 89 48.6
Age    
20 below 2 1.1
20 to 29 107 58.5
30 to 39 56 30.6
40 above 18 9.8
Civil Status  
Single 133 72.7
Married 48 26.2
Widow/Widower 2 1.1
Educational Attainment
High School 30 16.4
Vocational 37 20.2
 41

College 116 63.4

Company Industry
Financing 89 48.6
Construction 54 29.5
Industrial 40 21.9
Income per Month
15,000 and below 102 55.7
15,001 - 30,000 58 31.7
30,001 and above 23 12.6

It can be observed from the table that most of the respondents were male

comprising 94 respondents which is equivalent to 51.4%. There were 89 or

48.6% who were female.

More than half of the respondents were 20 – 29 years old which

comprised 58.5% or having a frequency of 107. It is followed by those who were

between ages 30-39 which constitutes 30.6% of the respondents. The least

number of respondents were 20 years old and below which is only 1.1% of them

or a frequency of 2.

In terms of civil status, the highest number of respondents were from

single with a frequency of 133 or 72.70% followed by those who were married

with a frequency of 48 or 26.2%. The least number of respondents were widower

which has a frequency of 2 or 1.1%.

Based on their highest educational attainment, more than half of

the respondents were College graduate with a frequency of 116 or 63.4%

followed by Vocational graduate having 37 frequency equivalent to 20.2% while

the least number of respondents were High School graduate which comprised

16.4% or having a frequency of 30.

 42

Based on their company industry, largest portion of the

respondents were from financing at 48.6% and with a frequency of 89. It is

followed by respondents who belong to Construction with a frequency of 54 or

29.5% while the least part came from industrial constituting a frequency of 40 or

21.9%.

Lastly, in terms of monthly income, majority of the respondents

earn 15,000 and below which constitute 55.7% followed by 15, 001 – 30, 000 at

58 frequency equivalent to 31.7% while only 23 or just 12.6% earns 30,001 and

above.

The profile variables show that most respondents are male, young, single,

College graduate representing financing, construction, and industrial consulting

companies and who belongs to an average earner income group. For the

researchers, it is very good to understand perceptions of employees working in

this new normal and how they are committed to their job; that such profiling of

183 from various companies is of substantial number for human resource to

recognize and realize the importance of employees in the organization they

served.

It has to be noted that according to Nagar (2012) the meanings of

each of the Organizational Commitment components as Affective relating to

'positive desire to see the organization succeed in its goals and a sense of pride

in becoming part of the organization; the continuance commitment addresses an

individual's understanding of the costs of leaving the organization; and the

normative commitment to which an employee feels obligated to stay employed in

 43

the organization because it is right and moral thing to do. These are strong

markers and indicators of why need to study this young male employees working

in various work environment in this new normal.

Table 3
Organizational Commitment in terms of Affective Commitment
Affective Commitment WM VI Rank
1. I would be very happy to spend the rest of my career with this organization 3.27 Agree 1
2. I enjoy discussing my organization with people outside of it 3.20 Agree 4
3. I really feel as if this organization´s problems are my own 2.99 Agree 8
4. I don't think I could be as attached to another employer 3.03 Agree 7
5. I experience myself in the so-called. "Into the family" 3.16 Agree 5
6. I feel attached to the work community 3.22 Agree 2.5
7. I have a strong sense of belonging to this employer 3.16 Agree 5
8. This employer is of personal importance to me 3.22 Agree 2.5
Composite Mean 3.16 Agree  
Legend: 3.50 – 4.00 –Strongly Agree; 2.50 – 3.49 – Agree; 1.50 – 2.49 –Disagree; 1.00 – 1.49 – Strongly
Disagree

Table 3 presents the organizational commitment as to affective. It can be

observed that the respondents agreed on the organizational commitment in

terms of affective commitment as indicated by the composite mean of 3.16. All

the items were rated as greed with weighted mean ranging from 2.99 – 3.27. On

the first rank was that employees would be very happy to spend the rest of their

career with this organization (3.27), feel attached to the work community and this

employer is of personal importance to me (3.22). They also enjoy discussing my

organization with people outside (3.20), don’t think they could be as attached to

another employer and really felt as if this organization´s problems are their own

(3.03 and 2.99 respectively)

 44

Affective commitment plays a significant role to the organization. Results

show how employees felt their happiness and satisfaction in life working in their

respective career either in the construction, financing or industrial company. This

means that they are working harmoniously and it is difficult for them to leave the

company for they are emotionally attached to each other especially in this time of

pandemic, that personal relationship is very much observed working remotely.

For Banks, Dionne, Sayama & Shmid Mast (2019), with more people working

remotely than ever before and with a future of uncertainties, the work

relationships can, have, and will be affected.

This was affirmed by Kumari & Afroz (2013), that committed employees

resulted into loyalty to the organization. An affective commitment is an

employee’s emotional attachment to identification with and involvement in an

organization. Further, they analyse the role of affective commitment in

employee’s life satisfaction. Parallel with the result of this research organizational

affective commitment is highly significantly related with life satisfaction among

managerial employees. Life satisfaction is the embodiment of a global judgment

about one’s life taken as a whole. It is positive evaluation of the condition of one’s

life, judgment.

Truly for Singh & Gupta, (2015) affective commitment is determined by an

employee’s choice to remain committed to an organization due to some

emotional identification. It refers to an emotional attachment of staff. Once the

commitment has been completed, the firm has an additional chance to create

loyalty from their employees. However, the firm must also be strict to keep
 45

commitment, because when the commitment obligation is complete, employees

believe that they can prolong their work at the same company. ( NGUYEN,

Thanh Hung, TU, Van Binh (2020)

Table 4
Organizational Commitment in terms of Normative Commitment
Normative Commitment WM VI Rank
1. I think people change employers too often 2.84 Agree 8
2. I believe that an employee should be loyal to their employer 3.33 Agree 1
3. I think that a person who is constantly changing employers is unethical 2.89 Agree 6
4. If I got a better job, I would feel wrong to accept it and leave my current employer 2.87 Agree 7
5. Things were better when people stayed with one employer for most of their careers 2.96 Agree 5
6. I will continue my employment because I experience loyalty to my own organizations 3.19 Agree 2
7. I think it makes sense to want to be a so-called. company man / woman. 3.08 Agree 3
8. The work must be completed even if free time is spent on it 3.03 Agree 4
Composite Mean 3.02 Agree  
Legend: 3.50 – 4.00 –Strongly Agree; 2.50 – 3.49 – Agree; 1.50 – 2.49 –Disagree; 1.00 – 1.49 – Strongly
Disagree

Table 4 presents the organizational commitment in terms of normative

commitment; the composite mean of 3.02 means they all agreed on weighted

mean ranging from 2.84 – 3.33. First agreement on the list was employees

believe that an employee should be loyal to their employer (3.33), they will

continue employment because they experience loyalty to their own organizations

(3.19),followed by the work must be completed even if free time is spent on it

and things were better when people stayed with one employer for most of their

careers( 3.03 and 2.96 accordingly).Least agreed items were got a better job,
 46

would feel wrong to accept it and leave my current employer thought people

change employers too often ( 2.87 and 2.84).

The result shows that loyalty of the employees to the company represents

their willingness to make efforts for the benefit of the organization and the desire

to remain in them. Normative commitment reflects a sense of obligation on

employees to remain in the organization whether financial, construction and

industrial companies. For the employees, they feel their importance and loyalty to

the organization they serve as product of how they also address the new normal

working environment. It was very much observed that the safety of the

employees in this time of pandemic was felt specifically in complying with safety

protocols and government regulations.

According to Baştug et al. (2016), this can be referred to as organizational

trust and organizational commitment which are considered as the most important

entraining factors for organizational success. In this study of Bastug et al, they

discovered relationship between organizational trust and organizational

commitment using Meyer and Allen as a result. It is remarkable that trust of

participants in director positively affected emotional and normative commitment

and emotional commitment of male employees was more than that of female

employees. It was concluded that organizational trust positively affected

organizational commitment.
 47

Table 5
Organizational Commitment in terms of Continuance Commitment
Continuance Commitment WM VI Rank
1. It would be really hard for me to quit my job even if I wanted to 3.05 Agree 2
2. Too much of my life would be disrupted if I resigned 2.90 Agree 5
3. I would find it scary to resign if I didn't have an alternative job ready 3.12 Agree 1
4. It would be expensive for me to leave my current employer 2.99 Agree 3
5. At the moment, staying with my current employer is as mandatory as it is
2.85 Agree 6
necessary
6. If I had already given so much to this organization, I might consider leaving 2.81 Agree 7
7. I find it difficult to adapt to a new work environment 2.68 Agree 8
8. I find it harder for me to leave my organization in the future 2.93 Agree 4
Composite Mean 2.92 Agree  
Legend: 3.50 – 4.00 –Strongly Agree; 2.50 – 3.49 – Agree; 1.50 – 2.49 –Disagree; 1.00 – 1.49 – Strongly
Disagree

Table 5 presents the respondents agreed on the organizational

commitment in terms of continuance commitment as indicated by the composite

mean of 2.92. All the items was agreed by the respondents with 2.68 - 3.12

mean. The highest weighted mean of 3.12, employees would find it scary to

resign if they don’t have an alternative job ready. Second was it was really hard

for them to quit their job even if they wanted to (3.05). Next is it would be

expensive for them to leave their current employer (2.99) and respondents I

hadn't already given so much to this organization, and might consider leaving

(2.8)1. The least agreed was to find it difficult to adapt to a new work

environment(2.68).

Continuance commitment result shows employees need to stay with the

organization due to the nature of work in the financing, construction and industrial

companies for employees felt it is hard to change employers, given the situation

of SARS-CoV-2. The industry is experiencing post-pandemic that many

production businesses had closed and as a result, employees will stay in the
 48

company instead of looking for another opportunity. This was observed by

Bonacini, Gallo & Scicchitano (2020), that companies in different industries

allowed their employees to work from home which enabled the employees to

keep their jobs and earn their wages. Companies were then able to keep their

businesses alive and moving forward. It was observed that countries and regions

enforced restrictions and guidelines, limiting people’s freedoms and mobility, with

the goal to minimize the spread of the virus and limit the deaths caused by the

disease

For the employees, continuance commitment is considered as a

consciousness of the expenses related with leaving the organization and that

expertise and knowledge cannot easily move to other company which enhances

the commitment of employees with their present organizations. ( Mariam Sohail*

and Muhammad Ilyas† 2018)

Table 6
Differences between Organizational Commitment when grouped to Profile Variables
Affective Normative Continuance
Profile
F p I D F p I D F p I D
Sex 1.546 0.215 NS FR 0.000 0.997 NS FR 0.047 0.828 NS FR
Age 0.905 0.440 NS FR 0.534 0.660 NS FR 2.208 0.089 NS FR
Civil Status 4.782 0.009 S R 3.300 0.039 S R 7.898 0.001 S R
Educational Attainment 6.464 0.002 S R 0.794 0.453 NS FR 2.307 0.103 NS FR
Company Industry 14.999 <0.001 S R 15.093 <0.001 S R 19.913 <0.001 S R
Income per Month 2.350 0.098 NS FR 2.549 0.081 NS FR 4.570 0.012 S R
Legend: Significant at p-value < 0.05; R – Rejected; FR – Failed to Reject; S – Significant; NS – Not Significant
 49

As indicated from the table above, there is significant difference in

assessment in organizational commitment in terms of affective commitment when

grouped to civil status, educational attainment and company industry since the

computed p values are less than 0.05 level of significance. This implies that

assessment in organizational commitment in terms of affective commitment

differs when grouped to civil status, educational attainment and company

industry. Respondents who were widow/widower, college graduate and came

from financing industry had higher assessment in organizational commitment in

terms of affective commitment.

Affective commitment has been shown to provide the greatest benefit to

the organisation (Meyer et al., 2002, Meyer and Maltin, 2010). It has also been

shown to be more strongly associated with desired work behaviours (Meyer and

Herscovitch, 2001), such as making extra efforts to be a good organisational

citizen (Ambler and Barrow, 1996, Burmann et al., 2009). This review leads us to

conclude the importance of affective commitment as a driver of desired

behaviour and the appropriateness of studying it isolated from other type of

commitment mind-sets in greater depth.

There is significant difference in assessment in organizational

commitment in terms of normative commitment when grouped to civil status and

company industry since the computed p values are less than 0.05 level of

significance. Thus, assessment in organizational commitment in terms of

normative commitment varies when grouped to civil status and company

industry. Respondents who were widow/widower and came from financing

 50

industry had higher assessment in organizational commitment in terms of

normative commitment.

In research done by Jaron et al (2015) it is stated that widow’s exert

efforts to remain with the organization because they feel that they are obliged to

do so, and that leaving would surely cause guilt feelings. Grief can be

influenced by relationships, the setting, work environment and the survivor’s

personal and social resources. C. Ryan Dunn, 2015.

Moreover, there significant difference in assessment in

organizational commitment in terms of continuance commitment when grouped

to civil status, company industry and income per month. Therefore, assessment

in organizational commitment in terms of continuance commitment is affected by

civil status, company industry and income per month. Respondents who were

widow/widower, came from financing industry and had an income of less than

15,000 had higher assessment in organizational commitment in terms of

continuance commitment.

Meyer and Allen (1997) define continuance commitment as “awareness of

the costs associated with leaving the Organization”. It is calculative in nature

because of the individual’s perception or weighing of costs and risks associated

with leaving the current Organization (Meyer & Allen, 1997). Meyer and Allen

(1991) further state that “employees whose primary link to the Organization is

based on continuance commitment remain because they need to do so”. This

indicates the difference between continuance and affective commitment. The

latter entails that individual stay in the Organization because they want to.
 51

Romzek (1990) describes continuance commitment as a transactional

attachment.

Hence, it is established that significant mean difference does not persists

among single and married employees and their perception with regards to

continuance commitment. The outcome of the above test discovered that

widow/widower employees are having healthier continuance commitment in

financing industry.

Table 7
Proposed Plan of Action for Organizational Commitment of Employees
KEY RESULT AREAS Strategies / Activities Persons Involved
Affective Commitment

(Relating to 'positive desire to see the

organization succeed in its goals and a
sense of pride in becoming part of the
organization)
Health break discussions of employees Top management
I really feel as if this organization´s concerns in the new normal working
problems are my own environment  Human Resource Generalist

Debriefing when there are employee’s

I don't think I could be as attached to
another employer
Risk Management Team/ Health Security
family who are victims of Covid 19
team
More safety protocols to address the new
normal
Human Resource Generalist
Additional flexible rules and regulations
for the New Normal

 52

Normative Commitment

(Employee feels obligated to stay

employed in the organization because it is
right and moral thing to do)
I think people change employers too often
 Benchmarked with other company policy
 If I got a better job, I would feel wrong to
accept it and leave my current employer
Additional protocols aside from
DOLE/DOH rules and regulations
in the New Normal
Teambuilding Zoom in order to build
Familial culture
Risk Management Team/Health Security
team
Consulting Lawyer of the Company
Planning Head
Human Resource Generalist

Continuance Commitment

(Addresses an individual's understanding

of the costs of leaving the organization)

If I had already given so much to this Review retirement benefits Human Resource Generalist
organization, I might consider leaving
Revisit incentives for employees’ years of
I find it difficult to adapt to a new work service
environment Marketing Department
Awarding of Employees Virtually
Awards Committee Group

CONCLUSION

1. The profile variables show that most respondents are male, young, single,

College graduate representing financing, construction, and industrial

consulting companies and who belongs to an average earner income group.

 53

2. The organizational commitment as to affective means employees agree that

they are very happy to spend the rest of their career with this organization, in

terms of normative commitment; employees also agree and believed that

have sense of loyalty, On the other hand, continuance commitment as agreed

focused on how employees would find it frightening to resign if they don’t

have an alternative job ready.

3. Employees who were widow/widower, college graduate and came from

financing industry had higher assessment both in affective and normative

commitment dimension. Additionally, Respondents who had an income of

less than 15, 000 had higher assessment in the continuance commitment.

4. A proposed plan of action was formulated to enhance organizational

commitment among employees.

RECOMMENDATIONS

1. Since salary and educational attainment differed significantly to organizational

commitment, Human Resource department may revisit their Salary Scheme

and equate it to employees’ educational qualifications.

2. The new normal environment (continuance commitment), flexible working

environment. schedule and other fringe benefits may be discussed among top

management to ensure keeping loyal employees of the organization

 54

3. The proposed plan of action maybe discussed by Human resource managers

for possible comments and utilization.

4. Future researchers may do similar study using other organizations and other

dimensions on Organizational commitment

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