Journal of Sustainable Management Studies eISSN 2773-5516; Vol.

1 (1); 2020;11-18
Published by Majmuah Enterprise
www.majmuah.com

Relationship between Organizational Commitment and Job Performance

among the Employees at Telekom Malaysia Berhad Miri.
WANI SYAZWANI KIPRAWI
Faculty of Business and Management, Universiti Teknologi MARA Sarawak (UiTM)
94300 Kota Samarahan, Sarawak, MALAYSIA
Email: wsyazwani97@ymail.com

ARROMINY BINTI ARABI

Faculty of Business and Management, Universiti Teknologi MARA Sarawak (UiTM)
94300 Kota Samarahan, Sarawak, MALAYSIA
Email: arrominyarabi@uitm.edu.my

NORLELAWATI ISMAWI
Faculty of Business and Management, Universiti Teknologi MARA Sarawak (UiTM)
94300 Kota Samarahan, Sarawak, MALAYSIA
Email: nismawie@gmail.com

DIO CAISAR DARMA

Department of Management, Samarinda High School of Economics, Samarinda, INDONESIA.
Email: diocaisar@stiesam.ac.id

Received: Nov 20, 2020

Accepted: December 15, 2020
Online Published: December 24, 2020

Abstract

This research purpose is to study the relationship between organizational commitment and job performance. The study
comprises the Three-Component Model (TCM) of commitment by Allen & Meyers (2004), which measures the three
elements of organizational commitment which were affective commitment, normative commitment and continuance
commitment. The objectives of this research were to investigate the relationship between organizational commitment
and job performance. Hence, sampling frame and sampling technique utilized and used in this research study were the
employees at Telekom Malaysia Berhad Miri. Moreover, the researcher examined the findings of study by distributing
the questionnaires to the respondents which varied from different their gender, age, marital status, educational level,
service with the organization and working group. Furthermore, this study was conducted using an adopt version from a
Three Component Model (TCM) of commitment from Meyers & Allen (1997) and Borman & Motowilde (1993) and
Shahrul (2015). Thus, 120 respondents were selected as sample size to answer questionnaire provided by the
researcher. The researcher interpreted the data received from the respondents and suggested appropriate
recommendations to the organization for future research. In conclusion, the findings showed that the organizational
commitment which were affective commitment, continuance commitment and normative commitment significantly
affected job performance.

Keywords: Affective Commitment, Continuance Commitment, Normative Commitment, Job Performance

1. Introduction

Nowadays, organizational commitment is defined as one of the fundamental factors that affect the success of the
companies. Organizational Commitment is among the most popular topics in the field of management research (Wasti,
2013). Organizational commitment is a bond that the employees have with the organization they work with and the
degree to which they can identify themselves with the values of the organization (Cohen, 2014). Referring to Bushra et
al. (2011), organizational commitment is vital to any organization because it is a good predictor of organizational goals,
absenteeism, turnover, and productivity. Generally, there are three dimensions of organizational commitment which
are affective commitment, normative commitment and continuance commitment. Affective commitment refers to an
employee’s emotional attachment to the organization, including beliefs and desires regarding organizational goal
achievement. Normative commitment is referred to as the employee’s feelings of obligation to remain with the
organization. Finally, continuance commitment is based on the cost incurred by employees if they wish to leave the
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Journal of Sustainable Management Studies eISSN 2773-5516; Vol. 1 (1); 2020;11-18
Published by Majmuah Enterprise
www.majmuah.com

organization. These dimensions can affect job performance in organizations. Job performance refers to the work-
related activities expected of an employee and how well those activities were executed. Job performance is the
achievement of a designed task with a time set and done by a person who later is measured by using performance
management (Shahzad, Luqman, Khan & Shabbir, 2012). Another study stated that the organization acknowledges that
an employee’s performance is related to the result of their job performance (Daniel, 2014). The employee’s
empowerment and employee involvement are essential components to contribute to success in the organization
(Zabijakin-Chatleska, 2013). Therefore this study was conducted to investigate the relationship between organizational
commitment and job performance.

2. Research Problem and Objectives

Job commitment is described as the forming of an employee’s attitude or relationship towards an organization due to
their psychological state (Md. Zabid Abdul Rashid, Murali Sambasivan and Juliana Johari, 2003). Job commitment is
essential in an organization as it can influence the employees’ sense of belonging to an organization and as well as
affecting the employee’s level of effort and turnover rates in an organization (Stroh and Riley, 1997). Based on Kaplan
Metin and Kaplan Asli, organization commitment yields positive outcomes for both individual and organizational
consequences. Hence, the relationship will move in the direction of the employees’ job performances (Kaplan Metin
and Kaplan Asli, 2018). Allen and Meyers built a Three-Component Model (TCM) of commitment, which defined in
three forms of organizational dedication, affective commitment, normative commitment, and continuance commitment
(Allen & Meyers, 2004).

The organizational commitment that was chosen and studied for this research consists of the three mentioned
components, which are affective commitment, normative commitment, and continuance commitment, and their
relationship with job performance. There is no denying that organizational commitment plays a vital role in all kinds of
organizations, specifically in both the public and the private sector. Previous studies have shown that one’s job
commitment is interrelated to an employee’s job performance. A study mentioned that an organization's success, which
comes from an excellent job performance of employees, depends on the level of organization a company has (Liou,
2008). Besides that, a more recent study was done among nurses in India, which claims that job commitment does
have its effect on job performance (Jyoti Sharma and Rajib Lochan Dhar, 2015). On the other hand, some studies had
been done regarding the relationship between organizational commitment and job performance, which concluded that it
was not an organisational commitment, but employee’s commitment to their job is what influences job performance the
most. (Schoemmel and Jonsson, 2014). Organizational commitment is always related to another factor, which is job
satisfaction (Flickr, 2014). In every organization disregarding whether it is from the public sector or the private sector,
there will always be an employee that is not satisfied with their current situation and jobs at the workplace. Many
factors affects the job satisfaction of the employees such as biases in the workplace, conflict with other workers, and
many more. (Flicker, 2014) mentioned that the lower level of an organizational commitment is contributed by the lower
level of job satisfaction among employees in the organizations.

Referring to (Otazo, 2011), employees have negatives emotions and show their refusal to commit by not being
committed to their jobs because they feel that they are not satisfied with their jobs. Besides, a manager’s contribution
to the employees may also be the cause of conflict rather than maintaining a harmonious relationship between the
employees and the manager and even the management of the organization. This issue will then lead to poor
performance and cause excessive employees’ turnover Norizan (2012). This issue can also affect the employer of an
organization who has a limited understanding of the matter on how to satisfy their employees. Besides that, the problem
that had occurred relating to job performance is the absenteeism of the employees in the organization. This issue can
significantly affect employee’s performances in the organization. Thus, it can lower productivity and the employees’
motivation at their workplace. When the employees have a low commitment to their respective jobs, they are unable to
see how their actions may affect the organization and its profits. Based on Carabelli (2015), employees who sometimes
feel that their job is a temporary thing, may not happy for many or other reasons due to the fact that they feel that they
have a low-level position in the organizations.

This, in turn, may result in them, whether unconsciously or consciously, into producing a feeling that can disrupt their
loyalty or commitment to their job. This is the cause of absenteeism among employees which is, the lack of motivation
and commitment to their jobs. Employees with high absenteeism records are due to their low organizational
commitment. This is supported by the recent study by Aydogdu and Asikgil (2011), in which the results indicated that
the relationship between absenteeism and organization commitment is negative. The performance aspects, the level of
commitment an employee has can be assessed such as attendance at work, the performance of assigned duties, and
organizational behaviour. A committed employee that is committed to their jobs in the workplace will enjoy their

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workplace and the time they spend there. They are bound to follow and believe in the organizational goals and values,
therefore, demonstrate a more exceptional job performance and efficiency in the workplace. This has proven in a study
done by Rani and Mishra in 2008. Hence, it is possible that the job performance set by the organization may not be
achievable by the employees in the organizations. This has been proved in a more recent survey by Hislop (2015) on
how limited the levels of commitment appeared to be. However, all these findings and studies were done more in
foreign countries, which indicates limited research on the relationship between organizational commitment and job
performance locally. Thus, the objective of this research is to determine the relationship between organizational
commitment and job performance among the employees at Telekom Malaysia Berhad Miri.

3. Literature review

3.1 Affective Commitment

Affective commitment concept is initially derived from the Social Exchange Theory (SET), founded by George
Homans Jyoti Sharma and Rajib Lochan Dhar (2015). Based on past studies done among non-governmental
universities in Ankara, Turkey, affective was commitment founded to affect job performance positively Ebru Evrensel
Inanc & Elif Ozdilek (2015). In this study, Ebru and Elif mentioned that academicians who have a high level of
affective commitment often have a positive impact on their job satisfaction. This, in turn, enables the academician to
feel more motivated and be productive which results in excellent job performance. Another past study that had been
done in Denmark also indicated that while affective commitment did not have any significant connection to the
employees’ intention to quit, it did have a positive impact on the employees’ job performances instead (Kristina
Schoemmel & Thomas S. Jonsson, 2014). In detail, Kristina and Thomas concluded that the level of affective
commitment of an employee often acts as an indicator of an employees’ intention to quit the company. The level of
affective commitment in an employee is influenced by factors that vary, such as the company’s building infrastructure,
the organization’s facilities, and conflicts at the workplace. When their level of affective commitment is low, the
employees unconsciously or consciously perform poorly in their job, true to their intention to leave the organization.

In this study, the author also highlighted that an employee can have a high level of affective commitment but still have
the intention to quit their job. This is due to the fact that it is crucial to know on what aspect the employee has its
affective commitment towards for. Kristina and Thomas have concluded that the result of their finding suggests that
employees with a high level of affective commitment toward their department but a profound sense of affective
commitment on their job may result in their negative job performance results. On the other hand, if an employee does
have a high affective commitment towards their job instead of their department, they can achieve a positive job
performance result. The level of affective commitment is also affected by the internal service performance among an
employee and their colleague Benjamin R (2016). Based on a study done by Benjamin among the police officers in
Netherland, the level of internal service performance is based on how willing an officer is in helping his or her
colleague (extra-role performance). The higher the level of affective commitment within an employee, the more they
are willing to put extra effort into others. This improves their relationships among their colleagues which results in a
better-perceived working environment for the officers. With this, their job performance results will often be good due
to the positive atmosphere at the employees’ workplace. The emotional attachment of an employee increases an
employee’ trusts towards the organization, as well as their sense of responsibility Allen and Meyers (1991) as cited in
a study done in Lahore, Pakistan by Ameer A. Basit (2018), which in turn influences on the employee’s job
performances. Also, previous research has shown that employees with a high-level affective commitment have a high
sense of loyalty (Harrison-Walker, 2001) towards their organization with the desire to remain in that particular
organization (Lee, 2008).

3.2 Normative Commitment

Normatively committed employees feel emotionally attached to their organization and experience moral obligation to
their employer, respectively, illustrate the calculative aspect of employee’s commitment towards an organization. The
employee’s job must be suitable because it determines whether or not the employee is well-suited for the job (Zheng
et al., 2010). Committed employees are expected to perform at their maximum effort to make sure that the
organization can achieve its strategic aim (Dessler, 2011). Another past study that had been done in Yogyakarta and
Surakarta also indicated that employees who have committed will be able to ensure that they will keep working and
stay within their organization (Veronica Tarigan & Dorothea Wahyu Ariani,2015). In detail, normative commitment
reflects the feeling of obligation to continue employment (Elaina Rose Johar, Norzanah Mat Nor, Roshidi Hassan, and
Rusnifaezah Musa, 2018). Normative commitment means that they will be the employees who have loyalties towards
the company. When employees are more committed to the organization, they will be more willing to work above and
beyond the contract agreed by employees and employers. Dedicated employees feel greater responsibility, thus,
reducing the manager’s need to monitor and supervise. Committed employees are expected to be less likely to leave
the organization, resulting in the reduction of recruitment and selection expenditures (Mahal, 2012). Abdul Wahab S.
13
(2015) believes that successful organizations are aware that employee satisfaction, performance, and employee
engagement are crucial to the organization.

Organizations and employees must depend on each other to achieve their objectives. Organizations and their
employees have a synergetic bond in which they are both dependent on each other to fulfil their desires. (Sharma et
al., 2010). The loyalty of employees towards the organization shows that they are satisfied with their performance.
They will feel guilt-ridden about leaving the organization even if a new employment opportunity appears outside of
the organization (Francisco Cesário and Maria José Chambel, 2017). Employees that are committed to their
organization are said to be of the normative type, which remains in the organization because of their belief. (Noor
Harun Abdul Karim and Noor Hasrul Nizan Mohammad Noor, 2017). Another study that had been done in India also
said that the commitment can, therefore, represent multiple entities (R. K. Jena, 2015). These various entities'
framework is useful if the intention is to measure the commitment of a set of groups in an organization. Employees
remain loyal to the organization because they want to achieve higher levels of commitment to their work and job.
Employees tend to focus their commitment to the activities which they believe to be valued by the organization. (R. K.
Jena, 2015).

3.3 Continuance Commitment

Continuance commitment is defined as the need to remain in the organization because employees can overcome costs
related to the organization if they quit the organization. According to (Kaplan & Kaplan, 2018), they have considered
that they don’t have any other job alternatives and don’t want to find new jobs, employees prefer to stay in the
organization. In the same study, those with strong continuance commitment because they need to rather than they
want to or feeling that they ought to do so. It can be summarized that continuance commitment is related to job
performance. Another study by (Inanc & Ozdilek, 2015) investigated continuance commitment and job satisfaction of
academic staff in Turkey. It stated that Continuance commitment is the factors of the thoughts of the employees that,
if they leaving the organizations the problem would be too serious like change of places, not being able to adapt to
another organization, or not being able to find another job. Continuance commitment can be clarified by the
investments made to the organization and the perceived alternatives for finding another job. Meanwhile, (Frankel &
Otazo, 2011) clearly defined continuance commitment is as commitment based on the perceived costs, both economic
and social of leaving the organization. Continuance commitment according to (Hislop, 2015) this organizational
commitment dimension is referring to commitment of the person or the employees based on the costs the person
associates with leaving the organization.

From what Hislop has mentioned, it means that he believed that employees who have a high continuance commitment
possibly will not participate at work in any event or volunteerism as required by the organization where the employees
work. In addition, employees that are influence by continuance commitment only will stay because they have to stay
at the organization, are devoted to the organization in the satisfying way and may leave when another opportunity
comes to them. This type of commitment occurs when employees thinking of the positives and negatives of leaving
the current organizations. Apart from that, according to (Mamat, 2015) continuance commitment develops out of the
perceived cost (benefits against loss), and requires that the employees be aware of these benefits and losses. Therefore,
different employees who encounter identical situations may experience different level of continuance commitment.
(Whitener, 2013) mentioned that continuance commitment is the stress that employees need to stay in the
organizations to perceived the cost of leaving is heavy and desired to committed to the job. Organization commitment
is defined as an attitude reflecting workers’ loyalty to their organization (Luthans, 2005). Organizational commitment
is a core predictor of an employee’s attitude to the organization and is a reliable indicator of turnover behaviour,
withdrawal tendency, and organizational citizenship behaviour (Wright (2005). According to a study conducted at
Manila, she stated that a high commitment environment improves employee retention rate, reduces operating costs,
and promotes employee performance efficiency (Liou, 2008).

To ensure that employees are satisfied and committed to their jobs, there is a need for a reliable and affective
motivational strategy at various levels of the organization. The most used theories in organizational commitment are
the three-component model, which is the affective commitment, continuance commitment, and normative
commitment. These three-component has been the leading approach in studying organizational commitment for more
than 20 years (Cohen, 2007). Recently, it has been the most widely accepted conceptualization of organizational
commitment (Herrbach, 2006). Furthermore, Ayeni and Phopoola (2007) have found a strong relationship between
organizational commitment and job performance. According to them, job performance determines mostly on how
well an organization meets the employee’s expectations.

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 3.4 Job Performance

Job performance is defined as “the extent to which employee contributes to organizational effectiveness, which is
depending on the work role of the individuals have. Besides that, job performance, also known as work performance.
According to (Caillier, 2010; Norzita S. et al. 2020 ), job performance is a term referring to the quality of work of an
employee, which has become an essential factor in terms of the marketing competition among the organizations.
Based on Johanim Johari, Fee Yean Tan & Tijik@Zulkarnain, 2016). Job performance is one of the vital outcomes
that have been within an organization for a continuous measure. Therefore, job performance has been given serious
attention and focuses on both organizational psychology and human resource management. Apart from that, Job
performance is one of assessment of whether an employee’s effort and a measurement of an employee’s behaviour.
The job performance of an employee is one of the significant assets of any organization. Job performance can result
in the forming of healthy competition that an individual can make a high contribution to the organization.

Another study done by Hueryeren Y, Dachuan H (2012) stated that job performance is considered as the
productiveness of an employee that will affect the job contribution, quality, and quantity of an organization. Every
organization must be committed to encourage their employee to perform their job in a high manner as the contribution
of the job performance by the employee will lead to the success of the organization. Besides that, an employee will
have a higher chance for themselves to be promoted to a top job position, respectively, as it is a career improvement
that desires by all employees in any organization. Ghosh et al. (2015), Krasman (2012), and Sulea et al. (2012) found
that skill variety significantly contributed to a positive attitude and behavioural outcomes of employees. When
KSAO’s perceived that their job challenges or stretches their competencies, they may find the job to be of enormous
personal meaning, resulting in better work performance. KSAO stands for knowledge, skills and other attributes.
Therefore, it is essential to determine the KSAO’s of every employee within the organization to be aligned with the
organizational goals as the employees with KSAO’s will produce a positive impact on the job performance and
eventually leads to the success of the organization.

4. Research Methodology

This is a cross sectional study conducted among the employees in Telekom Malaysia Berhad Miri with the use of a
questionnaire to 120 employees, and the sample size needed is a minimum of 92 respondents. The questionnaire used
contained three parts; “Section A,” “Section B,” and “Section C.” These questionnaires were then distributed to
collect sufficient data to determine the relationship between organizational commitment and job performance on
employees. Section A of the questionnaires contained a set of questions that required the respondents to respond on
their demographic backgrounds, such as “Age,” “Educational Level” and “Gender.” Section B, on the other hand,
asked on the variables of the study; “Affective Commitment,” “Normative Commitment,” and “Continuance
Commitment.” The last section of the questionnaire, “Section C,” covered the aspects of the employee’s job
performances. A Likert-scale was used in section B and section C, where respondents rated their agreeableness on a 1
to 5 scale which if the employee choose “1 indicating the employee “Strongly Disagree”, “2 indicating “Disagree”,3
indicating “Neutral”, “4 indicating “Agree” and “5 indicating the employee “Strongly Agree”.

5. Finding and Discussion

102 employees were chosen to answer the questionnaires but only 102 questionnaires were returned giving the
response rate of 85%. As a result, only the 102 questionnaires were analysed.

Table 1: Reliability Analysis

Variables Cronbach’s No. of
Alpha item
Affective Commitment 0.744 5
Continuance Commitment 0.725 5
Normative Commitment 0.751 5
Job Performance 0.766 5

Table 1 shows that normative Commitment have the highest values of Cronbach’s Alpha, which is .751 that is
considered as acceptable followed by Affective Commitment and lastly is Continuance Commitment, which the
Cronbach’s Alpha value is .744 and .725 that is also considered as acceptable. The value of Cronbach’s Alpha for the
dependent variable, which is Job Performance, is .766 which means it is acceptable.
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 Table 2: Skewness and Kurtosis for Normality Test

Variable Skewness Value Kurtosis Value

Affective Commitment -1.85 5.91

Continuance -.122 2.08
Commitment
Normative Commitment -2.23 7.19
Job Performance .310 -.225

To determine the normality, skewness and kurtosis were determined accurately in this research study which is The
Relationship between Organizational Commitment and Job Performance at Telekom Malaysia Berhad Miri. The
skewness and kurtosis value should be between -2.00 and +2.00, with a significant value of more than 0.005 (Pallant,
2005). According to Sekaran (2010), the normal value for Skewness is -1.00 to +1.00, and for normal kurtosis is -3.00
to +3.00.

a. Respondent’s Profile
Table 3: Demographic profile of respondents (n=102)

Variables f %

Gender
Male 51 50.0
Female 51 50.0
Age
< 21 4 3.9
21-30 35 34.3
31-40 28 27.5
41-50 29 28.4
> 50 6 5.9
Marital Status
Single 38 37.3
Married 61 59.8
Divorced 3 2.9
Educational Level
SPM 8 7.8
STPM 13 12.7
Diploma 55 53.9
Degree 24 23.5
Master Degree 2 2.0
Service in Organization
<1 year 15 14.7
1-5 years 17 16.7
6-10 years 25 24.5
>10 year 45 44.1
Working Group
Professional Staff 49 48.0
Support 53 52.0

16
Below results shows the relationship between organizational commitment and job performance among the employees at
Telekom Malaysia Berhad Miri.

Table 4: Mean and Standard Deviation Level of Organizational Commitment (n=102)

Variables Mean Standard Deviation

Affective Commitment 4.1294 .56963
Continuance Commitment 3.9647 .54530
Normative Commitment 4.1627 .49129
Job Performance 4.1882 .48078

The results indicate that the Normative Commitment has the highest impact and the most influence factor of the
Relationship between Organizational Commitment and Job Performance at Telekom Malaysia Berhad Miri. The
mean score for Normative Commitment is 4.1627, meanwhile the standard deviation is .49129, followed by affective
commitment which the mean score was 4.1294 and standard deviation is .56963 and lastly were Continuance
Commitment which the mean score was 3.9647 while the standard deviation is .54530. In the meantime, the mean
score for Job Performance is 4.1882 and the standard deviation is .48078. Table 4 shows the detail of the descriptive
analysis using mean and standard deviation procedures for all the variables.

Table 5: Correlation analysis between work-life balance and job performance

Variable 1 2 3 4
Job Performance 1 .576** 585** .570**
Affective Commitment 1 -.064 -.001
Continuance Commitment 1 069**
Normative Commitment 1
**. Correlation is significant at the 0.01 level (2-tailed).
The relationship for each of the elements in Organizational Commitment (IV) and Job Performance (DV) was
examined using Pearson Product Moment Correlation Coefficients. Correlation Coefficient is able to provide a
numerical overview of the direction and strength of the linear relation between IVs and DVs. The size of the absolute
value formulates information on the strength of the relationship (Pallant, 2007). According to Salkind (2017),
correlation refers to a technique to identify and measure the relationship value of two or more variables. The purpose
of doing correlation analysis is to determine the strength and direction of the relationship between two variables. The
result indicates that the relationship between affective commitment, continuance commitment and normative
commitment on job performance are significant. The findings of the correlations between the independent variables
and the dependent variable are summarized in Table 5.

6. Conclusion and Recommendations

Based on the findings of relationship between organizational commitment and job performance at Telekom Malaysia
Berhad Miri, it proves that organizational commitment practices are directly related to the job performance. Thus, the
conclusions of this study were analyzed by researcher. The findings showed that the highest elements of
Organizational Commitment that have the highest contribution towards employees’ Job Performance were the
Continuance Commitment followed Normative Commitment and Affective Commitment. The study showed that most
of the employees in the Telekom Malaysia Berhad Miri engaged in the Continuance Commitment, which contributes to
the enhancement of their job performance. The result shows that the Continuance Commitment has the highest
relationship between Organizational Commitment and employees’ Job Performance. It has a large strength and
positive relationship and the results proved that the correlation of the study was significant in the Telekom Malaysia
Berhad Miri. There were many suggestions generated by previous studies in identifying the relationship between
workplace conflict and employees’ job performance.

In this study, the researcher has divided them into two types of recommendation, which is the recommendation for
organization and as a reference for future research that conducting similar research. As for organization, Telekom
Malaysia should conduct more seminars or regular meeting that involves employees. Furthermore, Telekom Malaysia
Berhad Miri should organised Family Day activities to enhance their employee’s relationship between their colleagues
and even their families. As for the future research, this study must be conducted more in both public and private sector
as both of the sectors have different environment and culture in their organization. Moreover, be strategic in choosing
timing to distribute the questionnaire to prevent from the respondent to feel burden or incomplete questionnaires to be
17
collected. Lastly, use different research design such as Google form, interview and qualitative method to help collect
more accurate data by using other research design.

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