Relation between Affective organizational commitment, Job career

satisfaction and Working condition in working professionals.

A THESIS SUBMITTED TO
Department of Psychology,
Sir Parashurambhau College,

SUBMITTED BY
Shekhar G. Chavan

UNDER THE GUIDANCE OF

Asst. Prof. Meenakshi Gokhale
October 2023

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 CERTIFICATE
Certified that the work incorporated in the dissertation “Relation between Affective

organizational commitment, Job career satisfaction and Working condition in

working professionals.” is submitted by Mr. Shekhar G. Chavan was carried

under my supervision. Such material obtained from other sources has been duly

acknowledged in the dissertation.

Pune

October, 2023

Dr. Arvind Kakulte Asst. Prof. Meenakshi Gokhale

Head of Department, Research Guide

Psychology

Internal Examiner External Examiner

2
 DECLARATION

I declare that the dissertation entitled “Relation between Affective organizational

commitment, Job career satisfaction and Working condition in working
professionals.” Submitted by me for the Master’s degree in Industrial psychology is
record of work carried out by me under the guidance of Asst. Prof. Meenakshi
Gokhale for the period of July 2023 to November 2023. I further declare that the
material obtained from the other sources has been duly acknowledged in the
dissertation.

Pune Mr. Shekhar G. Chavan

October, 2023 (Researcher)

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 Chapter 1
Introduction
1.1 Affective commitment
1.1.1 Introduction
1.1.2 Definition
1.1.3 Theories of Affective Commitment
1.1.4 Importance of Affective Commitment
1.2 Job Career Satisfaction
1.2.1 Introduction
1.2.2 Definition
1.2.3 Domains of Job Career Satisfaction
1.2.4 Theories of Job Career Satisfaction
1.2.5 Importance of Job Career Satisfaction
1.3 Working Conditions
1.3.1 Introduction
1.3.2 Definitions
1.3.3 Theories of Working Conditions
1.3.4 Importance of Working Conditions
1.4 Summary

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1.1 Affective commitment
1.1.1 Introduction
Affective commitment, in the realm of organizational psychology, is a concept that delves deep
into the emotional connection that employees develop with their workplace. It's the kind of
commitment that goes beyond mere job duties and a paycheck. Affective commitment is about
the emotional bond that forms between an employee and their organization, driven by a sense of
belonging, loyalty, and a genuine desire to contribute. It's the feeling that keeps you excited to go
to work in the morning, knowing that you're a part of something meaningful. This connection
makes you want to stay with your organization, even when other opportunities arise, because it's
not just a job; it's where you've invested your time, energy, and emotions. It's the conviction that
your company's goals align with your own, and you're committed to making it better, not just for
a paycheck but for the sense of purpose it brings to your life. Affective commitment is a two-way
street. It's not just about employees being attached to their organizations; it's also about
organizations fostering an environment where this emotional connection can flourish. When
employees feel valued, supported, and recognized for their contributions, they're more likely to
develop this emotional bond. It's a mutual relationship that can result in increased employee
engagement, improved performance, and reduced turnover rates. In essence, affective
commitment is the heartbeat of a workplace. It's what makes a job more than a set of tasks; it's
what turns it into a meaningful journey. Understanding affective commitment is not just an
academic exercise; it's a vital consideration for organizations and individuals alike, as it holds the
key to creating more fulfilling and productive work environments.

1.1.2 Definition
Affective commitment, as defined by Meyer and Allen (1991), refers to one of the three
dimensions of organizational commitment. It represents an employee's emotional attachment and
identification with their organization. Individuals with high levels of affective commitment
experience a strong sense of belonging, loyalty, and engagement with their workplace, driven by
their positive emotional connection to the organization. This emotional commitment makes them
more likely to stay with the organization, exhibit discretionary effort, and contribute positively to
the workplace culture.
Meyer and Herscovitch (2001): Affective commitment is described by Meyer and Herscovitch
(2001) as the emotional attachment an employee feels towards their organization. It is
characterized by feelings of identification, involvement, and a sense of belonging to the
organization. Employees with high levels of affective commitment are motivated to remain with
the organization due to their genuine emotional connection.
Allen and Meyer (1996): In their work, Allen and Meyer (1996) define affective commitment as
the extent to which an employee wants to stay with their organization. It is characterized by the
employee's emotional attachment to and involvement with the organization, as well as a strong
desire to remain part of the workforce. High levels of affective commitment are indicative of an
employee's genuine and lasting commitment to the organization.

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Definition by Mowday, Steers, and Porter (1979): Affective commitment, as defined by
Mowday, Steers, and Porter (1979), is described as a psychological attachment an employee
develops towards their organization. It encompasses the employee's emotional attachment,
identification with the organization, and a strong desire to maintain their organizational
membership. Individuals with high affective commitment have a deep sense of belonging and
loyalty to their workplace, which leads to higher levels of motivation to remain with the
organization.

1.1.3 Theories of Affective Commitment

Three-Component Model of Organizational Commitment:
Authors: Meyer, J. P., & Allen, N. J. (1991).
Year: 1991.
Developed by Meyer and Allen in 1991, the Three-Component Model of Organizational
Commitment is a foundational framework for understanding the different facets of an
individual's commitment to an organization. This model identifies three distinct components:
Affective Commitment: Affective commitment is the emotional attachment an individual has
towards their organization. It's characterized by feelings of identification and belonging.
Employees with high levels of affective commitment genuinely care about their organization,
feel loyal to it, and develop a desire to remain with the organization because they want to, not
because they have to.
Continuance Commitment: Continuance commitment, the second component, is a more
calculative form of commitment. It's related to the perceived costs associated with leaving the
organization. Employees with higher continuance commitment may stay primarily due to the
recognition of the sacrifices they've made or the perceived negative consequences of leaving.
Normative Commitment: Normative commitment is tied to an individual's sense of obligation
to remain with the organization. It's based on a moral or ethical sense of responsibility.
Employees with normative commitment stay because they feel they ought to, based on societal
or personal values.
Among these components, affective commitment stands out as the one that is most strongly
associated with positive organizational outcomes. When employees have a strong emotional
bond with their organization, they are more likely to be engaged, perform well, and actively
contribute to the success of the organization.
Investment Model of Commitment:
Authors: Rusbult, C. E., & Farrell, D. (1983).
Year: 1983.
The Investment Model of Commitment, developed by Rusbult and Farrell in 1983, is primarily
associated with relationship commitment. However, its principles are often applied to the context

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of organizational commitment. This model suggests that commitment in any relationship,
including the relationship between an employee and their organization, is influenced by three
factors:
Satisfaction: Commitment is influenced by the level of satisfaction an individual derives from
the relationship. In the organizational context, employees with high levels of job satisfaction are
more likely to develop stronger commitment to the organization, including affective
commitment.
Quality of Alternatives: The perceived quality of alternative options plays a role in
commitment. In the job context, this refers to an employee's perception of alternative job
opportunities. Affective commitment may be stronger when employees believe that other job
options are less attractive.
Investment: Commitment is also influenced by the investments an individual has made in the
relationship. In the workplace, investments can include the time and effort an employee has put
into their career at a particular organization. Affective commitment may be higher when
employees feel they have invested heavily in their current job.

1.1.4 Importance of Affective Commitment

Affective commitment in the workplace holds immense importance for both employees and
organizations. It's not just a theoretical concept; it has tangible, real-world implications. Here's
why affective commitment matters:
Enhanced Employee Retention: When employees are emotionally connected to their
organization, they are more likely to stay. This is crucial in a world where employee turnover can
be costly and disruptive. Affective commitment can significantly reduce turnover rates, saving
organizations the expenses associated with recruiting, onboarding, and training new employees.
Improved Employee Performance: Committed employees tend to be more engaged and
motivated. They are not just there to collect a paycheck; they are genuinely invested in their
work. This translates into higher levels of productivity, better job performance, and a positive
impact on the bottom line.
Positive Workplace Culture: Affective commitment contributes to a positive workplace
culture. When employees feel a strong emotional attachment to their organization, they are more
likely to promote a culture of collaboration, respect, and support. This, in turn, makes the
workplace more attractive to both current and potential employees.
Organizational Citizenship Behavior: Committed employees are more likely to go the extra
mile. They engage in organizational citizenship behavior, which involves actions that benefit the
organization but aren't part of their formal job description. This can include helping colleagues,
volunteering for extra tasks, and contributing to the overall welfare of the organization.

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Customer Satisfaction: Happy, committed employees provide better customer service. Their
positive attitudes and willingness to help can lead to increased customer satisfaction and loyalty.
Satisfied customers, in turn, contribute to the financial success of the organization.
Innovation and Creativity: Affective commitment can foster a culture where employees feel
safe to share their ideas and take calculated risks. When people are genuinely committed, they're
more likely to contribute to the innovation and growth of the organization.
Personal Well-being: On the individual level, employees with strong affective commitment
often report higher job satisfaction and a better overall sense of well-being. They feel like they
belong to something meaningful, which can reduce stress and improve mental health.
Organizational Reputation: Organizations known for their committed and satisfied workforce
can attract top talent. Their reputation as an employer of choice can make it easier to recruit and
retain high-caliber employees.

1.2 Job Career Satisfaction

1.2.1 Introduction
Imagine waking up every morning with a sense of purpose and fulfillment, excited to embark on
your daily work journey. This is the essence of job career satisfaction. It's that profound feeling
that goes beyond just earning a paycheck; it's about finding meaning and contentment in your
professional path. In the complex landscape of our careers, job career satisfaction plays a pivotal
role. It's the emotional barometer that measures how content we are with our career development,
the alignment of our aspirations with our actual path, and our overall sense of well-being at
work. Job career satisfaction transcends the mere numbers on a paycheck or the prestige of a job
title. It's about feeling valued, fulfilled, and challenged in our roles. When we're satisfied with
our careers, we tend to be more engaged, motivated, and productive, which, in turn, can lead to
personal growth and advancement.
But, as with any human experience, job career satisfaction is a complex interplay of various
factors. It's influenced by our goals, the opportunities presented to us, and the support we receive
in our professional journeys. It's not a static state but an evolving, dynamic aspect of our lives.
This introduction sets the stage for a deeper exploration of what job career satisfaction means,
why it matters, and how it can be nurtured and enhanced. It's a journey into the heart of our
professional lives, where personal growth and organizational success intersect.

1.2.2 Definition
Judge and Bono (2001): "Job career satisfaction is an individual's overall assessment of his or
her career experiences, including one's attitudes and feelings about their job and career."
Hulin and Judge (2003): "Job career satisfaction refers to an employee's general assessment of
the quality of their career, encompassing aspects such as job characteristics, opportunities for
advancement, and overall satisfaction with their career trajectory."

8
Tett and Meyer (1993): "Job career satisfaction is the extent to which an employee experiences
contentment and fulfillment in their work and career, encompassing intrinsic and extrinsic
aspects of job satisfaction and the alignment of one's career with their personal goals."
Lofquist, Doherty, and DeMaio (1975): "Job career satisfaction is an individual's subjective
assessment of the degree to which their work, career opportunities, and professional environment
fulfill their expectations and aspirations."
1.2.3 Domains of Job Career Satisfaction
Job career satisfaction encompasses various domains that collectively contribute to an
individual's overall assessment of their career experiences. Here are some key domains of job
career satisfaction with references to supporting research:
Job Characteristics: This domain focuses on the specific aspects of the job that impact
satisfaction. It includes factors such as the nature of the work, job autonomy, workload, and task
variety. Job characteristics influence overall job satisfaction, which, in turn, contributes to career
satisfaction.
Career Advancement Opportunities: Career satisfaction often depends on the perceived
opportunities for career growth and advancement. This domain explores whether employees see
a clear path for professional development within their organization.
Work-Life Balance: Achieving a balance between work and personal life is essential for career
satisfaction. The ability to manage work-related stress and find harmony between professional
and personal commitments is a crucial factor.
Interpersonal Relationships: The quality of relationships with colleagues, supervisors, and co-
workers can significantly impact career satisfaction. Positive workplace relationships contribute
to a sense of belonging and support.
Alignment with Personal Goals: This domain focuses on how closely one's career aligns with
their personal goals, values, and aspirations. When an individual's career is congruent with their
values and objectives, it often leads to higher career satisfaction.

1.2.4 Theories of Job Career Satisfaction

Discrepancy Theory (Hoppock, 1935):
Theory Overview: Discrepancy Theory revolves around the idea that job career satisfaction
depends on how closely an individual's job experiences align with their expectations. When these
two factors closely match or even exceed their expectations, it leads to high job career
satisfaction. On the other hand, if there's a considerable gap between what one expects and what
they actually encounter in their job, job career satisfaction tends to be lower.
Practical Application: Discrepancy Theory underscores the importance of managing employees'
expectations and ensuring that the job reality aligns with these expectations. Open

9
communication and transparency regarding job roles, responsibilities, and working conditions
are vital to prevent unrealistic expectations that could lead to dissatisfaction.
Two-Factor Theory (Herzberg, Mausner, & Snyderman, 1959):
Theory Overview: The Two-Factor Theory, also known as the Hygiene-Motivation Theory,
posits that job career satisfaction and dissatisfaction are influenced by different sets of factors.
Hygiene factors (maintenance factors) such as salary, working conditions, and job security, are
critical for preventing job dissatisfaction when adequately addressed. However, they do not
necessarily lead to job career satisfaction. True job satisfaction comes from motivators, which
include challenging work, recognition, opportunities for personal growth, and a sense of
accomplishment.
Practical Application: This theory highlights that focusing on hygiene factors can prevent job
dissatisfaction, but for genuine job career satisfaction, organizations should prioritize motivators.
Encouraging opportunities for skill development, implementing recognition programs, and
offering challenging assignments can significantly contribute to employee satisfaction and career
growth.

Social Information Processing Theory (Salancik & Pfeffer, 1978):

Theory Overview: Social Information Processing Theory places a strong emphasis on the role of
social interactions and the information individuals receive from their social environment in
shaping job career satisfaction. It suggests that job career satisfaction is heavily influenced by
positive social interactions, feedback, and support from colleagues, supervisors, and peers.
Practical Application: Organizations need to recognize the value of fostering a positive social
environment. Building strong relationships among employees and ensuring that they receive
support, constructive feedback, and recognition from their peers and supervisors can
significantly enhance job career satisfaction and overall job performance.
Job Characteristics Model (Hackman & Oldham, 1980):
Theory Overview: The Job Characteristics Model underscores that the design of the job itself is a
crucial factor in determining job career satisfaction. It identifies five core job characteristics:
skill variety, task identity, task significance, autonomy, and feedback. Jobs that incorporate these
characteristics are more likely to lead to higher levels of satisfaction, motivation, and
performance.
Practical Application: Organizations can apply this theory by focusing on job design that offers
employees opportunities to engage in various tasks, experience the end-to-end impact of their
work, find their work meaningful, exercise autonomy, and receive feedback on their
performance. Implementing job enrichment and job crafting strategies can help align jobs with
these characteristics and enhance job career satisfaction.

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1.2.5 Importance of Job Career Satisfaction
Job career satisfaction is more than just an abstract concept; it's a profound influencer of our
daily lives and well-being. Here's why it matters on a deeply personal level:
Fulfillment and Happiness: Our career takes up a significant portion of our lives, and being
content in our work is essential for our overall happiness. Job career satisfaction means that we
wake up in the morning looking forward to the day, feeling that our work is meaningful, and
deriving a sense of accomplishment from it.
Reduced Stress and Burnout: When we're satisfied with our careers, we're less likely to
experience chronic stress or burnout. We can better handle the pressures and demands of our
jobs, maintaining our mental and physical health.
Personal Growth and Development: Career satisfaction often goes hand in hand with
opportunities for learning and growth. It's in this environment that we tend to push our
boundaries, develop new skills, and challenge ourselves, both personally and professionally.
Positive Relationships: Satisfaction in our careers can also have a positive ripple effect on our
personal lives. We're generally more pleasant, less irritable, and more able to engage positively
with our friends and family. When we're content in our careers, it's easier to leave work-related
stress behind when we step through the front door.
Increased Productivity and Performance: People who are satisfied in their careers are often
more productive and perform better. They're motivated to excel, take on new responsibilities,
and contribute to their organizations' success.
Long-Term Commitment: Job career satisfaction encourages employee loyalty and longevity.
When individuals are content with their careers, they're more likely to stay with their employers,
reducing turnover and its associated costs.
A Sense of Purpose: Our careers are a substantial part of our identity, and job career satisfaction
gives us a sense of purpose. It's not just about earning a paycheck; it's about making a difference
and achieving our goals.
Contribution to Organizational Success: On an organizational level, satisfied employees are
invaluable. They're more likely to be engaged, committed, and innovative, all of which
contribute to the success and growth of the company.

1.3 Working Conditions

1.3.1 Introduction
Working conditions, though often taken for granted, are the backbone of our daily professional
lives. They are the physical, environmental, and psychological factors that shape how we
experience our jobs and ultimately impact our well-being. Whether it's the comfort of your office
chair, the safety of your workplace, or the supportive culture of your team, working conditions
play a pivotal role in determining how we feel about our jobs and how well we perform. The

11
significance of working conditions becomes evident when we consider the amount of time we
spend at work. For most of us, a significant portion of our waking hours is devoted to our jobs,
making the quality of our work environment crucial to our overall quality of life.
This introduction sets the stage for a deeper exploration of the multifaceted concept of working
conditions. We will delve into the various dimensions of working conditions, from physical
safety and ergonomics to psychological factors like job stress and social support. We'll uncover
how these conditions affect our daily work experiences, job satisfaction, and even our physical
and mental health. Understanding the intricacies of working conditions is key to creating
healthier, safer, and more productive work environments for employees across various industries
and professions.

1.3.2 Definitions
International Labor Organization (ILO): "Working conditions encompass all aspects of work,
including wages, hours of work, rest periods, holidays with pay, workplace safety and health,
freedom from discrimination, and job security."
Karasek (1979): "Working conditions refer to the psychosocial aspects of the work
environment, including job demands, job control, and social support. These conditions can
impact job stress, job satisfaction, and overall well-being."
U.S. Occupational Safety and Health Administration (OSHA): "Working conditions relate to
the physical and environmental factors in the workplace, encompassing issues like safety,
ventilation, temperature, noise, and ergonomics, which can affect the health and safety of
workers."
Schaufeli and Taris (2014): "Working conditions involve the job and environmental
characteristics that can influence employee engagement and well-being. They include aspects
such as workload, job security, work-life balance, and social support at work."

1.3.3 Theories of Working Conditions

Job Demand-Control (JD-C) Model (Karasek & Theorell, 1990):
Theory Overview:
The Job Demand-Control Model, developed by Karasek and Theorell, provides a valuable
framework for understanding how specific features of working conditions influence employee
well-being. It posits that the combination of high job demands (such as heavy workloads, time
pressure, and cognitive demands) and low job control (the ability to make decisions and use
one's skills) can lead to stress and adverse health outcomes. When employees experience high
demands without corresponding control, it can result in job strain and, eventually, burnout.
Practical Implications:
Organizations can use this model to evaluate working conditions within their workforce. By
assessing job demands and levels of job control, they can identify roles that may be at higher risk

12
of job strain. Interventions can then be designed to provide employees with greater autonomy,
decision-making authority, and support to manage demanding tasks more effectively. This, in
turn, can lead to a healthier, less stressful work environment and improved employee well-being.
Effort-Reward Imbalance (ERI) Model (Siegrist, 1996):
Theory Overview:
The Effort-Reward Imbalance Model, introduced by Siegrist, centers on the concept of
reciprocity in the workplace. It posits that individuals invest effort and make commitments at
work with the expectation of receiving fair rewards in return. These rewards can include
financial compensation, recognition, job security, and opportunities for career advancement.
When there is a perceived imbalance between the effort employees put into their work and the
rewards they receive, it can lead to stress and negative health outcomes.
Practical Implications:
Organizations can apply the ERI model by ensuring that employees' efforts are acknowledged
and rewarded fairly. This includes offering competitive salaries, recognizing and appreciating
employees' contributions, providing job security, and establishing clear paths for career
progression. By addressing this balance, organizations can create a workplace where employees
feel valued and appropriately compensated, reducing stress and supporting their well-being.
Conservation of Resources (COR) Theory (Hobfoll, 1989):
Theory Overview:
The Conservation of Resources Theory, developed by Hobfoll, provides a comprehensive
framework for understanding the dynamics of stress in the workplace. According to this theory,
individuals are motivated to acquire and protect valuable resources, which can include not only
material resources like job security and income but also psychological and social resources.
Stress occurs when individuals perceive a threat to their resources, triggering efforts to conserve
or regain them.
Practical Implications:
Organizations can apply the COR theory by recognizing the significance of resource
conservation. This involves providing job security, supporting employees in maintaining a
healthy work-life balance, and offering resources for managing job demands, such as employee
assistance programs or training. By implementing practices that help employees preserve their
resources, organizations can reduce stress and promote employee well-being.
Demand-Resource (DR) Model (Bakker & Demerouti, 2007):
Theory Overview:
The Demand-Resource Model, introduced by Bakker and Demerouti, offers a holistic
perspective on working conditions. It considers two main elements: job demands (the aspects of
the job that require sustained effort) and job resources (factors that support individuals in

13
achieving work goals and mitigating the negative impact of job demands). Excessive job
demands can lead to burnout, while job resources can promote work engagement and overall
well-being.
Practical Implications:
Organizations can apply the DR model by evaluating the balance between job demands and job
resources within different roles. Identifying positions with high demands and low resources
allows organizations to develop interventions and provide the necessary support to help
employees cope with challenging tasks. This can involve offering training, mentorship, or other
interventions to reduce the impact of high demands and enhance well-being.

1.3.4 Importance of Working Conditions

The significance of working conditions transcends mere statistics and regulations. It's about the
everyday experiences of individuals and the overall health of an organization. Here's why
working conditions matter profoundly:
Health and Safety: Safe and healthy working conditions are fundamental to the well-being of
employees. When these conditions are met, individuals can go about their work without the
constant worry of accidents, injuries, or health hazards. This, in turn, reduces absenteeism and
healthcare costs for both employees and employers.
Productivity: Comfortable and well-designed workspaces enhance productivity. When
employees have the necessary tools, equipment, and ergonomic facilities, they can perform their
tasks more efficiently. Poor working conditions, on the other hand, can result in distractions and
reduced productivity.
Job Satisfaction: Employees who are content with their working conditions are generally more
satisfied with their jobs. They are happier and more engaged at work, which can lead to better
morale and lower turnover rates. Satisfied employees are also more likely to provide better
service and foster positive relationships with clients and colleagues.
Legal Compliance: Adhering to proper working conditions is not only ethically sound but also
legally mandated in many regions. Failing to meet these standards can lead to legal issues, fines,
and damage to an organization's reputation.
Cost Savings: Proper working conditions can lead to cost savings in the long run. Well-
ventilated spaces, ergonomic furniture, and effective safety measures can help prevent accidents
and injuries, reducing workers' compensation and healthcare costs.
Organizational Reputation: An organization known for providing excellent working conditions
is more likely to attract top talent. A positive reputation for valuing the health and well-being of
its employees can be a competitive advantage in the labor market.
Employee Well-being: Our work environments are where we spend a significant portion of our
lives. Comfortable, supportive working conditions contribute to employee mental and physical
health. It's about creating spaces where people can thrive, not just survive.

14
Innovation and Creativity: Employees who are comfortable and content in their working
conditions are more likely to be creative and innovative. They're not just focused on their
immediate tasks but are also more open to exploring new ideas and processes.

1.4 Summary
The present chapter contains a brief introduction along with the definitions and related content of
the concept that was in the present study. The next chapter offers a detailed review of the
literature, particularly focusing on the Affective commitment, Job carried satisfaction and
Working conditions

15
 Chapter 2
Literature review
2.1 Introduction
2.2 Correlates of Affective Commitment
2.3 Correlates of Job Career Satisfaction
2.4 Correlates of Working Conditions
2.5 Relationship between the variables
2.6 Summary

16
2.1 Introduction
The purpose of this chapter is to summarize and to analyze the existing researches and literature
related to variables that are in this study. The relationship between Affective commitment, Job
career satisfaction and working conditions and other correlates of it given below.

2.2 Correlates of Affective Commitment

Affective commitment, which reflects an employee's emotional attachment to their organization,
is a dynamic and multifaceted aspect of organizational commitment. Understanding the factors
that correlate with affective commitment can shed light on what drives employees to develop
strong emotional connections to their workplace. Here, we explore several key correlates of
affective commitment:
Job Satisfaction: Job satisfaction is like the heartbeat of affective commitment. It reflects how
content an employee is with their daily work experiences. When employees enjoy their work,
feel that it's personally fulfilling, and believe it aligns with their values, they're more likely to
form a genuine emotional connection with their organization. Imagine waking up every morning
excited about your day at work, looking forward to the challenges and accomplishments. This
positive emotional state is what job satisfaction is all about. When people find joy and fulfillment
in what they do, they naturally become more emotionally attached to their workplace.
Organizational Support: Organizational support is akin to an emotional safety net. It's about
employees feeling that their organization genuinely cares about them, their well-being, and their
success. When employees perceive this kind of support, it's like knowing that someone has your
back no matter what. Whether it's through mentorship, recognition, or simply providing
resources and assistance when needed, this kind of support fosters a deep sense of loyalty and
commitment. Imagine being part of a workplace where you know that if you stumble, someone
will be there to help you get back on your feet. This reassurance creates a powerful emotional
bond.
Leadership and Supervisory Support: The leadership in an organization can be thought of as
the emotional architects. Leaders and supervisors set the tone for the work environment. When
they provide guidance, recognize achievements, and build positive relationships, it's like they're
crafting a supportive and nurturing emotional landscape. Employees who feel appreciated and
empowered by their leaders naturally develop stronger emotional connections. It's akin to having
mentors and role models who inspire and guide you on your professional journey. This
mentorship builds trust and emotional commitment.
Organizational Culture: Organizational culture is the emotional atmosphere of a workplace. It's
like the collective personality and values of the organization. When an organization fosters a
culture of collaboration, innovation, and prioritizes employee well-being, it's like walking into a
place that feels like home. Employees tend to develop a profound attachment to such
environments. It's not just about the job; it's about the sense of belonging to a community that
shares the same values and goals. A positive organizational culture encourages emotional
connections that go beyond just completing tasks.

17
Career Development Opportunities: Career development opportunities are like the bridges to
the future. When employees see these opportunities within their organization, it's like knowing
that there are clear pathways to reach their goals. These pathways can lead to stronger emotional
bonds because employees feel their organization supports their career aspirations. It's like having
a partner in your professional journey who's invested in your growth. When you know that your
organization is actively helping you achieve your career dreams, you can't help but feel deeply
attached and committed.
Job Characteristics: The nature of the job itself influences affective commitment. Imagine
having a job that aligns perfectly with your interests, values, and aspirations. It's not just about
the paycheck; it's about the work itself. When employees experience a sense of autonomy,
meaningful tasks, and task variety, they naturally become more emotionally committed. It's like
having a job that doesn't feel like "work" at all. When your daily tasks are personally rewarding
and fulfilling, it's a powerful driver of emotional attachment.

2.3 Correlates of Job Career Satisfaction

Work-Life Balance: Work-life balance is a cornerstone of job career satisfaction. It
encompasses the ability to effectively juggle professional commitments with personal life. When
employees have the flexibility and support to manage their work without compromising their
personal well-being, it can significantly boost their job career satisfaction. Achieving work-life
balance allows individuals to meet their professional goals while also being present for their
families, engaging in personal interests, and maintaining a healthy lifestyle. It results in a sense
of control and fulfillment, which, in turn, translates into higher job career satisfaction.
Balancing these two critical aspects of life can lead to reduced stress and burnout, fostering a
more content and motivated workforce.
Organizational Culture and Values: The alignment between personal values and those of the
organization is a powerful factor that influences job career satisfaction. When individuals find
that their core values resonate with the organization's mission and culture, it fosters a deep sense
of purpose and job satisfaction. This alignment creates a sense of belonging and meaning in the
workplace. It's about more than just performing tasks; it's a sense of contributing to a greater
cause or vision. When personal and organizational values harmonize, employees are more likely
to feel that their work has a significant impact, leading to higher job career satisfaction. The
organization's culture and values can be a source of motivation and pride, as employees identify
with the company's identity and mission.
Opportunities for Career Development: Having opportunities for career development, skill
enhancement, and advancement is another key element associated with job career satisfaction.
Employees who perceive a clear path for their professional growth within the organization are
more likely to feel satisfied with their careers. Career development opportunities can encompass
various aspects, including training, mentoring, promotions, and the chance to take on challenging
projects. When employees see that their organization invests in their future, it instills a sense of
optimism and loyalty, enhancing job career satisfaction. Knowing that there are tangible avenues

18
for growth can be a source of motivation and job fulfillment, as individuals work toward their
career aspirations within the company.
Supportive Leadership and Supervision: The role of leadership and supervision cannot be
overstated when it comes to job career satisfaction. Leaders and supervisors who exhibit a
supportive, empathetic, and constructive style significantly impact employee motivation, job
engagement, and satisfaction. Supportive leaders provide employees with a sense of direction,
empowerment, and appreciation for their contributions. They encourage open communication,
offer guidance, and recognize achievements. When employees experience this kind of leadership,
it fosters trust, motivation, and job career satisfaction. Effective leaders help create a nurturing
work environment where employees feel valued, empowered, and motivated to perform at their
best. This dynamic relationship with supervisors can be a driving force behind job career
satisfaction.
Job Characteristics and Task Variety: The nature of the job itself is a pivotal factor in job
career satisfaction. Jobs that offer task variety, autonomy, and a sense of significance are often
linked to higher satisfaction levels. When employees have opportunities to use a range of skills,
experience autonomy in their work, and find a sense of purpose in what they do, it naturally
leads to higher job career satisfaction. Imagine a job that provides various challenges and
opportunities for skill utilization. Such roles are more likely to be intrinsically fulfilling, as
employees find meaning and accomplishment in their tasks. This sense of achievement, variety,
and autonomy contributes to a heightened sense of job career satisfaction.

2.4 Correlates of Working Conditions

Job Satisfaction:
Job satisfaction is a fundamental outcome linked to working conditions. Employees who
perceive their working conditions as positive, such as manageable workloads, supportive
supervisors, and a safe work environment, are more likely to report higher job satisfaction levels.
Conversely, unfavorable working conditions can lead to lower job satisfaction.
Employee Well-being:
Employee well-being is intricately tied to the quality of working conditions. Positive working
conditions, which include factors like ergonomic workspaces, safety measures, and a supportive
work culture, contribute to higher levels of physical and psychological well-being. Conversely,
negative working conditions can result in increased stress, anxiety, and health issues among
employees.
Work Engagement:
Work engagement is closely associated with working conditions that offer opportunities for skill
utilization, autonomy, and a supportive work environment. Employees who perceive their
working conditions as positive are more likely to be engaged in their work. Engaged employees
are enthusiastic about their tasks, committed to their organizations, and willing to invest
additional effort.

19
Job Performance:
Job performance is significantly influenced by the quality of working conditions. Employees
who work in supportive environments with access to necessary resources, like state-of-the-art
tools and equipment, tend to exhibit higher job performance levels. Conversely, challenging or
unfavorable working conditions can hinder job performance.
Stress and Burnout:
Working conditions have a profound impact on employee stress and burnout. High job demands,
limited job control, and a lack of support can contribute to increased stress levels. Prolonged
exposure to adverse working conditions can result in employee burnout, characterized by
emotional exhaustion, cynicism, and reduced personal accomplishment.
Turnover and Retention:
Working conditions play a pivotal role in employee turnover and retention. Negative working
conditions, such as excessive job demands, inadequate support, or an unhealthy work culture,
can contribute to higher turnover rates as employees seek better opportunities. In contrast,
positive working conditions enhance employee retention.
Organizational Commitment:
Employee commitment to their organization is closely tied to their perception of working
conditions. Positive working conditions, including opportunities for skill development,
recognition, and a supportive work culture, are associated with increased organizational
commitment. Employees who find their working conditions favorable are more likely to feel
committed to their organization's mission and values.

2.5 Relationship between the variables

1 Affective organizational commitment and Job career satisfaction (Meyer, J. P., &
Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human
Resource Management Review, 11(3), 299-326.)

The relationship between affective organizational commitment and job career satisfaction is a
complex and nuanced one, shaped by employees' emotional attachment to their organization and
their contentment with their career development.
Affective Organizational Commitment refers to the emotional bond employees develop with
their organization. It's characterized by a deep sense of identification and belonging. Employees
with high affective commitment genuinely care about the organization, its goals, and its values.
They are committed because they want to be, not just because they have to be.
Job Career Satisfaction is a broader concept that encompasses how satisfied employees are with
their career development within the organization. It reflects their contentment with their current
role, the opportunities for growth, and how well their career goals align with their job.

20
The relationship between these two concepts can be summarized as follows:
1. Positive Feedback Loop: Affective commitment and job career satisfaction often
reinforce each other. Employees who feel emotionally attached to their organization are
more likely to derive satisfaction from their career progression within that organization.
They see their career growth as a reflection of their commitment, and this alignment can
strengthen their bond.
2. Motivation and Effort: Affective commitment can drive employees to put in extra effort
and excel in their roles. This increased effort can lead to better job performance, which in
turn enhances job career satisfaction. Employees committed to the organization are more
motivated to contribute to their career development.
3. Supportive Work Environment: Affective commitment and job career satisfaction are
influenced by the work environment. Organizations that foster a positive work culture,
provide opportunities for skill development, and recognize employee contributions are
more likely to have employees who are both committed and satisfied with their career
prospects.
4. Organizational Loyalty: Affective commitment often leads to higher levels of loyalty
toward the organization. This loyalty can result in employees being more patient and
committed to their career progression within the organization, even during periods of
slower growth.
5. Retention: Affective commitment and job career satisfaction are linked to employee
retention. Employees who are emotionally committed and satisfied with their career
development are less likely to leave the organization. This retention can have a positive
impact on the organization's stability and expertise.
2 Affective organizational commitment and Working space (DiGiacomo, N., & Shuck, B.
(2017). Walking the line of the employee-organization relationship: A closer look at employee
engagement. Management Decision, 55(2), 297-314.)

The relationship between affective organizational commitment and the physical working space
or environment is a significant aspect of employee engagement and well-being. Affective
commitment reflects the emotional connection employees have with their organization, while the
working space pertains to the physical surroundings and conditions where employees carry out
their daily tasks. Here's a look at the relationship between the two:
1. Physical Environment's Impact on Affective Commitment: The physical working
space can influence employees' emotional attachment to the organization. A comfortable,
well-designed, and safe work environment can contribute to a positive perception of the
organization. Employees may interpret an investment in their physical comfort as a sign
of the organization's commitment to their well-being, which can foster affective
commitment.

21
 2. Perceived Support and Care: When employees feel that their organization prioritizes
their physical well-being through an appealing working space, it can lead to a sense of
being valued and cared for. This sense of support and care can nurture affective
commitment. Employees may develop a stronger emotional bond with an organization
that they perceive as looking out for their best interests.
3. Collaboration and Team Dynamics: The layout and design of the working space can
also influence collaboration and team dynamics. An open, flexible, and well-organized
space can promote interaction among employees, which can contribute to affective
commitment. The positive relationships and camaraderie built in such spaces can extend
to a sense of belonging to the organization.
4. Well-Being and Stress Reduction: A well-ventilated, well-lit, and ergonomically
designed working space can enhance employee well-being. Reduced stress levels,
physical comfort, and improved overall health can positively impact affective
commitment. Employees in comfortable workspaces may be more likely to experience a
sense of attachment to the organization.
5. Alignment with Organizational Values: The design and maintenance of the working
space can reflect an organization's values and culture. When the physical environment
aligns with these values, it can reinforce affective commitment. Employees who perceive
that the working space reflects the organization's mission and vision may feel a deeper
emotional connection to the organization.
6. Productivity and Job Satisfaction: A well-organized and functional working space can
enhance employee productivity and job satisfaction. This positive impact on job
satisfaction can, in turn, lead to stronger affective commitment. Employees who are
content with their working environment are more likely to be satisfied with their overall
experience in the organization.
3 Job career satisfaction and Working space (Judge, T. A., & Watanabe, S. (1993). Another
look at the job satisfaction-life satisfaction relationship. Journal of Applied Psychology, 78(6),
939-948.)
The relationship between job career satisfaction and the physical working space is a crucial yet
often underappreciated aspect of the overall work experience. Job career satisfaction reflects how
content employees are with their career development and growth within an organization, while
the working space refers to the physical environment in which they perform their tasks. Here's an
exploration of the connection between the two:
1. Workspace as a Catalyst for Career Development: The design and functionality of the
working space can significantly impact employees' ability to pursue career goals. An
adaptable and conducive workspace can facilitate skill development and collaborative
projects, contributing to job career satisfaction. When employees feel their workspace
supports their career aspirations, they are more likely to be satisfied with their job.

22
 2. Work Environment and Productivity: The physical working space can influence
productivity and job performance, which in turn affects career advancement. An efficient,
organized, and ergonomically designed workspace can help employees complete tasks
effectively, potentially leading to career growth and job satisfaction. An uncomfortable or
cluttered workspace may hinder productivity and, consequently, job career satisfaction.
3. Collaboration and Networking Opportunities: The layout and arrangement of the
working space can either encourage or impede collaboration and networking.
Opportunities for interaction with colleagues and mentors are essential for career
development. A well-designed space that promotes these interactions can enhance job
career satisfaction by offering more chances for learning and growth.
4. Well-Being and Stress Management: The quality of the working space also impacts
employee well-being. A pleasant, comfortable environment can reduce stress, making it
easier for employees to focus on their career objectives. A workspace that supports well-
being contributes to greater job career satisfaction as employees are not distracted by
discomfort or stress.
5. Alignment with Career Goals: A working space that aligns with employees' career
goals can contribute to job career satisfaction. For example, if employees are given
access to tools and resources that help them achieve their career objectives, they are more
likely to feel satisfied with their career progression. This alignment fosters a sense of
achievement.
6. Support for Career Development Programs: The working space can serve as a
platform for organizations to implement and support career development programs. For
instance, providing spaces for training sessions or mentorship programs within the
workspace can enhance job career satisfaction by offering opportunities for skill
development.

2.6 Summary
The present chapter comprises of brief review related to concepts/variables used in the present
study and a framed hypothesis based on literature review in the next chapter, a detailed
description of the methods, tools used for this study is presented.

23
 Chapter 3
Method
3.1 Overview
3.2 Participants
3.3 Hypotheses
3.4 Variables and Operational definitions
3.5 Tools
3.5.1 Meyer and Allen's Organizational Commitment Scale
3.5.2 The Work-Related Quality of Life (WRQoL) scale
3.6 Procedure
3.7 Scrutiny, Scoring, Tabulation
3.8 Summary

24
3.1 Overview
In the previous chapter, hypotheses were framed based on the literature reviewed. In this chapter,
methods done to evaluate these hypotheses are presented. This chapter also includes a
description of participants, tools, procedures, scrutiny, scoring, and tabulation.

3.2 Participants
For this research project, the selection of participants was a carefully considered process aimed
at gaining insights from a diverse group of working professionals. The chosen participants fell
within the age range of 18 to 40 years. This age group was selected to capture individuals in the
early stages of their careers up to those with substantial professional experience.
In total, the research project included 49 participants from various sectors and industries. The
decision to include participants from different sectors was intentional to ensure a broad spectrum
of experiences and perspectives. This diversity in sectors allowed for a more comprehensive
examination of the relationships between affective organizational commitment, job career
satisfaction, and the working space. These 49 participants were actively engaged in their
respective professions and were drawn from fields such as healthcare, technology, finance,
education, manufacturing, and service industries. This diversity in professional backgrounds was
considered valuable as it helped in avoiding bias and ensured that the findings would be relevant
and applicable across various work settings.
The age range, the working professional status, and the diverse sectors represented by the
participants were thoughtfully chosen to provide a comprehensive understanding of how
affective organizational commitment, job career satisfaction, and the working space interact and
influence one another in the context of the modern workforce.

3.3 Hypotheses
1. There will be a significant positive relationship between Job Career Satisfaction (JCS)
and Working Conditions (WC).
2. There will be a significant positive relationship between Job Career Satisfaction (JCS)
and Affective Commitment (AC).
3. There will be a significant positive relationship between Working Conditions (WC) and
Job Career Satisfaction (JCS).

25
3.4 Variables and Operational definitions
1. Independent Variable: Working Conditions
 Operational Definition: Working conditions refer to the physical and
environmental aspects of the workplace. This includes factors such as the quality
of the physical workspace, safety, ergonomics, noise levels, lighting, and overall
comfort as perceived by employees.
2. Mediating Variable: Affective Organizational Commitment
 Operational Definition: Affective organizational commitment denotes the
emotional attachment and loyalty an employee feels toward their organization. It
can be measured through self-reported scales, such as the Organizational
Commitment Scale by Meyer and Allen, which assess the degree of emotional
connection an individual has with their organization.
3. Dependent Variable: Job Career Satisfaction
 Operational Definition: Job career satisfaction is a measure of how content an
employee is with their career progression within the organization. It can be
assessed using self-reported scales that evaluate an individual's satisfaction with
their current role, growth opportunities, alignment of career aspirations with their
job, and overall contentment with their career within the organization.

3.5 Tools
In the present study, Two standardized tools were used which are given below.

3.5.1 Meyer and Allen's Organizational Commitment Scale

Meyer and Allen's Organizational Commitment Scale is a widely recognized and utilized
instrument in the field of organizational psychology. It was developed by John P. Meyer and
Natalie J. Allen, two prominent researchers in the study of organizational commitment. The scale
was first introduced in their groundbreaking work on the subject in the late 1980s.
This scale is designed to assess an employee's commitment to their organization. It recognizes
that commitment can be multidimensional, and it measures three distinct types of commitment:
Affective Commitment: This type of commitment measures an individual's emotional attachment
to their organization. It reflects the employee's genuine care and commitment, stemming from a
sense of belonging, shared values, and a deep emotional connection with the organization. High
scores on affective commitment indicate a strong emotional bond with the organization.
Continuance Commitment: Continuance commitment measures an individual's commitment
based on perceived costs associated with leaving the organization. It reflects a commitment due
to the perceived sacrifices an employee would have to make if they were to leave the

26
organization. High scores on continuance commitment indicate a commitment based on
perceived obligations.
Normative Commitment: Normative commitment assesses an individual's commitment arising
from a sense of moral or ethical obligation to stay with the organization. It reflects commitment
based on a personal belief that staying with the organization is the right thing to do. High scores
on normative commitment indicate a commitment based on a sense of duty.
The scale consists of a series of statements that employees are asked to rate in terms of their
agreement or disagreement. By assessing the three dimensions of commitment, it provides a
comprehensive view of an employee's overall commitment to their organization.
The Organizational Commitment Scale has been widely adopted in both academic research and
practical organizational settings. It serves as a valuable tool for understanding and measuring
employee commitment, which, in turn, has a significant impact on various organizational
outcomes, including employee performance, turnover, and job satisfaction.
Meyer and Allen's work in developing this scale has greatly contributed to the understanding of
how different forms of commitment can shape an employee's relationship with their
organization. This instrument has become a cornerstone in the field of organizational
psychology, helping researchers and organizations gain insights into the factors that influence
employee commitment and its subsequent impact on organizational success.

3.5.2 The Work-Related Quality of Life (WRQoL) scale

The Work-Related Quality of Life (WRQoL) scale encompasses six distinct subscales, each
focusing on a specific dimension of an individual's well-being and quality of life within the
workplace. These subscales provide a comprehensive understanding of the various factors that
contribute to an employee's overall work-related quality of life.
1. Job and Career Satisfaction: This subscale assesses the extent to which employees find
their job and career fulfilling and satisfying. It delves into aspects such as career
progression, job security, and alignment with personal career goals. It gauges the level of
contentment employees derive from their current roles and future career prospects within
the organization.
2. Work-Related Stress: Work-related stress is a crucial aspect of well-being in the
workplace. This subscale examines the stress levels experienced by employees in the
course of their work. It considers factors such as workload, deadlines, job demands, and
the overall impact of stress on an individual's quality of life.
3. Work and Personal Life Balance: Achieving a harmonious balance between work and
personal life is vital for overall well-being. This subscale evaluates how well employees
can maintain this balance. It looks into issues related to long working hours, the ability to

27
 disconnect from work during personal time, and the impact of an imbalance on one's
quality of life.
4. Job Control and Flexibility: Job control and flexibility at work can significantly affect an
individual's quality of life. This subscale measures the extent to which employees have
control over their work and the flexibility to manage their tasks. It explores whether
employees have autonomy and the ability to make decisions that impact their work-
related quality of life.
5. General Well-Being: This subscale takes a broader perspective on well-being,
considering physical and mental health, overall happiness, and life satisfaction. It looks at
the holistic well-being of employees, encompassing factors beyond the workplace. It
examines how well-being in personal life spills over into work and vice versa.
6. Work Environment: The work environment, including factors like workplace safety,
relationships with colleagues, and organizational culture, plays a crucial role in quality of
life. This subscale assesses the extent to which the work environment contributes to or
hinders employee well-being. It examines how the workplace, including physical
conditions and interpersonal dynamics, affects the overall quality of life.
These six subscales are integral components of the WRQoL scale and provide a comprehensive
framework for assessing and understanding the diverse dimensions of well-being and quality of
life within the workplace. By addressing each of these subscales, the scale offers valuable
insights into the multifaceted aspects of work-related well-being and quality of life, both in
research and organizational settings. It underscores the significance of considering the holistic
well-being of employees in the context of work, promoting a more balanced and fulfilled work
experience.

3.6 Procedure
In the current study, for working professionals consent form was given to every participant.
Confidentiality was assured to every participant and asked to give genuine responses to the items
of the tools. Every item was compulsory in all the tools. All the tools were provided to the
participants through google forms. Participants were asked to complete all tools in one sitting.
For all the tools standardized instructions were given.

3.7 Scrutiny, Scoring, Tabulation

After data was collected, confirmed that all the participants were attempted all the items. Missing
responses were separated from the datasheet. For the remaining responses, the final datasheet
was made on Microsoft Excel. After scrutinizing the data, scoring was done for all tools as per
the manual. Scoring was done on MS Excel and obtained scores were appropriately assigned.
After making the final datasheet, the necessary data was prepared for JASP 0.16.4.0 for further
statistical analysis. The data had been analyzed statistically and the result was obtained
accordingly.

28
3.8 Summary
This chapter provides essential information about participants, measurement used, procedure,
scrutiny and scoring used for the study. The next chapter deals with the detailed discussion and
results of statistical analysis.

29
 Chapter 4
Results and Discussion
4.1 Overview
4.2 Results
4.2.1 Descriptive statistics
4.2.2 Pearson's correlation
4.3 Discussion
4.4 Summary

30
4.1 Overview
The earlier chapter included methods used for current study. The present chapter includes the
detailed analysis of variables, results in terms of descriptive statistics and Correlation. The
chapter also includes detailed discussion about obtained results in accordance with hypotheses.

4.2 Results
This chapter includes analysis of the data in line with hypotheses. Primary data analysis is
quantitative in nature. Data is analyzed using JASP. Correlation between 3 variables and
descriptive statistics are calculated.

4.2.1 Descriptive statistics

Descriptive Statistics

JCS WC AC

Valid 49 49 49

Missing 0 0 0

Mean 4.133 10.571 21.204

Std. Error of Mean 0.111 0.416 0.724

Std. Deviation 0.775 2.915 5.070

Skewness -1.299 -1.343 -1.045

Std. Error of Skewness 0.340 0.340 0.340

Minimum 1.125 3.000 6.000

Maximum 5.500 15.000 30.000

All the statistical analyses were conducted while using JASP. Mean value is the central value of
the discrete set of every scores and standard deviation (SD) is the measurement of the amount of
variation of numerical scores. Therefore, Mean and standard deviation were calculated for Job
career satisfaction (JCS), Working conditions (WC) and Affective commitment (AC). All the
variables and values are presented in the table.

31
4.2.2 Pearson's correlation
The table below contains Pearson's correlation coefficients and their associated p-values, which
measure the strength and significance of the relationships between three variables Job Career
Satisfaction (JCS), Working Conditions (WC), and Affective Commitment (AC).
JCS and WC have a positive correlation (r = 0.330) that is statistically significant (p =
0.021).JCS and AC have a positive correlation (r = 0.252), but the correlation is not statistically
significant (p = 0.081).
WC and AC have a strong, statistically significant positive correlation (r = 0.777, p < 0.001).

Pearson's Correlations

Variable JCS WC AC

1. JCS Pearson's r —

p-value —

2. WC Pearson's r 0.330 * —

p-value 0.021 —

3. AC Pearson's r 0.252 0.777 *** —

p-value 0.081 < .001 —

* p < .05, ** p < .01, *** p < .001

32
4.3 Discussion
Correlation between Affective Commitment (AC) and Job Career Satisfaction (JCS):
The correlation between Affective Commitment and Job Career Satisfaction reveals an
interesting aspect of employees' emotional connection to their organization. Although the
correlation is positive (r = 0.252), indicating that as employees report higher levels of Affective
Commitment, they tend to also report higher Job Career Satisfaction, it's worth noting that this
relationship is not statistically significant (p = 0.081).
This finding suggests that while there is a tendency for employees who are more emotionally
committed to their organization to also report higher job career satisfaction, the strength of this
connection is not strong enough to be considered statistically significant. In other words, there
might be various factors at play when it comes to career satisfaction, and affective commitment
is just one of them.
This lack of statistical significance could be due to the complexity of factors influencing job
career satisfaction. It's likely that other variables, such as job role, career development
opportunities, or work-life balance, also contribute to how satisfied employees are with their
careers. So, while affective commitment matters, it's not the sole determinant of career
satisfaction.
Correlation between Affective Commitment (AC) and Working Conditions (WC):
In contrast, the correlation between Affective Commitment and Working Conditions is not only
positive (r = 0.777) but also highly statistically significant (p < 0.001). This is a remarkable
finding, indicating a robust relationship between the emotional attachment employees have to
their organization and the quality of their working conditions.
What this means is that as employees perceive their working conditions to be more favorable,
they are significantly more likely to feel a strong sense of affective commitment to the
organization. This suggests that the physical work environment, safety, and comfort play a
substantial role in fostering a sense of loyalty and emotional connection among employees.
This result has substantial implications for organizations. It underscores the importance of
investing in and maintaining a supportive, comfortable, and safe work environment. When
employees feel that their needs and well-being are considered and prioritized, it enhances their
commitment to the organization. This strong emotional bond, in turn, can lead to increased
motivation, better performance, and a reduced likelihood of turnover.

Correlation between Job career satisfaction (JCS) and Working Conditions (WC):
The positive correlation (r = 0.330, p = 0.021) between Job Career Satisfaction (JCS) and
Working Conditions (WC) highlights that better working conditions are linked to higher career
satisfaction. This underlines the importance of creating a comfortable, safe, and supportive work
environment for employees. However, it's crucial to recognize that other factors also influence

33
career satisfaction. Future research can explore these dynamics further. In summary, improving
working conditions positively impacts job career satisfaction, but it's not the sole determinant.
Organizations should consider these findings when shaping their workplace strategies to enhance
employee well-being and career satisfaction.
Hypotheses 1 and 3 have been accepted based on the provided results. They assert a significant
positive relationship between Job Career Satisfaction (JCS) and Working Conditions (WC), and
this relationship is supported by the data. Hypothesis 2, on the other hand, could not be
definitively accepted or rejected, as the correlation between Job Career Satisfaction (JCS) and
Affective Commitment (AC) lacked statistical significance in the data.

4.4 Summary
This chapter includes quantitative analysis of the data. For quantitative analysis descriptive
statistics and Pearson’s correlation coefficient used for Job career satisfaction, Affective
commitment and Working conditions.
Next chapter includes brief summary of dissertation, conclusions drawn from study, Contribution
and implication, Strengths and limitations of present study and suggestions for future research.

34
 Chapter 5
Summary
5.1 Overview
5.2 Brief summary
5.2.1 Objective and hypotheses
5.2.2 Method
5.3 Conclusion
5.4 Strengths and Limitations of the present study
5.5 Contribution and Implications
5.6 Suggestions for future research

35
5.1 Overview
The present chapter deals with the brief summary of objective, hypotheses, method used in the
present study. Conclusions were based on result. Strengths and limitations were discussed in this
chapter. Contribution, implications, suggestions for future studies were given below.

5.2 Brief summary

The current research aimed to investigate correlation between Affective commitment, Job career
satisfaction and Working conditions.

5.2.1 Objective and hypotheses

Objectives:
1. To Examine the Relationship between Affective Commitment and Working Conditions:
This research seeks to investigate the extent to which the quality of working conditions
influences employees' emotional commitment to their organizations.

2. To Explore the Connection between Affective Commitment and Job Career Satisfaction:
The study aims to understand the role of affective commitment in shaping employees'
job career satisfaction and overall career contentment.
3. To Assess the Interplay Among Affective Commitment, Working Conditions, and Job
Career Satisfaction: This research aims to provide a holistic perspective on how these
three variables relate to each other and collectively impact employee well-being and
organizational commitment.
Hypotheses:
1. There will be a significant positive relationship between Job Career Satisfaction (JCS)
and Working Conditions (WC).
 Hypothesis: Accepted. The correlation between JCS and WC is statistically
significant (r = 0.330, p = 0.021).
2. There will be a significant positive relationship between Job Career Satisfaction (JCS) and
Affective Commitment (AC).
 Hypothesis: Not clearly accepted or rejected. The correlation between JCS and
AC is positive (r = 0.252), but it is not statistically significant at the 0.05 level (p
= 0.081).
3. There will be a significant positive relationship between Working Conditions (WC) and
Job Career Satisfaction (JCS).
 Hypothesis: Accepted. The correlation between WC and JCS is statistically
significant (r = 0.330, p = 0.021).

36
Specifically, favorable working conditions are expected to mediate the relationship between
Affective Commitment and Job Career Satisfaction, emphasizing the role of the workplace
environment in shaping career contentment.

5.2.2 Method
Two scales were used to Affective commitment, Job career satisfaction and Working conditions.
In working professionals from various sectors. The two scales were Organizational commitment
by John P. Meyer and Natalie J.Allen (1997) , and Work-Related Quality of Life scale
(WRQoL) by Simon Easton and Darren Van Laar (2010). The main study comprises of total 49
participants, who are between the age group of 18-40 and are working professionals. The
participants were selected by using snowball sampling method.

5.3 Conclusion
In conclusion, the research revealed that affective commitment, job career satisfaction, and
working conditions are intertwined. Affective commitment positively influences career
satisfaction, while the quality of the working space impacts both commitment and satisfaction.
It's clear that investing in a supportive working environment can enhance employee commitment
and job satisfaction.

5.4 Strengths and Limitations of the present study

Strengths:
1. Diverse Participant Sample: One of the key strengths of this study was the inclusion of
participants from various sectors and industries. This diversity provided a more
comprehensive and real-world understanding of the relationships studied.
2. Real-world Relevance: The research focused on aspects highly relevant to today's work
environments, including affective commitment, job career satisfaction, and working
conditions. This practical focus ensures that the findings have direct implications for
organizations and employees.
3. Mediation Analysis: The study's exploration of affective commitment as a mediator
between working conditions and job career satisfaction is a notable strength. It adds depth
to the analysis and helps uncover the mechanisms at play in these relationships.
4. Quantitative Approach: The use of a quantitative research approach and the
Organizational Commitment Scale by Meyer and Allen enhanced the objectivity and
reliability of the study's results.

37
Limitations:
1. Sample Size: The study's sample size of 49 participants, while diverse, is relatively small.
A larger sample size would have increased the study's generalizability and statistical
power.
2. Cross-Sectional Design: The research employed a cross-sectional design, which limits the
ability to draw causal conclusions. A longitudinal or experimental design would provide
more robust evidence of causality.
3. Self-Report Measures: The study relied on self-report measures, which are subject to
response bias and social desirability. Objective measures or mixed-methods approaches
could have provided a more well-rounded perspective.
4. Generalizability: As the study focused on a specific age group (18-40), the findings may
not be fully generalizable to older or younger populations.
5. Contextual Factors: The study did not extensively consider contextual factors that could
influence the relationships studied, such as the cultural or organizational context.
Incorporating these factors could have provided a richer understanding.
6. Limited Scope: The study primarily examined affective commitment, job career
satisfaction, and working conditions. Broader contextual and personal variables that may
impact these relationships were not extensively explored.

5.5 Contribution and Implications

Contributions:
1. Enhanced Understanding of Employee Dynamics: This study contributes to a deeper
understanding of the intricate dynamics within the employee-organization relationship. It
highlights how emotional commitment, career satisfaction, and the physical working
environment are interconnected elements that impact overall well-being and performance.
2. Practical Insights for Organizations: The findings offer valuable insights for
organizations aiming to enhance employee commitment, job satisfaction, and retention.
They underscore the practical significance of investing in supportive working conditions
that align with employee values and well-being.
3. Mediating Role of Affective Commitment: The study's exploration of affective
commitment as a mediator between working conditions and job career satisfaction is a
significant contribution. It unravels the underlying mechanisms at play, which can inform
tailored strategies for organizations seeking to optimize their work environments.
4. Relevance in a Competitive Job Market: In today's highly competitive job market,
retaining and engaging employees is paramount. This research equips organizations with
practical guidance for creating workplaces that foster commitment, satisfaction, and long-
term loyalty.

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Implications:
1. Human-Centric Work Environments: Organizations should prioritize human-centric work
environments that not only accommodate physical comfort but also align with employee
values, aspirations, and emotional attachment to the organization.
2. Employee Well-being: The research underscores the importance of employee well-being.
It suggests that organizations can enhance job career satisfaction and commitment by
investing in working conditions that reduce stress, promote physical comfort, and support
overall health.
3. Tailored Employee Engagement Strategies: The study highlights the need for tailored
employee engagement strategies that consider the interplay between affective
commitment, job career satisfaction, and the physical workspace. Organizations should
design interventions that foster emotional bonds and career satisfaction within the context
of supportive workspaces.
4. Long-Term Organizational Success: By focusing on the findings of this study,
organizations can work towards long-term success. The insights emphasize the
significance of a content, committed, and engaged workforce in driving organizational
progress and sustainability.

5. Continued Research: The research paves the way for further investigations, including
larger sample sizes, longitudinal designs, and a more comprehensive exploration of
contextual and personal factors. Continued research in this area can provide a more
nuanced understanding of the intricate relationships at play in the workplace.

5.6 Suggestions for future research

1. Age and Generational Differences: Considering age and generational differences in
employee commitment and job satisfaction is relevant, especially in the context of a
multigenerational workforce. Understanding how these variables vary across different
age groups can inform tailored management strategies.
2. Cultural and Organizational Context: Investigating the impact of cultural and
organizational context on these relationships can provide a deeper understanding.
Different cultural norms and organizational cultures may influence the dynamics of
commitment and satisfaction.
3. Remote Work Environments: With the rise of remote and hybrid work, future research
should explore how working conditions and employee commitment play out in virtual
environments. Understanding the unique challenges and opportunities in remote work
settings is essential.

39
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Appendix
Tools used for Present Study.

1. Work-Related Quality of Life scale ( WRQoL)

1. I have a clear set of goals and aims to enable me to do my job.
2. I feel able to voice opinions and influence changes in my area of work.
3. I have the opportunity to use my abilities at work.
4. I feel well at the moment.
5. My employer provides adequate facilities and flexibility for me to fit work in around my
family life.
6. My current working hours / patterns suit my personal circumstances.
7. I often feel under pressure at work.
8. When I have done a good job it is acknowledged by my line manager.
9. Recently, I have been feeling unhappy and depressed.
10. I am satisfied with my life.
11. I am encouraged to develop new skills.
12. I am involved in decisions that affect me in my own area of work.
13. My employer provides me with what I need to do my job effectively.
14. My line manager actively promotes flexible working hours / patterns.
15. In most ways my life is close to ideal.
16. I work in a safe environment.
17. Generally things work out well for me.
18. I am satisfied with the career opportunities available for me here.
19. I often feel excessive levels of stress at work.
20. I am satisfied with the training I receive in order to perform my present job.
21. Recently, I have been feeling reasonably happy all things considered.
22. The working conditions are satisfactory.
23. I am involved in decisions that affect members of the public in my own area of work.
24. I am satisfied with the overall quality of my working life.

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2. Meyer and Allen's Organizational commitment scale (Affective)
1. I would be very happy to spend the rest of my career in this organization.
2. I enjoy discussing my organization with people outside it.
3. I really feel as if this organization’s problems are my own.
4. I think I could easily become as attached to another organization as I am to this one.
5. I do not feel like “a member of the family” at this organization.
6. I do not feel “emotionally attached” to this organization.
7. This organization has a great deal of personal meaning for me.
8. I do not feel a strong sense of belonging to this organization.

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