Firm Performance, Worker Commitment and Loyalty

Using matched employer-employee level data drawn from the UK Workplace and Employee Relations Survey, we explore the influence of worker commitment and loyalty on firm level labour productivity and financial performance. Our empirical findings suggest that worker commitment and loyalty enhance both labour productivity and financial performance at the firm level thereby highlighting a hitherto neglected conduit for improved firm performance. Using employee level data, we also explore the determinants of worker commitment and loyalty in order to ascertain how such attachments to the firm may be engendered. In general, our employee level analysis suggests that it is firm level characteristics (such as appraisal schemes, supervision, suspensions and redundancies) that influence attachments to the firm. Such findings suggest that firms may be able to exert some influence over the loyalty and commitment of its workforce, which, in turn, may affect firm performance

Commitment and optimal incentive

We propose an extended principal-agent model considering employee commitment and describe how to motivate committed agent, who not only shows regard for his own income but also cares the organizational benefit. The principal also would like to provide support to such an agent and his utility depends on both the final profit and the payoff to the agent. There are some interesting insights into the characteristic of optimal contracts: First, commitment is an effective motivator and committed employee needs less monetary inducement to perform his job well than one who not. More specifically, undifferentiated pay is sufficient in incentivizing committed agent to implement high effort in some cases. Second, commitment and wage differential are substitutable to each other in the optimal incentive compensation design. Third, commitment is not always good for organizational efficiency when the increase in employee commitment relies on the principal’s support. Our model's finding is consistent with employee incentive in some organizations, and also help to incentive mechanism design under wages differential constraints and understanding excessive compensation.Commitment, Organizational support, Optimal Incentive, Contract

High Performance HR Practices And Customer Satisfaction: Employee Process Mechanisms

This research examined organizational commitment and customer focus as mediators between HR practices and customer satisfaction of seventy-one work units from twenty-five business units from a single firm in the food service industry. Customer satisfaction was assessed by ratings from multiple customers eighteen months after HR practices and process mechanisms were assessed from unique groups of employee respondents. Results suggest that employee commitment and customer focus partially mediate the relationship between HR practices and customer satisfaction

Organisational commitment as a predictor of job satisfaction, employee well being, absenteeism and intention to stay in the New Zealand Aged Care Sector : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University

This study, one of the first in the New Zealand aged care sector, examined the predictability of organisational commitment on job satisfaction, employee well being, absenteeism and intention to stay. A composite questionnaire incorporating Allen and Meyer's three component organisational commitment questionnaire (1990) was completed by 124 predominately female aged care employees. The results of the questionnaire were compared with overseas literature and showed that organisational commitment is predictive of employee well being, job satisfaction and intention to stay, although job satisfaction proved to be a more significant predictor of intention to stay. Implications of organisational commitment for aged care employees, aged care organisations and patients are discussed. Directions for future research include a call for more New Zealand studies of organisational commitment in the healthcare professions, and the development of human resource strategies, which are sensitive to differences in organisational commitment in a multi-cultural population

Pengaruh Komitmen Pegawai dan Kepuasan Kerja terhadap Disiplin Kerja di Kantor Badan Penelitian dan Pengembangan Provinsi Riau

The aims of this research is to find out the employee commitment and job satisfaction with work discipline. The population of this research is taken from employes of Research and Development of Riau Province Offices. Total Sampling method is used to get the samples from 80 peoples. To analyze the data Multiple Linier Regression, F- test, and t- test analysis with using SPSS 17. The result shows that employee commitment about value and aim, participatory and loyality in organization are sufficient. Employee job satisfaction show that their statisfied with their Jobs. For employes work discipline is in sufficinet categories. The result shows that both of variabel employee commitment and job satisfaction had significant effects with work discipline. Employee commitment and job satisfaction has positive coefficient regression, in other words employee commitment and job statisfaction will improved work discipline. There are strong correlations between employee commitment and job statisfaction with work discipline.Keywords : Employee Commitment, Job Satisfaction, and Work Disciplin

ANALISIS PENGARUH MOTIVASI KERJA DAN KOMITMEN ORGANISASIONAL TERHADAP KINERJA KARYAWAN (Studi Pada PT. BPR Estetika Artha Guna Semarang)

The purpose of this research is to investigate the effects of employee motivation, and organizational commitment on employee performance. The study was conducted at BPR Estetika Artha Guna, the sample size is about 69 employee, using the Regression analysis (SPSS). The results show that employee motivation, and organizational commitment has positive significance effect on employee performance. The effect of employee motivation on employee performance is significant; and The effect of organizational commitment on employee performance is significant

Workplace Performance, Worker Commitment and Loyalty

Using matched employer-employee level data drawn from the 2004 UK Workplace and Employee Relations Survey, we explore the determinants of a measure of worker commitment and loyalty (CLI) and whether CLI influences workplace performance. Factors influencing employee commitment and loyalty include age and gender, whilst workplace level characteristics of importance include human resource practices. With respect to the effects of employee commitment and loyalty upon the workplace, higher CLI is associated with enhanced workplace performance. Our findings that workplace human resources influence CLI suggest that employers may be able to exert some influence over the commitment and loyalty of its workforce, which, in turn, may affect workplace performance.labor productivity, commitment, financial performance, loyalty

HRM and Workplace Motivation: Incremental and Threshold Effects

The HRM-performance linkage often invokes an assumption of increased employee commitment to the organization and other positive effects of a motivational type. We present a theoretical framework in which motivational effects of HRM are conditional on its intensity, utilizing especially the idea of HRM 'bundling'. We then analyse the association between HRM practices and employees' organisational commitment (OC) and intrinsic job satisfaction (IJS). HRM practices have significantly positive relationships with OC and IJS chiefly at high levels of implementation, but with important distinctions between the domain-level analysis (comprising groups of practices for specific domains such as employee development) and the across-domain or HRM-system level. Findings support a threshold interpretation of the link between HRM domains and employee motivation, but at the system-level both incremental and threshold models receive some support.Human resource management, high performance, organizational commitment