Relation Between Employee Commitment and Job Performance
TABLE OF CONTENT CHAPTER ONE 3 INTRODUCTION 3
1.1 Introduction 3
1.2 Background of the Study 4
1.3 Problem Statement 5
1.4 Purpose of Study 5
1.5 Scope of Study/Limitation of Study 6
1.6 Significance of Study 6
1.7 Conclusion 6 CHAPTER TWO 7 LITERATURE REVIEW 7
2.1 Introduction 7
2.2 Conceptual Definition 7 2.2.1 Positive Work Relationship 8 2.2.2 Reward Practice and Recognition 8 2.2.3 Fairness of Performance Appraisal 9 2.2.4 Job Performance 9
2.3 Previous Research 10
2.4 Related Theories 10
2.5 Conceptual Framework 10
2.6 Conclusion 11 CHAPTER THREE 12 METHODOLOGY 12
3.1 Introduction 12
3.2 Research Design 12
3.3 Data Collection Method 13
3.4 Research Sampling 14
3.5 Research Instrument 14
3.6 Data Analysis Method 15
3.7 Conclusion 15 REFERENCES 17
CHAPTER ONE
INTRODUCTION
1.1 Introduction
The organizational commitment is defined as the relative strength of an individual’s identification with and involvement in a particular organization (Mowday et al, 1979). Employees who have strong organizational commitments are characterized as having strong belief in the values and goals of the organization, willing to step up efforts in the interests of the organization and have a strong desire to remain in the organization. Organizations constantly seek ways to increase employee productivity and enhance job performance. Facilitating employee feelings of vitality, defined as the subjective feeling of being alive and alert (Ryan and Frederick, 1997), may be critical to achieving these ends, because employees who are vital feel alive and mentally and physically vigorous (Ryan and Bernstein, 2004). Therefore, it is the intention of this study to empirically investigate the relationship between employees commitment and their job performance in an organization.
There are seven sections in this chapter one. First section is generally the introduction of this study. The second section describe about the background of the
1.1 Introduction 3
1.2 Background of the Study 4
1.3 Problem Statement 5
1.4 Purpose of Study 5
1.5 Scope of Study/Limitation of Study 6
1.6 Significance of Study 6
1.7 Conclusion 6 CHAPTER TWO 7 LITERATURE REVIEW 7
2.1 Introduction 7
2.2 Conceptual Definition 7 2.2.1 Positive Work Relationship 8 2.2.2 Reward Practice and Recognition 8 2.2.3 Fairness of Performance Appraisal 9 2.2.4 Job Performance 9
2.3 Previous Research 10
2.4 Related Theories 10
2.5 Conceptual Framework 10
2.6 Conclusion 11 CHAPTER THREE 12 METHODOLOGY 12
3.1 Introduction 12
3.2 Research Design 12
3.3 Data Collection Method 13
3.4 Research Sampling 14
3.5 Research Instrument 14
3.6 Data Analysis Method 15
3.7 Conclusion 15 REFERENCES 17
CHAPTER ONE
INTRODUCTION
1.1 Introduction
The organizational commitment is defined as the relative strength of an individual’s identification with and involvement in a particular organization (Mowday et al, 1979). Employees who have strong organizational commitments are characterized as having strong belief in the values and goals of the organization, willing to step up efforts in the interests of the organization and have a strong desire to remain in the organization. Organizations constantly seek ways to increase employee productivity and enhance job performance. Facilitating employee feelings of vitality, defined as the subjective feeling of being alive and alert (Ryan and Frederick, 1997), may be critical to achieving these ends, because employees who are vital feel alive and mentally and physically vigorous (Ryan and Bernstein, 2004). Therefore, it is the intention of this study to empirically investigate the relationship between employees commitment and their job performance in an organization.
There are seven sections in this chapter one. First section is generally the introduction of this study. The second section describe about the background of the
References: Latar Belakang UPNM. (2013). Retrieved from http://www.upnm.edu.my/index.php?req=7 Mujtaba, B. G. (2010). An Equitable Total Rewards Approach to Pay for Performance Management, 11(4), 111–122. Rothmann, S., & Coetzer, E. P. (2003). THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE, 29(1), 68–74. Saunderson, R. (2011). Do they really produce big results ? Executive Excellence Publishing. Retrieved from www.leaderexcel.com *raosoft.com/samplesize.html