Scribd Logo
Upload

Welcome to Scribd!

  • 59 views

    ISSN 1822-6515 ISSN 1822-6515 Ekonomika Ir Vadyba: 2011. 16 Economics and Management: 2011. 16

    Uploaded by

    c381637
    The document analyzes employee commitment and job satisfaction levels at Lithuanian organizations. It finds that affective commitment is highest, with employees feeling a strong sense of belonging, while normative commitment is lowest. Continuance commitment is moderate due to fears of unemployment. Job satisfaction is also moderate, with intrinsic satisfaction like skill development higher than extrinsic factors. Correlation analysis shows that investing in one type of HRM practice like training can stimulate other practices and increase organizational commitment and job satisfaction.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    ISSN 1822-6515 ISSN 1822-6515 Ekonomika Ir Vadyba: 2011. 16 Economics and Management: 2011. 16

    Uploaded by

    c381637
    59 views1 page
    The document analyzes employee commitment and job satisfaction levels at Lithuanian organizations. It finds that affective commitment is highest, with employees feeling a strong sense of belonging, while normative commitment is lowest. Continuance commitment is moderate due to fears of unemployment. Job satisfaction is also moderate, with intrinsic satisfaction like skill development higher than extrinsic factors. Correlation analysis shows that investing in one type of HRM practice like training can stimulate other practices and increase organizational commitment and job satisfaction.

    Original Description:

    jl

    Original Title

    jl

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document analyzes employee commitment and job satisfaction levels at Lithuanian organizations. It finds that affective commitment is highest, with employees feeling a strong sense of belonging, while normative commitment is lowest. Continuance commitment is moderate due to fears of unemployment. Job satisfaction is also moderate, with intrinsic satisfaction like skill development higher than extrinsic factors. Correlation analysis shows that investing in one type of HRM practice like training can stimulate other practices and increase organizational commitment and job satisfaction.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    59 views1 page

    ISSN 1822-6515 ISSN 1822-6515 Ekonomika Ir Vadyba: 2011. 16 Economics and Management: 2011. 16

    Uploaded by

    c381637
    The document analyzes employee commitment and job satisfaction levels at Lithuanian organizations. It finds that affective commitment is highest, with employees feeling a strong sense of belonging, while normative commitment is lowest. Continuance commitment is moderate due to fears of unemployment. Job satisfaction is also moderate, with intrinsic satisfaction like skill development higher than extrinsic factors. Correlation analysis shows that investing in one type of HRM practice like training can stimulate other practices and increase organizational commitment and job satisfaction.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 1

    ISSN 1822-6515 ISSN 1822-6515

    EKONOMIKA IR VADYBA: 2011. 16 ECONOMICS AND MANAGEMENT: 2011. 16

    Among organizations employees normative commitment level is the poorest of the three dimensions
    of commitment (mean 2,18). 50,0 per cent of respondents state that they were not taught to believe in the
    value of remaining loyal to one organization, 45,2 per cent agree that these days people move from company
    to company too often. Only 27,4 percent of respondents state that they wouldn’t feel that it was wrong to
    leave the organization if something better came along. Whereas normative commitment refers to the
    employee‘s feelings of obligation and need to work (Buciuniene & Skudiene, 2008), it could be drawn the
    conclusion that employee do not feel indebted to this organization.
    The analysis of three dimensions of commitment reveals that affective commitment is dominant (mean
    2,7). The employee feel identification with organization and an emotional involvement with an organization:
    85,5 per cent of respondents feel a strong sense of belonging to the organization, 79,0 per cent – feel like
    “part of the family”, 71,0 per cent - would be very happy to spend the rest of career with this organization.
    However, from another side the employee do not treat organizations problems as their own (61,3 per cent
    separate problems).
    In relation to continuance commitment (mean 2,47), 83,9 per cent of respondents are afraid of what
    might happen if they quit job right now without having another one lined up; 48,4 per cent do not see career
    possibilities (one of the few negative consequences of leaving this organization would be the scarcity of
    available alternatives). The findings reflect the socioeconomic situation in Lithuania and reveal that
    employee are compelled to commit to the organization because the cost associated with leaving are too high.
    Under such circumstances employee make the decision to stay in organization and save the position.
    Job satisfaction level. The level of job satisfaction is quite high (mean 2,73), however intrinsic
    satisfaction (mean 2,71) is higher than an extrinsic job satisfaction (mean 2,65).
    In relation to intrinsic satisfaction, on the top of the rating are statements which are outcomes of skill-
    enhancing HRM practices (93,5 per cent are satisfied with the chance to work alone, 80,6 per cent are
    content with chances to do different things from time to time) or which are outcomes of engagement-
    enhancing HRM practices (90,3 per cent are satisfied with changes to do something that makes use of the
    abilities). At the least (only 38,7 per cent) the respondents are satisfied with the chance to be “somebody” in
    the community. The research reveals differencies concerning intrinsic satisfaction in separate employees age
    groups: employees up to 30 years old feel the minimal intrinsic satisfaction (mean 2,37), the most intrinsic
    satisfied (mean 2,80) are workers over the age 50.
    As regard to extrinsic job satisfaction, the satisfaction concerning line managers are identified: 93,5
    per cent of respondents are satisfied the way the line managers are handling worker; 90,3 per cent – with
    competence of line managers in making decisions. These findings let to conclude that line managers do not
    act as “robot conformist” in enacting HRM policies (Harney & Jordan, 2008) and that the employees in the
    organization are content with the way how line managers undertake people management activities. It
    worthwhile to mention, that the same trend concerning extrinsic satisfaction in separate employees age
    groups shows up: the most extrinsic satisfied (mean 2,94) are workers over the age 50.
    The results of correlation analysis. The results of correlations between HRM practices and affective
    human resource reactions are shown in Table 1.

    Table 1. Correlation between HRM practices and affective human resource reactions
    1 2 3 4 5
    1 Skill-enhancing HRM practices 1,00 0,321* 0,405** 0,483** 0,411**
    2 Motivation-enhancing HRM practices 1,00 0.606** 0,314* 0,533**
    3 Engagement-enhancing HRM practices 1,00 0,293* 0,551**
    4 Organizational commitment 1,00 0,634**
    5 Job satisfaction 1,00
    Notes: *mutual correlation is significant at p<0,05; **mutual correlation is significant at p<0,01

    The correlations in Table 1 show that meaningful statistical relationships are between HRM practices:
    skill-enhancing HRM practices weak correlate with motivation-enhancing HRM practices (r=0,321, p<0,05)
    and with engagement-enhancing HRM practices (r=0,405, p<0,01); meanwhile, motivation-enhancing HRM
    practices medium significantly correlate with engagement-enhancing HRM practices (r=0,606, p<0,01).
    These results allow to draw the conclusion that investment in one HRM practices kind (for example in skill-
    enhancing HRM practice, like training) stimulates the level of other HRM practices.

    925

    You might also like