The Influence of Job Recognition and Job Motivation on Organizational Commitment in Public Sector: The Mediation Role of Employee Engagement

It is an established fact that organizations across the globe consider employees as their assets and try to advance their well-being. However, the local firms of developing countries are mostly profit oriented and do not have much concern about their employees’ engagement or commitment. Like other developing countries, the local organizations of Pakistan are also less concerned about the well-being of their employees. Especially public sector organizations lack concern regarding engagement, satisfaction or commitment of the employees. Therefore, this study aimed at investigating the impact of job recognition and job motivation on organizational commitment in the mediation role of employee engagement. The data were collected from land record officers of board of revenue, Punjab, Pakistan. Structured questionnaire was used to collect data through physically visiting land record officers and also through the internet. A total of 318 land record officers’ responses were finalized to perform data analysis. The data were analyzed through confirmatory factor analysis and structural equation modeling technique. The findings revealed that job recognition and job motivation have direct as well as indirect positive and significant impact on organizational commitment. The limitations, practical implications and future research indications are also explained.

Leadership Styles in the Hotel Sector and Its Effect on Employees’ Creativity and Organizational Commitment

Leadership is crucial for hotel survival and success. It enables hotels to develop and compete effectively. This research intends to explore the implementation of six leadership styles by frontline hotel managers in four star hotels in Cairo and assess its impact on employees’ creativity and organizational commitment. The leadership patterns considered in this study includes: democratic, autocratic, laissez-faire, transformational, transactional, and ethical leaderships. Questionnaire was used as a research method to gather data. A structured survey was established and distributed on employees in Cairo’s four star hotels. A total of 284 questionnaire forms were returned and usable for statistical analysis. The results of this study identified that transactional and autocratic leadership were the prevalent styles used in four star hotels in Cairo. Two leadership styles proved to have significant high correlation and impact on employees’ creativity and organizational commitment including: transformational and democratic leadership. Besides, laissez-faire leadership was found had a smaller effect on employees’ creativity and ethical leadership had a lesser influence on employees’ commitment. The autocratic leadership had strong negative correlation and significant impact on both dependent variables. This research concludes that frontline hotel managers should adopt transformational and/or democratic leadership style in managing their subordinates.

Knowledge Management Factors Affecting the Level of Commitment

This paper examines the influence of knowledge management factors on organizational commitment for employees in the oil and gas drilling industry of Iran. We determine what knowledge factors have the greatest impact on the personnel loyalty and commitment to the organization using collected data from a survey of over 300 full-time personnel working in three large companies active in oil and gas drilling industry of Iran. To specify the effect of knowledge factors in the organizational commitment of the personnel in the studied organizations, the Principal Component Analysis (PCA) is used. Findings of our study show that the factors such as knowledge and expertise, in-service training, the knowledge value and the application of individuals’ knowledge in the organization as the factor “learning and perception of personnel from the value of knowledge within the organization” has the greatest impact on the organizational commitment. After this factor, “existence of knowledge and knowledge sharing environment in the organization”; “existence of potential knowledge exchanging in the organization”; and “organizational knowledge level” factors have the most impact on the organizational commitment of personnel, respectively.

Work and Religion: Artificial Dichotomy or Competing Interests?

Prior research has examined the relationship between religiosity, religious involvement, and involvement in secular, civic organizations. However, research has not examined the influence of religious involvement on secular, non-civic organizations (i.e. work organizations). This study examines the link between religiosity, religious involvement, and the three-component model of organizational commitment. More specifically, the author hypothesizes that individuals high in religiosity (and religious involvement) will have lower affective, continuance, and normative commitment than less religious (or non-religious) individuals. In addition, it is hypothesized that this relationship is moderated by a third factor: organizational spirituality. Further, the author hypothesizes that for organizations that are spiritual the negative relationship between religiosity and job commitment will be weakened or even negated.