Management Science Letters 4 (2014) 1841–1848

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Management Science Letters

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Studying the impact of the organizational commitment on the job performance

Mojtaba Rafieia , Mohammad Taghi Aminib and Navid Foroozandehc*

a
Assistant professor, Department of Public Administration, Payame Noor University, PO Box 19395-3697 Tehran, Iran
b
Associate professor, Department of Management, Payame Noor University, PO Box 19395-3697 Tehran, Iran
c
M.A Student of EMBA, Department of Management, Payame Noor University, PO Box 19395-3697 Tehran, Iran
CHRONICLE ABSTRACT

Article history: Success of any organization depends on the performance of its employees. Enhancing
Received January 28, 2014 organizational commitment among employees is an important aspect to perform better. The
Accepted 20 June 2014 purpose of this study is to examine the effect of three components of organizational
Available online commitment; namely Affective, Continuance and Normative commitment, on employee’s
June 26 2014
performance. The study is applied among 244 employees of Cooperatives, Labor and Social
Keywords:
Organizational Commitment Welfare department of Markazi Province using a single-stage cluster sampling. The study uses
Job Performance a standard questionnaire for organizational commitment developed by Allen and Meyer and job
Affective Commitment performance questionnaire developed by Patterson were used to gather data. Structural
Normative Commitment equations modeling (SEM) technique has been used for data analysis. The result of this analysis
Continuance Commitment indicates that the organizational commitment had a positive significant effect on the job
performance. In addition, the study also showed that all three dimensions of organizational
commitment, Affective, continuance, and normative commitment, had a positive significant
effect on the job performance. From the findings, it has been proved that job performance was
strongly associated with employee's commitment.

© 2014 Growing Science Ltd. All rights reserved.

1. Introduction

Over the past few decades, substantial amount of efforts have been devoted on understanding the
nature, antecedents, and consequences of organizational commitment. Employee commitment is
important because high levels of commitment may easily lead to various favorable organizational
outcomes. Meta-analyses indicate that commitment is negatively associated with turnover (Cooper-
Hakim & Viswesvaran, 2005), absenteeism (Farrel & Stamm, 1988), and counterproductive behavior
(Dalal, 2005) and positively associated with job satisfaction (Cooper-Hakim & Viswesvaran, 2005),
motivation (Mathieu & Zajac, 1990), and organizational citizenship behavior (Riketta, 2002). Low
commitment is also associated with low levels of morale (DeCotiis & Summers, 1987) and decreased
measures of altruism and compliance (Schappe, 1998). Finally, non-committed employees may
*Corresponding author.
E-mail addresses: n_foroozandeh2012@yahoo.com (N. Foroozandeh)

© 2014 Growing Science Ltd. All rights reserved.

doi: 10.5267/j.msl.2014.6.046
1842

explain the organization in negative terms to outsiders thereby inhibiting the organization’s ability to
recruit high-quality employees (Mowday et al., 1982). In the recent years, the effects of
organizational psychological and employees’ behavioral issues such as organizational commitment
and the influence of organizational commitment on the employee job performance have been
considered. Many organizations try to provide appropriate solutions to create the desirable optimal
environments to increase job satisfaction, commitment to the profession and employee's job
performance. The study of employee’s job performance and organizational commitment plays
essential role for top-level management of the organizations. Somers and Birnbaum (1998) studied
the relationship of career commitment to performance effectiveness and reported a positive
relationship between these two factors. Jackofsky (1984) reported that low commitment was leading
to high rate of turnover, whereas higher the level of job satisfaction through job security may entail
high level of organizational commitment which further leads to improved employees job
performance. Job performance has been defined as work performance in terms of quantity and quality
expected from each employee (business dictionary).

Meyer and Allen (1990) suggested three kinds of organizational commitment that are, affective
commitment, which measures an employee's emotional attachment to, identification with, and
involvement in the organization, normative commitment reflects pressures on an employee to remain
with a firm resulting from firm obligations. Continuance commitment refers commitment associated
with the expenses that employees perceive are associated with leaving the organization. Commitment
of employees can be an important instrument for improving the performance of the organizations.
Jaramillo et al. (2005) conducted a meta-analysis comprising of 51 empirical studies and reported
positive relationship between organizational commitment and job performance. Another study
showed that more committed employees had higher tendency to perform well and lower tendency to
leave their jobs (Mathieu & Zajac, 1990). A study conducted by Chughtai and Zafar (2006), among
university teacher of Pakistan concluded that highly committed teachers outperform vis-à-vis
uncommitted teachers. This study primarily focuses on the impacts of low/high commitment towards
the employee’s job performance.

2. Literature review

2.1. Organizational commitment

The key to an organizational success depends entirely on the commitment of employees toward
organization. Commitment toward organization is more than just a formal membership; it
encompasses the attitude to firm and willingness to pursue all things for the sake of firm.
Organizational commitment is a situation where an employee in line with a specific organization as
well as the goals and wishes to maintain membership in organization (Robbins & Judge, 2007). Bakan
et al. (2011) stated, the success of an organization depends not only on how the organization makes the most
human competences, but also how it encourages commitment to an organization

2.1.1. Affective commitment

Affective commitment is described as the affective desire on the part of individuals employed in a
firm to continue to work in the organization because of detecting themselves with the organization
(Yavuz, 2010). Employee’s emotional bond to the organization has been considered an essential
determinant of dedication and loyalty. Qaisar et al. (2012) stated, Affective commitment is based on
worker’s emotional association, participation and recognition in the organization.

2.1.2. Continuance commitment

The second dimensions of organizational dimensions of Allen and Meyer (1990) is continuance
commitment, which is based on the theory of investments. When employees enter into a particular firm,
 M. Rafiei et al. / Management Science Letters 4 (2014) 1843

they are bound to have a link with the organization or committed to remain with the organization because of
insufficient alternative opportunity or awareness of the expenses associated with leaving the organization
(Dixit & Bhatti, 2012).

2.1.3. Normative Commitment

Normative Commitment reflects commitment based on perceived obligation towards the
organization, for instance rooted in the norms of reciprocity (Jaros, 2007). Normative commitment
reflects a feeling of duty to continue working with the organization. There are people who have a
high level of normative commitment feels that they remain in the current organization.

2.2. Job performance

Performance is described as the attained outcome of actions with the skills of employees who perform
in some situation (Prasetya & Kato, 2011). Kahya (2009) stated that job performance had been
studied as an important variable in industrial and organizational psychology literature. Campbell et al.
(1990) defined the job performance as behaviors executed in line with the set objectives of the
organization. Swasto (1996) stated that employee performance was the actions or the completion of
errands accomplished by individuals within specific period of time. Performance refers to the amount
of effort, initiative, and maintenance of standards and commitment displayed by individuals while
performing the job tasks (Mguqulwa, 2008).
2.3.Oraganizational commitment-Job performance
Dixit and Bhati (2012) found that the Employees Commitment (Affective, Normative, continuous)
were significantly associated with sustained productivity in Auto component industry. They reported
that there were positive relationships between the three commitments (affective, continuance and
normative commitment) and sustained productivity of the organization. Qaisar et al. (2012) discussed
about the effects of organizational commitment on employee’s performance. They examined the
effect of three components of organizational commitment (affective, continuance and normative
commitment) on performance of police officers in Pakistan. Sinclair et al. (2005) drew from prior
research on organizational commitment to propose a framework of affective and continuance
commitment profiles. They reported that the free agents received substantially poorer supervisor
ratings of performance, organizational citizenship behavior, and antisocial behavior than any other
group. Suliman and Lles (2002) explored the nature of organizational commitment in three industrial
units in Jordan by applying employees' job performance and five demographic variables. Their
research disclosed that that organizational commitment comprises three-dimensional concept. The
findings also uncovered a positive relationship between commitment (all the three components) and
job performance.

2.4. Research Model

The conceptual model of research is illustrated in Fig. 1 as follows,

Organizational Commitment
- Affective Commitment
Job performance
- Continuance Commitment
- Normative Commitment

Fig. 1. Conceptual Model of research

The study has been accomplished in one of Iranian organizations located in Markazi province.
1844

2.5. Research hypotheses

Main Hypotheses

H1 : Organizational commitment has a significant positive effect on employee's performance.

H2 : Affective commitment has a significant positive effect on employee's job performance.
H3 : Continuance commitment has a significant positive effect on employee's job performance.
H4 : Normative commitment has a significant positive effect on employee's job performance.

3. The research methodology

The present study is applied in terms of goal. The research method is survey and statistical method is
descriptive. Using survey method or field research is an ordered information collecting method that
can be used for detecting relationship between various variables.

3.1. Statistical population, sample size and sampling method

Statistical population of this study is all officers and employees of cooperatives, labor and social
welfare department of Markazi province. Sample size can be determined between 5 and 15 per
measured variable, in the structural equation modeling methodology.
5q  n  15q
where q is the number of observed variables (items of questionnaire) and n represents the sample size.
Considering the 7 observed variables for each measurement, the sample included 273 clients which
ultimately 244 collected questionnaires were measured and analyzed. In this research, single-stage
cluster sampling method was used.

3.2. Data collection and Data analysis method

For data collection in this study, two standard questionnaires have been used. All three components of
organizational commitment (affective commitment, continuance commitment, and normative
commitment) were measured using scale developed by Meyer and Allen (1991). Measuring scale for
each component consisted of eight items. To measure the perceived employee performance fifteen
items scale developed by Patterson (1990) was used. Five point Likert Scale was used to measure the
responses. For data analysis and testing of the research hypothesis, have been used of the inferential
statistical and the structural equation modeling method by using of the LISREL 8.80 software.

3.3. Validity and Reliability of questionnaire

Some specialists usually determine the content validity of a test. This study has used the standardized
questionnaires of Allen and Meyer organizational commitment (1991) and Patterson's job
performance (1990).

Table 1
The reliability of measuring instruments
Variable Cronbach's α Guttman coefficient
Organizational commitment 0.89 0.83
Job performance 0.91 0.89
Affective commitment 0.72 0.70
Continuance commitment 0.75 0.71
Normative commitment 0.79 0.72
Total 0.92 0.86
 M. Rafiei et al. / Management Science Letters 4 (2014) 1845

These questionnaires have been used in several studies and therefore, the used measurement
instruments in this study was properly validated, and in fact, its validity has been obtained via the
content of it. As well as, the validity of this questionnaire has confirmed by faculty advisors and
several people that they are valid. In this study, the reliability coefficients were calculated by using of
both Cronbach's alpha and Guttman spilt-half coefficient (Table 1).

4. Research Findings

4.1. Test of normality

The normality of data distribution has been verified using Kolmogorov-Smirnov test and the results
are summarized in Table 2 as follows,

Table 2
The results of Kolmogorov - Smirnov test
Kolmogorov-Smirnov Z Significant level.
Organizational commitment 0.916 0.37
Job performance 1.344 0.052
Affective commitment 1.359 0.050
Continuance commitment 1.236 0.094
Normative commitment 1.338 0.056

As shown in Table 2, the significance level for all variables, were higher than the two tailed of 0.05,
and therefore the assumption of normality is at 95 % approval.

4.2. Structural Equation models

As noted, the hypotheses of one to four are examined based on confirmatory factor analysis and
structural equations modeling techniques. Before a separate and detailed review of each of the
models, Table 3 shows the symbols in the structural models.

Table 3
The used abbreviations symbols guide in the models
Abbreviation Variable title Abbreviation Variable title
OC Organizational Commitment C1,C2,…,C8 Affective Commitment items
AC Affective Commitment C9,C10,…,C16 Continuance Commitment items
CC Continuance Commitment C17,C18,…,C24 Normative Commitment items
NC Normative Commitment P1,P2,…,P15 Job performance items
PER Job performance --- ----

4.2.1.Model 1

The evaluations of the effects of organizational commitment on employee's performance are

summarized in Table 4 and Fig. 2.

Table 4
Fit indexes of model 1
2
Index P_value χ /df RMSEA CFI NFI NNFI GFI IFI RMR
Acceptable Value < 0.05 <5 < 0.1 > 0.9 > 0.9 > 0.9 > 0.9 > 0.9 < 0.05
Value 0.00 1.47 0.044 0.99 0.97 0.99 0.92 0.99 0.030

4.2.2.Model 2

The evaluations of effects of affective commitment on employee's performance are summarized in

Table 5 and Fig. 3.
1846

Fig. 2. The model 1 in the standard estimation state Fig. 3. The model 2 in the standard estimation state

Table 5
Fit indexes of model 2
2
Index P_value χ /df RMSEA CFI NFI NNFI GFI IFI RMR
Acceptable Value < 0.05 <5 < 0.1 > 0.9 > 0.9 > 0.9 > 0.9 > 0.9 < 0.05
Value 0.00 1.49 0.045 0.98 0.94 0.97 0.90 0.98 0.048

4.2.3.Model 3

The evaluations of effects of continuance commitment on employee's performance are summarized in

Table 6 and Fig. 4.

Table 6
Fit indexes of model 3
2
Index P_value χ /df RMSEA CFI NFI NNFI GFI IFI RMR
Acceptable Value < 0.05 <5 < 0.1 > 0.9 > 0.9 > 0.9 > 0.9 > 0.9 < 0.05
Value 0.00 1.35 0.038 0.98 0.95 0.98 0.90 0.98 0.033

Fig. 4. The model 3 in the standard estimation state Fig. 5. The model 4 in the standard estimation state

4.2.4.Model 4

The evaluations of effects of normative commitment on employee's performance are summarized in

Table 7 and Fig 5.
Table 7
Fit indexes of model 4
Index P_value χ2/df RMSEA CFI NFI NNFI GFI IFI RMR
Acceptable Value < 0.05 <5 < 0.1 > 0.9 > 0.9 > 0.9 > 0.9 > 0.9 < 0.05
Value 0.00 1.52 0.046 0.98 0.95 0.98 0.90 0.98 0.039
 M. Rafiei et al. / Management Science Letters 4 (2014) 1847

4.3. Test of research hypotheses

Based on the results, we can confirm all hypotheses of the survey and Table 8 shows details of our
findings.

Table 8
The effects of commitment dimensions on employee's performance
Path coefficient
Model Relationships T-statistic Results
Direct effect
1 OC on PER 0.42 5.70 H1 accepted
2 AC on PER 0.48 5.59 H2 accepted
3 CC on PER 0.46 5.89 H3 accepted
4 NC on PER 0.48 6.15 H4 accepted

5. Conclusions and recommendations

In the light of statistical results, it transpired that the role of organizational commitment had
significant impacts for a staff’s performance in this organization. The findings indicate the
simultaneous effect of affective, continuance and normative commitments on job performance of
employee was significantly positive and those employees who had strong commitment in all three
dimensions could perform better. These results are in line with some of previous studies (e.g. Suliman
& Lles 2000; Khan et al., 2010; Mehmud et al., 2010; Qaisar, et al., 2012) who found positive impact
of three components of organizational commitment on performance of personnel in various work
settings. However, results also contradicted with findings of few researchers who reported that
continuance commitment among employees correlate negatively with their performance (e.g. Meyer
et al.'s 1989; Cropanzano et al., 1993). This implies that the organization may acquire better
performance results by absorbing employees for affective commitment, increasing sunk costs for
employees if they leave organization for continuance commitment and increasing their obligation
level for building normative commitment. The research study invites attention of top management
and policy makers of this organization to take measures to enhance employees’ performance through
increased commitment level. Improved employee performance results is aim for every organization,
therefore this study has highlighted three components of organizational commitment as important
factor, which can contribute towards performance improvement of employees.

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