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  • http://www.iaeme.com/IJCIET/index.asp 445 [email protected]

    Journal of Management (JOM) Volume 5, Issue 4, July-August 2018, pp. 445–457, Article ID: JOM_05_04_048

    Available online at http://www.iaeme.com/JOM/issues.asp?JType=JOM&VType=5&IType=4

    ISSN Print: 2347-3940 and ISSN Online: 2347-3959






    Dr K Sathyanarayan

    Assistant Professor (SG), Department of Management Studies,

    University of Madras, India

    Dr B Latha Lavanya

    Assistant Professor, Department of Management,

    Measi Institute of Management, India


    The world around is changing dynamically and decisions are taken for the future,

    which is volatile as the dollar exchange rate which is uncertain in nature. The

    technology is ever changing and undermining the impact of social, economic, and

    knowledge change which can prove to be fatal in this VUCA world. Today‘s major

    company operate in a world where VUCA has become the norm.

    This study takes a lead from reviewing various literature, many authors have done

    empirical work with variables relating to job performance, commitment, turnover

    intention, work attitude etc. A measuring instrument in the form of a structured

    questionnaire was distributed by means of purposive sampling .This research paper

    fills the research gap on investigating the factors that contribute towards the job

    satisfaction having an impact over job performance and turnover intention. Data were

    collected through a structured questionnaire, among 163 employees belonging to the

    IT sector in Chennai city. Descriptive statististics are highlighted below; CFA was

    done with the factor loadings range between 0.89 and 0.98. Reliability of the items is

    also above 0.75, then on final consolidation SEM was used to test the hypotheses

    using SPSS 20 version and AMOS version 21 respectively.

    Key words: Job Satisfaction, VUCA, Employee Performance, Turnover Intention.

    Cite this Article: Dr K Sathyanarayan and Dr B Latha Lavanya, Effect of

    Organizational Commitment, Motivation, Attitude towards Work on Job Satisfaction,

    Job Performance and Turnover Intention‖- VUCA Perspective, Journal of

    Management, 5(4), 2018, pp. 445–457.


  • Effect of Organizational Commitment, Motivation, Attitude towards Work on Job Satisfaction,

    Job Performance and Turnover Intention‖- VUCA Perspective

    http://www.iaeme.com/IJCIET/index.asp 446 [email protected]


    ‘‘Battle-ready organizations need to be agile and nimble around changes as VUCA can

    throw up immense possibilities’’

    With the initiation of globalization, one of the major challenge is to develop valuable

    strategies for human resource to perk up business performance. The result of ―stress to

    perform‖ was worth for happy employees whose progressive is more necessary.

    There is a general consensus that there exists a problem of finding successful mechanism

    of retaining employees especially in a job environment that is characterized by constant

    earnings for pay rise. Employee job satisfaction influence employee turnover in the

    organizations. The implication of this is the extent to which an organization is able to retain

    it‘s employees‟ depend on the level of job satisfaction that are made available to their

    workers. Job satisfaction is known to have positive impact on employee turnover intentions

    and in improving better job performance. It means that dissatisfaction on the job increases or

    will increase the rate of employee turnover intention in organization.

    When there is an increase in competition among employees, the firms should recognize

    the importance of employee‘s satisfaction and performance. Firms increase their human

    resource capital to competently participate in this global market. All hard work must be

    geared in direction of developing worker‘s interest in their career so as to make them

    contented in giving their most excellent to their work this will certainly make industrial

    harmony. In examination of this, the study endeavors to identify the demands that rewards

    workers‘ performance in order to deal with problems arising from inspiring approaches in

    organizational settings (Solomon, 1986)

    The existence of good coordination and reaction between the employees and

    organizational environments for employees will reveal job performance which would less the

    frustration the employees and reduce the employee‘s turnover intention.

    Managers consider the quality of internal service which would lead the employees‘

    satisfaction. A satisfied employee could deliver the high-value service which will bring the

    customer‘s satisfaction and stimulate the customer loyalty. The frontline employee not only

    plays an important role in connection between the firm and customer, but also represents the

    firm by the quality service. Therefore, when frontline employee promote and deliver the

    service, interactions between employee and customer have effects on benefits in both of them.

    Since frontline employees mainly create the revenues and produce costs for the organization,

    to increase their productivity the ways and means has been an important issue to both firms

    and academic study.


    The concept of a VUCA world is volatile, uncertain, complex, and ambiguous—which was

    introduced by the U.S. military as the Cold War ended and as the United States looked out

    over the emergence of a multilateral, rather than a bilateral, global landscape. The increasing

    challenges from asymmetrical opponents such as nonstarters militias and other loosely

    organized, sometimes almost ―virtual‖ adversaries; to adapt rapidly to highly improvised

    weapons and tactics by those opponents; to respond quickly, effectively, and efficiently to the

    explosion of technology-enabled, but frequently contradictory battlefield intelligence; and to

    address the increasing ambiguity surrounding who was an ―enemy combatant‖ versus who

    was an ―innocent civilian.‖ Many of the meta-winners were born into the world where VUCA

    was already the norm. A few of them are known around the world, including Google,

  • Dr K Sathyanarayan and Dr B Latha Lavanya

    http://www.iaeme.com/IJCIET/index.asp 447 [email protected]

    Amazon, Face book and Apple. Similarly, Asia also has its meta-winners such as the Chinese

    Alibaba group, and South Korea‘s Samsung.

    The VUCA concept brought home to many Americans which gained currency in the

    private sector with the onset of the financial crisis in 2008-2009, when companies and

    organizations all over the world suddenly found themselves faced with similar turbulence in

    their business environments and, subsequently, in their business models.

    We are moving from a world of problems, which demands speed, analysis, and

    elimination of uncertainty to solve, to a world of dilemmas, which demand patience, sense-

    making, and an engagement of uncertainty.‖ Thus, leadership thinkers are turning to the

    lesson, learnt from the military to create paradigms for surviving and thriving in a turbulent,

    ―permanent whitewater‖ world where old styles of managing predictability were falling short.

    Thus this concept not only hold good for the military ground, but can also fit into the

    organizational working. In this leadership paradigm, volatility is mitigated by ―vision,‖ a

    clear-cut master statement where an organization is headed. When confronted by volatility,

    leaders need to communicate clearly and make sure their intent is understood. Uncertainty

    yields to ―understanding,‖ the deliberate ability to ―stop, look, and listen.‖ In today‘s VUCA

    world consumer‘s look for ethical factors as well to rate the health of a company which is

    very much required to stick to the market and survive the worst. Be it Asian crisis 1997, or

    The Great Depression in 1930 or the very recent global financial crisis 2008. In such

    uncertain situations, leaders need to make sure they get fresh perspectives and remain flexible

    with regard to the solutions. Complexity is checkmated by ―clarity,‖ the deliberate effort to

    make ―sense of the chaos‖. In complex situations, leaders need to make sure to collaborate

    with others and stop seeking permanent solutions. To paraphrase an old adage, don‘t let

    ―perfection‖ become the enemy of ―good enough.‖ And ambiguity is matched by ―agility,‖

    the ability of a leader to communicate across people and organizations instantly and to move

    quickly in applying solutions. When confronted by ambiguity, leaders need to listen well,

    think divergently, and set up incremental dividends.This is captured in the concept of

    ―wirearchy,‖ as opposed to ―hierarchy‖-- where social networks that allow to engage the

    insights of many trump the brilliance