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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

EFFECT OF ORGANIZATIONAL

COMMITMENT, MOTIVATION, ATTITUDE

TOWARDS WORK ON JOB SATISFACTION,

JOB PERFORMANCE AND TURNOVER

INTENTION”- VUCA PERSPECTIVE

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

ABSTRACT

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.

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

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

Job Performance and Turnover Intention‖- VUCA Perspective

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1. INTRODUCTION

‘‘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.

2. SIGNIFICANCE OF VUCA ON HR

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,

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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 of any one person.

3. PURPOSE OF THE STUDY

The purpose of this study is to describe and to analyze the influence of organizational

commitment; employee work motivation and employee attitude towards work has a impact

toward job satisfaction, which in turns, impacts over job performance of employee and

turnover intention toward HR performances in the organization.

4. OBJECTIVES OF THE STUDY

To identify the impact of organizational commitment on job satisfaction

To determine the impact of employee motivation on job satisfaction

To investigate the impact of employees work attitude on job satisfaction

To estimate the impact of job satisfaction over turnover intention and employee performance.

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

Job Performance and Turnover Intention‖- VUCA Perspective

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5. LITERATURE REVIEW

Organizational commitment and job satisfaction

Meyer ad Allen (1991) defined organizational commitment as reflecting three broad themes:

affective, continuance and normative. Thus commitment is viewed as reflecting an affective

orientation towards the organization, recognition of the costs associated with leaving the

organization and moral obligation to remain with the organization.

Relationship between organizational commitment and motivation in health professionals

and has explained that health professionals with emotional commitment voluntarily

participate in organizational activity. (Altindis 2011). Okpara (2004) explained that there is

positive relationship between job satisfaction and organizational commitment. The study

stated that if employees are satisfied with their work, co-workers, and supervision in the

industry then they will be highly satisfied. The US employees are more satisfied than

Nigerian employees in US MNCs.Khan, et al found out the relationship between

organizational commitment, job satisfaction, turnover intension and procedural justice

explaining the level of procedural justice in taking any decision. In any organization there

may be different situations where fairness of justice is needed, like in allocation of resources

in an institution, fair distribution of wages between male and female employees, etc.

Organizations are not properly administered by owner of the organization, which is why some

of the employees feel overworked. If the employees performed their duties well on the job,

then they will be appreciated by their employer; if they are not appreciated by their boss then

employee‘s motivation decreases. This means that in any organization there should be proper

communication between the employee and management and a people friendly environment

should be formed (Md. Yusof 2007)

Work motivation and job satisfaction

The Previous study conducted by Brahmasari and Suprayetno (2008), entitled The

influence of Work Motivation, Leadership and Organizational Culture toward Employees‘

Satisfaction and its Impact on Corporate Performance (a Case Study in PT. Pei Hai

International Wiratama Indonesia), evoked that the satisfaction of employee have a positive

and significant influence toward the performance of the company. Briefly, it means that the

high job satisfaction of the employee will be able to improve the performance of the

company. Similarly, Susanty, et al.(2013), under the title Analysis Of The Effect Of Attitude

Toward Works, Organizational Commitment, And Job Satisfaction On Employee's Job

Performance (a Case Study in Electronic Company), shows a significant positive correlation

of job satisfaction and the performance of Human Resources.

Work attitude and job satisfaction

According to Carpeter, et al (2009) the work attitude is the feeling that an employee have

toward the different aspects of the work environment. Furthermore, Riketta (2008) explained

that work attitude refers to the evaluation or personal interests of work-related targets. From

the definition, it concluded that the work attitude is the tendency of a subject in response to an

object both positive and negative in the work environment. In this case, it is explained that a

person tends to do a particular job if the employee has a positive attitude toward his/her job. A

job satisfaction of employee is within the scope of the organization in determining the factors

to improve the performance of the employee; someone tends to work energetically if a

satisfaction can be gained from his work. (Hasibuan, 2011) A job satisfaction of employee

is a key driver of morale, discipline, and work performance in supporting the achievement of

corporate objectives. This has been proven by the study done by Susanty, et al. (2013),

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which describes that job satisfactions have a positive and significant influence on the

performance of the employee. The employee is not satisfied with his work tends to make a

withdrawal or avoidance of work situations both physically and psychologically. Conversely,

if a person is satisfied with his job, he will try to do the best to realize and complete the task

they are responsible for. Job satisfaction can be achieved when a person has a positive attitude

towards his work.

According to Carpeter, et.al., (2009) there are several elements influencing work

attitude; they are personality, adaptation to the work environment, job characteristics,

psychological contracts, organizational justice, job relations, and stress. A work attitude is the

feeling that the employee has towards different aspects of the work environment. Employee‘s

behavior in the workplace is often linked in how he/she feels to be in the workplace.

In a study conducted by Ahmad, et al (2010), entitled ―Relationship between Job

Satisfaction, Job Performance Attitude towards Work and Commitment Organizatinal‖,

proved that working attitude have a significant positive influence toward job satisfaction. In

his another study he author concluded that work attitude has a positive and significant

influence toward job satisfaction but negative toward performance. The different outcomes

expressed by Susanty, et al., (2013) concluded that work attitude has a positive influence but

not significant toward job satisfaction and performance of the employees.

Job Satisfaction and Employee Job Performance

According to Hasibuan (2011), HR (Human Resources) performance is a result of work

achieved by employee in carrying out the tasks assigned to him based on skills, experience,

passion and period. From the various definitions above, is concluded that human performance

is the result achieved by employees in any activity they carried out in an organization in

accordance with predetermined objectives within the organization.

Brayfield and Crockett (1955) conducted research in employees‘ job attitude and

practical work efficiency, the results show that employees with a higher degree of job

satisfaction may have a higher performance, but employees with a low degree of job

satisfaction may also have a high performance, that is, job satisfaction and performance do

not have remarkable correlation. Another author (Olson and Zanna, 1993), and others

proposed that the causal relationship between job satisfaction and job performance is

bidirectional (Cavende, 1984). Wanous (1974) found that, the external degree of job

satisfaction causes job performance; while for the internal degree of job satisfaction, causes

job satisfaction.

Judge et al., (2001) specified and found five different models to be empirically plausible.

They also discuss two additional models of the satisfaction-performance relationships, which

they conclude are not plausible. One of these models is that there is actually no relationship

between satisfaction and performance, and the other is that alternative conceptualizations of

job satisfaction and/or performance should be used. Two models were not suggested to be

plausible, they will not be discussed further with the models that were determined to be

empirically plausible, three models involve direct causal satisfaction-performance

relationships: (a) satisfaction causing performance Fishbein and Ajzen’s (1975) theory of

attitude-behavior relations, discussed below], (b) performance causing satisfaction (Locke,

1970; Lawler and Porter, 1967), and (c) a reciprocal causal relationship between the two

(e.g., Wanous, 1974). These models have often been hard to distinguish empirically in past

research, because much of the satisfaction-performance data is cross-sectional and therefore

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

Job Performance and Turnover Intention‖- VUCA Perspective

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cannot unequivocally demonstrate causation (Kenny, 1979; James, Mulaik, and Brett,

1982).

Job satisfaction and Turnover intention

Price (1977) has defined ―turnover‖ as the ratio of the number of organizational members

who have left during the period being considered divided by the average number of people in

that organization during the period.

Smith, Kendall (1969) have been proposed five dimensions for job satisfaction 1) The

work itself which refers to the extent to which the job provides the person a chance to accept

responsibility, interesting tasks and opportunities for learning. 2) Pay which refers to the

amount of financial remuneration that is received and the degree to which it is perceived as

equitable in comparison to that of others. 3) Promotion Opportunities which refers to

prospects of advancement in the organization. 4) Supervision which refers to the

competencies of the supervisor to provide technical assistance and behavioral support and 5)

Co-workers which refers to the extent to which fellow workers are technically competent and

socially supportive. Job satisfaction is the key factor for improving the employee productivity

and to reduce absenteeism, errors and employee turnover (Padilla-Velez, D., 1993). Many

studies conducted in different settings found a significant negative correlation between the

facets of job satisfaction and turnover intention. Rahman at al., (2008) found that job

satisfaction have negative effect on turnover intentions of IT professional.

Khatri and Fern (2001) concluded that there was a modest relationship between job

satisfaction and turnover intentions. Sarminah (2006) found a moderate relationship between

job satisfaction and turnover intentions. Korunka et al., (2005) also found a significant

negative association between job satisfaction and turnover intentions. According to Brough

and Frame (2004) job satisfaction is a strong predictor of turnover intentions. Steven and

John conducted a study to assess job satisfaction facets and turnover intention of software

developers.

Proposed Model

6. RESEARCH METHODOLOGY

The research underwent cross-sectional study analyzing and testing empirically on the study

variables by testing the hypotheses proposed. A measuring instrument in the form of a

structured questionnaire was distributed by means of purposive sampling to individual IT

customers. The data collection is done by using secondary data, where the data is derived

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from documents, references, literature, the results of previous studies and reports related to

the research; and primary data is done by distributing the structured and validated

questionnaire consisting a number of written statements and questions to the respondent on

organizational commitment, work attitudes, employee motivation, job satisfaction, turnover

intention and performance of employee.

Measurement

The measure of organizational commitment Instrument was developed by Mowday et al.,

1979 with fifteen items scale. Work motivation scale was adapted from the article Saleem, R,

Mahmood A. and Mahamood (2010). The twenty five item scale by Carperter et al., 2009 was

employed to measure attitude towards work. Job satisfaction scale consisting of five items

was developed by Susan Linz, S.J (2002). Employees‘ job performance measuring seven

items was developed by Wiyandi (2010). Turnover intention measuring three items scale was

adopted from Mobley, Horner and Hollingsworth, 1978 which best suit the present study..

These measures used a Five point Likert scale ranging from strongly disagree (1) to strongly

agree (5).

Descriptive Statistics

Measuring instruments in the form of a structured questionnaire were distributed by means of

purposive sampling to individuals of the IT Sector According to Mc Burney and White

(2004), a purposive sample was selected non-randomly but for a particular reason. There

were totally two hundred and ten questionnaires distributed, out of which one hundred and

sixty three questionnaires were found usable. Among 163 respondents 47.2% percent were

male, 52.8 % were Female. Respondents belonging to the category single were 38% while

62% of the respondents were married. The educational qualification of the respondents of

33.1 %, 39.3%, 27.6% fall in the category graduate, professionals, post graduation and above

respectively. Ages varied between 21 years to over 51 years. Where, 21% were between 21 to

30 years; 32.5% were between 31 to 40 years; 20.9% were between 41 to 50 years; and 19.6

% were over 51 years. The income group of the respondents ranging below the salary of Rs.

25,000 is 24.5 %, between Rs. 25,000- 50,000 is 29.4 %, and above Rs. 50,000 is 46 %.

Hypotheses

Ho1: There is no relationship with organizational commitment and job satisfaction

Ho2: There is no relationship with work motivation and job satisfaction

Ho3: There is no relationship with attitude towards work and job satisfaction

Ho4: There is no relationship with job satisfaction and employee performance

Ho5: There is no relationship with job satisfaction and turnover intention

7. DATA ANALYSIS AND INTERPRETATION

This part of analysis picturizes the composite model developed using structural equation

modeling (SEM). This model combines the organizational commitment, motivation, attitude

towards work with job satisfaction leading towards turnover intention and job performance

factor. It aims at measuring the combined impact of the factors under the study. It also

explains the various elements of the model fit, the nuances, and the required statistical

parameters to validate the model. The observed values extracted were considered to test the

four null hypotheses, finally to generalize the findings.

Confirmatory Factor Analysis (CFA) was performed to examine the factorial validity of

the factors and to assess the goodness of fit pertaining to the model (Byrne, 2001). The model

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

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was then tested using structural equation modeling (SEM) procedure. Besides fit statistics, of

particular interest is the path significance indicated by the standardized regression estimate (ß)

that assesses the effects of the studied variables. The central point in analyzing structural

models is the extent to which the hypothesized model ―fits‖ or adequately describes the

sample data (Byrne, 2001). A model fit can be evaluated by examining several fit indices

which include: chi-square (χ2), chi-square/degree of freedom (χ2/df), Goodness-of-Fit Index

(GFI) , Tucker Lewis Index (TLI), Comparative Fit Index (CFI), Standardized Root Mean

Residual (SRMR) and Root Mean Square Error of Approximation (RMSEA). Besides fit

statistics, of particular interest is the path significance indicated by the standardized regression

estimate (ß) that assesses the effect of one variable on another. The significance level was set

at p < 0.05. Prior to testing the model, the psychometric properties and the goodness of fit of

the constructs studied were undertaken.

The results of CFA analysis suggest that the factor loadings for all major variables range

between 0.89 and 0.98. The Cronbach alpha values reported for the variables were as follows:

Organizational Commitment = 0.99, Motivation = 0.97, Attitude towards Work = 0.99,

Job Satisfaction = 0.97, Employee Performance = 0.99 And Turnover Intention = 0.96, the

model was then tested using the structural equation modeling (SEM) procedure. The central

point in analyzing structural models is the extent to which the hypothesized model ―fits‖ or

adequately describes the sample data (Byrne, 2001). From the SEM process, Model showed

significant relationship between factors.

Table 1 SEM Goodness-of-fit indices

S No INDEX Result

1 CMIN / DF 2.264

2 CFI 0.999

3 GFI 0.995

4 AGFI 0.903

5 IFI 0.999

6 RMSEA 0.080

6 TLI 0.982

Testing the model fit of proposed constructs is considered as an integral and important

part of the research using structural equation modeling. A model fit can be considered reliable

and valid if the results fulfill at least tolerable criteria.

The total average scores of all the latest constructs of independent and dependent factors

used here to correlate the inadequate and dependent factors. Analysis of a Moment Structure

(AMOS), Amos Nathan Tversky (1937-1996) estimates the correlation co-efficient among the

latest constructs using the maximum likelihood estimation. Many researchers suggested

maximum xlikelihood estimation in SEM is the most robust estimation, which would pave the

way for handling even non normality variables.

The final model fit demonstrated a good fit for the data (CMIN/DF = 2.264, degree of

freedom = 1, P =0.132), comparative fit index (CFI) = 0.99, Root mean square error for

approximation (RMSEA) = .088, Goodness of fit index (GFI) = 0.995, Adjusted goodness of

fit index (AGFI) = 0.90, normal fit index (NFI) = 0.99, (IFI) = 0.999 and (TLI) = 0.982 are

tolerable and statistically significant.

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Figure 1 Structural Equation modeling (SEM)

Table 2 Path estimates

Paths Estimate S.E. C.R. P Hypotheses

Jobsatisfaction <--- Organizational

commitment .125 .020 6.368 *** Supported

Jobsatisfaction <--- Motivation .111 .039 2.815 .005 Supported

Jobsatisfaction <--- Attitude

towards work .063 .011 5.631 ***

Supported

Employee

performance <--- Jobsatisfaction 1.358 .117 11.636 ***

Supported

Turnover Intentions <--- Jobsatisfaction -.450 .076 -5.938 *** Supported

8. STRUCTURAL EQUATION MODEL

Overall, the data supported the theoretical frame work of the proposed model. It clearly

revealed that the relationship between set of independent and dependent factors were well

defined to test the hypotheses.

An analysis of the data using the structural equation modeling procedure as depicted in

Figure 1, shows significant direct effects on Organizational commitment (β = 0.45 P< 0.001,

), Motivation (β=.13 P<.001,) Attitude towards work (β=.13 P<,.001). The three independent

variables account for 81% of job satisfaction variance. These results were congruence with

the previous findings of Previous studies show that commitment to organization doesn‘t have

not much effects on the performance of the workers (Becker et al., 1996: 466; Randal, 1990)

and that high level of organizational commitment tend to have both positive and negative

outcomes (George and Jones, 1996:87; Newstrom and Davis, 1993:198; Greenhaus and

Beutell, 1985).

These results are consistent with some clues retrieved in literature, and also with some

results that pointed the importance of evaluating the relevance of job satisfaction and affective

organizational commitment as consequents of perceived change efficacy, and also regarding

the relation between affective organizational commitment and job satisfaction (eg. Johnston,

Charles, Pasuranaman and Sager, 1988; Nutt and Backoff, 2001; Liu and Norcio, 2008).

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

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It also implies that as the attitude towards become positive employees will feel more

satisfaction towards their jobs and their performance will enhance the results are also similar

with literature (Bateman & Organ, 1983).

In addition the effect of job satisfaction on employee performance was also found

significant (β= 0.90 P< 0.001,) and the variable accounts for 82% of employee performance.

In addition the effect of job satisfaction on Turn over intentions is also found significant (β= -

0.71 P< 0.001) and the variable accounts for 57% of turnover intentions variance. The earlier

literary evidences imply that as the attitude towards become positive employees will feel more

satisfaction towards their jobs and their performance will enhance (Bagozzi, 1980).

The above results support earlier research by Bakker et al. (2007), Luchak and Gellatly

(2007), May et al. (2004), and Reid et al. (2008) about the relationships between some of the

variables as employees wellbeing job satisfaction, engagement and organizational

commitment all increase, leading to lower levels of turnover intentions.

Moreover, job satisfaction was associated more strongly with the intention to leave

compared to affective commitment. This result was consistent with Tett and Meyer ‗s (1993)

In summary considering the empirical results, all the formulated hypothesis can be

accepted, as three independent variables have positive relationship with intervening variable

(Job satisfaction) and the intervening variable job satisfaction have a positive relationship

with dependent variables(Turn over intention). Therefore hypotheses H0 1, H0 2, H0 3, H0 4

and H0 5 were accepted.

9. DISCUSSIONS AND MANAGERIAL IMPLICATIONS

The real value of research work lies in making appropriate suggestions on the basis of the

empirical findings. The present research work is having a lot of practical implications for

service industry who strive to organize their business in order to accomplish their corporate

objectives. According to the results obtained from this study, it is found from the above

analysis that there is a positive relationship between organizational commitment and job

satisfaction. Among the other independent variables it had a key role over the job satisfaction.

The effects of job satisfaction on organizational commitment were a subject which should be

taken into consideration by managers.

Apparently, it plays an important role in increasing the service quality and minimizing the

problems which can occur in human resources management as a result of a decrease in

organizational commitment. The more committed the employees regard themselves, the more

successful they become on the job. Otherwise, they might quit the organization and, when

quitting isn‘t affordable, the quality of the service they provide will suffer. That‘s why

managers experience some difficulties in connecting individuals to organizations.

Furthermore, job satisfaction strongly influences the employee‘s performance in the

organization. This implies that organizational commitment, motivation, attitude towards work

were important to predict job satisfaction, which in turn predicts employee performance and

turnover intention. As it appeared in this study job satisfaction creates a strong negative

impact over turnover intention; in other terms it means it has a negative relationship. This is

evident that employees having higher job satisfaction will remain in the organization and

grow along with the organization. Only at the instances of lesser job satisfaction probability

of attrition and negative employee turnover intention can be seen.

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10. LIMITATIONS

Like any other previous studies, this research also had some limitations which need to be

addressed with further study into the topic in future. Firstly, the present study focused only on

one service sector (I.T industry) in a specific region, the findings cannot be generalized to

other service sectors. Therefore, future research can be carried out in other service sectors

with another dimensional view on the topic. Secondly, the present study used most important

selected variables in the study from the literature of the previous work done. Thirdly, the

sample size used in this work is less, as the employees were unwilling to discharge their

accurate views on job satisfaction, so this has made the researcher to find it difficult to collect

larger sample size. Future research can overcome these limitations by taking a larger number

of variables which may provide more comprehensive results.

11. CONCLUSIONS

This study identified three independent factors and two dependent factors and has developed a

conceptual model of job satisfaction from the previous literary evidence. From the above

findings it can be located that organizational commitment play the key role in influencing the

most in job satisfaction compared to other variables like motivation and attitude towards

work. Positive outcomes are such as advantages in increasing productivity in quality, affective

communication and loyalty. Actually, results are obtained contrary to a general expectation

that workers who were satisfied with their job remain affectively loyal, and, they will

internalize organizational goals and endeavor to achieve them. Regarding the scores obtained

from commitment, some statistically meaningful differences were observed among job

satisfaction levels.

This study brings out the fact that job satisfaction impacts positive effect on employees‘

performance in job, while job satisfaction has the negative impact on turnover intention on

employees. In reality, it is obvious that job satisfaction does not mean less attrition rate or

vice versa. There could also be other reasons for the employee turnover intention in the

organization.

This study considered the factors influencing the job satisfaction, viewing the relationship

with employee performance and employee turnover intention. The results of this study

support the significance of the antecedents of job satisfaction over the impact on employees‘

performance and turnover. The research outcome had served as a stepping stone for future

research endeavors. Beyond the acknowledged areas of research limitations, this research

made an important contribution to HR theories on job satisfaction.

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