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Job satisfaction and turnover intention are significant concerns many employers, especially large insurance organizations.
This thesis begins by arguing that although we know that certain styles of leadership can contribute to the development of organizational commitment amongst employees, we do not know enough about how that happens.
In particular, we do not know enough about the processes or mechanisms that mediate the relationship between leadership behaviours as antecedent conditions and the varying levels of, and types of, organizational commitment as outcomes.
The topic is relevant as affective commitment is linked to employees’ physical and psychological well-being and that affects both employee- and organizational-relevant outcomes.
Furthermore, there is little research on organizational commitment in the hotel industry.
In addressing that lack of knowledge, the thesis establishes the central mediating role played by ways in which leadership can contribute to employee experiences of feeling self-determined which, in turn, contributes to satisfaction of three fundamental psychological needs: the need for autonomy, the need for competence, and the need for relatedness.
The thesis then goes on to conclude that understanding how leadership can contribute to organizational commitment requires understanding the importance of, and the processes of, not only self-determination but also self-definition.Besides that, the Co-relational analysis and Structural Equation Modeling (SEM) were used to examine the research hypotheses and hypothesized model.The results of the study indicated that operational employees‘ perceptions of high-level job satisfaction have a positive relationship with organizational commitment whereas job satisfaction facets and organizational commitment subscales have a negative relationship with turnover intention.The supplemental files are provided "AS IS" without warranty.Pro Quest is not responsible for the content, format or impact on the supplemental file(s) on our system.However, the results showed that there was a significant relationship between job satisfaction and turnover intention, and between organizational commitment and turnover intention.The outcomes of this research would enable human resource HR managers to set up policies and rules to better influence the facets deemed most important to establishing satisfaction and commitment as well as reduce the turnover intention among employees.This instrument separates trust into the 3 dimensions of keeping commitments, negotiating honestly, and not taking advantage.The survey instrument used to measure organizational commitment was Meyer and Allen's Three Component Model.in some cases, the file type may be unknown or may be a file. Copyright of the original materials contained in the supplemental file is retained by the author and your access to the supplemental files is subject to the Pro Quest Terms and Conditions of use.Depending on the size of the file(s) you are downloading, the system may take some time to download them.