Organizational Commitment and Job Satisfaction

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BULETIN

Nr. 1 (35) 2013

ŞTIINŢIFIC

ORGANIZATIONAL COMMITMENT
AND JOB SATISFACTION
RALUCA RUSU 
“NICOLAE BĂLCESCU” LAND FORCES ACADEMY, SIBIU 
BUCHAREST UNIVERSITY, DEPARTMENT OF SOCIOLOGY AND SOCIAL WORK 

ABSTRACT

In this paper we try to analyze the relationship between organizational
commitments on the whole and its dimensions, affective organizational commitment,
normative, of continuance and the work satisfaction. After the analyzes carried out on
a sample of teachers, it resulted that between the two constructs there is a strong
correlation, the higher is the work satisfaction, the higher is the organizational
commitment.

Keywords

Organizational Commitment, Affective Organizational Commitment, Normative
Organizational Commitment, Continuance Organizational Commitment, Job Satisfaction

1. Introduction
In the early ’90s, when the interest in
the organizational commitment research
increased, both as a central concept and in
relation with other organizational psychosocial
variables, it was considered as a rival
concept of satisfaction at work. In reality a
number of theories shows that although the
organizational commitment and the work
satisfaction are two concepts that correlate
each other, they are distinct constructs. The
organizational commitment refers to the
emotional and functional attachment to the
organization and the work satisfaction refers
to the extent to which people are satisfied or
dissatisfied with their work or with the
different aspects of it [1]. The organizational
commitment is a more general construct
being determinated by the organizational
factors: leadership, culture, values, norms,
goals, unlike satisfaction that reflects the

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reaction of a person to his job characteristics,
it has a much more subjective side [2]. Also,
the organizational commitment is more
stable over time than the work satisfaction
and it is less influenced by transitory events.
2.
The
Relationship
between
Organizational Commitment and Job
Satisfaction
The majority of the studies dedicated to
the analysis of the relationship between the
two variables have questioned the causal
order of this and there is no consensus today:
the organizational commitment influences
the work satisfaction or vice versa.
From literature it appears that there are
four assumptions about this causal relationship.
In some studies the organizational commitment
appears as a predictor of work satisfaction
while in others the work satisfaction is the
predictor of the organizational commitment.

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This hypothesis is based on the
differentiation between the characteristics of
the work itself and the characteristics of the
organization as factors that influence the
commitment. Even if the causal order is
different, all of these studies consider that
there is a significant and positive correlation
between the two variables. The third
hypothesis supports the idea of a reciprocal
relationship between the two constructs, of
interdependence and the fourth one shows
that there is no causal relationship, that there
is no basis to assert that satisfaction is a
predictor of the organizational commitment
and that commitment does not entail any
work satisfaction. In this latest version the
correlation between the two variables would
reflect just that both are determined by the
same variables – characteristics of the job,
personal characteristics, etc. [3].
Whatever the causal relationship, which
is more relevant, starting from the multidimensionality premise of the commitment
– affective, of continuance, normative – is
the relationship between the work satisfaction
and the commitment forms. It is recognized
that, the determinants, the consequences and
those variables that correlated with the
organizational commitment, including the
work satisfaction varies depending on the
type of commitment.
The correlation between the affective
and normative commitment and the work
satisfaction on the whole is stronger than the
correlation of the latter with the commitment
of continuance; so when the commitment
(affective and normative) increases, also
increases the work satisfaction [4].
Also, the correlation between the forms
of the organizational commitment and the
work satisfaction varies with the nature of
work, seniority, the culture of the department,
the interpersonal relations, absenteeism etc.
Among this is considered that the greatest
impact belongs to the seniority and nature of
work. N.K. Natarajan, and D. Nagar, (2011),
show that the persons who occupy managerial
positions and have greater seniority at work
have a higher level of the affective and

Nr. 1 (35) 2013
normative commitment and of the work
satisfaction of intrinsic nature than those who
have executive functions. The same authors
explain the relationship between organizational
commitment and satisfaction. When an
individual becomes a member of an
organization, he believes that its values are
relatively congruent with those of the
organization, but along the way he can
realize that the values promoted by the
organization are somewhat different as he
has previously seen, being forced or to find
a balance between his own values and the
organizational ones either to leave the
organization. Those who remain, get to join
the organization and experience higher
levels of the work satisfaction and affective
organizational commitment. So, at the
beginning the individuals have a higher
level of the organizational, affective and
normative commitment and of satisfaction,
that then these fall during the possible
conflict between values, that in the end after
the increasing of the seniority, both the
commitment and the satisfaction stabilize
themselves [5].
N.H.A. Karim (2010) tried to assess the
impact of five work-related variables (role
conflict, role clarity, job autonomy, work
performance, feedback and involvement in
work) on the variation of the organizational
commitment and work satisfaction and if
these variables have a greater impact on the
commitment or on the work satisfaction.
The impact of these variables was found to be
higher on commitment than on work
satisfaction; only the role clarity proved to
be a significant predictor for commitment
and satisfaction [6].
A. Sagie (1998) shows that both the
organizational commitment and the work
satisfaction are strong correlated with the
duration of the voluntary absence from
work, those who have a high level of the
two organizational phenomena will have
lower rates of absenteeism [7].
The analyzes presented above allow us
to conclude that in general it is shown that
between the organizational commitment and

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its forms (affective, of continuance and
normative) and the work satisfaction and its
forms (intrinsic and extrinsic) there is a
correlation. The most significant correlation
seems to be between the affective component
of the commitment and the satisfaction.
3. The Research Methodology
The assumption on which we leave is:
if the work satisfaction among teachers is
high, also the organizational commitment is
high. The world population on which
reported the results of the research is
represented by teachers in higher education
institutions, randomly chosen, numbering
1500. The method of data collection is based
on a questionnaire survey.
4. The Research Results
The work satisfaction is measured
based on eight items covering the general
satisfaction as against work and the different
aspects of a teacher’s work. The question is

Nr. 1 (35) 2013
formulated as follows: “Thinking of the
university in which you are, on a scale from
0 to 10, where 0 means very dissatisfied and
10 very satisfied, how dissatisfied or
satisfied are you with: job in general,
relationships with colleagues, income level,
work schedule, social prestige, performed
activities, faculty position and relationship
with students. Following the answers we
averaged each item. As can be seen in
Figure no. 1, in descending order, teachers
are most satisfied with the relationship with
students (9.2), then at equal and close
scores, the relationships with colleagues
(8.6), the performed activities (8.6), faculty
position (8.3), job in general (8.2), work
schedule (8), social prestige (8) and the
lowest average is the income one (6.1).
We can say that on average teachers are
satisfied with all aspects investigated.
Satisfaction about each is quite high, except
for the income level, it being situated at a
big distance from the others.

Figure no. 1 The Professional Satisfaction of Teachers
(The Figures Represent the Average Answers for Each Item)

Graphic about the teacher’s level of
satisfaction as against the different aspects
of work the relationship with the students,
the relationships with the colleagues, the
performed activities, faculty position and

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job in general, work schedule, social prestige
income level.
Next, I analyzed the relationship between
the work satisfaction and the organizational
commitment. I have built an aggregate factor

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Nr. 1 (35) 2013

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of the organizational commitment organizational
(Principal Axis Factoring, KMO: 0,652)
and another for the job satisfaction
(Principal Axis Factoring, KMO: 0,652).
We notify that the analyses were made in
SPSS. The results show that there is a high
correlation between teachers’ organizational
commitment in our sample and job
satisfaction (r = 0.443). The higher is the
work satisfaction, the higher is the
organizational commitment.
Conclusions
We can say that the relationship between
the organizational commitment and the work
satisfaction confirms the relevant studies in

the field (J.P. Meyer and N.J. Allen, 1991).
So, the teacher’s engagement variation is
explained especially by the variables related
to the building of a positive relationship
between the organization and the individual
– job satisfaction.
This work was possible with the financial
support of the Sectorial Operational Programme
for Human Resources Development 20072013, co-financed by the European Social
Fund, under the project number POSDRU
ID 80765 with the title Excellence and
Interdisciplinary in Doctoral Studies for a
Information Society.

References
1. D. Elizur and M. Koslowsky, “Work Values and Commitment to the Organization”,
International Journal of Manpower 11 (2001): 3-7.
2. A. Cohen, “Commitment Before and After: An Evaluation and Reconceptualization of
Organizational Commitment”, Human Resource Management Review 17 (2007): 336-354.
3. R. Vandenberg and C. Lance, “Satisfaction and Organizational Commitment, Journal of
Management 18 (1992): 153-167.
4. J.P. Meyer, N.J. Allen, and C.A. Smith, “Commitment to Organizations and Occupations:
Extension and Test of a Three-Component Conceptualization”, Journal of Applied
Psychology 78, 4 (1993): 538-552.
5. N.K. Natarajan and D. Nagar, “Effects of Service Tenure and Nature of Occupation on
Organizational Commitment”, Journal of Management Research 11, 1 (2011).
6. N.H.A. Karim, “The Impact of Work Related Variables on Librarians Organizational
Commitment and Job Satisfaction”, Malaysian J. Library Inform. Sci. 15 (2010): 149-163.
7. A. Sagie, “Employee Absenteeism, Organizational Commitment, and Job Satisfaction:
Another Look”, Journal of Vocational Behavior 52 (1998): 156-171.

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