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TEAMWORK EFFECTIVENESS ON JOB SATISFACTION AMONG
DIVERSE EMPLOYEES IN AN ORGANIZATION
Nurul Atiqah Binti Abdul Razak
flD Bachelor of Science with Honors 66 (Human Resource Development) N974 2015 2015
Pusat Khidmat Maklumllt Akademik tJNlVERSITI MALAYSIA SARAWAF
TEAMWORK EFFECTIVENESS ON JOB SATISFACTION AMONG DIVERSE EMPLOYEES IN AN ORGANIZATION
NURUL ATIQAH BINTI ABDUL RAZAK
This project is submitted in partial fulfilment of the requirements for a Bachelor of Science with Honours (Human Resource Development)
Faculty ofCognitive Sciences and Human Development UNIV~RSITI MALAYSIA SARA W AK
(2015)
UNIVERSITI MALAYSIA SARAWAK
(~rade :
Please tick (~) Final Year Project Report
Masters
PhD
DECLARATION OF ORIGINAL WORK
This declaration is made on the ]4 day of June 2015.
Student's Declaration:
I. Nurul Atiqah Binti Abdul Razak (38210. FCSHD). hereby declare t11at the work entitled. Teamwork Effectiveness on ,Tob Satisfaction among Diverse Employees in an Organization is my original work. I have not eopied from any other students' work or hum any other sources except where due refcrenoo or acknowledgement is made explicitly in the text. nor has any part been written for me by another person.
14/6/2015
Date submitted Nurul Atiqah Binti Abdul Razak (38210)
Supervisor's Declaration:
I.. Assoc. Prof. Dr. Ilasbee Hj. Usop, hereby certifies that the work entitled . Teamwork Effectiveness on .Tob Satisfaction among Diverse Employees in an Organization was prepared by the above named student. and was submitte,d to the "FACULTY" as a * partial/full fulfillment for the eonferment of Bachelor of Science (Honours) Human Resource Development, and the aforementioned work, to the best of my knowledge, is the said student's work
Received {or examination by: Date:
1
r declare this Project/fhesis is classified as (please tick (..J»:
DCONFIDENTIAL (Contains confidential information unde)" the Official Secret Act 1972)* DRESTRICTED (Contains restricted information as specilied by the organisation where research was done)* QJ OPEN ACCESS
Validation of ProjectJThesis
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Notes: * lfthe Projecttrhesis is CONFIDENTIAL or RESTRICTED, please attach together as annexure a letter from the organisation with the period and reasons of L'Onfidentiality and restriction.
[The instrument was duly prepared by The Centre for Academic Information Services]
The project entitled 'Teamwork Effectiveness on Job Satisfaction among Diverse Employees in an Organization' was prepared by Nurul Atiqah Binti Abdul Razak and submitted to the Faculty of Cognitive Sciences and Human Development in partial fulfillment of the requirements for a Bachelor of Science with Honours (Human Resource Development)
Received for examination by:
(Assoc. Prof. Dr. Hasbee Hj. Usop)
Gred
..
ACKNOWLEDGEMENT
Praise is to Allah the Beneficent, the Merciful, for giving me the strength and courage to complete the Final Year Project.
I would like to express my deepest gratitude and heartfelt thanks to my supervisor, Assoc. Prof. Dr. Hasbee Hj. Usop who always support, guide and share the knowledge for me to complete my Final Year Project.
Secondly, I would like to express my deepest gratitude to my parents, family and friends who always support and help me in many ways such as financial and moral support. Without them, this Final Year Project cannot been completed efficiently.
Besides, I would like to thank the staff in Faculty of Cognitive Sciences and Human Development who show tolerance and help me indirectly in this Final Year Project. Special thanks also to our Final Year Project coordinator, Madam N ik Norsyamimi because she always share the information regarding to this project.
A deepest gratitude also to all my informants who spent their time to share their experience and opinions in this project. Without their permission and participation, this project cannot run smoothly and efficiently.
Last but not least, a very big thank you to all who helped me directly or indirectly in completing this Final Year Project.
J
Pusat f(hidmat Maklumat AkademH VNIVERSm MALAYSIA SARAWAJ'
TABLE OF CONTENTS
Acknow ledgements Table of Contents List ofTables List of Figures List of Diagram Abstract Abstrak
CHAPTER 1 - INTRODUCTION
1.0 Introduction 1.1 Background of the Study 1.2 Problem Statement 1.3 Research Objectives 1.4 Research Question 1.5 Significance of the Study 1.6 Limitations of the Study 1.7 Defmition ofTerms
1.7.1 Teamwork 1.7.2 Communication 1.7.3 Leadership 1.7.4 Commitment 1.7.5 Mutual Support 1.7.6 Job Satisfaction 1.7.7 Diverse Employees
1.8 Summary
CHAPTER 2 - LITERATURE REVIEW
2.0 Introduction 2.1 Issues Related to the Study
• Teamwork • Communication • Leadership • Commitment • Mutual Support • Job Satisfaction
2.2 Theories Related to the Study
• Tuckman's Team Development Model • Belbin Team Role Theory
2.3 Past Study Findings 2.4 Summary
PAGES
11 - III
IV
V - vi Vll
VllI
IX
1 1 - 2 2-3 3 3-4 4 4-5 5 5 5 5 6 6 6 6-7 7
8 8 8-9 9 9 - 10 10 11 11
12 12 - 15 15 - 17
17 - 19 20
II
CHAPTER 3 - METHODOLOGY
3.0 Introduction 3.1 Research Design 3.2 Population, Sample, and Sampling 3.3 Instrument 3.4 Pilot Study 3.5 Validity and Reliability 3.6 Ethics of the Study 3.7 Data Collection Procedure 3.8 Data Analysis Procedure 3.9 Summary
CHAPTER 4 - FINDINGS
4.0 Introduction 4.1 Profile of Informants 4.2 Main Findings
4.2.1 To detennine the communication effectiveness on job satisfaction among diverse employees in an organization.
4.2.2 To detennine the leadership effectiveness on job satisfaction among diverse employees in an organization.
4.2.3 To detennine the commitment effectiveness on job satisfaction among diverse employees in an organization.
4.2.4 To detennine the mutual support effectiveness on job satisfaction among diverse employees in an organization.
4.3 Summary
21 21 - 22 22 22 23 23 23 - 24 24 24 - 25 25
26 26 - 27 28 28 - 34
35 - 40
40 - 45
46 - 50
50
CHAPTER 5 - DISCUSSION, RECOMMENDATION AND CONCLUSION
5.0 Introduction 5.1 Discussion
5.1 .1 To detennine the communication effectiveness on job satisfaction among diverse employees in an organization.
5.1.2 To detennine the leadership effectiveness on job satisfaction among diverse employees in an organization.
5.1.3 To detennine the commitment effectiveness on job satisfaction among diverse employees in an organization.
5.1.4 To detennine the mutual support effectiveness on job satisfaction among diverse employees in an organization.
5.2 Recommendations 5.2.1 Recommendation for the Individual 5.2.2 Recommendation for the Organization 5.2.3 Recommendation for the Future Research
5.3 Conclusion
51 51 52 - 54
55 - 56
57 - 58
59 - 60
60 - 61 61 61 62 62
References 63 - 66 Appendices
iii
LIST OF TABLES
Table 2.1 Summary of the changes at each stage of team development model
13 14
Table 2.2 16 17
Belbin team roles
Table 4.1 Summary of informant's demographic profile
27
IV
LIST OF FIGURES
Figure 3.1 24
Data collection procedure.
Figure 4.2.1.1 28
Importance ofcommunication skill for teamwork.
Figure 4.2.1.2 Feeling towards the communication process among diverse team members in teamwork.
30
Figure 4.2.1.3 Communication process preferred in teamwork among diverse employees.
33
Figure 4.2.2.1 Importance of a leader's role in teamwork.
35
Figure 4.2.2.2 The ability of a leader to deal with all diverse members in teamwork.
37
Figure 4.2.2.3 Leadership style to gain job satisfaction among diverse team members.
39
Figure 4.2.3.1 The satisfaction level towards self-commitment in teamwork.
40
Figure 4.2.3.2 How teamwork help employees' commitment in performing task with diverse members.
42
Figure 4.2.3.3 Informant's experience in facing problems where others are giving more task on them.
44
Figure 4.2.4.1 Types of support from team members.
46
Figure 4.2.4.2 How mutual support in teamwork among diverse employees resulting in job satisfaction.
47
Figure 4.2.4.3 The importance and effectiveness of mutual support in teamwork among diverse employees.
49
v
Figure 5.1.1 How communication effectiveness influences on job satisfaction among diverse employees in an organization.
52
Figure 5.1.2 How leadership effectiveness influences on job satisfaction among diverse employees in an organization.
55
Figure 5.1.3 How commitment effectiveness influences on job satisfaction among diverse employees in an organization.
57
Figure 5.1.4 How mutual support effectiveness influences on job satisfaction among diverse employees in an organization.
59
Vi
15
LIST OF DIAGRAM
Diagram 2.1 Stages ofgroup development
Vll
ABSTRACT
TEAMWORK EFFECTIVENESS ON JOB SA TISF ACTION AMONG DIVERSE EMPLOYEES IN AN ORGANIZATION
Nurul Atiqah Binti Abdul Razak
This study aims to identify the teamwork effectiveness on job satisfaction among diverse employees in an organization. This study was done in Malaysia Liquefied Natural Gas (MLNG) Sdn Bhd in Bintulu. This study comprised 10 diverse employees purposively sampling and who works in a team as the informants. In this context of the study, diverse employees refers to the employees who are different in terms ofage, gender, educational background, religion, race/ethnicity, and cultural background. In order to determine the effectiveness of teamwork, this study focuses on the four elements in teamwork, which are communication, leadership, commitment, and mutual support. In addition, a qualitative method and case study design is used for this study. Meanwhile, the data of this study is collected by using the open-ended questionnaire. Then, all ofthe findings are analysed and supported by the theories and past fmdings that are related to this study.
viii
ABSTRAK
KEBERKESANAN KERJA BERP ASUKAN TERHADAP KEPUASAN KERJA DALAM KALANGAN PEKERJA YANG PELBAGAI DALAM SEBUAH
ORGANISASI
Nund Atiqah Binti Abdul Razak
Kajian ini bertujuan untuk mengenalpasti keberkesanan kerja berpasukan terhadap kepuasan kerja dalam kalangan pekerja yang pelbagai dalam sebuah organisasi. Kajian ini telah dilakukan di Malaysia Liquefied Natural Gas (MLNG) Sdn Bhd, Bintulu. Kajian ini melibatkan J0 pekerja yang pelbagai yang dipilih secara persampelan bertujuan dan bekerja dalam kumpulan sebagai informan. Dalam konteks kajian ini, kepelbagaian pekerja bermaksud pekerja yang berbeza dari segi umur, jantina, latar belakang pendidikan, agama, bangsa, dan latar belakang budaya. Dalam mengenalpasti keberkesanan kerja berpasukan, kajian ini telah menumpukan empat elemen dalam kerja berpasukan, iaitu komunikasi, kepimpinan, komitmen, dan sokongan bersama. Tambahan lagi, kaedah kualitatif dan kajian kes telah digunakan dalam kajian ini. Sementara itu, kutipan data bagi kajian ini telah dilakukan menggunakan instrumen soal selidik terbuka. Seterusnya, kesemua hasil dapatan kajian dianalisis dan disokong oleh teori-teori dan dapatan kajian lepas yang Inempunyai kaitan dengan kajian ini.
IX
CHAPTER ONE
INTRODUCTION
1.0 Introduction
The aim of this study is to investigate the teamwork effectiveness on
job satisfaction among diverse employees in an organization. This chapter
discusses the background of the study, problem statement, research objectives,
research question, significance of the study, limitations of the study, and
defmition oftenns. The chapter ends with a brief summary.
1.1 Background of the Study
Scamati (as cited in Luca & Tarricone, n.d.) defined teamwork as "a
cooperative process that allows ordinary people to achieve extraordinary
results". This indicates that teamwork involves people working together toward
achieving a goal and it helps in accomplishes a task more effectively and
efficiently rather than working alone. In this study, the researcher chose
Malaysia Liquefied Natural Gas (MLNG) Sdn Bhd in Bintulu as the research
location.
In order to investigate the teamwork effectiveness and employee job
satisfaction, this study focuses on the four elements in teamwork, which are
communication, leadership, commitment, and mutual support among the
diverse employees who works in a team. Diverse employe~s in this study,
however, not only focuses on the difference of employees' culture or age, but
1
its including other types of diversity. Milliken and Martins; Williams and
O'Reilly (as cited in van Knippenberg, Oe Oreu, & Homan, 2004) state that
diversity research has mainly focused on gender, age, race/ethnicity, tenure,
educational background, and functional background.
According to Ingram (n.d.), teamwork is essential to take on new
challenges and perform strategic tasks in an organization as the teams pull the
knowledge and experience of diverse employees in order to accomplish a short
term or ongoing task. However, some teams may work extremely well together
and some teams may seem to faU apart. Thus, it is important for organizational
members in knowing the elements for gaining effective teamwork as it can give
satisfaction for the team members.
1.2 Problem Statement
The phenomenon of teamwork is believed to exist and has been carried
out before as the research study. The existence of this phenomenon has been
proven by Ishak and Zainorazlin (2003) in their research. They had mentioned
that teamwork have been one of working style in many organizations as it can
influences the successful of an organization. Osterman as cited in Ishak and
Zainorazlin (2003) state that more than 50% of organization nowadays
practices the teamwork. Even though this phenomena has been studied, but
there are only a few related studies that have been done in Malaysia as
compared to foreign country. Hence, this topic is ready to be investigated.
Besides, the previous studies are mostly done to investigate the link
between teamwork and job performance, but least in job satisfaction. Work in a
team can give satisfaction to the employees (Mokhtar as cited in Ishak &
Zainorazlin, 2003), however, there is no simple process through which
teamwork influences job satisfaction (Griffin, Patterson, & West, 2001).
Furthermore, there also only a few studies conducted to investigate the link
between teamwork and diversity. The workforce has become more diverse in
terms of people's nationalities and ethnicities (Schneider & Northcraft as cited
in Oreu, Bechtoldt, & Nijstad, n.d.), as well as in terms of knowledge, skills,
abilities, and personality (Oreu et aI., n.d.). Therefore, this res~arch conducted
direct to investigate the link between teamwork effectiveness and job
2
satisfaction in an organization, in which diverse employees as a target group.
Team effectiveness is important because it is one of the most important
determinants of the companies' success (Judeh, 2011).
Last but not least, there are most of the related previous studies carried
out are using a quantitative method, for instance, the research done by
Benrazavi (2013) in "Employees' Job Satisfaction and Its Influence on
Willingness to Work in Teams", Ishak and Zainorazlin (2003) in "Faktor
faktor Kerja Berpasukan dan Pengaruhnya kepada Prestasi", and Hamlyn
harris, Hurst, Baggo, and Bayley (2006) in "Predictors of Team Work
Satisfaction". Therefore, this study used a qualitative method.
1.3 Research Objectives
Two types of objectives are designed for this study, namely, the general
as well as the specific objectives. In general, this study aims to investigate the
teamwork effectiveness on job satisfaction among diverse employees in an
organization. This study is further specified by the following specific
objectives:
1. To determine the communication effectiveness on job satisfaction
among diverse employees in an organization.
2. To determine the leadership effectiveness on job satisfaction among
diverse employees in an organization.
3. To determine the commitment effectiveness on job satisfaction
among diverse employees in an organization.
4. To determine the mutual support effectiveness on job satisfaction
among diverse employees in an organization.
1.4 Research Question
This study is also guided by the following research questions:
1. What is the communication effectiveness on job satisfaction among
diverse employees in an organization?
2. What is the leadership effectiveness on job satisfaction among
diverse employees in an organization?
3
3. What is the commitment effectiveness on job satisfaction among
diverse employees in an organization?
4. What is the mutual support effectiveness on job satisfaction among
diverse employees in an organization?
1.5 Significance of the Study
This study can contribute knowledge about the effectiveness of
teamwork on job satisfaction to human resource practitioner, organization as
well as in constructing the policies. Specifically, this study may help the human
resource practitioner to develop their practices in the organization in order to
improve their current practices in teamwork.
Besides, this study also can contribute knowledge among the diverse
employees within the organization in doing their task as a team. So, it is
important for the organization to know what the elements that needed to build
teamwork effectiveness which can be resulted in job satisfaction. The more
teamwork is effective, the more satisfied organizational member is.
Apart from that, the data of this study might provide a new idea for the
policy makers. For instance, the policy makers can come out with new policies
that are more relevant and significant to job satisfaction based on the teamwork
practices. Besides, the policy makers also can use the data of this study as the
guidance to improve their current policy regarding to teamwork within the
organization.
1.6 Limitations of the Study
There are some limitations in this study. Firstly, this study is restricted
to MLNG Sdn Bhd, Bintulu as the data of this study is collected in that
organization only. Moreover, the number of infonnants is relatively small
which cannot represent all the employees ofMLNG Sdn. Bhd. in Bintulu.
Secondly, the low level of education and knowledge about the roles of
teamwork might produce a bias result among informants. Besides, this also
may cause the answers provided by some informants to be unsatisfactory for
this study.
4
Pusat Khidmat MakJumat Aka ,'mj; UNlVERSm MALAYSJA SA ~ , '.\ •.
Lastly, this study unable to include other elements of teamwork that
influences job satisfaction as it is restricted to the communication, leadership,
commitment, and mutual support among diverse employees only.
1.7 Definition of Terms
The terms related to this study are defined conceptually and
operationally in that order of sequence:
1.7.1 Teamwork
Teamwork is defmed as groups of interdependent employees who
work cooperatively to achieve group outcomes (Parker & Wall as cited
in Griffm et aI., 2001). In this study, teamwork is referring to the process
of combined efforts, or the collaborative actions among the groups of
diverse employees to achieve a common goal.
1.7.2 Communication
Communication can be defmed as the process of transmitting
information and common understanding from one person to another
(Keyton as cited in Adu-oppong & Agyin-birikorang, 2014). In the
context of this study, communication is a process by which information
is clearly and accurately exchanged among diverse team members.
1.7.3 Leadership
Northouse as cited in Rizi, Azadi, Farsani, and Aroufzad (2013)
described leadership as a process whereby an individual influences a
group of individuals to achieve a common goal. For this study,
leadership is referring to the ability of individual as a leader in a team to
make sound decisions and inspire the diverse team members to perform
well.
5
1.7.4 Commitment
Commitment is defined as a force that guides a course of action
towards one or more targets (Meyer & Herscovitch as cited in Saeidi,
Mesgari, & Abadi, 2012). In this study, commitment is referring to an act
of the diverse employees in teamwork to be committed to the task in
hand.
1.7.5 Mutual Support
According to Rooney (n.d.), team members support each other,
which means, mutual support protects team members from becoming
ovetwhelmed or overloaded with tasks. In the context of this study,
mutual support is an ability to anticipate and support other team
member's needs through accurate knowledge about their responsibilities
and workload.
1.7.6 Job Satisfaction
Rice as cited in Zainudin, Junaidah, and Nazmi (2010) defmed
job satisfaction as an overall feeling about one's career or in terms of
specific facets of the job or career, and it can be related to specific
outcomes such as productivity and job performance. For this study, job
satisfaction is referring to the feeling of the diverse employees towards
the effectiveness of teamwork.
1.7.7 Diverse Employees
Diversity, in principle, as mentioned by van Knippenberg et al.
(2004) is referring to an almost infmite number of dimensions, ranging
from age to nationality, from religious background to functional
background, from task skills to relational skills, and from political
preference to sexual preference. In this study, diverse ~re referring to the
6
employees who are different in terms of age, gender, educational
background, religion, race/ethnicity, and cultural background.
1.8 Summary
Overall, this chapter gives a general picture of this study. This chapter
consists of introduction, background of the study, problem statement, research
objectives, research questions, significance of the study, limitations of the
study, and defmitions of terms as well.
7
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter discusses the issues from the past studies as well as the
fmdings, some theories related to the study, and a brief summary.
2.1 Issues Related to the Study
Nowadays, teamwork has been one of the working style in many
organizations as it can develop knowledge, skills, and abilities of an individual
as well as improve organizational development. There are some issues related
on this study that have been discussed from the previous study.
Teamwork
Teamwork typically involves groups of interdependent employees who
work cooperatively to achieve group outcomes (Parker & Wall as cited in
Griffin et aI., 2001). It is important to have the right mix of people to ensure
the effectiveness of teamwork. Team-based organizations have to fmd not only
the best individual for a certain job but also the best combination of individuals
in terms of their specific characteristics (Dreu et aI., n.d.).
Teamwork, in practice, can influence job satisfacti<?n among team
member as well as the successful of the organizations. Griffm et ai. (200 I)
8
proposed that the effective team implementation can enhance the motivational
properties ofwork and increase job satisfaction. However, lack of teamwork in
a service would result in the inefficiencies, errors, and inconsistency in the
work implementation (Garner & Orelove as cited in Ishak & Zainorazlin,
2003).
Communication
Today in these "societies", employees are increasingly not only
required to get work done, but to know how to communicate across languages
and cultures (Dixon & Dougherty as cited in AI-Jenaibi, 2011). Amos, Hu, and
Herrick (2005) suggested that open communication and supportive
interpersonal relationships have been consistently linked with positive attitudes
toward the work environment, which leads to job satisfaction. So, team
members should be more open and have good communication skills in interact
with diverse ofpeople to avoid the discrimination in teamwork.
Elaine as cited in AI-Jenaibi (2011) stresses that culture is
communication; communication is culture. Shockley-Zalabak (as cited in AI
Jenaibi, 2011) also proposed that a cultural approach to organization
communication. Thus, an individual must learn variations in communication
that can occur, interpret communication differences in productive ways, and
make effective choices about how to communicate across the numerous
organizational boundaries that exist within a business community (Pacanowsky
& O'Donnell-Trujillo as cited in AI-Jenaibi, 2011).
Leadership
Leadership is one of the most important determinants of employee job
satisfaction (Rizi et aI., 2013). Voon, Lo, Ngui, and Ayob (2011) state that
effective leadership and employee job satisfaction are two factors that have
been regarded as fundamental for organisational success. The leader who has
effective leadership skill can influences employees' motivation and dedication.
Miller as cited in Al-ababneh and Lockwood (n.d.) view leade~ship style as the
pattern of interactions between leaders and subordinates.
9
Schermerhorn (as cited in Al-ababneh & Lockwood, n.d.) believed that
leading is a process used to motivate and to influence others to work hard in
order to realize and support organizational goals. Similarly, Fertman and Liden
as cited in Rizi et al. (2013) also believed that leadership style is the manner
and approach of providing direction, motivating people, and achieving
objectives. Besides, the leadership styles are also predictor to leadership
effectiveness whereby leadership style in an organization is one of the factors
that play significant role in enhancing or retarding the interest and commitment
of the individuals in the organization (Obiwuru as cited in Rizi et aI., 2013).
Commitment
Over the past several decades, organizational commitment has been
recognized as an important concept due to its importance and contribution to
organizational effectiveness (Mathieu & Zajac; Reichers as cited in Xiao &
Froese, 2008). Zainudin et al. (2010) suggested that commitment may depend
on several factors such as work ethics, job satisfaction, and job involvement.
He also mentioned that an employee who is satisfied with his job would
perform his duties well and be committed to his job, and subsequently to his
organization.
According to Allen and Meyer as cited in Zainudin et al. (2010),
commitment is referring to the attitude of the employees toward their
organization. Normally, the employees will be well committed if they are
really satisfied with their present job. However, there will be a poor
performance as well as poor commitment if the employees are not satisfied
with their job. The satisfaction normally depends on what the employees can
get or receive from the job. Meyer and Allen (as cited in Xiao & Froese, 2008)
further improved and descried commitment as a psychological state that (a)
characterizes the employee's relationship with the organization, and (b) has
implications for the decision to continue or discontinue membership in the
organization.
10